• Engagement lasted from May through August, 2009 with one month ramp up and three months of execution.
• Focus was on building the brand and the customer experience.
• Full program was reviewed by the senior management team before rolling out to each store manager.
• Program was divided into three phases:
• Phase I used external sampling, prints, direct mail promotions to new customers and email blasts to current customers.  All value focused promotions created bundled menu items and avoided perceptions of direct discounts.
• Promotions focused on key business dayparts:  lunch, after work refreshments, dinner, and take out while reinforcing restaurant locations.
• Location specific opportunities were leveraged:  commuter trains, malls, auto and pedestrian traffic, visibility options, offices, and in store communications.
• Phase II created a “Customer Appreciation Week” in which all customers were treated like new customers and given New Customer packets to encourage return visits.
• Phase III was a limited reinforcement of Phase I was also supporting a special menu roll out featuring recipes using local farmers and vendors.
• Result metrics were monitored and reported on weekly, and restaurant General Managers were contacted frequently.

Results:

• Twelve weeks after the program started, the three restaurant sales up more than +6% against a pre-program decline of -5%, or approximately 11+% percentage point sales trend shift.
• Net profits, after all program related costs, virtually doubled the investment level behind the programs. 

   

  

  

  Jim Fisher is a marketing and management executive, and Principal with OneAccord Partners, LLC. Mr. Fisher is an enterprising senior marketing executive with a record of designing innovative programs that result in significant revenue growth and a strong market presence. By using his expertise in brand positioning and personality, business planning, advertising, pricing, and public relations, he works to create a Total Customer Experience that forges an emotional link between brand, company culture, and customer for improved sales and profits. Mr. Fisher lives in Boston and works with the Northeast division of OneAccord Partners. BIO

  Contact: jim.fisher@oneaccordpartners.com

   

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]]> http://www.oneaccordpartners.com/case-study-%e2%80%9cnot-your-average-joe%e2%80%99s%e2%80%9d-restaurant-chain/feed/ 0 http://www.oneaccordpartners.com/social-media-yeah-we-have-that-covered%e2%80%a6or-do-you/ http://www.oneaccordpartners.com/social-media-yeah-we-have-that-covered%e2%80%a6or-do-you/#comments Tue, 13 Jul 2010 19:50:13 +0000 developer http://www.oneaccordpartners.com/?p=1259 By Dave Swartzendruber, OneAccord Principal & President of CLS Global Solutions

This is commonly heard in our Digital Media practice at CLS Global Solutions. The euphemism is a great qualifier because it indicates a level of understanding of the digital marketplace.

Often the comment is followed by an abrupt change of topic due to discomfort. We ask – “What do you measure, how do you measure and in what units” and “what data analysis techniques did you use to substantiate the business case and prioritization?” These are prudent business questions the company had never considered prior to charging off to chase the online market. This also applies to large corporations as well, “Did your agency ask these questions”?

“We were told we needed to be X% on Facebook/Twitter but don’t have a quantified business case or justification.” Sound familiar?   

Social Media is NOT a channel, and goes far beyond Facebook and Twitter. 
There are literally infinite combinations to consider that might fit business objectives more exactly.  Knowing your state of readiness, capabilities, where your target audience is and exactly how to engage with them is critical. This means doing your homework, architecting a plan and implementing precise tactics.   

Success is by design, and market responsiveness comes from a solid architecture.
Every market entry should have a plan with goals, objectives, and measurable performance.   Perhaps there is simply a lack of understanding of fundamentals, processes and measurements.  Sometimes “coverage” consists of randomly initiated and disconnected approaches resulting in an ineffective online presence borne of online trial by error, ad-hoc efforts, lack of ROI focus and gap in comprehensive oversight.  Many companies start with DIY (Do It Yourself) – and rapidly realize red ink.     

Survey the land, design and build the bridge to suit, THEN cross.
What would it be worth to KNOW what types of online investments make sense?  Would you like to design in the returns that match corporate objectives or find out by accident that they don’t?   

And third, there’s a lot of great talent “on the street” if you can find it — talent which might be right for your company — and it’s a great time to add to your cadre of top producers. The Turning Point Consulting core service offering helps any company find the right top performers for them.

Knowledgeable executives:

• Know the online world touches every aspect of their company.
• The pace and fluidity of the online marketplace and have done their research.
• Engage expert guidance in order to generate business intelligence and ROI based road mapping.
• Know that “reactive” and “planned” are contradictory.  This is a new paradigm and change is constant. 
• Require that their employees understand every touch point their company has with the digital world.
• Avoid agencies that gloss over metrics and measurements, or fail to demonstrate quantified business cases 
• KNOW how each aspect of their business is perceived online and what daily activities are taking place. 

The decision makers who track their credit score and investment performance to the minute using online resources – fail to understand that this same empowerment exists with regard to how their company interfaces with social media.  We show them HOW at executive and functional levels.   

Have you “got it covered”?
Where does your company fall on this spectrum? 
Are investments made based on business cases supported by factual data, or are they guesswork?  
Why take the risk and waste dollars on trial and error? 

What is covered? How do you know?
• Know the online world touches every aspect of their company.
• The pace and fluidity of the online marketplace and have done their research.
• Engage expert guidance in order to generate business intelligence and ROI based road mapping.
• Know that “reactive” and “planned” are contradictory.  This is a new paradigm and change is constant. 
• Require that their employees understand every touch point their company has with the digital world.
• Avoid agencies that gloss over metrics and measurements, or fail to demonstrate quantified business cases 
• KNOW how each aspect of their business is perceived online and what daily activities are taking place.

Have you “got it covered”?
Where does your company fall on this spectrum? 
Are investments made based on business cases supported by factual data, or are they guesswork?  
Why take the risk and waste dollars on trial and error? 

What is covered? How do you know?

• How is the business case and roadmap constructed?  How does this map to objectives?
• What research was conducted? 
• What were the information resources – and where did they get the information from?   How is it validated?
• How did you prioritize and select that investment? What are the competitive factors used?
• How are you measuring ROI? What metrics are being used? How do you know these are the right ones?
• What types of contingency plans and policies are in place?  Are there any gaps or variables? 

Social Media Intelligence
Intelligent Social Media is the Web Strategy practice of factual business case construction, starting with comprehensive benchmark.  Every activity undertaken on the web can be digitally monitored and measured.  A web strategy recognizes that social media consists of thousands of channels and matrixes that need to be custom fitted to a business objective roadmap and implementation plan. 

When executives understand how ROI is derived and measured, they understand the exact state of “social media readiness”

When executives are provided a web strategy based on a quantified business case, they understand how ROI is derived and measured, they understand the exact state of “social media readiness” and they know the steps and investment necessary to be successful.     

Are you Social Media Intelligent?  What is your state of Readiness? 

• How are you doing business online right now? Is it producing the measureable results you desire?
• Do you have a plan in place with milestones, roadmap sequencing and coordination across all departments?
• Are there any revenue streams that you haven’t tapped?  How do you validate this today?
• How do you identify, monitor, quantify and manage risks?  
• Do you know exactly what and how your competition is doing?  Why not?
• Do you know where you are vulnerable?  (Your competition may…)
• Do you have appropriate policies and procedures in place across all functions of your organization?  
• Are you aware of every possible touch point your company has and what these represent?    
• Have you conducted an objective audit of activities to validate online assumptions, opportunities and risks?

Do you audit expenditures frequently and adjust toward cost effective digital solutions?  

What makes us different?
CLS Global is a professional services firm specializing in digital/web strategies and interim technology leadership. We always kick off our projects with a benchmarking.  ALWAYS.  We generate relevant online business intelligence first and then provide our client with a prudent planning and implementation structure based on corporate objectives.  You would question a physician who prescribes a pill without conducting diagnostics, wouldn’t you?

We specialize in several areas of Web Strategy:

• Online Competitive Intelligence
• Online Marketing Audits
• Brand and Reputation Management
• Product and Services development for Internet based companies

Our methodology is proven to:

• Increase revenues and revenue growth streams
• Increase margins
• Decrease costs, misalignments, risk
• Increase brand and brand awareness

Compensation is based on a fee based structure and a % of the increased revenue growth or cost recovery. 

 

 



Dave Swartzendruber a strategic sales and start up executive with over 15 years experience in the technology services field with expertise in full cycle service models. Dave excels at B2B sales and marketing strategy to include designing, building and deploying proven sales & marketing processes and methodologies that yield results quickly. As Partner & CEO, Dave is currently leading CLS Global Solutions, Inc. into key business areas within the technology services field to include Pre/Post Mergers & Acquisitions support services. Dave also continues to develop a network of Private Equity, Investment Banking and Venture Capital relationships to allow his clients investment vehicles to help them grow and compete strategically within their respective marketplaces. BIO

 

Contact: dave.swartzendruber@oneaccordpartners.com

]]> http://www.oneaccordpartners.com/social-media-yeah-we-have-that-covered%e2%80%a6or-do-you/feed/ 0 http://www.oneaccordpartners.com/coaching-relationship-for-sales-penetration%e2%80%a6-sometimes-it-takes-more-than-one-to-score-a-win/ http://www.oneaccordpartners.com/coaching-relationship-for-sales-penetration%e2%80%a6-sometimes-it-takes-more-than-one-to-score-a-win/#comments Tue, 13 Jul 2010 19:49:06 +0000 developer http://www.oneaccordpartners.com/?p=1251 By Michael Pearce, OneAccord Principal, Seattle

Nearly every sales effectiveness course I know of encourages salespeople to call at the “C” or executive level.  I think it’s time for a fresh concept!

Sales seems to be one of those functional areas that is most resistant to change. Concepts taught 30, even 40 or 50 years ago, are still advanced by sales trainers as a “best practices.” And of all areas in the firm, sales is often the most resistant to embracing technology. Odd isn’t it?…although there may be some good reasons.

First, every training class they go to still teaches the same old theories. Second, sales, perhaps more than any other functional area, demands skilled “coaching” for effectiveness, and few compensation plans I see reward their management for coaching.  It’s hardly ever mentioned, let alone measured and expected. We reward activities and measurable success metrics. We rarely reward sales management directly for personnel coaching and development.


The lion didn’t go for the head of the herd, his equivalent of the “C” level. Rather, he went for the easiest kill! Is there something to learn here?

A Sales Lesson on a Safari
I was reflecting on this while I was recently in South Africa on a safari watching a lion eat his kill. Think it’s odd that I was thinking about sales while watching the water buffalo get devoured, don’t you?  I’ve decided the link must have been accomplishing the mission!

Anyway, the lion didn’t go for the head of the herd, his equivalent of the “C” level. Rather, he went for the easiest kill!

Build Relationship with Key Staff
It seems to me we should re-think how we encourage our sales people plan their approach to the prospect.  Trying to go by key influencers and straight to the

It’s my experience that winning the support staff carries far more weight in advancing the sale than does the reverse, which is having the “C” level executive impose a salesperson on his subordinates.

“decision makers” will likely work against them more often then it will work for them. There’s no question the final authority/decision maker is critical to the process, but it is a process, and trying to jump over the earlier supportive levels can be fatal. Relationships can be built, trust can be established, features and benefits can be vetted and confirmed, and opportunities can be discovered and developed, all at levels below the key “C” level executive.

It’s my experience that winning the support staff carries far more weight in advancing the sale than does the reverse, which is having the “C” level executive impose a salesperson on his subordinates. When that happens, they are, as often as not, working to prove him wrong, and by extension the salesperson and his product as well.

Clearly, we should be working to understand the buying process, the issues that face the buying organization, the solution we can offer and winning the hearts and minds of the implementation team, and then advancing to the executive level with the support, confidence and trust of his staff. That’s a sale that will happen, happen more often, and happen far more quickly.

Get In at Any Level
And they are usually far easier to get to meet with. They have less gatekeepers trying to keep sales people at bay. My advice is..get in!! And get in at any level. If a sales person is successful at penetrating the “C”: level, then he should work to get introduced to those who will support the decision, rather then try to influence a buying decision in their absence. Relationships, confidence, engagement and trust are as important today as most non-enterprise product offerings. Successful rock star sales people know it and practice it, in spite of what they are told during their sales training classes!




Michael. Pearce’s corporate tenure includes domestic and international sales leadership assignments for North America, Europe, Asia, and the South Pacific while he served several of America’s leading companies including Citicorp, Boeing, Weyerhaeuser, Singer and EMC. He is a creative, entrepreneurial executive having launched a successful business which he led prior to joining OneAccord. Mr. Pearce is known for his ability to build high performance sales teams. His skill and experience allow him to bring “go to market” strategies, channel methodologies, effective process, productivity disciplines and meaningful metrics to the sales endeavor, creating sales organizations able to generate revenue and margins with repeatable, dependable and predictable results. BIO

Contact: michael-pearce@oneaccordpartners.com

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]]> http://www.oneaccordpartners.com/coaching-relationship-for-sales-penetration%e2%80%a6-sometimes-it-takes-more-than-one-to-score-a-win/feed/ 0 http://www.oneaccordpartners.com/assess-for-success-an-interview-with-lou-kertesz-founder-and-president-of-turning-point-consulting/ http://www.oneaccordpartners.com/assess-for-success-an-interview-with-lou-kertesz-founder-and-president-of-turning-point-consulting/#comments Tue, 13 Jul 2010 17:02:48 +0000 developer http://www.oneaccordpartners.com/?p=1247 By Jim Fisher, OneAccord Principal – Boston

 



Top Line Review (TLR):
Lou, you have worked with OneAccord for over three years now. Your assessment process has been a big factor in helping us determine a prospective consultant’s probability of success and a major help in bringing on the right kind of talent, both culturally and functionally.

You know I have always been a fan of yours simply because I personally found the process both helpful and enlightening for me personally. But with that said, is this time of enormous economic challenges the right time for a business to consider using Turning Point Consulting?

Lou Kertesz, Founder and President of Turning Point Consulting (LK):
Thanks. I am pleased you found the process helpful to your own understanding, and I also enjoyed our discussion during your assessment results review.

As a science, psychometric assessments have more than a ninety-year history, and the technology has continued to evolve. Today, over 65% of today’s Fortune 500 companies use assessment tools, so using assessment technology for predictive hiring is definitely “mainstream.”

TLR:
But why right now, with so many companies "hunkered down" and trying to avoid any unneeded expenditures?

LK:
Simply put, it’s always a good time to make sure you’re retaining and hiring the right people, and the best

Simply put, it’s always a good time to make sure you’re retaining and hiring the right people, and the best way to do that is to use your current top performers as a model, and essentially that’s what we do when we use assessment technology. 

way to do that is to use your current top performers as a model, and essentially that’s what we do when we use assessment technology.

However, to answer your question, this is an even more critical time for three reasons.>

First, we all know that businesses that are investing in their customer relationships, their people, their strategy, and their products and services now are the ones which will gain market share as the economy improves.


Second, this is a time when companies are restructuring, and they need to make sure they are keeping the right people based not only on current performance but also their fit with the culture and the likelihood of future performance.

And third, there’s a lot of great talent “on the street” if you can find it — talent which might be right for your company — and it’s a great time to add to your cadre of top producers. The Turning Point Consulting core service offering helps any company find the right top performers for them.

TLR:
OK, I get it that this is a good time for you to get involved — and I know that you are as comprehensive and less expensive than many of the available alternative assessment vendors — but why are you so confident you can deliver?

LK:
Well, I understand how companies want to come out of this economic crunch on the positive side of things, and the best way to do that is to reinforce the winners in your culture and learn from them — now.

Our assessment process looks at your top managers, departmental leaders and individual contributors — typically in customer facing positions like sales & customer service – and profiles their cognitive abilities, work related behaviors, and occupational interests.

From this data, we then build a “success model” based on the most reliable predictive hiring source any company has…the people who are currently excelling in that very job.

With this model, you can project how well a candidate for a job is likely to perform and also fit into the company culture. The assessment tools I use are highly respected and widely used. These assessments are the latest generation of assessment technology and there are only a few such products available. There are many vendors still selling and using “out dated” tools because it’s what they know or all they have available to them. The tools I use are used by over 40,000 companies worldwide.

TLR:
Two more questions, Lou. You frequently mention culture, and you seem to be focused on hiring new people. Why?

LK:
Well, let me answer your second question first. I talked about using our assessment program for hiring new people because it is a great opportunity, as companies get ready for the improved economy, to make sure they are adding the right people as the foundation for future growth.

Today, over 65% of today’s Fortune 500 companies use assessment tools, so using assessment technology for predictive hiring is definitely “mainstream." The tools Turning Point utilizes are used by over 40,000 companies worldwide. 

Additionally, this technology can be used to evaluate current staff. For example, by testing a solid sample of top performers and also some lesser stars, a manager can learn what creates success and what attributes are more likely to lead to failure.

Then, if someone looks to be underperforming, our assessment can help explain the reasons why. It might turn out that they just do not have the right talent set. Or if they do, then there’re other reasons to explain the low performance.

So you see, the Turning Point assessment process can easily help companies that are neither adding nor reducing staff but simply trying to be more strategically effective with the manpower they have.

I mention culture a lot because I have so many cases where the functional expertise is there but they fit within the organization isn’t. It might be a more subtle issue, but it certainly is an equally important issue.

TLR:
Okay. I get the culture part, and it is something we at OneAccord have frequently seen as a challenge — up close and personal. But tell me, if I use your assessment in an effort to get a better understanding of a struggling employee, are there any legal ramifications?

LK:
Of course you have to make sure you are on solid ground, and the assessment is only one factor to find the right decision for the company and the employee. Handled properly, however, our process is fully legally compliant and consistent with Department of Labor rules and regulations — and I can advise on how to avoid any negatives.

TLR:
Lou, thank you for your time and insights. And thanks again for the insights you gave me when I came in to join the OneAccord team.

Lou Kertesz can be contacted at LouK@Turning-Point-Consulting.com /
760.541-9116, or check out the website at www.Turning-Point-Consulting.com




Jim Fisher is a marketing and management executive, and Principal with OneAccord Partners, LLC. Mr. Fisher is an enterprising senior marketing executive with a record of designing innovative programs that result in significant revenue growth and a strong market presence. By using his expertise in brand positioning and personality, business planning, advertising, pricing, and public relations, he works to create a Total Customer Experience that forges an emotional link between brand, company culture, and customer for improved sales and profits. Mr. Fisher lives in Boston and works with the Northeast division of OneAccord Partners. BIO

Contact: jim.fisher@oneaccordpartners.com

 

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]]> http://www.oneaccordpartners.com/assess-for-success-an-interview-with-lou-kertesz-founder-and-president-of-turning-point-consulting/feed/ 0 http://www.oneaccordpartners.com/key-revenue-strategy-for-2010-eliminate-complexity/ http://www.oneaccordpartners.com/key-revenue-strategy-for-2010-eliminate-complexity/#comments Tue, 13 Jul 2010 15:39:45 +0000 developer http://www.oneaccordpartners.com/?p=1233 By Rich Hennessey, Regional Managing Principal, OneAccord Partners, LLC

 

As we enter into the second half of 2010, cautious optimism has become the general description of our economy. Indicators are pointing to slow growth this year in several business sectors and like a large ship starting to move out of the harbor, it’s very slow going in the near-term. So how should organizations build their businesses and maximize value in the current economy?

A tried and true business strategy used by both Southwest Airlines and Chic-Fil-A restaurants should be deployed, ELIMINATE COMPLEXITY:  

Eliminate Complexity in Your Product Marketing
Eliminate complexity in your product marketing now. Far too often well intentioned marketing groups make the appeal for a particular product way too complex, confusing the customer. Mixed messages kill sales. Successful marketing leaders separate themselves from the competition by creating a simple, unique, value proposition easily understood by their customers in the current business climate.  For example, Southwest Airlines said no to charge extra for passenger luggage then promoted this decision to the public. It was recently announced by Southwest to have captured an estimated $800 million more in revenues by deploying this strategy.   

Eliminate Complexity in Your Product Offering    
Eliminate the complexity in your product offering now. First, put focus on your high-growth, high-margin product offerings and drive value. Eliminate inventory items and services that bring little value to your customer and drain valuable time and resources in your organization. Mandate your product

In this recent chaos, however, a clear, easily implemented value driver has emerged, the elimination of complexity. Those market leaders who identify and remove this tendency in business will be able to create lasting business value.

development group to innovate the remaining product offering to maintain your high price and market leadership. Second; align and incent the sales organization to those markets and product applications that will generate the greatest return. Regularly re-examine your pricing structure to minimize discounts. Finally, providing sales training as part of the realignment process now will provide an incredible return and morale booster to the sales team. Last year, Chic-Fil-A generated $2.96 billion revenues selling predominately a chicken sandwich.

Eliminate Complexity in Sales Order Processes
Eliminate the complexity with your customers in dealing with your company. Is your sales order process a competitive advantage? Or disadvantage? An immediate evaluation needs to occur now to insure that your valued prospects and customers are not lost because of the complexity in your sales order process. Eliminate all confusion and duplicate processes presented to your customer to maintain simplicity and speed in each sales interaction then provide cheerful, over-the-top service to your customers to maximize your brand loyalty. When first introduced, Southwest Airlines website provided the easiest ticket ordering process to the industry, a process now copied by their competitors.

Communicate, Celebrate, Acknowledge and Communicate Again
Now that you have simplified the message, the product offering, aligned the sales organization, and simplified your sales order processing, communicate these changes throughout your organization and customers you serve. Great leaders have always been exemplified by great communication. Regularly communicate to your staff the current results and provide clear, measureable objectives to achieve your interim milestones. When a milestone is achieved reward the staff openly and always have ready one individual’s name, you know, who has gone above and beyond the call of duty. With regard to your customers, provide a clear explanation of these changes with your largest customers and tailor the value proposition directly to their company goals. As a follow-up to these meetings, provide regular, direct, and candid contact with each customer providing personal service to their needs.

These combined actions will have an enormous impact to gain the loyalty and respect of your employees and customers. From the beginning, Founder and Chairman of Chic-Fil-A, S. Truett Cathy, has made his Christian principles the core corporate philosophy down to every franchise. He regularly communicates and rewards his organization, producing an amazing brand loyalty with their customers and employees.   

Wrap-up
The past two years have provided incredible strain on business leaders. Global economic change coupled with the speed of information, have made for a very dynamic, complex environment for doing business. In this chaos, however, a clear, easily implemented value driver has emerged, the elimination of complexity. Those market leaders who identify and remove this tendency in business will be able to create lasting business value for their organization in 2010 and beyond.




Rich Hennessey is a sales and marketing executive and the regional managing principal for OneAccord northeastern practice. With over 25 years in sales and marketing experience, Mr. Hennessey has gained a thorough grasp to successfully develop and implement business development plans for both the Fortune 500 and business start-ups in the high technology industry. Mr. Hennessey is a proven entrepreneur teaming with both angel and early stage investment to open new markets using patented technologies in systems integration, science and technology. BIO

Contact: rich.hennessey@oneaccordpartners.com

 

 

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]]> http://www.oneaccordpartners.com/key-revenue-strategy-for-2010-eliminate-complexity/feed/ 0 http://www.oneaccordpartners.com/topline-may-2010/ http://www.oneaccordpartners.com/topline-may-2010/#comments Thu, 03 Jun 2010 01:56:41 +0000 developer http://www.oneaccordpartners.com/?p=1082

Revenue Perspectives from OneAccord Executive Briefing: FOCUS As we head toward the second half of 2010, business leaders continue to assess the economy and optimal revenue strategies. Our theme in this issue is to reduce complexity, focus, and move! OneAccord offers Topline View to senior executives, providing valuable, strategic and tactical perspectives to optimize revenues for your company. OneAccord, LLC is a national firm of seasoned executives, providing operating leadership, sales execution, and marketing excellence, essential functional disciplines to drive profitable, sustainable revenue growth. (See our Practice Focus). IN THIS ISSUE: Macro View:         Confidence Indicators Strategic View:     Reduce Complexity for Topline Success Resource View:    Use Assessments to Hire Right the First Time Sales View:            Coaching Relationship for Sales Penetration Client Value:         Turning Things Around: A Case Study in Focus   ACG Growth Conference The Market Returns to Dealmaking June 10, 2010 Park Plaza Hotel, Boston, MA Global Leadership Seminar with Lou Tice Harness the power of your mind to achieve bottom-line results. June 25-27, 2010 Westin Hotel, Seattle, WA DETAILS BELOW BUSINESS SUSTAINABILITY Our Partners Strategic Challenges Revenue Diagnostic Tool Sales Disciplines Marketing Disciplines Case Studies

MACRO VIEW STRATEGIC VIEW Key Revenue Strategy for 2010: Eliminate Complexity By Rich Hennessey, Managing Principal –New England As we enter into the second half of 2010, cautious optimism has become the general description of our economy. Indicators are pointing to slow growth this year in several business sectors and like a large ship starting to move out of the harbor, it’s very slow going in the near-term. So how should organizations build their businesses and maximize value in the current economy? A tried and true business strategy used by both Southwest Airlines and Chic-Fil-A restaurants should be deployed, eliminate complexity. Read More RESOURCE VIEW Assessments & Predictive Hiring: An Interview with Lou Kertesz An Interview with Lou Kertesz, Founder and President of Turning Point Consulting As companies get ready for the improved economy, It is critical to make sure they are adding the right people as the foundation for future growth. Today, over 65% of today’s Fortune 500 companies use assessment tools, so using assessment technology for predictive hiring is definitely “mainstream.” Read More SALES VIEW Coaching Relationship for Sales Penetration… Sometimes it Takes More Than One to Score a Win! by Michael Pearce, OneAccord Principal It seems to me we should re-think how we encourage our sales people plan their approach to the prospect. Trying to go by key influencers and straight to the "decision makers" will likely work against them more often then it will work for them. There’s no question the final authority/decision maker is critical to the process, but it is a process, and trying to jump over the earlier supportive levels can be fatal. Relationships can be built, trust can be established, features and benefits can be vetted and confirmed, and opportunities can be discovered and developed, all at levels below the key "C" level executive. Read More CLIENT VALUE VIEW Client Spotlight: Case Study: Helping a Restaurant Chain Turn Around Three Troubled Units Through Focus By Jim Fisher, Principal – Boston Not Your Average Joe’s is a fifteen unit Boston area casual dining chain with system-wide sales near $50 million. Sales of three “troubled” units had historically lagged the remaining system and decisions on whether to extend leases would be due. OneAccord worked with senior and local management, creating a three phase program to profitably build sales while strengthening the brand itself. The program centered on key revenue drivers: value focused promotions, targeting key business day clientele, location specific initiatives, rewarding existing customers, highlighting local supplier connectivity. Twelve weeks after the program started, the three restaurants generated a double digit turnaround with bottom line profits doubling program costs. Read More UPCOMING EVENTS NACG Boston Growth Conference 2010: The Market Returns to Dealmaking Please join members of the northeastern regional team of OneAccord at a key conference being held on June 10th in Boston. Do you know enough about the real deals getting done, and the firms you need to know to close these deals? Pipelines are building, deal activity is picking up, and 2010 marks the return of an acquisition market! Join OneAccord at the largest M&A conference in New England! Contact Rich Hennessey, regional managing principal, if you would like to connect with OneAccord at this conference. June 10, 2010 Boston Park Plaza Hotel Link to More Information and Registration Details Global Leadership Seminar with Lou Tice 2-1/2 Days with a World Leader in Performance Excellence The first step to developing high performance organizations is increasing individual performance. This 2-1/2 Day seminar takes scientific principles and provides positive and powerful tools for individuals to implement. The University of Alabama Football Team winners of the 2010 BCS National Championship uses these same tools and techniques. Quoting Coach Nick Saban, “You first have to develop individual Champions before you can compete for a Championship.” This is a great opportunity for leaders of businesses to take a step toward attaining that elusive “next level” of performance. Also rewarding to do with your spouse and children (special program for ages 12-18) as all establish goals in all aspects of your professional, personal and family life. June 25-27, 2010 Westin Hotel, Seattle, WA For more information email dale.hintz@oneaccordpartners.com or call 972-824-6923.

OneAccord is a partnership of executives who incorporate best practices in operating leadership, sales execution, and marketing excellence, – essential functional disciplines whose objectives must be closely aligned in order to drive profitable, sustainable revenue growth. We invite you to discover more by visiting our website: www.oneaccordpartners.com. For inquiries, please contact toplineview@oneaccordpartners.com. TOPLINE VIEW is a periodic publication of OneAccord, LLC. Click here for an editorial overview.

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