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Case Study 1 Strategic Growth Planning

CLIENT
A Midwest-based manufacturer of colorants, compounds, additives and custom polymer solutions. BDS was retained to develop a strategy
to support the companys growth vision and to bolster its marketing efforts specifically in the areas of brand recognition, marketing
communications, and sales support tools and programs.

WHAT WE DID
Developed and implemented a formal strategic planning process to articulate a new vision for the company and to develop specific action
plans and priorities in support of the new vision. The planning process and background work included interviews with numerous
employees, key customers, and supplier partners. A deliverable from the strategic planning process was the development of an integrated
sales and marketing plan, along with recommendations of resources to implement the plan in order to achieve sales goals consistent with
the attainment of company growth objectives.

RESULTS
The company has consistently grown more than 20 percent a year since the implementation of a new strategic plan which began in 2009.
In addition, the company is now recognized as a brand leader in its category and has launched several innovative product and service
solutions which have positioned the company as an effective competitor against much larger providers with whom they compete. By
implementing a marketing plan and market segmentation process, the company significantly enhanced its brand leadership with key
customers in growing market segments such as pharma/nutraceuticals, medical and health & beauty.

Case Study 2 Family Business Succession and Strategic Planning


CLIENT
Headquartered in Northeast Ohio and serving customers worldwide, the company provides engineering, manufacturing and logistics
solutions to aerospace and industrial markets. BDS was retained to develop a strategic growth plan and a succession plan to define new
executive roles following the impending retirement of its founder and CEO.

WHAT WE DID
In 2010, the BDS team conducted an extensive SMARTGrowth assessment including interviews with executives, key staff members, and
members of an outside advisory board. Additionally, voice-of-the-customer interviews were conducted both in person and through
telephone interviews. A two-day strategic planning workshop was facilitated by BDS to review information garnered from the assessments
and customer interviews and to create a company-wide growth vision statement developed through consensus of the owners and senior
management team. BDS also facilitated the development of a succession plan for owners, family members and executive staff in
preparation for the impending retirement of the founder and CEO.

RESULTS
A growth vision statement was developed and agreed upon by the owners and executive team which contained specific revenue goals to
be attained over a 10-year horizon, company core values with respect to exceeding customer expectations, and a commitment to its
employees to become an employer of choice. The completed strategic plan included key initiatives, strategies and tactics to be
implemented by a core team and included responsibilities and ownership for specific objectives. A phased succession plan was also
developed, outlining new responsibilities and a realignment of its current management team, allowing the founder and owner to
transition from his role as CEO over an 18-month period. A new CEO and COO were named and their respective roles and responsibilities
were communicated to employees, customers, key suppliers and outside advisors. In 2012, BDS was asked to conduct a strategic check-up
following the initial roll-out of its 2010 strategic plan. The check-up aided the ownership and senior executives in assessing their progress
to date against the growth vision defined in 2010 and articulated specific areas for focus and improvement for the next year.

Case Study 3 Restructuring of Emerging Growth Manufacturer


CLIENT
A developer of patented innovation and manufacturer of automotive performance products and accessories seeking to increase sales and
grow the company.

WHAT WE DID
We conducted an extensive assessment of management and organizational issues within the company including their sales and marketing
systems, customer relationships, organizational structure, and policies and procedures. We conducted a comprehensive analysis of the
product line and examined profit margins by product line, leading to a recommendation that the company adopt a unilateral pricing (UP)
policy, a method for helping companies with multi-tiered distribution identify their best channels and train them to sell on value instead
of price. The rigor and discipline involved in the pricing analysis that took place over two months provided a roadmap for future product
development and distribution. We also developed a framework for a new product development process to assist the company in its
ability to more effectively plan and allocate engineering, plant operations and marketing resources.

RESULTS
The company adopted a more strategic approach to product development, saving money and time in the allocation of engineering
resources. Key management positions were realigned and the sales team was restructured, resulting in increased sales and a stronger
competitive positioning. New company-wide goals and performance metrics were established which bolstered employee morale and
restored confidence in the leadership. With the development of a new strategic vision for the future, the company founder/CEO was able
to gain support from outside investors and restore confidence in the companys viability.

Case Study 4 Growth Strategy to Increase Company Value


CLIENT
A division of a worldwide forged components supplier, the client is the largest supplier of contract selective electroplating and anodizing
services in the world serving the U.S. and global locations. BDS was retained to develop a growth strategy to bolster company
performance, focusing specifically on the development of a new sales and marketing plan that would support a newly-created strategic
plan.

WHAT WE DID
BDS conducted a comprehensive internal and external assessment as part of its BDS SMARTGrowth System . A variety of survey
instruments and questionnaires were used to compile information on company structure, sales and marketing process and management,
marketing programs and tactics, and customer satisfaction. Results of the surveys and assessments were used to develop a new Integrated
Sales and Marketing Plan, a Large Account Management Plan, and a recommendation on a restructure of the sales and marketing team.
Voice of the Customer (VOC) interviews were conducted with more than a dozen key customers to gain insights as to the technical
capabilities of the company, service delivery and quality issues, and its strengths and weaknesses as compared to key competitors.

RESULTS
VOC interviews provided critical information to company management regarding customer relationships and how to protect and retain its
best customers. The SMARTGrowth assessment provided valuable information about structure of the sales and marketing organization and
the gaps in management and other staff. A new sales director was hired and the sales team was realigned to better serve its key customer
segments. New performance goals and metrics were established, resulting in more consistent attainment of sales and revenue goals.
Quality issues surfaced through the VOC interviews highlighted the need for a realignment in the Quality group.

Case Study 5 Product Launch for Healthcare Information Technology Startup


CLIENT
A start-up based in New York developed an innovative integrated electronic health record and practice management system focused on
the smaller medical practice to aid physician providers and other medical staff to improve efficiency and enhance patient care. In order
to attract both early adopter customers and potential investors, the company retained BDS to develop a launch plan and marketing
campaign including development of the brand, marketing messages, competitive positioning, web strategy and social media programs.

WHAT WE DID
BDS conducted extensive market research of competing providers, the healthcare IT industry, and the complex system of certification and
qualification parameters required by the government. In order to give the start-up maximum exposure, a brand, logo, company messages,
product literature and testimonials were created in preparation for a major healthcare IT conference in 2012 which signaled the soft
launch of the new product. In conjunction with the launch, a website was created, featuring a product demo, a blog and the use of
corresponding social media including Facebook and Twitter. In addition, customer focus groups were convened to solicit feedback on
proposed technology enhancements and to assess user acceptance.

RESULTS
Following the launch, significant interest in the company was generated, including interest from potential partners both in the U.S. and
abroad. The company founder was positioned as a significant thought leader in the healthcare IT category and he is currently exploring
options to develop the next phase of technology enhancements.

Case Study 6 Integrated Sales & Marketing Strategy for Venture-Backed Innovator
CLIENT
A product design firm and manufacturer/distributor of sunless tanning equipment and sunless tanning beauty products backed by a
venture capital firm wanted to increase the companys brand reputation and position it more competitively against larger competitors.

WHAT WE DID
BDS developed and implemented an integrated sales and marketing strategy to increase brand awareness, position the company as a
market leader, and develop channel strategies for North American and international distributors to increase sales and position the
company as an attractive candidate for an eventual acquisition. In addition, a comprehensive marketing program was developed for
distributors selling through salons and spas, including packaging, pricing and promotional strategies to be implemented throughout the
year.

RESULTS
Sales and marketing initiatives increased distributor sales and positioned the company and its technology as an industry leader. Company
received strong valuation and was acquired by a strategic buyer.

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