|
The following are just a few examples of the diverse range of cases for which Spen-Off Strategies developed and executed successful plans:
Client Example #1
The Dilemma: A publicly traded, global Internet Service Provider with 35,000,000 subscribers was spending far too much to attract new customers and experiencing an extremely high rate of customer turnover due to subscriber dissatisfaction with the proliferation of viruses and SPAM.
The Strategy: Implement a comprehensive plan to provide complimentary virus and SPAM protection to customers. The ISP absorbed the cost to provide the service.
The Results: Customer turnover or “churn” rate dropped by 38%, with a net gain of more than 2 million subscribers in the first year. Overall annual revenue increased by $1 billion, with a stabilization and increase in earnings per share (EPS) and overall market capitalization.
|
Client Example #2
The Dilemma: Two independent, rural family practitioners, each with a large number of patients, were experiencing a consistent decrease in revenues in spite of a medium-sized health care facility provider of state-of-the-art, web-based E-mail security services
The Strategy: Establish a physician-owned pharmacy and bring additional services on a rotating basis (i.e., orthopedics on Tuesday, gastroenterology on Wednesday, cardiology on Thursday), with all prescriptions written being filled on-site.
The Results: Patient satisfaction skyrocketed along with total clinic revenues. Quality of care sharply rose because physicians were better able to ensure patients received their medications and had control over prices for patients needing financial assistance. This model has been duplicated in many rural settings with great success for physicians, their patients; and the communities in which they practice and reside.
|
Client Example #3
The Dilemma: A clearinghouse processor of financial transactions (i.e., ATM, credit and debit card transactions, Online bill payments and money Transfers) was experiencing stagnant growth and diminishing revenues, but facing rising operational costs in order to comply with new regulatory requirements. Revenues in this industry are driven by the number of transactions processed by the company, regardless of the dollar amount of the transaction itself.
The Strategy: Build a “no fee” ATM, debit and credit card network with small community and regional banks and credit unions to allow their customers the same conveniences offered by large banks for similar services. Built properly, the network of participating banks and credit unions becomes larger in number than any other competing organization.
The Results: Happier end-user customers who were free to use their cards at more locations without a service fee, growing banks and credit unions with the ability to offer services on-par with larger conglomerates, rising revenues for the Spen-Off client without the same number of customers due to an exponentially greater number of transactions processed on an annual basis.
|
Client Example #4
The Dilemma: A small, local auditing firm discovered a trend of overcharges in individual medical bills while assisting clients with their personal matters. The data indicated a 14-20% average overcharge per medical bill audited and was consistently tied to particular health providers, procedures and even certain group health plans. The firm established unique methodologies for auditing medical bills, with a proven record of recovering refunds for clients.
The Strategy: Build an entirely new business specializing in medical bill auditing with diverse payor sources. With no budget, the business had to be immediately self-supporting.
The Results: The small, local firm is now a regional powerhouse with national acclaim. Clients include the U.S. Department of Justice, law firms specializing in shareholder fraud under the Sarbanes-Oxley Act, regional health insurers and entities which partially or totally self-insure their group health plans.
|
Client Example #5
The Dilemma: A global provider of state of the art, web-based E-mail security services opened offices in the U.S. The company needed to establish a line of business providing services to government agencies, but did not have the time or budget for the “traditional” process of entering the government sector.
The Strategy: Enroll the client in a little known, but highly effective government purchasing consortium, which established a “piggy-back” partnership through a pre-approved government contractor. The relationship immediately provided a mechanism for the client to sell to federal, state, county, city and government education entities across the nation, with all statutory requirements for each purchasing authority met or “pre-approved” through the partnership, thereby shortening the sales cycle and moving the client directly into the business of selling to the government.
The Results: After four years, the client now provides services to roughly 2.5 million government end-users; and continues to grow. At an average price of $1.50 per user, the client realizes $3.75 million in monthly revenue, with an enormous sales opportunity remaining throughout various segments of government.
|
|
|
|