Hochman & Co

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Global, multi-brand automakers: -Lead auto dealers to be active participants in building customer loyalty - "Why do some of our dealers seem to illogically resist creating the climate and processes that build strong customer loyalty?" was the question asked by the senior manager of one automaker. But we found that the dealers were NOT acting irrationally. Our data mining of corporate and distribution system financial data coupled with widespread face-to-face interviews showed that undesired behaviors were actually reinforced by the very performance standards that were set by many automakers. The resulting action: changes in automaker accounting metrics accompanied by facilitated changes in dealer networks yielded marked increases in customer loyalty. -Pinpoint and facilitate action on the most strategically valuable drivers of automotive consumer loyalty to answer a CEO's question, "Can someone tell me why our customers are buying from competitors with lower customer satisfaction scores?" The answers became the basis for a marked spurt in profitable sales. -Design and facilitate global roll out of organization-wide process improvement protocol (including six sigma methods); built a platform for execution of global product and service quality breakthrough strategy. Created fundamental changes in company leadership, culture and skills touching on virtually every major function from product design and manufacturing to marketing, distribution and accounting. The outcomes were the basis of a succession of years of the automaker's profitable market share gains. -Conduct parts marketing and distribution customer and competitive research to pinpoint the characteristics of a globally competitive parts supply chain. Build on the resulting intelligence to facilitate redirection of $500 million of non-value added activities to much needed market share-building customer service improvements-with a resultant significant customer loyalty gain during a period of extraordinary pricing pressure. : One result: a dramatic and highly profitable sales of $10s of millions of overstock in less than three weeks. To arrive at that outcome, we performed the research and analytics needed to pinpoint the price buyers would pay for precise combinations of a diverse range of equipment components, accessories, services, warranties and other parts and services. Facilitated face-to-face customer interactions for senior managers' that led to their buy-in to immediate action. US-based global wireless and wireline communications company: Respond to top management's need to assess the support provided by internal communications training to the execution of the company's strategic vision. Analyses proved learning retention and a high ROI and pinpointed points for gaining maximum leverage for spurring company-wide competency growth. Global financial services company: Create strategies that build a stronger bottom line when top line growth is limited - Identify B2B customers with the greatest lifetime value and pinpoint the root causes of both their loyalty and defections with face-to-face customer research, value modeling, and lifetime customer value analyses. Pinpoint needed interrelated customer service and financial product design and pricing innovations that retain the most profitable customers at less cost. Major US aerospace manufacturer: Find diversification opportunities outside of defense/aerospace; uncover niches offering the softest targets for the manufacturer's sales of its aerospace electronics technology in emerging non-defense technologies and markets. Matched the company with complementary partners to facilitate rapid action on the found opportunities. Health care: -Major pharmaceutical company: Uncover growth opportunities by mapping the widely varying influences on health care choices by patients and their families and support networks; guide the company's organization and marketing to reach beyond the traditional focus on health care providers. -Leading teaching hospital: Address the hospital leaders' concerns about keeping the institution's clinical care quality on par with its globally respected research competencies. Identify the sources of health care quality issues and facilitate courses of action for continuous process improvement. Community economic development: -Rebuild citizen participation in town governance: "Why are fewer and fewer of our fellow citizens participating in one of our most treasured opportunities for self governance, open town meeting?" What can we do to rebuild it?" Those were the questions posed by the town leaders creating the master plan for a historic New England town. Everyone had an opinion, but we found the unexpected root causes through multi-level research and helped facilitate the multiple new activities needed to rebuild it. -Local community economic development groups: Created among the first successful guidelines for community developers to focus their human and financial resources on business and real estate developments that offer the greatest promise for their communities. Work closely with the groups to plan and execute strategies based on the guidelines -National community economic development groups: Speak to constituencies of the national associations to help them improve their productivity; recipient of various honors. -Rehabilitation and reuse of large decayed structures to return them to economic value for their communities; several developments won national community development and architectural awards. New ventures and smaller enterprises: -Harvard University Extension: Mr. Hochman designed courses on starting and running new enterprises and financial statement analysis and taught the courses for over 10 years -100s of enterprise start-ups and turnarounds: Work closely with entrepreneurs, and funding sources to found and grow enterprises in a cross section of industries, often in economically distressed areas. -Rapidly growing training company: Mr. Hochman serves on advisory board of a learning industry business where he inaugurated changes that set the company on a 20% to 40% multi year highly profitable growth curve with entry into global markets.

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