Chapka, a travel insurance broker, insures young people travelling around the world or studying abroad.
The CEO suffers from work overload and finds it difficult for the company to take à step and recruit.
With our support, Chapka clearly explains its business project, defines its corporate values and a powerful higher purpose. The production of video documentaries illustrating the impact of travel on young people generates millions of views and strong additional growth.
According to you, is it more attractive to work in a company that offers "travel insurance with the best quality/price ratio" or that "allows young people to discover themselves and the world"?
The MailinBlack company markets an anti-spam solution and is launching a new activity.
The culture audit highlights that the priority is given to the new activity, to the detriment of the old one, which lacks attention and investment.
The analysis of the fundamentals of each activity generates the awareness that a rebalancing is necessary.
Relaunched, the historical activity is experiencing an acceleration of its growth and profitability... which makes it possible to increase the global financing means and to make the internal tensions disappear.
Sevenstones is an "investment bank", whose management wishes to accelerate its growth. The corporate culture and approach are singular. The ambition is to become a reference in "harmonious and sustainable finance".
The company is not visible enough to its ecosystem. Its differentiation is not assumed by all employees. Finding the right candidates to strengthen the team is difficult. The company lacks processes and organization.
Analyse of the situation and customer survey. These confirm that the company carries out the M&A activity in a differentiating way and they appreciate it for this.
The corporate culture is defined. The embodiment however is perfectible.
Group workshops are organized to improve and better apply the corporate culture in processes, communication, recruitment, sales, etc.
The pride of belonging is growing strongly. Employees are taking a greater part in the improvement projects, which relieves the manager.
The company's culture is now fully embraced, particularly in communication, sales presentation, execution of assignments and recruitment processes. This triggers, 2 months after the beginning of the intervention, a greater differentiation and an ability to sign mandates more easily. Not to mention the pleasure of working with resonant clients. And so a virtuous circle of growth, pleasure at work and employee commitment is set in motion.
The company has been supplying food and beverage products to companies for their meetings for many years. They had positioned themselves as an "e-marketplace of the office" with high logistics service. The profitability is low.
Increase growth and profitability.
The clarification of the company's culture highlights a powerful higher purpose that has so far been ignored : to be "the No. 1 in office friendliness", which is part of the trend towards well-being at work.
By fully assuming its higher purpose and its corporate culture, the company finds its true positioning, more upscale. It then widens its product range, better targets its prospects, achieves better margins and has since experienced profitable growth.
The company, an international software publisher in a niche market, is struggling to get its sales off the ground.
Increase the number of customers and develop notoriety.
The explanation of the corporate culture clarifies the positioning, the values and the higher purpose. Encouraging them to embody the corporate culture has made it possible to:
A better embodiment and declination of the company's culture, educational and warm, allows an easier customer contact. Sales are growing rapidly. One of the developers says: "Google made me an offer with a salary twice as high, I turned it down because I believe in our project and our team".
A midcap of 7,000 people has a major transformation challenge: to merge several sales departments into one, in order to present a global offer and sell better within key accounts.
Accompany the Director of the new department as she takes up her new position. And to transform the commercial culture of individualist hunters into a collective hunt.
The clarification of the culture of the department and its organization generates a clear framework and provides a powerful dynamic for all sales staff.
Then the Harmonists lead concrete experiments of commercial collaboration on key accounts and workshops for the development of the new operating mode by the teams themselves.
The taking office and the cultural transformation took place in a natural and fluid manner, the framework being clear and the teams being involved. Business performance is excellent.
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