Case Studies

The test of any management counseling firm is results. And we’ve got them. Here are some recent examples.

REPOSITIONING A MATURE INDUSTRY

The Organization

The Taxicab, Limousine & Paratransit Association (TLPA) is a trade association of more than 1,000 firms providing local for-hire transportation services.

The Problem

  • The distinctions among the segments of the industry are blurring and there is competition from courtesy van services, public transit, nonprofit agencies and rental car firms.
  • The industry, particularly taxicabs, is perceived as having a poor public image.

Our Goals

  • Analyze the industry’s position.
  • Seek potential new markets by repositioning the industry and the association.
  • Create a preferred future state and a plan to achieve it.


Our Approach

  • Use The Forbes Group Customer's Customer Analysis© approach to identify potential new markets.

Our Findings

  • The shift of the economic engine to smaller firms affects the amount of business travel, a mainstay of the for-hire ground transportation business, which has an over capacity.
  • Less free time reduces the amount of leisure travel.
  • Seniors have local transporation needs related to their health and lifestyle.


Our Strategy

  • Reposition the industry as part of healthcare and essential to ensuring senior mobility, which is key to senior health and wellbeing.
  • Become an advocate for approaches that ease senior mobility regardless if they involve for-hire ground transporation.
  • Bring the public, private and non-profit transportation sectors to the table to resolve which is the best for various transportation needs.
  • Create service guidelines for the taxicab industry that can help resolve perception issues.


The Results

After years of concern about the efficacy and enforcement of service guidelines, the taxicab industry, through TLPA, is establishing approaches that will reduce the need for government-directed standards. The association is working to reposition the industry as a healthcare solution for elderly wellbeing and has been accepted by the communications program at the University of Maryland as a class project. A new strategic plan with measurable outcomes is in place and being implemented. 

The Contact

Al LaGasse, executive director, Taxicab, Limousine and Paratransit Association, Kensington, MD, 301-946-5700.

CREATING A NEW MEDICAL SPECIALTY

The Organization

The Society of Cardiovascular and Interventional Radiologists, Fairfax, VA, is a 4,000-member association of physicians specializing in treating vascular, renal and uterine diseases and cancer through innovative, interventional, image-guided means. Their techniques cause less discomfort and get the patient home earlier than invasive surgery.

The Problem

  • The profession is not well known and hard for people to understand.
  • Government and insurance payers favor invasive procedures
  • Cardiologists and vascular surgeons are adopting interventional radiological technology and taking patients.
  • Few medical students are choosing interventional radiology.


Our Goals

  • Determine what the patient of the future looks like and what will drive their decision to use minimally invasive technologies.
  • Differentiate interventional radiology from other medical professions.


Our Approach

  • Use the Forbes Futurescope suite of services and conduct a customer’s customer analysis, professional benchmarking, preferred futures development and strategic planning.

Our Findings

  • Doctors wave good-bye to the patient at the hospital door.
  • Patients and their families have challenges dealing with recovery outside the hospital.
  • The number of home care providers and payments are declining.
  • Cost containment measures restrict innovation.


Our Strategy

  • Create a new profession of interventional (noninvasive) medicine.
  • Follow the patient home.
  • Align with visiting and specialty nurses, primary care physicians, and home care providers and support each other’s ends.


The Results

The leaders of interventional radiology have created a vision that reinvents the profession, establishes its practitioners as clinicians and adds 1,300 new doctors by 2006. They have passed the first hurdle for being recognized as a distinct specialty a year ahead of their deadline and are crafting a new medical school curriculum for the new practitioner they have defined.

The Contact

Paul Pomerantz, former SIR executive director, now executive director, American Society of Plastic Surgeons, (847) 288-9900.

REVITALIZING A STALLED PUBLIC POLICY CAMPAIGN

The Organization

The American Society of Interior Designers, Washington, DC, is a 30,000-member organization of interior design professionals working in residential and commercial fields and their supplier companies

The Problem

  • Unsuccessfully battled architects in state legislatures for permission to approve interior plans.
  • ASID spent $7 million over ten years to no effect.
  • Designers still are not seen as the equals of architects.

Our Goals

  • Change the debate from the “we’re as good as you are” argument.
  • Create a strategy that wins legislative fights.


Our Approach

  • Research the comparative costs of using architects and interior designers and the economic impact of restrictions on designers’ right to practice.

Our Findings

  • It costs twice as much to hire an architect as an interior designer to do the same interior work.
  • Sectors that use a lot of design work are being punished economically by legislative restrictions on plan approval.
  • Businesses needing design work will choose to locate in less restrictive states.


Our Strategy

  • Change the debate from qualifications to economics.
  • Enlist commercial design customers in supporting designer plan approval.


The Results

In the past two years, ASID has won permitting authority for designers in more than 20 states.

The Contact

Michael Alin, executive director, 202/675-2354

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