Success Stories

Family Business in Declining Industry is Revitalized into Profitability
The owner of a 33 year old business saw his industry, and his company declining quickly. The software company had not attracted a new customer in several years and was losing customers to industry start-ups. The business was losing money, and a succession plan was needed to secure future leadership.
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Manufacturer Increases Sales and Margins
A world-leading manufacturing technology corporation faced stiff competition from low-end and overseas competitors. Management had developed a strategic plan, but was only implementing half of it. Personal and business obstacles and internal politics were sapping the energies of the team, and distracting from the challenges at hand.
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Manager becomes leader, new customers fill to capacity
The general manager of an organization knew where he wanted to take his business and employees. Most business leaders have a vision of the company's direction, but many times that vision remains undeveloped or is not shared across the organization's employees and board. This client needed a highly-effective business, sales and marketing plan to achieve growth objectives. Barr Corporate Success inspired the team and its board to commit to amazing growth, restructure service and pricing, define sales objectives and competitive advantage, and practice disciplined action with daily accountability.
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High-tech entrepreneur multiplies sales by 30
The CEO of a leading workflow services company knew that he and his team were at a critical transition point. They had had to grow or would be crushed by well-financed and well-known competitors. Barr Corporate Success helped the senior management team determine that a change in focus was required. The company had historically aligned the majority of resources toward creating great technology. Instead, the company needed to aggressively drive new sales, to improve service for customers, diversify marketing, and help their sales team broaden their market.
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Underperforming software division gains momentum, receives industry accolades
The sales and marketing teams at a software division of a $300 million public company needed momentum behind their high-potential information-sharing software. Strategic initiatives helped, but they had difficulty finalizing and implementing plans. Activities sometimes competed with one another. The team was geographically dispersed, didn't know each other well, and struggled to coordinate activities to successfully generate the buzz they needed to drive new orders.
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Disciplined Action Takes "C" Performers to New Heights
A quarter-century-old family-owned technology business in its second generation had begun operating at a loss. Sales were declining, cost of sales was higher than necessary, and morale was suffering. Day-to-day activities were not properly aligned with the business goals, and a clear means of evaluating performance was lacking. Time was being wasted on non-sales activities.
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Energetic sales culture increases revenue 47 percent
Despite a loyal customer audience and attractive facilities, a local membership organization and entertainment venue had lower than expected net revenues and substantial fixed expenses. Sales lagged, and attendance had fallen off.
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