Our client is a national provider of HRO and PEO services. They were looking to invest more into "high touch" service, while also delivering
a best of class EBITDA margin to their shareholders as it matured. We began the relationship by bringing our team into their office to
help with a benefits open enrollment, and we remain today with over 70 processes in place in all facets of the business. |
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Goals
We decided to compare both hard dollar savings and the cost of each
process itself, to ensure that the desired $1 million in savings was
delivered and that cost per unit declined. Cost per unit could then be
translated into a change in price to support more revenue growth.
In the end we saved more than $1.3 million annually. |
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Economics
We decided to compare both hard dollar savings and the cost of each
process itself, to ensure that the desired $1 million in savings was
delivered and that cost per unit declined. Cost per unit could then be
translated into a change in price to support more revenue growth.
In the end we saved more than $1.3 million annually.
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Metrics and Guaranteed Results
When we define a Statement of Work by process we also set
simple goals for productivity, error rates and turn around times.
For example, in payroll we set a "payroll run per hour" increase
of 10 percent as a goal, giving gain share back to our client at
no extra charge and running 10 percent more payrolls at the same
price. Mission accomplished, got 12 percent in the second year. |
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