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Case Study 12

The Children of the Owners are at odds with their parents in what direction the company should go.  Sales have been fairly flat for the past few years, or the company is at a strategic crossroad, where critical decisions are needed.  The parents appear unreasonable, risk adverse, and unwilling to try new things.  The Owners are frustrated that the Next Generation has no appreciation for the knowledge and experience they have, and they feel the children have no understanding on making a profit.  The Children resent the parents meddling in business details, and are

Case Study 11

The owners/partners continually argue with each other over how the business is to be run. One, the marketing manager wants to expand the market as well as provide improved customer service. The second, an operations/financial person, is concerned that the profits are not there to support the growth. Another wants a new computer to get inventories under control and give timelier management information to reduce costs.

Case Study 9

The Owners of an unprofitable business want to position the company for a Sale.  They are concerned with how a high value can be attained while having family members in the management team.  Usually, a strategic plan will enable long term non family managers to stay on as well as family members, as the company increases the Sale Value.  In some client projects, the selection of a new non family GM take place, providing new leadership and direction.   In others, the family members remain, but in different, more effective positions.

Case Study 8

Costs are rising, margins are thinning, and there are disagreements with changing the way things are being done.  One department is fighting with another.  The amount of errors is causing a high amount of returns, rework, scrap, and bloated inventory.  We have helped companies figure out their costs, develop profitability by customer or product, create action plans that improve cycle times, reduce mistakes, and reduce inter-departmental conflict.

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