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HERE'S WHAT TO EXPECT WITH YOUR INVESTMENT IN OUR KCS SERVICES:We understand it is unusual to disclose consulting fees up-front on a company website. But we are not your usual consulting firm.
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DAILY FEES
$3,500 / Day
On-Site Strategic Consulting/Assessing
$3,500 / Day
On-Site Training for Trainers, Core Team, and/or Coaches (ongoing training and coaching not delivered by us)
$2,500 / Day
On-Site Training or Coaching we Provide
NOTE: If any of the above services can be delivered effectively remotely, via phone conference, video conference, or webinar, the fees would be reduced by 25%.
**Travel expenses are in addition to the daily fees.
$3,500 / Day
On-Site Strategic Consulting/Assessing
$3,500 / Day
On-Site Training for Trainers, Core Team, and/or Coaches (ongoing training and coaching not delivered by us)
$2,500 / Day
On-Site Training or Coaching we Provide
NOTE: If any of the above services can be delivered effectively remotely, via phone conference, video conference, or webinar, the fees would be reduced by 25%.
**Travel expenses are in addition to the daily fees.
WHAT TO EXPECT
Your first expectation should be a significant, measurable ROI on any services you pay for. This, to us, is an obvious requirement.
Yet, we often find our clients have paid other consultants for services for which there was no measurable ROI tied to what they delivered, not before, during, or after.
So, one of our first tasks will be to work with you to identify realistic ROI and other metrics for any work we are planning.
In the case of Altiris, for example, they were able to identify over $4 million in savings in the first year. These were hard dollars, not soft. A portion of that came from eliminating around 30 new-hire positions for their support teams.
These were requisitions that were already approved and the hiring process begun. We asserted, up front, that they did not need those new hires; that they had more than enough untapped capacity, and they agreed to hold off for a few months. They never did hire those new people that year.
In fact, they did not have to increase head count in their support staff for an additional 5 years, instead of their historical increase of 25% or more every year.
Their total number of support agents at that time was around 170.
SAVINGS FROM NOT HIRED:
30 X $75,000 Avg. loaded cost = over $2 million in savings.
Another major savings came from a dramatic increase in customer self-help. When we started the initiative, self-help was virtually non-existent.
At the end of the year wee calculated it to be a minimum of 40% and probably closer to 60% of support cases were being deflected due to customer self-help.
This was a major factor in not needing additional headcount, of course, but there were a number of additional major savings and benefits tied to this increase.
For more details on this and another case study, see the "CASE STUDIES," page. You might also want to check out the many testimonials on our "TESTIMONIALS" page.
Not only do these discuss these kinds of savings but some of the other benefits from doing KM and KCS successfully and completely.
Your first expectation should be a significant, measurable ROI on any services you pay for. This, to us, is an obvious requirement.
Yet, we often find our clients have paid other consultants for services for which there was no measurable ROI tied to what they delivered, not before, during, or after.
So, one of our first tasks will be to work with you to identify realistic ROI and other metrics for any work we are planning.
In the case of Altiris, for example, they were able to identify over $4 million in savings in the first year. These were hard dollars, not soft. A portion of that came from eliminating around 30 new-hire positions for their support teams.
These were requisitions that were already approved and the hiring process begun. We asserted, up front, that they did not need those new hires; that they had more than enough untapped capacity, and they agreed to hold off for a few months. They never did hire those new people that year.
In fact, they did not have to increase head count in their support staff for an additional 5 years, instead of their historical increase of 25% or more every year.
Their total number of support agents at that time was around 170.
SAVINGS FROM NOT HIRED:
30 X $75,000 Avg. loaded cost = over $2 million in savings.
Another major savings came from a dramatic increase in customer self-help. When we started the initiative, self-help was virtually non-existent.
At the end of the year wee calculated it to be a minimum of 40% and probably closer to 60% of support cases were being deflected due to customer self-help.
This was a major factor in not needing additional headcount, of course, but there were a number of additional major savings and benefits tied to this increase.
For more details on this and another case study, see the "CASE STUDIES," page. You might also want to check out the many testimonials on our "TESTIMONIALS" page.
Not only do these discuss these kinds of savings but some of the other benefits from doing KM and KCS successfully and completely.
