Our research and analysis yielded recommendations to take a number of actions, such as acquire a direct competitor in new geography, create a new business model with fewer self-imposed limitations, enter the subdivision market, offer minor product upgrades/improvements with high perceived value, change the financial offering, revamp their direct marketing campaign to focus clearly on target customers and finally to improve quality assurance and customer satisfaction. The client implemented recommended changes and saw sales increase for the first time in three years. Decisions to enter recommended new markets meant an increase in revenue, net income, and profit margin.

Strategically, we helped the client see that their value creating core was built more on a financial services business model than a construction business model and encouraged them to pursue other products around the financing model.