|
Associate Profiles and Successes*
Tom Ingram Summary Background and Results
Record
-
Employers and Clients Include
Xerox,
IBM (a management team), Texas Instruments, Frito Lay, Johnson and
Johnson, Farmland Industries, Dun & Bradstreet Software, Cambridge
Technology Partners, Alliance Data Systems
-
Two Books, including "How To Turn
Computer Problems Into Competitive Advantage", published by
the Project Management Institute. 100+ Success Stories
and articles published including Contributing Editor role for
Project Management Institute
(601)
Celanese:
How Sold $10 Million
in IT Outsourcing to Celanese In 90 Days*.
Resulted from Honesty, Saving a $5 Million Project In
Trouble.
$230,000
In Change Orders Collected Through Enforced Written Scope Control.
Resolved Authority / Responsibility
Problem Through Financial Penalties And Executive Sponsor Backing. Successfully Stood Up to People
Who Put Self Interest Ahead of the Good of the Project.*
Project was IT infrastructure mass
upgrade. Associate hired to turn around $5 million project in
trouble. After
nine months, only 30% of the work was done, immovable deadline in 3 months.
Sales Cycle Notes:
Took 4 months to save initial project, 3
additional months to close $10 million order for outsourcing entire IT
infrastructure. Associate saved the project in trouble, others closed
the outsourcing sale.
Category:
IT Infrastructure Outsourcing
(TI)
http://video.tiainc.net/No35MillionDollarProjectTurnedAround.pdf
(615)
Closed $7.8 Million in Outsourced
Services, Software and Hardware in New State Government Niche.
Resulted in $21 Million Payback for Client.*
Included winning a highly profitable sole source
bid.
Associate led sale and
delivery of
multi-year initiative involving many parties to reduce labor costs and
fraud in distribution of welfare funds for the State of Texas.
Sole source project was network design and upgrade for State Board of
Insurance.
Category: IT Services Outsourcing
(TI)
http://video.tiainc.net/No18Sell8Million21MillionPayback.pdf
(616)
Procter & Gamble. Closed $5.5 Million in Outsourced
Services in 60 Days.*
Industry changes created unusual circumstances and opportunity.
Associate provided
the people who closed the work (did not close the deal himself.)
Confidential project. Contact Tom Ingram and Associates for
details. Category:
Outsourced Merchandising Services
(TI)
http://video.tiainc.net/HowSold5MillionofNewOutsourcingtoProctorandGamblein60Days.pdf
(617) "Profit Plan" Results in $2
Million in Sales at Twice Industry Average Margins for System
Integrator.* Project
Contributed Some $3 Million+ to Capital Gains When System Integrator and
Distributor Were Sold by
Proving Higher Margins Sales Were Possible.
Excellent Example of Targeted Major Account
Selling. Category:
System Integration, Profit Plan Selling (TI).
http://video.tiainc.net/Newsletter16.pdf
(618) Closed $2
Million in Miscellaneous Services, Software Sales, Projects*.
See TIA records for clients
17,46,40,39,38,23,27,3,41,28,26,12,18,19,29,31,21,30,35,36,37,10,42,4,7,45,16,11,43
Category: Services, Software Miscellaneous (TI) Some
Highlights:
(619)
General Mills, Conagra, Dole, and
Reckitt Benckiser. Closed
$1.2 Million in New Outsourced Services to Fortune 500 Manufacturers in
One Year,
Sold at 50% Margin.
Accomplished through the Differentiator of adding
a New Item Promotion service to Existing
Services.* Added new item merchandising cut in service, guaranteeing 90% on-shelf
within four weeks. Associate supplied the person that sold the
work - did not sell personally. Category: Outsourced
Merchandising Services (TI)
http://video.tiainc.net/HowSold1MillionofNewOutsourcingat50PercentMargin.pdf
(101)
Consumer Goods Broker, $7.5 million in Labor Savings over Three Years.*
Cost only $400,000 in fees.
Consolidated 36 offices to 13 while creating a
nation-wide set of standard processes,
removed 250,000 potential errors
per year and
freed up 63,000 sales and sales support hours per
year.
(TI)
Category: HQ Call, Merchandising Process Improvement
Sales
Process Improvement for Consumer Goods Firm
(620)
Texas Instruments Project Saves
$2.25 Million In Labor Over 5 Years in Accounts Payable,
Improves Internal Customer Service 400%,
Frees Up $5 Million+ in Cash from
Accounts Receivable Over 5 Years.
Project Published as Cover Article
for Project Management Institute Magazine.*
Associate led implementation of two imaging and process improvement
projects. Category: IT Implementation, Process Improvement
(TI)
http://video.tiainc.net/tiarearnedvaluearticle.pdf
http://video.tiainc.net/tiap450000savingsnwsltr.pdf
http://video.tiainc.net/tiapbookexcerpt.pdf
(621)
Frito Lay, 25% Reduction In Accounts Payable
Cost Per Invoice*.
Accounts Payable Cycle time Reduced by
25%,
allowing an increase in transaction volume without
adding people. Category: Process Improvement, IT
Implementation (TI)
(622) Federal Express: Managed $6
Million+ of Projects for Entry into Trucking / Logistics Industry*.
Category: Large Application Development, IT
Implementation (TI)
(623) Fee
Collections, Contract Enforcement, Scope Change Fees, Dispute
Resolution*: Category:
Fees and Contract Enforcement (TI)
Kurt Devin Summary Background and Results
Record
-
30+ Years in Sales, Delivery and
Buyer-Side Procurement of Outsourcing Services.
-
15+ Years on Provider Side for a Top
Outsourcing Firm
-
15+ Years on Buyer Side
(631)
Kodak, Closed $10 Million+ in Outsourcing Services for Application
Development, Infrastructure Support.* Associate lead
sales team. (KD)
(632)
Astra Zeneca, $10 Million+ Outsourcing Purchase for Application
Development.*
Associate
lead team advising the client
on procurement. Included procurement strategy, bid creation,
evaluation. Others generally oversaw implementation. In some
cases Associate was brought back in to resolve disputes.
(KD)
(633)
Cargill, $10 Million+ Outsourcing Purchase for Infrastructure Support.*
Associate lead
team advising the client on procurement. Included procurement
strategy, bid creation, evaluation. Others generally oversaw
implementation. In some cases Associate was brought back in to
resolve disputes. (KD)
(634)
Celanese, $10 Million+ Outsourcing Purchase for Help Desk and Email
Support.*
Associate
lead team advising the client
on procurement. Included procurement strategy, bid creation,
evaluation. Others generally oversaw implementation. In some
cases Associate was brought back in to resolve disputes.
(KD)
(635)
Clorox, $10 Million+ Outsourcing Purchase for Application Development
and Infrastructure Support.*
Associate
lead team advising the client
on procurement. Included procurement strategy, bid creation,
evaluation. Others generally oversaw implementation. In some
cases Associate was brought back in to resolve disputes.
(KD)
(636)
Estee Lauder, $10 Million+ Outsourcing Purchase for Infrastructure
Support.*
Associate
lead team advising the client
on procurement. Included procurement strategy, bid creation,
evaluation. Others generally oversaw implementation. In some
cases Associate was brought back in to resolve disputes.
(KD)
(637)
Gateway Computers, $10 Million+ Outsourcing Purchase for Human Resources
Outsourcing.*
Associate
lead team advising the client
on procurement. Included procurement strategy, bid creation,
evaluation. Others generally oversaw implementation. In some
cases Associate was brought back in to resolve disputes.
(KD)
(638)
Heineken, $10 Million+ Outsourcing Purchase for SAP Implementation.*
Associate lead
team advising the client on procurement. Included procurement
strategy, bid creation, evaluation. Others generally oversaw
implementation. In some cases Associate was brought back in to
resolve disputes. (KD)
(639-650) Pending for additional
success stories from KD.
Matt Masters Summary
Background and Results Record
-
25+ Years in Full Range of IT Solutions
Including Infrastructure, Application Implementation, Application
Development for Some of the Best Companies, Including Price
Waterhouse, Cap Gemini, Andersen Consulting
(652) Zales,
Sold $10 Million+ in Outsourcing Services for Application Development,
PeopleSoft and Retek Implementations.*
Project in Trouble, Over Budget By 300%.
Associate took over project, removed problem consulting
firm and completed project on time.
1400 locations. Category: Project in Trouble (MM)
(653) 2nd
Largest Jewelry Retailer in US, Sold and Delivered $6 Million+ Hardware
Upgrades for 1400 Stores.* Included card readers,
cash registers, PCs, routers. Applications migrated included sales
reporting, reordering, returns, labor reporting. (Dollar figure
includes hardware and services). (MM)
(654) 2nd
Largest Jewelry Retailer in US, Completed Two Successful Retek
Implementations.* (MM)
(655) Igloo,
Sold and Delivered $6.5 Million IT Hardware "Swap-Out" Needed Due to
Acquisition.* Included migrating all in-house
developed applications to new IBM mainframe. Included accounting,
manufacturing and sales order processing. (Dollar figure includes
hardware and services). (MM)
(656) Sold and
Delivered $10 Million+ In Other IT Hardware "Swap-Outs" for GE
Directories, a Check Printer and a Transit Authority.
(Dollar figure includes hardware and services). (MM)
(657) Sold and
Delivered $1.5 Million+ in Store Hardware and Software Upgrades.*
Includes numerous smaller projects. (Dollar
figure includes hardware and services). (MM)
Art Maxon Summary Background and Results Record
Art Maxon is currently a senior sales executive for a top 5 Indian IT
services outsourcing firm.
-
Company’s
Long Term Financial Performance:
-
Sales Growth:
43% Over 10 Years, (from $203
million in 2000
to
$4.7 Billion in 2009)
-
Gross Profit Average:
44% Over 10 years
-
Price / Equity Average:
41 Over 10 years.
-
Average Net Profit:
28% Over 10 years
-
Total Shareholder Return:
497% Over 10 years
-
Key Lessons:
-
Economic Value Add is
Astonishing—Possibly More Than the EVA
of the Next Nine Competitors Combined!
-
Primarily Organic Growth
-
Important Precedent: Indian
Firm Learns to Focus on Higher Value
Work Before Cost Advantage Goes Away
-
Important
Industry Focus:
Financial Services, Telecom,
Manufacturing, Retail
-
Has Made Important Transition from
Business Process Outsourcing (Call
Center) to Higher Value IT
Services - Became Credible as
Technology Services
Provider
Sales and Successes by Art Maxon:
(624)
Warner Music Group, Merchandising Division,
Closed $10 million of Outsourced Services.*
IT support, maintenance and ERP upgrade.
Results were reduced cycle time,
$5 million worth of “lost inventory” identified and tracked more
effectively.
Moved largely manual Accounts Payable and Accounts Receivable systems to
automated with improved tracking, transparency and accountability.
Sales Cycle Notes:
Had proven credentials.
Helped client understand that the existing ERP implementation was
inefficient.
Category: IT Support, ERP Upgrade. (AM)
(625)
American Express,
Closed $15 million of Outsourced Services Over
Three years.*
Reduced software development defects by 35%.
$5.5 Million Saved by Reducing Project
Lifecycle by 15%.
$20 Million+ Savings in Paper, Printing and
Postage. Associate identified opportunity and closed
the sale as lead sales person. Work
delivered included Streamlined Business Process Management, improved
correspondence management. project management center of excellence,
software defect reduction, enterprise content management.
Category: Business Process, Application Development, Content
Management. (AM)
(626) Closed $2.5
million of Outsourced Services with American Express for Content
Management.* Part of above work for American
Express.
Sales Cycle Notes:
Won
through better solution design. Category: Content
Management. (AM)
(627) $4 Million Project
for Johnson Controls, Germany for
Development of Bill Of Materials /
Product Data Management Tool.*
Reduced product design cycle time by 15%.
Eliminated waste and inefficiency on supply chain (e.g. how data
was transmitted and received.)
Sales Cycle Notes:
First in outsourcing in Germany, captured much of the market.
Category: Application Development, EDI (AM)
(628) $700,000 Project
Sold to Visteon in France for CAD/CAM Software Tool.*
Sales Cycle Notes:
First in outsourcing in Germany, captured much of the market.
(629) Delivered $13 Million of Outsourcing
Work Certified at CMM Level 5. (AM)
(630) Kirloskar Electric Car Company,
Developed ERP Solutions for Engineering, Production Planning and
Inventory Management.*
(AM)
Docucorp Associate: Mark Acer, Outsourcing
Senior Executive, CEO that Built the Company
(605)Technology
Company Changes to Selling Services Over Software by 2 to 1,
Sold in 2007 for 25
Times Earnings!. *
Sustains Great Gross Profit – 49% – Over Long Term.
Solid Mid-Size Company, Grows to
$88 Million,
Mostly Organic Growth.
Focus:
Great Example of Finding the Right Focus.
See Our Other Success Story #28.
Sustained 5.6% Net
Income Over 8 Years – Slightly Above Industry Average.*
Price / Equity Ratio
Averaging 26 Over Time.
Sales and Marketing Spending in
the Range of 20% to 25%.
Appears To Be Much Better
Return on Invested Capital Than Some Other Examples.
Docucorp International,
Rated B+ in the TIA Study of Excellent Services Companies, August, 2009
DocucorpInternationalSuccessStory36.pdf
Summary Background:
(Docucorp provides forms and document processing software and
services to the insurance and financial services industries)
-
Docucorp’s
Long Term Financial Performance:
-
Sales Growth:
8.06%
Over
8 Years,
(from $52
million in 1999
to $88
Million
in 2006)
-
Gross Profit Average: 49% Over 8
years
-
Price
/ Equity Average:
26 Over 8 years.
Sold in 2007 for 25
Times Earnings
-
Average
Net Profit:
6.3% Over 8
years
-
Total Shareholder Return: 400%
Over 8 years
-
Key Lessons:
-
Important
Precedent for Shareholder Value:
Company
Changes from Technology / Software Sales
Focus to Selling Services.
-
Found a Niche Where “Competition Was
Almost Irrelevant”
-
Services Eventually Outsold Software 2
to 1
-
Sold in 2007 for
25 Times Earnings!
-
Focus:
Great Example of Finding the
Right Focus.
See Our Other Success Story #28.
Fiserv Associates: Mel
George, Ned Baker, Marvin Damion (Part
of Senior Leadership that Built the Company)
(651) Fiserv: Outsourcing
Firm Grows from $20 Million to $3.5 Billion in Sales, Profitable Every
Quarter, with Average 18-20% Earnings Growth Per Quarter Since 1986.
Share Price Rises from $1.22 to $37.00 a Share
after Seven Stock Splits.
11.14% Average Net
Return on Sales Per Year During the Difficult Five Years After Tech
Crash!*
Largest Profit for Shareholders Generated by any
Firm in Our Study.
“We are not Really a Software Company”.
“We are a Firm That Produces Results for Our
Customers and We Happen to use Software”.
“Before You Focus on Revenues or Earnings, You Focus and Quality and
Customer Satisfaction”.
How to Do the Right Things During Acquisitions.
Tight Focus on Doing High Value Tasks for a Narrow Set of Customers.
Concentrates on Mid-Market to Avoid Competing Head-On With Big Guys.
http://video.tiainc.net/No29FiServSuccessStory.pdf
(MG) (NB) (MD)
-
Fiserv’s
Long Term Financial Performance:
-
Sales Growth:
36% Over 17 Years,
(from $20
million in 1986 to $3.7 Billion in 2004)
-
Gross Profit Average:
43% Over 10 years
-
Price / Equity Average: 31
Over 10 years
-
Average Net Profit:
9.99% Over 10 years
-
Total Shareholder Return:
310% Over 10 years
-
Profitable Every Quarter, with Average 18-20%
Earnings Growth
Per Quarter Since 1986.
-
Share Price Rises from $1.22 to $37.00 a
Share after Seven Stock
Splits.
-
11.14% Average Net Return on Sales Per
Year During the Difficult
Five Years After Tech Crash!
-
Key Lessons:
-
“We are not Really a Software Company”. “We
are a Firm
That Produces Results
for Our Customers and We
Happen to use
Software”.
-
USE A LITTLE BIT OF
SOFTWARE TO SELL A LOT
OF SERVICES
-
“Before You Focus on
Revenues or Earnings,
You Focus
and Quality and Customer
Satisfaction”.
-
Tight Focus on Doing
High Value Tasks for a
Narrow Set of
Customers. Only does
commodity work for high
value
customers.
-
Concentrates on
Mid-Market to Avoid
Competing Head-On With
Big Guys.
-
Became "one stop shop" for all possible outsourced IT and process
work for mid-sized
banks.
-
Took advantage of ineffective internal IT
departments plus
customer mergers
resulting in "too much
work for too few
people."
-
Funded and sustained
high-value sales force.
-
Excellent on
acquisitions.
Documentum Associate: Mary Twain
(former VP of Sales, helped build the Company)
(660) Pharmaceutical, Documentum
Success: Software
Company Narrows Focus from 1 Million Prospects to just 40 Pharmaceutical
Companies - Closed 35 Sales
in 18 Months, ranging from $75,000 pilots to $3 million+ full
implementations*. After 3 Years at Less
$2 Million in Sales, Sales Increase to $75 Million in Four Years.
Systems Sold Produced Paybacks to Clients
of 32 to 1. Stopped Trying to Sell
to IT Department - Found Line Executives with an Urgent Need to Buy.
Successful Implementation of Crossing the Chasm Theory.
Associate led sales effort as VP of Sales (MT)
(Documentum (now EMC) provides advanced document
management and workflow systems and services to numerous industries)
Some additional specifics:
- Closed 35 Sales to major
pharmaceutical firms in 18 Months, ranging from $75,000
pilots to $3 million+ full implementations*.
- After 3 Years at Less $2
Million in Sales, Sales Increased to $75 Million in Four
Years.
-
Mary's team sold $2 million+ deals to
Glaxo,
SmithKline, Schering Plough, Sandoz, Wyeth Ayerst,
Johnson & Johnson, Roche and Pfizer.
- Every $1 Million in
software sold resulted in $3 Million to
$5 Million in outsourced services.
·
(Mary's team sold $2
million+ deals to
Glaxo, SmithKline, Schering Plough, Sandoz, Wyeth Ayerst, Johnson &
Johnson, Roche and Pfizer)
-
Documentum’s 10 Year Financial Performance:
-
Sales Growth:
96%
(from $2 million in 1993 to $227 Million
in 2002)
-
Gross Profit Average:
69%
-
Key Lessons:
-
Important precedent as the
BEST execution of
"Crossing the Chasm"
theory generally known
-
Outstanding focused sales
execution
-
Consistently produced 32-fold
paybacks for clients.
Shortened sales cycles
from 18 months to 6
months.
-
Dominated pharmaceutical
niche, then moved on to
dominate chemical
manufacturing and
several additional
niches
Consistently Sold
55%+ Gross Margin Work:
How We Closed GlaxoSmithKline, Schering
Plough, Johnson & Johnson, Pfizer and 30 other Pharmaceutical
Companies in 18 Months (click
to preview video) by Mary Twain
(660.1)
Glaxo: 55%+ Gross Profit. Sold Pilot for $75,000. Team
ultimately sold full Implementation for $2 million+*
Sale of document management system for new drug submission to FDA
ultimately resulted in $8 million+ services sold.
(These are averages for sales during the company's high growth period.
Individual sales varied). (MT)
(660.2)
SmithKline: 55%+ Gross Profit. Sold Pilot for $75,000.
Team ultimately sold full Implementation for $2 million+*
Sale of document management system for new drug submission to FDA
ultimately resulted in $8 million+ services sold.
(These are averages for sales during the company's high growth period.
Individual sales varied). (MT)
(660.3)
Schering Plough: 55%+ Gross Profit. Sold Pilot for $75,000.
Team ultimately sold full Implementation for $2 million+*
Sale of document management system for new drug submission to FDA
ultimately resulted in $8 million+ services sold.
(These are averages for sales during the company's high growth period.
Individual sales varied). (MT)
(660.4)
Sandoz: 55%+ Gross Profit. Sold Pilot for $75,000.
Team ultimately sold full Implementation for $2 million+*
Sale of document management system for new drug submission to FDA
ultimately resulted in $8 million+ services sold.
(These are averages for sales during the company's high growth period.
Individual sales varied). (MT)
(660.5)
Wyeth Ayerst: 55%+ Gross Profit. Sold Pilot for $75,000.
Team ultimately sold full Implementation for $2 million+*
Sale of document management system for new drug submission to FDA
ultimately resulted in $8 million+ services sold.
(These are averages for sales during the company's high growth period.
Individual sales varied). (MT)
(660.6)
Johnson & Johnson: 55%+ Gross Profit. Sold Pilot for
$75,000. Team ultimately sold full Implementation for $2 million+*
Sale of document management system for new drug submission to FDA
ultimately resulted in $8 million+ services sold.
(These are averages for sales during the company's high growth period.
Individual sales varied). (MT)
(660.7)
Roche: 55%+ Gross Profit. Sold Pilot for $75,000. Team
ultimately sold full Implementation for $2 million+*
Sale of document management system for new drug submission to FDA
ultimately resulted in $8 million+ services sold.
(These are averages for sales during the company's high growth period.
Individual sales varied). (MT)
(660.8)
Pfizer: 55%+ Gross Profit. Sold Pilot for $75,000.
Team ultimately sold full Implementation for $2 million+*
Sale of document management system for new drug submission to FDA
ultimately resulted in $8 million+ services sold.
(These are averages for sales during the company's high growth period.
Individual sales varied). (MT)
Link to All Mary Twain Interviews
Documentum Associate: Jeff Miller
(former CEO, built the company)
Jeff Miller, former CEO, Discusses How
Documentum Was Able To:
Documentum Case, Crossing the Chasm, Conference Call Recording
-
Close 35 of top 40 Pharmaceutical companies
in first 18 months by
Narrowing Their Focus
-
Provide Customers with
32-Fold Paybacks
-
Shorten Sales Cycles to
6 Months
-
Get Meetings With and Sell To
Senior Executive Decision Makers
-
Avoid the Trap:
Selling Anything to Anybody
-
Get Focused on the Right Niche
Some additional specifics:
- Closed 35 Sales to major
pharmaceutical firms in 18 Months, ranging from $75,000
pilots to $3 million+ full implementations*.
- After 3 Years at Less $2
Million in Sales, Sales Increased to $75 Million in Four
Years.
-
Jeff's team sold $2 million+ deals to
Glaxo,
SmithKline, Schering Plough, Sandoz, Wyeth Ayerst,
Johnson & Johnson, Roche and Pfizer.
- Every $1 Million in
software sold by Jeff's firm resulted in $3 Million to
$5 Million in outsourced services.
·
See Success Story (660)
Bill Gerst Summary Background and Results
Record
(661) US Borax:
$8 Million Sale of Full IT Outsourcing (Application Development plus
Infrastructure)* Sales / Sales Support Role.
(BG)
(662) Groupo Bimbo
(Largest National Baker, Including Mrs. Baird's Bread): $3 Million
Savings on $12 Million Oracle Contract.* Client
Advisory Role. (BG)
(663) HR Textron
(Manufacturer of Hydraulics): $13 Million Sale of Full IT
Outsourcing (Application Development plus Infrastructure)*
Sales / Sales Support / Operations Role (BG)
(664) Western Union:
$268 Million Sale of Full IT Outsourcing (Application Development plus
Infrastructure)* Lead Sales Support Role (BG)
(665) Blockbuster:
Advised Client On IT Outsourcing Purchase* (BG)
(666) Nevada
National Bank: $22 Million Sale of Full IT Outsourcing
(Application Development plus Infrastructure)*
Sales / Sales Support Role (BG)
(667) First National
Bank of Lincoln, Nebraska: $16 Million Sale of Full IT Outsourcing
(Application Development plus Infrastructure)*
Sales / Sales Support Role (BG)
Ted Kale Summary Background and Results
Record
-
24+ Years in Sales and Business
Development Roles to Fortune 500 Consumer Products Manufacturers,
Including Texas Instruments,
Interstate Batteries, Essilor, Lennox, Celanese Chemical,
Nokia, Pilgrim’s Pride, RadioShack, Quaker Oats, Kraft, Dr. Pepper /
Snapple, Yum Brands, Valero Convenience Stores.
(668)
Quaker Oats: $14 Million Sale of Services Resulted in $78 Million
in Savings*.
Savings Primarily in Manufacturing and
Procurement Areas.
Services included
consulting, training, administration, communications and awards programs
to encourage all employees to find cost savings. (TK)
(669)
Kraft: $4.5 Million Sale of Services for Incentive Program to
Stimulate Cooperation, Cross Selling, Coordination, Cost Sharing, Etc.
Between Kraft Brands. (TK)
Curt Gunn Summary Background and Results
Record
-
26+ Years in Sales, Sales Management and
Executive Positions for Major Outsourcing Firms
-
Built Three High Margin Practices with
10 Year Financial Performance of:
-
Average Sales Growth of 25.5% per year
-
Average Gross Profit of
43.5%
-
Average Net Profit of
14.5%
-
Average Return on
Invested Capital of 400% (Market Value / Shareholder
Equity*)
Consumer Goods Manufacturer Practice:
(173)
Procter &
Gamble: Closed $5.5
Million in Outsourcing Services in 60 Days with P&G*
Led teams
providing outsourced services to P&G
for 10 years+, averaging over $5 million per year at 40%+ gross
margins.
Maintained revenue stream and P&G trust despite failure of two parent
companies. Changes created unusual circumstances and opportunity,
including reduced gross margin.
Contact
Tom Ingram and Associates for details.
(DZ)
(209)*
50% Margin Services Niche, $0 to $1.2
Million in One Year*. Closed
General
Mills, Conagra, Dole, Reckitt Benckiser, a few smaller accounts at 50%
margin.
Accomplished by Working from Existing Strength
in New Item Promotion. Added new item
service, guaranteeing 90% ACV on-shelf within four
weeks. (DK)
(706) Leading Global Chemical
Company: Closed $4.2 Billion, 10 Year Sale of IT Outsourcing
Services* Largest Outsourcing Sale
Ever Sold to an External Client. Won
over 17 competitive RFPs by assembling industry talent team, had
solutions to industry problems. Won
the large deal at lower margins, but used as foothold to gain trust and
close $1 Billion in higher margin SAP application development work.
Contract is still in place after 13 years. (SR)
(660a)
Pharmaceutical Practice:
Led Sales Team that closed sales at 50%+ Gross Profit to
Glaxo, SmithKline, Schering Plough, Sandoz, Wyeth Ayerst, Johnson &
Johnson, Roche, Pfizer and 30 others in 18 Months.
Sales ranged from $75,000 pilots to eventual $3
million+ full implementations*.
Shortened Sales Cycles
to
6 Months
Provided Customers with
32-Fold Paybacks.
Resulted in $4 of services sold for every $1 of software
sold.
(Complex
situation simplified for clarity. Full details available upon
request. MT)
(705)
Consumer
Electronics Practice:
Sold over $20 million in outsourced
services to the 85 largest consumer electronics firms, including Sony,
Panasonic, Sharp, Samsung, Phillips, Mitsubishi, Fuji, and Casio.
(RD)
John Wagoner Summary Background and Results
Record
(670)
Pepsi:
$5 Million Sale, Server Upgrade, Reduce Size of Data Center, $500,000
Services Component*.
Associate led sales effort for services component. (JW)
(671)
Pepsi: $500,000 Sale of Help Desk
Services
over Five Years*. Started
with small contract, $5,000 per month. (JW)
(672)
Pepsi: $100,000 Sale of
Application Software Development Project Manager Over 2 Years*.
(JW)
(673)
American Airlines: $68 Million Sale of Network Upgrade over 15
Months. $40
Million Services Component*. Involved
250 Sites. (JW)
(674)
FedEx Kinkos: $215 Sale of
Application Upgrade over Three Months*.
(JW)
(675)
FedEx Kinkos: $1 Million Sale of Installation of Large, Banner
Printer over Four Years*. (Includes
the cost of the hardware.) (JW)
(676)
FedEx Kinkos: $8 Million+ Help Desk Contract Over Four Years*.
Associate inherited the contract in
trouble. Returned the situation to health and long term customer.
(JW)
Scott Ransom Summary Background and
Results Record
-
25+ Years in Sales, Operations and
Executive Roles Serving the Consumer Goods Industry
-
Former Head of $1 Billion+ Consumer
Practice for Major Outsourcing Firm:
-
Closed
new client "mega-deal",
three other new clients
and renewed seven clients in a single year with
difficult economy
-
One of only two business units to
achieve
Contribution Margin, Client Satisfaction and Loyalty
targets in another difficult year
-
Moved
sales team from "waiting for RFPs" to active prospecting.
Resulted in
13.6% growth (two times market), a $1.6 Billion
pipeline and 2nd
best win record in company.
(677)
Fortune 10
Global Consumer Goods Manufacturer
: $350
Million per Year in Outsourced Services, including Business Process
Outsourcing and Full IT Outsourcing*.
Started as
Finance and Accounting Outsourcing and grew significantly. (SR)
(678) Top
Tier Global Beverage Manufacturer / Bottler: Grew to $15
Million per Year in Outsourced IT Services.*
(SR)
(679)
Global Consumer Goods Manufacturer (Bakery, Beverage, Retail, Food
Service): Grew by 15%+ to
$62 Million per Year in Outsourced Services. Included IT
Outsourcing, Application Development and Business Process Outsourcing*.
(SR)
(680)
Leading Tobacco Company:
$135 Million in Outsourced Services over Five Years. Primarily IT
Outsourcing, but Growing in SAP Application Support.*
(SR)
(681)
Leading Brewery: $75 Million
per Year in Outsourced Services, including Application Development, IT
Outsourcing, Finance, Accounting and Business Process Outsourcing*.
Client saved $500 million+ through joint venture
/ merger with SAB Brewing of South Africa. Market capitalization
increased by $2 billion in 60 days because investors saw that the joint
venture / merger was going to produce the promised cost savings.
(SR)
(706) Leading Global Chemical
Company: Closed $4.2 Billion, 10 Year Sale of IT Outsourcing
Services* Largest Outsourcing Sale
Ever Sold to an External Client. Won
over 17 competitive RFPs by assembling industry talent team, had
solutions to industry problems. Won
the large deal at lower margins, but used as foothold to gain trust and
close $1 Billion in higher margin SAP application development work.
Contract is still in place after 13 years. (SR)
(682)
Leading CPG Data Analysis Company: $100 Million
Renewal of Outsourced Services.* Services included Mainframe
Operations, Application Development, Business Process Outsourcing.
Lost part of the business to a large
off-shore competitor, but won the
business back due to superior performance.
(SR)
(683) Additional significant sales to
Global
Leader in Home Care, Personal Care and Adhesive Technologies
along
with the other top tier Beverage Manufacturer*.
(SR)
Doug Preston Summary Background and
Results Record
(684) Wal*Mart: $30 Million of
Outsourced Services Delivered in Three Months*.
Associate was a senior member of the sales team
and built the labor staffing and execution plan that convinced Wal*Mart
that the project could be done. Associate then oversaw the
completion of the work. Work was performed in stores all
over the United States. Associate was approximately
15% responsible for the sales win. (DP)
(685) Land O'Lakes: $0 to $15
Million in Outsourced Services in 12 Months.*
10% of
client's sales to retailers were consuming 40% to 70% of labor cost and
energy. Associate designed the team and outsourced business
process services to streamline these orders.
Associate
was 15% to 20% responsible for the sales win. (DP)
(686) Kimberly Clark: $0 to $35
Million in Outsourced Services in 12 Months.*
Reduced
Custom Orders by 70% in 8 Months.
Associate was
approximately 10% responsible for the sales win. (DP)
(687) Heinz USA (Heinz PET, Orida,
Weightwatchers, Starkist): $0 to $5 Million
in Outsourced Services in 12 Months.*
Hines needed to combine orders from five
separate operating companies into a single order source to meet retailer
demands for "fewer vendors." Associate
designed and delivered the solution. Associate was approximately
30% responsible for the sales win. (DP)
Dianna Currant Summary Background and Results Record
-
23+ Years as Specialist in Call Centers
including Operations, Technical Consultation, Human Relations, Sales
to Large Call Centers.
-
Head of US Division for a
global Call Center Technology provider. Exceeded service
revenue targets for 5 years while reducing operating costs annually
by 11%+
-
Six Sigma Quality Blackbelt
(687)
Outbound Sales of Complex, Technical, Regulated Product:
$3 Million+ Sale Of System Over Three Years to Major Medical Supplies
Manufacturer. Resulted in $30
Million+ Sales of
Insulin, Supplies and Accessories by Outbound Call Center
(estimated by Tom Ingram & Associates based on cost of home insulin
supplies)*.
Call Center People Required Special Training,
Systems and Controls Due to Regulation and Medical Risks.
E.g. You don't want to try and up-sell a customer
who has called in because they are bleeding from the insulin pump site!
Call center included 250 outbound
sales people. As head of the U.S. division, Associate
personally designed and sponsored the system, oversaw sales and delivery
teams. (DC)
(689)
Up-selling from Customer Service Calls: Grew from 0 to 225,000
"Up Sell" Calls per Year Handed Off from Inbound Customer Service Calls
to Sales Specialists*. After
customers called in for problems with loan accounts, goal was to sell
life insurance and credit cards. Applied same in print by mailing
sales materials with loan statements and having outbound calling follow
up. Call center included 150 people. (DC)
(690)
Customer Retention, Customer Satisfaction: Improved "Early
Customer Retention" by 10%+ (estimated), Reduced Customer Complaints to
Better Business Bureau by 50%+ in 45 Days.*
Goal was to reduce public opinion
problem for a debt settlement service. (DC)
Stuart
Todd Specialist in Consumer Electronics,
Currently Unavailable
(691) Fox &
Sony: Grew from approx. $500,000/
year to $1,200,000/year in a year and a half, through growth in Pamida,
Meijer, Shopko (ST)
(692) Warner, Universal, Paramount,
Lionsgate, Genius Products, First Look Studios,
Activision:
Some progress in penetrating and
growing, between $50,000 and $100,000 sales growth
(ST)
(693) Crave: $500,000 growth
in 6 months in Kmart
(ST)
(694) Henkel: $500,000+ new
account
over two years
(ST)
(695) Mattel:
$100,000 new account
(ST)
(696) Cequent:
$150,000 new account
(ST)
(697) Parrot: Grew from
$25,000 to $100,000 in Best Buy
(ST)
(698) Canon: Grew from
$100,000 to $350,000
(ST)
(699) Brother:
New account, to 60,000
(ST)
(700) Sony
Electronics: New account, to $250,000
(ST)
Howard Stone Summary Background and Results Record
-
35 Years Experience in Consumer Electronics
in Brand Marketing, Strategy, Research, Product
Development, Training, Merchandising, Sales, E-Commerce,
Internet Marketing and International Marketing
-
Numerous "Best Product" awards by
Magazines, including Business Week
-
On board of Consumer Electronics
Association, Industry Leaders
-
Numerous Guest Lectures including Sloan
School of Management, Anderson School of Management,
Microsoft High Tech Summit
-
20+ Years with Harman
International (Harman Kardon, JBL, many other brands)
-
6 Years with Bose
-
Formal recommendations from
Dr. Sidney Harman, founder of Harman and Gary Shapiro,
CEO of the Consumer Electronics Association
(701)
Harman Intl.: E Commerce, Web, Web Outsourcing, Internal, External
Internets for Manufacturer. Oversaw numerous programs.
E-Commerce program contributed significant profits.
Also brand marketing, field marketing, research,
customer service.
(HS)
(702)
Bose: Launched "Cube Speakers", Proposed "Wave Radio", other
products
(HS)
(703)
Bose: Started Dealer and Consumer Telemarketing Programs that
Ultimately Accounted for 30% of U.S. Business
(HS)
(704)
Substantial Contacts and Relationships: (HS)
AcoustiCreations, Inc
Bose Corporation
Canon U.S.A. Inc.
Harman
Hewlett-Packard Company
HITACHI GROUP
Hunter Douglas
Klipsch Group, Inc.
Logitech
Microsoft
Mitsubishi Digital Electronics America
Panasonic Corporation of North America
Samsung Electronics
Sharp Electronics Corporation
SONY Electronics
Toshiba America Consumer Products
Yamaha Electronics Corporation
Ron Davis, Specialist in Sales of Services to Consumer
Electronics Firms. Companies sold to:
(705)
Consumer
Electronics Practice:
Sold over $20 million in outsourced
services to the 85 largest consumer electronics firms, including Sony,
Panasonic, Sharp, Samsung, Phillips, Mitsubishi, Fuji, and Casio*.
(RD)
(712) Fuji Photo: Gross Profit at
50%+, Net Profit at 25%+ on $5 Million of Outsourced Services*. Accomplished
through "dedicated team" approach. (RD)
(713) Casio: Gross Profit at 40%+ on
$3 Million of Outsourced Services*. Accomplished
through "assisted selling and training" approach. (RD)
(714) Panasonic: Gross Profit at
40%+ on $1 Million+ of Outsourced Services*. Included
installation and training services. (RD)
(715) Phillips Electronics: Gross
Profit at 40%+ on $1 Million+ of Outsourced Services*. Included
installation, training and merchandising services. (RD)
(715) Samsung: Gross Profit at 40%+
on $1 Million+ of Outsourced Services*. Significant
work involving Walmart, details upon request. (RD)
Full List of Consumer Electronics Companies sold to:
|
Adobe Systems, Inc |
Sold >$500,000 |
|
Belkin Corporation |
Sold >$500,000 |
|
BIC CORPORATION |
Sold >$500,000 |
|
BISSELL INC |
Sold >$500,000 |
|
Bose Corporation |
Sold>$1,000,000 |
|
Casio |
Sold>$3,000,000 |
|
Cobra Electronics Corporation |
Sold<$500,000 |
|
Epson |
Sold |
|
FUJI PHOTO FILM Co., Ltd |
Sold>$5,000,000 |
|
GENERAL ELECTRIC COMPANY |
Sold by division
>$500,000 |
|
Kensington |
Sold<$500,000 |
|
LG |
Sold>$1,000,000 |
|
Logitech |
Sold<$500,000 |
|
Lowepro |
Sold<$500,000 |
|
Mitsubishi Digital Electronics America |
Sold<$500,000 |
|
Panasonic Corporation of NA |
Sold>$1,000,000 |
|
Philips Electronics N.A. Corp. |
Sold>$1,000,000 |
|
Samsung Electronics |
Sold>$1,000,000 |
|
Sharp Electronics Corporation |
Sold>$1,000,000 |
|
Thomson (THOMSON CONSUMER ELECTRONICS) |
Sold>$1,000,000 |
|
TomTom-Tele Atlas |
Sold<$500,000 |
Total Sold: Over $20,000,000
Dick Zell
- Summary Background
-
13+ years in sales, delivery,
management and executive roles for outsourcing services
companies
-
10+ years servicing and selling to
Procter and Gamble
(173)
Procter and Gamble
Practice: Closed $5.5
Million in Outsourcing Services in 60 Days with P&G*
Led teams
providing outsourced services to P&G
for 10 years+, averaging over $5 million per year at 40%+ gross
margins.
Maintained revenue stream and P&G trust despite failure of two parent
companies. Changes created unusual circumstances and opportunity,
including reduced gross margin.
Contact
Tom Ingram and Associates for details.
(DZ)
(174)
Grew Services Revenues from $0 to $15 Million per Year with Fortune
50 Manufacturer.*
Sustained Hourly
Rate of 25% Above Industry for 10 Years.
Generated
$50 Million+ Incremental Sales for Manufacturer.
Phase 1 cost savings of $1.7 million.
Reduced Average Hourly Cost (including
overhead) from $38 per hour to $26 per hour for 76 people.
RIGHT
FIELD MERCHANDISER IN RIGHT PLACE, WHEN NEEDED:
Increased Store Visits by 25% for Same Budget Dollars.
Comprehensive Training Makes The
Difference.
Ultimately Reduced Full Time Staff by 50%.
Category:
General Merchandise
(DZ)
(175)
Grew Services Revenues from $0 to $12
Million per Year with Distributor.*
Saved $7
Million Per Year by Outsourcing In-house Merchandising Team.
Resulted
in $38.5 Million Sales Increase Per Year for Distributor
(from 5.5% Market Share
Gain - Taken from #1 Competitor!)
New Product Cut-In Rate Raised from 70% to 99%+.
65% Full Time / 35% Part Time Work Force
Changed to 30% Full Time / 70% Part Time.
Complex
and confidential case study.
Contact Tom Ingram and Associates for
details.
Category:
Entertainment (DZ)
(176)
“How We Found $7
Million In Annual Outsourcing Cost Savings”–
Where to Look -
Internal Cost
Estimates Often Do Not Include Everything.*
Complex and confidential case study.
Contact Tom Ingram and Associates for
details.
Category:
Entertainment (DZ)
(177)
Custom
Services Program with Inventory Replenishment Results in
Distributor
Sales Growing from $0 to $27
Million in Less Than One Year.
Custom System Made It Difficult for Distributor to Beat Down The
Hourly Rate or Switch to a Merchandising Competitor.*
Helped client earn distribution in five more categories. Warehouse sold
out within 30 days, accessories selling at a 50% increase over the
previous year. Built trust with
difficult retailer.
Merchandiser’s reps trusted to place orders in the stores, resulting in
nearly 100% of stores placing a weekly order. Merchandising problems
decreased at same time as sales expanded rapidly.
(DZ)
Mark Olsen - Summary Background
(708)
High Margin Win,
SAP Application
Services Unit:
Improved Gross Profit from 31% in Commodity IT
Outsourcing to 40.5%*,
Grew SAP Unit from $0 to $100 Million.
Built important relationships with SAP senior
executives.
Acquired small software company and brought in talent to achieve. (MO)
(709)
High
Margin Win: Improved Margins from
Breakeven to 45% Gross Profit*.
Grew IT Hardware, Software and Services Unit from $400 Million to $550
Million in Three Years.
Stopped mindless responses to RFPs, requiring
win-win conditions before responding.
Simultaneously reduced
headcount from 379 to 65. Created new incentive system which
significantly contributed to improvements. General Motors Account.
(MO)
(710)
High Margin Win:
Improved
Gross Profit from 35% to 43%*.
Grew IT
Hardware, Software and Services Unit from $390 Million to $650 Million
in Two Years.
Program aided by partnering with
application software providers.
Started program with Merrill Lynch and expanded to Goldman
Sachs, Lehman Brothers, NYSE, NASDAC, AIG, NY Life, Metropolitan Life,
Bank of NY. Program was P&L based blended
pricing system including hardware teams, software teams and services
teams. (MO)
(711)
High Margin Win:
Maintained $800 Million profit
contribution while company lost 15%+ market share per year Global
Finance Unit*. Turned
sales force from "order takers" to new business "hunters".
Accomplished by developing program to finance
competitor's equipment as well as in-house equipment (despite internal
opposition.) (MO)
Ed Slayton - Summary
Background
-
28+ years in Business Process and
Software Sales / Outsourced Services. Primarily
Sales, Sales Management and Executive Management
-
Companies include Xerox, ADP,
Viewstar and IXOS (an SAP Partner)
(712)
Procter & Gamble:
$3 Million+ Sale at 50%+ blended gross
profit
for software, services and maintenance*.
Stopped selling to IT, sold to CFO,
increased average gross margins by 27%. Application sold was imaging and
workflow for Accounts Payable, Accounts Receivable,
Deduction Management (the "short pay"
problem), archiving of documents and
reports, with interface to non-SAP financial system (ES,
confirmation pending)
(713)
Conagra: $1
Million+ Sale at 50%+ blended gross profit for software, services and
maintenance*. Stopped
selling to IT, sold to CFO, increased average gross margins by 27%.
Application sold was imaging and workflow for Accounts Payable,
Deduction Management (the "short pay"
problem), archiving of documents and
reports, New Product Development / Introduction, with interface to
non-SAP financial system (ES)
(715)
VF Corp. (Wrangler Jeans): $500,000+
Sale at 50%+ blended gross profit for software, services and maintenance*.
Stopped selling to IT, sold to
CFO, increased average gross margins by 27%. Application sold was
imaging and workflow for Deduction
Management (the "short pay" problem),
archiving of documents and reports, with interface to financial system
(ES)
(716)
Celanese: $500,000+
Sale at 50%+ blended gross profit for software, services and maintenance*.
Stopped selling to IT, sold to
CFO, increased average gross margins by 27%. Application sold was
imaging and workflow for Deduction
Management (the "short pay" problem),
archiving of documents and reports, with interface to financial system
(ES)
(717)
Exxon Mobil:
$1 Million+ Sale at 50%+ blended gross profit for software, services and
maintenance*. Stopped
selling to IT, sold to CFO, increased average gross margins by 27%.
Application sold was
imaging and document management for pipeline inspection reports,
archiving of documents and reports, with interface to SAP (ES)
(718)
Texas Instruments: $1 Million+ Sale
at 50%+ blended gross profit for software, services and maintenance*.
Stopped selling to IT, sold to
CFO, increased average gross margins by 27%. Application sold was imaging and workflow
for Accounts Payable, Accounts Receivable and archiving of documents and
reports, with interface to SAP. Retained client for many years and
sold replacement system from another company when client was ready to
upgrade. (ES)
(719)
Deloitte & Touche: $1
Million+ Sale at 50%+ blended gross profit for software, services and
maintenance*. Stopped
selling to IT, sold to CFO, increased average gross margins by 27%.
Application sold was
imaging and workflow for Accounts Payable, General Ledger, Human
Resources and Project Accounting with interface to SAP at 125 locations.
(ES)
(720)
Owens Corning:
$1 Million+ Sale at 50%+ blended gross profit for
software, services and maintenance*.
Stopped selling to IT, sold to CFO, increased
average gross margins by 27%. Application sold was imaging and workflow for
Accounts Payable, Accounts Receivable, Global Consolidation of Financial
Reporting and Tax, archiving of documents and reports, with interface to
SAP (ES)
(722)
GTE: $1
Million+ Sale at 50%+ blended gross profit for software, services and
maintenance*. Stopped
selling to IT, sold to CFO, increased average gross margins by 27%.
Application sold was
imaging and workflow for Accounts Receivable, General Ledger,
archiving of regulatory documents and reports, with interface to SAP
(ES)
(724)
Valero: $1
Million+ Sale at 50%+ blended gross profit for software, services and
maintenance*. Stopped
selling to IT, sold to CFO, increased average gross margins by 27%.
Application sold was
imaging and document management for pipeline inspection reports,
archiving of documents and reports, with interface to SAP (ES)
(725)
Anheuser Busch: $1
Million+ Sale at 50%+ blended gross profit for software, services and
maintenance*. Stopped
selling to IT, sold to CFO, increased average gross margins by 27%.
Application sold was
imaging and workflow for Accounts Payable, archiving of documents and
reports, with interface to SAP (ES)
(Also held executive responsibility for success
stories 714, 721, 726, 727, 723)
Mark Ayers - Summary
Background
(728)
High Margin Win,
SAP, Oracle, BAAN,
Peoplesoft Application
Services Unit*:
Maintained 25% Pre-Tax Profit, 50%+ Gross Profit
While Growing Unit From $42 Million to $180 Million in 18 Months.
Growth was extremely rapid due to year 2000 implementations. (MA)
(729)
High Margin Win,
IT Infrastructure
Outsourcing
Services Unit*:
Maintained 20% Pre-Tax Profit While Growing Unit
From $1.2 Billion to $2.9 Billion in 24 Months.
Switched from product resale strategy to outsourced services strategy.
(MA)
(730)
High Margin Services Sales - $325 per Hour
Consulting Services: Grew Revenues
from $4 Million to $16 Million in Consumer, Manufacturing, Distribution
and Retail*.
Clients included
Unilever, Philips. Corning, Textron, Circuit
City, Dial, LSG-Sky Chefs, Scotts, CSX, GM, Johns Manville, Pactiv,
Honeywell, , Meijer, Kraft, Newell Rubbermaid, Walgreens, ArvinMeritor,
Xerox. Service sold by small
consulting firm was senior executive advisory on outsourcing purchases.
(MA)
(731)
Meijer: Deductions Management, Trade Funds
Reconciliation*, Purchasing, Finance, H/R:
Sold team of 6 people, to evaluate, then outsource those functions
with a solid business case. (MA)
(732) Major CPG Company, $125 Million Annual Savings: Sold a team of 20+ consultants for 15 months to evaluate all G&A function. Assisted
in the supplier selection and and contract negotiation for F&A, Purchasing, HR, Engineering, IT infrastructure and IT Applications. Resulted in
$125 million in annual savings for client. (MA)
Bill Seven - Summary
Background
-
28+ Years in Sales, Sales
Management, Senior Management Roles with High-Value
Application Software and Services Firms Such as EMC /
IBM, IXOS, Viewstar, MSA
(714)
McKesson: $500,000+
Sale at 50%+ blended gross profit for software, services and maintenance*.
Stopped selling to IT, sold to
CFO, increased average gross margins by 27%. Application sold was
imaging and workflow for Trade
Funds / Promotions Reconciliation,
Deduction Management (the "short pay"
problem), archiving of documents and
reports, with interface to financial system (BS)
(721)
Energen (Natural Gas Provider): $1
Million+ Sale at 50%+ blended gross profit for software, services and
maintenance*. Stopped
selling to IT, sold to CFO, increased average gross margins by 27%.
Application sold was
imaging and workflow for Accounts Payable, Accounts Receivable,
archiving of documents and reports, totaling 22 applications in all
areas of the company, with interface to SAP (BS)
(726)
BMW: $500,000+
Sale at 50%+ blended gross profit for software, services and maintenance*.
Stopped selling to IT, sold to
CFO, increased average gross margins by 27%. Application sold was imaging and workflow
for Accounts Payable, General Ledger, Quality Control,
with interface to SAP. (BS)
(727)
Safety Kleen: $500,000+
Sale at 50%+ blended gross profit for software, services and maintenance*.
Stopped selling to IT, sold to
CFO, increased average gross margins by 27%. Application sold was imaging and workflow
for Accounts Receivable, archiving of documents and reports, with
interface to SAP (BS)
(723)
Shell Oil:
$1 Million+ Sale at 50%+ blended gross profit for
software, services and maintenance*.
Stopped selling to IT, sold to CFO, increased
average gross margins by 27%. Application sold was imaging and workflow for
Accounts Payable, Franchise reporting, archiving of documents and
reports, with interface to SAP (BS)
(728)
Entergy:
$750,000 Sale of Software and Services at 60%+
Blended Gross Profit*.
Application sold was specialized backup and
disaster recovery system. Sold to CFO on the basis of keeping
business running in disaster, not sold to IT. (BS)
(729)
United States Air Force:
$1.8 Million Sale of Software and
Services at 50%+ Blended Gross Profit*
Application sold was email and document storage
and retrieval on extremely large scale. (BS)
(730)
Lennox Air Conditioning:
$300,000 Sale of Software and
Services at 50%+ Blended Gross Profit*
Application sold was document storage and
retrieval with interface to SAP. (BS)
(731)
Texas Commerce Bank:
$3 Million Sale of Software and
Services at 60%+ Blended Gross Profit*
Reduced loan
processing time form 7 days to 5 hours.
Application sold was mortgage loan
work flow processing. (BS)
(732)
NCR:
$600,000 Sale of Software and Services at
60%+ Blended Gross Profit*
Application sold was accounts payable work flow processing with
interface to SAP. (BS)
(733)
Union Pacific Resources:
$3 Million Sale of Software and
Services at 60%+ Blended Gross Profit*
Application sold was accounts payable and
land contracts work flow processing with interface to SAP. (BS)
(734)
Meridian Oil:
$1 Million Sale of Software and
Services at 60%+ Blended Gross Profit*
Application sold was accounts payable work
flow processing with interface to SAP. (BS)
(735)
McDonnell Douglas Aircraft:
$1 Million Sale of
Software and Services at 70%+ Blended Gross Profit*
Application sold was general ledger,
accounts receivable, accounts payable and fixed assets. (BS)
(736)
Cessna Aircraft:
$400,000 Sale of Software
and Services at 70%+ Blended Gross Profit*
Application sold was human resources and fixed
assets. (BS)
(738)
Truman Medical Center:
$300,000 Sale of
Software and Services at 70%+ Blended Gross Profit*
Application sold was general ledger,
accounts receivable, accounts payable and fixed assets. (BS)
(739)
Marley Air Conditioning:
$1.2 Million Sale of Software and
Services at 50%+ Blended Gross Profit*
Application sold was document storage and
retrieval with interface to SAP. (BS)
(740)
Gillette:
$800,000 Sale of Software
and Services at 55%+ Blended Gross Profit*
Application sold was
Accounts Payable document management software and
services. (BS)
(741)
Hasbro Toys:
$600,000 Sale of Software
and Services at 60%+ Blended Gross Profit*
Application sold was
Accounts Payable document management software and
services. (BS)
Roger Spar, former Amdocs executive,
(Specialist in Costing and
High Margin IT Services Sales)
(602) Services
Company Three Times as Profitable as Industry, Sustained Over Time.*
“A Little
Bit of Software Sells a LOT of Services”.
Services
Outsell Software
By
20 to 1.
Gross Profit Strong,
39% Average Over Ten Years.
Strong Focus on Single Industry Niche – Telecom.
22%
Average Sales Growth Over 10 Years, Primarily Organic, Some
Acquisitions. Effective
“Major Customer Focus”, 75% of Revenues Come from Three Customers.
Great
Customer Service is Not Enough.
Became Differentiated, High Value, Indispensible Partner to Key
Customers.
Price to Earnings Ratio –
Average 125 Over 10 Years.
After startup / high growth
period, P/E averaging about 20.
Summary Background:
(Amdocs provides primarily billing systems and services to the
wireless / telecom industry)
-
Amdocs’s
Long Term Financial Performance:
-
Sales Growth:
22% Over 10 Years, (from $627
million in 1999 to $3.2 Billion in 2008)
-
Gross Profit Average:
39% Over 10 years
-
Price / Equity Average: 125
Over 10 years. More
realistically, about 20 for last 5 years
-
Average Net Profit:
9.7% Over 10 years
-
Total Shareholder Return:
244% Over 10 years
-
Key Lessons:
-
“A Little Bit of Software Sells a LOT of
Services”.
-
Services Outsell Software By 20 to 1.
- Rigorous costing
helped organization stay focused on high
margin business, avoid commodity trap.
-
Primarily Organic Growth, Some
Acquisitions.
-
Effective “Major Customer Focus”, 75% of
Revenues Come from Three Customers.
- Dominates Niche.
-
“Great Customer Service is Not Enough.”
Became Differentiated, High
Value, Indispensible Partner to Key
Customers.
Carl Larsen Summary Background
(742)
IBM Global Services, Southwest US:
$0 to $100 Million in Two Years, Profitable Despite Extreme Growth.*
Closed Four Major Sales
in First Year. As one
of the founders of what became IBM Global Services, Associate led the
region covering the Southwest US. Unit was created to respond to IBM's rapidly
declining margins during the 1990s. (CL)
(743)
Los Angeles Unified School District: Sold
$6.5 Million in outsourced services during first year of IBM
Global Services startup*. Sold
to both the office of the Assistant Superintendant and IT Department.
Partners
made a significant contribution. (CL)
(744)
Los Angeles Department of Water and Power: Sold $4.5
Million in outsourced services during first year of IBM Global
Services startup*.
Sold to Agency Head, not IT
Department. (CL)
(745)
AARP: Sold $5 Million+ in
outsourced services during first year of IBM Global Services
startup*.
Sold to Deputy Director of Membership,
and the IT Department. (CL)
(746)
Major Los Angeles Newspaper: Led Team that
Ultimately Sold $4 Million in
outsourced services
during first year of IBM Global Services startup*.
Sold to Assistant Senior Editor,
not IT Department. Work included
applications for advertising in the greater Los Angeles area. (CL)
(747)
State Government:
Led teams selling and/or delivering $120+ Million in outsourced services*.
(CL) Major Sales Included:
-
Pennsylvania
Department of Motor Vehicles.
Work included vehicle registration system.
Sold to Agency Head, not
IT Department.
-
Utah
Department of Motor Vehicles.
Work included vehicle registration
system. Sold
to Agency Head, not IT Department.
-
California
Department of Social Services.
Work included numerous welfare payments
distribution systems.
Sold to Agency Head, not
IT Department.
(748)
Fortune 50 Consumer Electronics Firm: Sold
$100,000+ in Outsourced Services at for Internal
Credit Union*.
Sale closed with VP of Product Development and VP
of Sales - Not IT Department.
Work included application
development and incentive compensation system to move customer service reps from "order
taking" to "proactive selling." (CL)
(749)
Major Consumer Telecom Equipment Provider: Led
Team that Ultimately Sold $2 Million+ in Outsourced Services
to Support New Product (Cell Phone / Two-Way
Radio)*.
Work included vehicle registration
system. Sold to Head of
Channel Marketing, not IT Department.
Work included off shore call center and technical
support. (CL)
(748)
Texas Instruments:
Sales support for $1 Million+ sale of
hardware, software and services*.
Work included accounts payable processing and IT facility management,
(CL)
(749)
Intel:
Sales support technical manager for $1 Million+
sale of hardware, software and services*.
Work included system to support general ledger, accounts payable,
account receivable, payroll, sales order processing, purchasing and
inventory applications. (CL)
(750)
AMD:
Sales support technical manager for $1 Million+
sale of hardware, software and services*.
Work included system to support general ledger, accounts payable,
account receivable, payroll, sales order processing, purchasing and
inventory applications. (CL)
(751)
Atari:
Sales support technical manager for $1 Million+
sale of hardware, software and services*.
Work included system to support general ledger, accounts payable,
account receivable, payroll, sales order processing, purchasing and
inventory applications. (CL)
(752)
Mervyns:
Led technical sales support for
$1 Million+ sale of hardware, software and
services to this
major retailer.* (CL)
(753)
GAP:
Led technical sales support for
$2.5 Million sale of hardware, software and
services to this
major retailer.*
Work included business analysis and support for new merchandising
application development. (CL)
(754)
Macy's:
Sold $1 Million+ Application Development System*.
Work included application development for merchandising and advertising
systems. (CL)
(755)
Fireman's Fund:
Led Team that Sold $2 Million in Outsourced
Services*.
Work included offshore help desk and call center support.
(CL)
Mark Kurn: High Margin Spin-off Specialist
(756) Before:
Revenues less than $1 million, losing money. After 18 Months:
Grew business to $2.5 Million at 20% pre-tax margin. Sold for
$12.5 million. Business was Business Process
Outsourcing services for insurance underwriting*. (MIK)
(757) Before:
Revenues of $10 million, no substantial profits. After 18 Months:
$20 million in sales, 60%+ pre-tax margins. Business
was Business Process Outsourcing for auto insurance. Accomplished
by large switch from manual to automated work*. (MK)
(758) Before:
$0 Revenues. After: $10 million in sales, #1 in industry,
far ahead of #2 and #3, 70%+ pre-tax margins. Business
was Business Process Outsourcing for property and casualty insurance.
Accomplished by large switch from manual to automated work*. (MK)
(759) Before:
$2 million in Revenues, One Customer, Losing Money. After 18
Months: $15 Million in Revenues, 10 Customers, 28%+ pre-tax
margins. Business was full policy lifecycle
processing for property and casualty insurance. (MK)
(760) Before:
$100 million in Revenues, 18% net margins. After 18 Months:
$108 million in Revenues, 29.5% net margins.
Business was full technology systems for property and casualty
insurance. Revenues were 1/3 software and 2/3 services. (MK)
(761) Pioneered
Nurse Scheduling Work Management System which cut costs for entire
nursing industry by 30% and improved "time nurses were on floor" at the
same time. Took two startup efforts to accomplish.
Complex story - ask for details.* (MK)
John Carr: High Margin Spin-Off
Specialist
(762)
Rapid Refund (software and services):
Spun out of Sears and sold to H&R Block (public company) for about
$30 million in mid 1980's.*
(JC)
(763)
Level Vision (media and advertising services):
Spun out of a technology incubator to management and
two initial investors, then separately funded and (when I stepped down)
it was
valued by industry experts at $80
million after 3 years.*
(JC)
(764)
Borrowers Choice (mortgage lending origination
services
and rate advertising via computer using custom software):
Spun out from Sears along with Sears Savings Bank and Sears Mortgage
Corp. via a
sale to PNC Bank for $300
million.*
(JC)
(765) CB
Commercial Group (commercial real estate services):
Spun out via sale for $200 million
to investors and management.* (JC)
(766) Coldwell Banker Residential
Services Group (residential real estate
services and
title insurance): spun out via sale to privately held company for nearly
$200 million.* (JC)
Scott Lear: Specialist at Growing
Services Sales for Manufacturing Firms
John Brazos
- Head of Marketing & Engineering, Hilti AG
- Business Unit Manager Europe, Middle
East, Africa - Honeywell Australia
- Business Unit Leader Johnson Controls
- Industrial Account Rep, Honeywell
David Watson: GE Services Business
Specialist
- GE Aviation: Industrial
Aero-Derivatives, Product Line Manager, Master Black Belt, General
Manager
- GE Energy: Aero Energy: General
Manager Services and Service Centers
- GE Capital: Rail Services, Executive Vice
President, Operations
Results details provided on "How to Shorten
Sales Cycles for $1 Million+, High Value Services Sales" page
Bob Reardon - Colleague of David Watson at GE.
Contributed to research but currently unavailable
Doug Terrell,
Retired Head of GE's 43,000 Person Sales Organization.
-
40 Years with GE
-
Started as Field Engineer, power generation
equipment, rising in GE Energy including Region Manager for Utility
Sales, General Manager for Americas Parts & Services Business,
Regional Executive for Power Generation Business for 19 States and
Canada
-
Doug remains a licensed professional engineer
|
