A Fortune 100 food company’s reputation was tarnished.
Declining sales and revenues, the company’s lowest stock price since going public, and a lack of long-term strategy left employees, suppliers and clients confused and discouraged about the company’s direction and their role. Trust in leadership waned as a result.
Internal Communications struggled as well. Leaders viewed the function as tactical and reactionary, couldn’t see its value to the business, and the team was plagued by inconsistent service, performance, and high turnover.
The company called on The Grossman Group to engage the entire organization in a new, long-term strategic business plan. The multi-year effort drove action around the strategic plan and its biggest business priorities, including its:
- Strategy to optimize service and capacity;
- People strategy to increase retention and reduce turnover among employees, and improve the company image — and reality — as an employer; and
- Customer satisfaction efforts to improve speed and quality of customer follow-up to build brand loyalty