|
Eitan Grunwald |
|
|
|
|
Case Studies |
|
DESIGN
COMPANY |
The
company grew rapidly during the first two years, but in the third year, sales
were flat. |
|
The
Problem |
The
business had acquired its early customers through personal contacts but these
were now used up. The owner was
very good at networking to generate new business; however, as the number and
complexity of jobs increased, he was forced to spend more time supervising
staff and operations, with less time for marketing. |
|
The
Solution |
Free
up the owner to do more networking by developing a supervisor to take over
project management. |
|
Implementation |
I
designed the job description, helped select someone for the position, trained
them for their new role as supervisor and project manager, set up systems for
better coordination and communications, and provided ongoing assistance to
monitor and address performance issues. |
|
Results |
Revenues
grew once again as the owner, freed from daily operational details, was able
to concentrate on marketing. |
|
|
|
|
NONPROFIT
ORGANIZATION |
Membership
was growing, but the organization’s infrastructure was limiting further
growth. |
|
The
Problem |
Successful
programs had led to increased public interest and enrollments; however,
existing administrative systems could not support expansion, and financial
constraints prevented any additional spending. |
|
The
Solution |
Create
efficiencies to increase capacity without increasing the budget. |
|
Implementation |
I examined
membership operations and developed revised procedures, assessed database
needs and identified an affordable system to automate manual tasks, and
supervised the start-up of new and improved constituent relations management. |
|
Results |
Capacity
was dramatically increased through efficiencies created by streamlined
procedures and a more robust database system, while the reduction of labor,
materials, and other costs made the improvements budget-neutral. |
|
|
|
|
PROFESSIONAL
SERVICES FIRM |
Revenues
were growing but profits were not. |
|
The
Problem |
Revenue
growth had come from a substantial increase in the number of clients, which
then required hiring more staff, and therefore increased expenses. However, because these new clients
were using only the minimal, least-profitable services, net income
wasn’t improving. |
|
The
Solution |
Change
the strategic direction to focus on marketing the most profitable services to
the most profitable kind of clients. |
|
Implementation |
I evaluated
the margins of each practice area and produced a profile of the firm’s
most profitable services and clients.
I then helped develop specific activities to upgrade existing
customers and to reach new prospects with the highest profit potential. |
|
Results |
Net
profits grew as the customer base shifted, from an excessive number of small
clients producing minimal profit, to a more efficient number of larger
clients using higher-profit services. |
|
|
|
|
“Eitan has carried out several projects for GreenFaith. He did a fantastic, thorough job in
each of these areas, helped us develop new capacity as an organization, and
was a genuine pleasure to work with. I'd recommend him very highly.” The Reverend
Fletcher Harper Executive Director GreenFaith –
Interfaith Partners for the Environment |
|
|
“We retained Eitan to shepherd much of the nuts
and bolts work associated with a new business line. We found him to be
knowledgeable, straightforward, honest, efficient and reasonably priced. He
made us comfortable that we could rely on him while focusing on our product
and customers.”
|
|
