What is The Purcell Group?
We are a Cincinnati firm.
We design and build one-of-a-kind learning solutions to requirements of performance improvement.
We have been doing this work for over thirty years.
As strategic partners to our clients, The Purcell Group designs and builds improvements to core processes. They encompass selling, production, design, testing, planning and diagnosis of business challenges.
How Do We Measure Success?
Our goal is to create Value. Key financial ratios of our clients are our metrics of choice. In sales projects a key metric might be effects on ROA, ROE or Net Income, ROI on projects. In production projects, comparative cost measures over time are common. When project return is compared to project costs, impact well over a hundred to one is not uncommon. Large positive effects on retention are also common.
By the same token, our goal is to enable contributors to build confidence in their abilities and satisfaction in their accomplishments and in their prospects for further growth. We design projects that produce realistic, useful experience. In many cases success in project cases demands a commitment of substantial effort of intellect and insight by the participant as an individual and as part of a group or as its leader.
What Kinds of Organizations Do We Serve?
Much of our work has been delivered in three broad process categories. For each client we acquire a sound working knowledge of industry-specific language, technology, business practices and competitive landscape.
Automotive: OEM and Tier 1,
Simulators, Inspection Skills,
The Purcell Group delivers strategies for development, mechanisms for learning and tools for execution, all specific to your organization and to your business environment. Purcell custom learning systems follow a Four-Phase sequence. For each phase of the development project…
Purcell delivers unique, purpose-built development mechanisms to clients who are global leaders in their industries. We design projects to assure that clients are the industry leaders in development as they are in other comparative measures.
Our aim is to help clients build business value. Our contributions are development strategies, program tools and transition services. We partner with clients to develop targeted systems of deployment in support of each client’s cycle of value.
What Outcomes Do We Produce?
Performance learning initiatives can drive profitability of your organization. Here are some examples from custom-built sales learning projects.
First year after training initiative, number of enterprise sales tripled.
The driver for this project was value selling. Some Account Managers were positioning the client software suite as sets of individual point solutions. The target of the performance initiative was a change in selling style and product positioning, a change to a focus on complete solutions to customer operating challenges.
Channel contribution: 214%
growth in one year
A global Channels network, 100 organizations, grew its contribution to operating revenue from 7% to 22% in one year.
The client installed a systematic selling process for all channels distributors, who ranged from small engineering companies to large software distributors. The same process was implemented throughout Europe, Asia/Pacific and the Americas. The net effect of the process implementation was higher revenues, regardless of size and type of the distributor or the previous style of selling.
Sales productivity: 50%
Prior to learning intervention:
18 months to achieve quota.
After learning intervention:
9 months to achieve quota.
The company planned a rapid expansion of the sales force. In the as-is condition, newly hired Account Managers were able to consistently meet quota only after eighteen months on the job, on average. The project target was to shorten that time by 50%. A secondary goal was to reduce attrition. Both goals were met.
Under the heading of Technical Initiatives, Purcell includes projects that do not center on communication with customers or internal audiences. These performance initiatives commonly drive profitability through cost reduction.
Reduction in Patient Falls
Among three units in the same hospital, incidents and associated costs were reduced in all populations.
The Falls Risk Assessment was implemented in many hospitals. Included with the assessment in these hospitals were methods for devising and implementing countermeasures. The results shown here are derived from one large hospital, whose results were typical of those hospitals that implemented the assessment along with strategies for eliminating contributing causes.
Training cost: 52%
reduction in training cost
For a high-turnover position, a national organization reduced annual training cost over 50%.
In this company, training of fabricators was conducted by peers and supervisors, with the training process guided by personal notes of the assigned trainers. Until each new fabricator became proficient, he or she represented a new headcount. The salary was a training cost.
The solution was a self-guided learning program, with self-guided coaching support. The result was a decrease in the time between hiring and process independence. Because the target job was a high turnover position, with large numbers of trainees annually, the total cost saving per year was $1.25 M.