© 2017 by Drew Nord Consulting

Case Studies

Challenge:

A retail store chain with over 100 employees and 20 locations had a separate POS system for each store without tools for cohesive accounting, benchmarking and reporting. 

Action:

Drew led the team as it implemented a new web-based POS system allowing all stores to access data corporate-wide such as sales results, employee work accuracy and attendance, product performance, and other KPI data.   Drew created a forecasting and budget tool using historical sales metrics, future profit goals, and other key data mined from the new POS system. In its 12 year history, the company had not been able to develop such comprehensive tools.  Drew then wrote new policies and procedures to take full advantage of the new system including a new corporate-wide bonus plan.

 

Outcome:

The new system combined with the tools, policies, and procedures Drew developed created a clear view of the business segments needing attention.  Decisions are now based on actual data rather than “seat of the pants” speculation. The result was  ~ 90% increase in sales of the company’s core products, greater than 15% reduction in payroll, improved cross selling of the company’s 12 product lines, and higher morale as the team became more of a single entity. 

Challenge:

An international sporting goods manufacturer acquired some competing businesses and an expansion business.  How would the newly acquired divisions, now spread across the U.S., integrate to coordinate sales and marketing efforts, communicate efficiently, and maximize their potential growth and scalability?   

Action:

In early 2010, Drew traveled to the company's various locations across the country meeting personally with all team members.  Drew completed a detailed written analysis of each division's current sales, marketing, and fulfillment strategies.  In a comprehensive 9-point plan, Drew provided a best practices report illustrating how to integrate duplicated functions, standardize sales materials, combine and simplify marketing strategies, adopt the latest available cloud software services (such as an updated CRM and an online design tool for customers), and realize other efficiency related improvements.   Next, Drew jumped in and led the team as it began to adopt these new ideas.   

Outcome:

The company implemented many of Drew's ideas immediately and continues to build a more close-knit team as the new-found efficiency yields climbing sales.  2010 sales increased significantly over the previous year despite tighter customer budgets and rising manufacturing costs.    

Challenge:

 

A group of physician entrepreneurs had a general concept in mind for a new health care company that would help hospitals, providers, and patients connect using the latest telemedicine video conferencing technology.  The group needed someone to take the idea from its infancy to an actionable plan, and ultimately launch the venture. 

Action:

 

Drew began extensive research on the telemedicine market focusing on how this new idea could potentially fill a void yet untapped in this highly competitive and fast-growing space.  Drew designed a business model and financial pro formas, sourced vendors and negotiated supply contracts, found and led the marketing, legal, and accounting teams, then found and hired the company's first sales team members.       

Outcome:

Drew led the founding and launch effort as the company's operations executive from initial concept meetings through a successful launch in the Spring of 2011 of this nationwide telemedicine services provider.  The company is funded and growing quickly. 

Challenge:

A prominent venture capital firm needed to know if a new medical technology could be commercialized into a successful business worthy of over $1M in seed capital.  How would a product be manufactured to take advantage of this technology?  How would this product be marketed and sold to consumers and what was the potential ROI?   

Action:

After researching the market thoroughly, Drew developed a comprehensive product development plan, strategic operations plan, and ‘go to market’ plan.  Drew found and developed relationships with domestic and international suppliers who would become key partners in developing and manufacturing the new product.  Drew negotiated the contracts with these suppliers and worked to help develop the ideas behind what eventually became the final product.  Drew created a business plan, detailed pro forma financials and an investor packet for the new entity.      

 

Outcome:

The company began delivering product nationwide in 2012.

Challenge:

A leading international tobacco manufacturer and distributor needed a systematic strategy for fulfilling orders, maintaining an inventory of hundreds of SKUs, forecasting purchases from 4 factories abroad, and other related supply chain challenges. 

 

Action:

Drew reorganized the work flow at the distribution center making more efficient use of space, time, and capital resources to fill orders faster and more accurately.  As part of this effort, Drew helped design a new 20,000 sf warehouse and distribution facility after the company outgrew its previous space.  Drew developed new procedures for forecasting and ordering products from all the foreign factories and shifted personnel assignments to more effectively capitalize on the fulfillment system’s advantages.

 

Outcome:

Orders were filled faster and the supply chain ran smoother contributing to revenue more than doubling each year for 4 years during the Drew’s tenure.  During this time of exponential growth, Drew’s efficiency standards helped keep staff levels consistent, costs down, and profitability on the rise yearly.

Challenge:

A startup nationwide medical product supplier needed to build a supply chain, marketing strategies, forecasting models (and everything else) from scratch. 

Action:

Drew helped found the company and all its operations-related initiatives from day one.  Drew led the team to multiple national sales contracts and an efficient supply chain from Asia to the U.S.  Drew created a just-in-time ordering strategy to make the most efficient use of the new company’s limited resources as it refined its niche in the marketplace.  Under Drew’s guidance, the company became known for fast delivery and high quality, personalized customer service.  Drew also helped design marketing materials and build the company’s web presence.

 

Outcome:

The company, founded in 2005, has steadily grown sales each year and has been profitable for some time.  One of the company’s larger customers continues to renew its national contract yearly…a testament to Drew’s attention to detail in customer satisfaction, compliance and on-time delivery during the initial phases of the company’s development.