Client Results for TBM LeanStrategy™ for Growth
Leading Quarrier and Finisher of Stone Products*
* Name withheld due to competitive concerns
Situation
- The leader in its market segment, this company wants to widen the gap
- Substitute materials and foreign sources represent new competitive threats
- Substantial Lean improvement is not being adequately leveraged to existing and potential markets
Solution
- Structure business and sales efforts into three customer-focused segments
- Implement sophisticated, company-wide sales training program
- Enter new markets, through retail initiative and franchise partnerships
Results
In the words of the CEO:
“Our company used to be very internally focused. We were making great strides within our four walls – and losing touch with our customers. Now, with TBM’s guidance, we’re leveraging our Lean improvement to outperform our competitors – and stay close to our customers and their needs.”
Applica Incorporated
(parent of Black & Decker Household Products)
Situation
- Leading small appliance manufacturer locked in price war with multiple competitors, forcing retailers through endless cycle of forecasting, sell-ins and mark-downs.
- Implementing Lean with TBM, Black & Decker has become the industry’s most efficient manufacturer, with lead times a fraction of its competitors’.
Solution
- Leverage Lean improvement to the distribution channel, with weekly manufacturing and replenishment cycles.
Results
In the words of Harry Schulman, Applica President and CEO:
“We’re helping retailers cut inventory by 75% or more. We’re also eliminating the need for forecasting, sell-ins and mark-down sales, while our competitors are still making them jump through those hoops. Now our relationship is not about price; it’s a business partnership. None of our competitors can do that.”
Mid-Size Equipment Manufacturer*
* Name withheld due to competitive concerns
Situation
- This $100 million company invented their billion-dollar industry, but had recently slipped to third place.
- Share erosion was continuing, threatening company’s survival.
Solution
- Market analysis uncovered numerous competitive opportunities.
- Leadership once again possible if business base was re-segmented – and if new, aggressive competitive strategies were implemented.
Results
In the words of the CEO:
“TBM’s assessment of our organizational capabilities revealed a critical gap – with our current structure, we couldn’t deliver on our strategy, no matter how good we were. As a result, we have completely realigned our business structure, processes and policies. Now we’re on the way back up.”
Global Financial Services Leader*
* Name withheld due to competitive concerns
Situation
- This extremely successful company was pursuing an aggressive growth strategy, with frequent acquisitions (30+/year) a major component.
- Front-end acquisition process was excellent, but inefficient
integration was resulting in lost revenue and unrealized value creation.
Solution
- Research and identify benchmark companies for acquisition integration and implement new integration process.
Results
In the words of the Senior VP:
“TBM identified companies who were best at successfully integrating the type of acquisitions we pursue. They tailored those best practices to our situation and created a ready-to-implement process. Our integration is now as smooth as the front end – and we’re able to instantly capture revenue opportunities and build value.”
