We have 1000's of best practice case studies within our website from successful organisations across the world, describing what they do and how and why they do it.
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Employee severance plan includes successful job fair
In 2009 Circuit City Stores Inc, a Us Consumer electronics retailer, went into liquidation and closed 567 stores and laid off 34,000 employees. The company created a HR team to deal with severance and outplacement. The executive and the HR team researched and launched a communications strategy for former employees, created a web page that listed resume tips, job leads and updates from the company, held town hall meetings with employees, and sent notices to other..
Environmental Sustainability programme focuses on culture change
To reduce energy costs at its plants Holcim (US) Inc, a cement manufacturer, created an employee driven companywide culture of sustainability. The company established an energy-efficiency programme and carried out one week assessments..
Customer Listening Posts in a service organisation
To get a better fix on customer satisfaction Ceridian Corporation, a US provider of human resource solutions, initiated a variety programmes and practices designed to enhance its customer listening efforts. The company:
1. Established customer advisory boards (CABs), comprised of customers, which met in person at least twice yearly, and by phone at least three to five times yearly, to provide the company with feedback on all aspects of services and support.
2. Measured customer satisfaction to gauge the loyalty of..
Environmental design incorporates recycled materials
To meet its long-term goalsin the areas of energy and water conservation, recycling and green construction, Starbucks Corporation, a US based international coffee and coffeehouse chain, developed and implemented a new design strategy for new stores, all registered to be LEED(R) certified:
1. In a store in Seattle, US, the design used incorporated columns, floor and ceiling that were preserved from existing buildings; the wood in the cabinets came..
Social Networking in the fashion industry
To expand its early entry into social networking with Twitter and Facebook pages that allowed members to follow and interact with their brand, Lane Bryant, a leading US Fashion Apparel Retailer, set up a new network called Inside Curve which featured product reviews,..
Social Networking leads to new business
CFO Solutions, L.C. a US financial services company, used networking through email and web sites such as Linkedln and Facebook to generate..
Social Networking a company imperative
In 2009 CMF Associates, LLC, a US financial and operational management consulting firm, began using online networking as a strategic outlet for connectedness and thought leadership dialogue with the Mergers & Acquisitions (M&A) community...
Eco-efficiency project provides cost reduction opportunities
In reaction to a surge in natural gas prices which significantly increased its utility costs, a US Paper Recycling Mill initiated a strategy to reduce electricity, natural gas, and waste disposal costs, and as well as financial risk. A system was designed to generate electricity,..
Baldrige Criteria drives customer and employee satisfaction
To increase loyalty, and gain positive referrals and repeat business, Medrad Inc, a US manufacturer of medical devices, initiated a seven phase sales process based on Baldridge criteria, as follows:
1. Earn the Right. To build trust all front-line employees were trained in communications and customer handling skills.
2. Qualify the Opportunity. Customer contact employees were trained to understand the customer's business situation and needs.
3. Establish Buying Influences and Criteria. Criteria were established for customers to help them determine..
Opportunity Identification leads to change from traditional core business
In 2001 Verizon Communications, a US-based Communication services provider, recognised the opportunity offered as wireless alternatives and broadband became a practical reality for many households in the US. The company made a decision to move away from traditional,..
Rationalisation leads to successful move away from core businesses
lthough it had been making significant productivity gains during the 1990s, E I Dupont De Nemours & Co, a US-based chemical company, achieved an average revenue growth of only 0.6%. Management realised its long-term sustainability was at risk and that its core businesses were not capable of realising its growth ambitions. To rationalise its businesses the company:
1. Created five growth platforms each charged with delivering specific..
Internal communication techniques sow seeds of trust
To keep it employees informed Timco Aerosystems, a US aircraft interior design company, implemented a range of techniques including:
1. Quarterly All-hands Briefings, where workload was a regular agenda item. Briefings covered customer orders, company financial health, pay and benefit changes and operational metrics.
2. Employee Concerns Boards located throughout..