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We recognize and reward project teams who deliver outstanding value to clients.
We call these projects, our Greatest Hits. Our Project teams compete hard for
this award. Numerous projects are nominated each quarter.
To qualify for a Greatest Hits Bonus, the project must meet these criteria:
- Deliver measurable results.
- Demonstrate subject matter mastery.
- Delight the client.
Recent examples of some Greatest Hits award projects
The Project: Parts Pricing Process Redesign & Technology Selection
The Objective
- The client was a large export-oriented company that employed unsophisticated pricing methods. Primary concerns were a high degree of instability (many manual interventions), little competitive data input, and inappropriate technology that led to poor pricing outputs and low dealer satisfaction.
The Carlisle Approach
- Agreed on a new market-based segmentation
- Developed state-of-the-art pricing methods
- Designed a global pricing framework
- Optimized existing pricing processes
- Recommended commercial software package to solidify redesigned processes
The Project Results
- Conducted proof of concept re-price finding 10x the project cost in incremental
revenue
- Data due diligence found pricing errors accounting for the project’s
cost
- Our client told us Carlisle was the “best consultant they have ever
worked with”
The Project: Heavy Truck Collision Parts Pricing Study
The Objective
- The objective of the Collision Parts Pricing Study for this heavy truck
OEM was to deliver fact-based market size, share, and OEM price position information
to guide strategic pricing decisions within a short window before the upcoming
annual pricing action.
The Carlisle Approach
- Developed a new process for performing this analysis in the heavy truck
market.
- Determined market size and share by part number.
- Characterized major product areas with significant aftermarket and salvage
competition.
- Analyzed aftermarket and salvage product offerings to identify assembly
and promotional opportunities.
The Project Results
- Delivered thorough reports detailing market share, market size, OEM price
position, and actual transaction prices within 5 weeks; in time for the annual
pricing action.
- The client stated that this was the “most actionable report he had
received in 5 years on the job.”
The Project: Field Force Training
The Objective
- The objective of the Field Force Training was to increase the field's ability to communicate and support key initiatives, develop job skills, and ultimately improve their ability to make value added dealer contacts.
The Carlisle Approach
- Developed a re-imagined vision of Field training.
- Created "buy in" by incorporating ideas from stakeholders throughout
the organization, including Executive leadership and Field personnel.
- Developed a curriculum to integrate key brand initiatives with targeted
training for persons of specific tenure in specific positions.
- Executed training with a long-term focus on Field career path development.
- Coordinated follow-on work to integrate with other ongoing corporate initiatives.
The Project Results
- Development of a long-term vision for Field training allowed us to leverage
cross project work, saving both time and expense for the client, equating
to savings of over $100K.
- Participant evaluations of the training were very favorable - 84% of participants responded they would be at least 50% more effective in their job this year;
Almost one-third responded “over 100%” more effective.
The Project: Design Parts Terms and Conditions
The Objective
- This OEM was piloting daily stock orders with the intent to roll the program out nationwide. The OEM's old terms and conditions had not been revised in many years and incentivized large stock orders instead of frequent daily orders. Carlisle was hired to design and implement new terms and conditions.
The Carlisle Approach
- Collected requirements from OEM stakeholders and dealers.
- Benchmarked original equipment manufacturers and independent aftermarket competition.
- Designed new terms and conditions.
- Modeled impact of terms and conditions on the OEM and dealers down to the individual dealer level.
- Communicated to dealers.
The Project Results
- Developed the most progressive performance terms and conditions in the industry.
- Moved dealers from volume based to performance based terms with almost no dealer backlash.
- Completed the entire project from benchmark to announcement within the client's window of 6 months.
The Project: Regional Inventory Management
The Objective
- The objective of the Regional Inventory Management Project was to create
a slow-moving parts strategy and to develop the associated stocking/distribution
policies for common parts of a domestic OEM.
The Carlisle Approach
- Conducted an in-depth analysis for 90,000 parts (62 actively analyzed attributes).
- Assessed current state in the areas of E&O and inventory management.
- Benchmarked mid-life E&O and global inventory management.
- Developed and tested model that determined optimal stock deployment and
costs at a part-number level.
- Optimized model results by SME reviews.
The Project Results
- Identified both a one-time and annual savings which represent more than
20 times the project cost.
- Recommended the optimal stocking location for over 50,000 parts.
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