uc case studies fedex qualcomm wd40 univ nebraska qct pentagon

UNIVERSAL CONSENSUS CLIENT CASE STUDIES AT A GLANCE

Optimization of International Sales

Cross Cultural Core Competence BMIA Training

Global Operational Efficiency & Communication Protocol

Optimization of International Student Recruiting & Retention

Optimization of Supply Chain Communication & Efficiency

UNIVERSAL CONSENSUS CASE STUDY AT A GLANCE Optimization of International Saleswww.UniversalConsensus.com

BUSINESS OVERVIEWFedEx provides customers and businesses worldwide with a broad portfolio of transportation, e-commerce and business services. FedEx offers integrated business applications through operating companies managed collaboratively, under the respected FedEx brand. Consistently ranked among the world's most admired and trusted employers, FedEx inspires its more than 275,000 employees and contractors to remain focused on the needs of their customers and communities while employing the highest professional standards.

CHALLENGEFedEx was experiencing challenges in selling to the Chinese and sought an in-depth understanding of the cultural motivations of the buyer that would optimize sales in that region. Non-Asian based companies frequently utilize Western assumptions associated with all facets of the sales process, including lead generation, need identification, proposal writing, negotiations, and account maintenance. A Western approach severely limits opportunity when selling to a Chinese market.

SOLUTIONThe Universal Consensus Business Model of Intercultural Assessment (BMIA) Needs Assessment was performed utilizing the six comprehension lenses of the model to determine the gaps in sales force performance. The assessment enabled FedEx to understand why the Chinese buy and how they choose who to do business with. Based on the results of this needs assessment, a BMIA FedEx pilot training program entitled Selling to China was conducted by Universal Consensus in the Southern California FedEx sales region, focused on the following: The basic elements of Confucianism and how the elements of this Chinese philosophy impact every aspect of the sales cycle. A review of the touch-points in the sales cycle and the ways in which culture impacts the classification and tracking of client touch points. Specialized training which demonstrated how to utilize the philosophy of the target culture to generate leads, negotiate, close the sale, and maintain the client. Each of these facets differs from FedExs home culture.

RESULTSAverage results for Universal Consensus clients YOY in targeted geographic areas include: 35% More Reps Achieving Quota 25% Improvement in Customer Retention 32% Increase in Average Deal Size 24% Reduction in Sales Cycle; Faster close 25% Reduction in Sales Staff Turnover While a quantifiable ROI requires a complete assessment, training, and other recommendations to be implemented, all FedEx pilot employees gave the training the best possible feedback score, 5 out of 5, and each of the employee comments were consistent with the following: I've been with FedEx for over 8 years, and your recent training on Selling to the Chinese is the best training I've had during my FedEx career! In my mind, I was thinking that business is business, but you showed our sales team how much culture influences how business is conducted and decisions are made. Heidi Lenhardt, FedEx International Services

For More Information: +1 760 696-0151 [email protected]

UNIVERSAL CONSENSUS CASE STUDY AT A GLANCE Cross Cultural Core Competence BMIA Trainingwww.UniversalConsensus.com

BUSINESS OVERVIEW From its beginnings in 1985, Qualcomm has grown from seven individuals meeting in a den to a worldleading provider of wireless technology and services. Qualcomm is a global company, a firm with many facets, with each business division changing the way we live and work through its own unique contributions. But no matter what each Qualcomm business does, all are united by a single, driving passion: to continue to deliver the worlds most innovative wireless solutions. CHALLENGE Executives who manage multinational teams and clients have learned that a passive understanding of a culture is not enough to succeed. In fact, getting it right from the beginning can mean the difference between success and disaster. Qualcomm demanded that a cross cultural core competence training program be incorporated as a necessary skill for the development and management of their global teams, their ability to navigate a multinational supply chain, and to help them successfully communicate with prospective clients during the sales and negotiations process, as well as to maintain and meet the needs of clients across borders. SOLUTION Universal Consensus conducted a needs assessment using its proprietary Business Model of Intercultural Analysis (BMIA) and used the findings and recommendations, and gap analysis to develop a training program for Qualcomm executives to: Give culturally neutral feedback to cross cultural team members Motivate staff whose cultural values are different Understand how culture impacts written and verbal interaction with global stakeholders Drive efficiencies into the global business process Optimize presentation skills to neutralize cultural bias

RESULTS Qualcomm employees trained provided the best feedback scores, 5 out of 5 and the following comment is indicative of the experience of all involved:I highly recommend the services provided by Universal Consensus and the value provided regarding the impact of culture on communication and business process. They bring an expert level of understanding and solutions to international business issues. John Oeth, Director, Engineering, Qualcomm Incorporated.


UNIVERSAL CONSENSUS CASE STUDY AT A GLANCE Global Operational Efficiency & Communication Protocolwww.UniversalConsensus.com

BUSINESS OVERVIEWWD-40 Company is a global consumer products company with brands that deliver unique, high value and easy-touse solutions for a wide variety of maintenance needs to end users who buy in a variety of trade channels. The companys corporate headquarters and Corporate Brand Support Center is located in San Diego, California, U.S.A, with offices throughout the world to support corporate brands. The company fosters an environment propelled by certain core values, including doing the "right" thing, creating positive lasting memories in all relationships, making the company better than it is today, succeeding as a team (or "tribe," as it is known in WD-40 parlance) while excelling as individuals, owning it and sustaining the WD-40 economy.

CHALLENGEWD40 retained Universal Consensus to conduct its Business Model of Intercultural Analysis (BMIA) Needs Assessment to identify the barriers and gaps related to communication and operational efficiency between its U.S. and U.K. offices and to perform training in the U.S. and U.K. to address the identified barriers and gaps.

SOLUTIONUsing the Universal Consensus proprietary Business Model of Intercultural Analysis (BMIA) as a framework for analysis and training, the strategic integrative solution included: Conducting an assessment to identify the barriers to communication and operational efficiency between United States headquarters and the United Kingdom office of WD-40 Executing next steps based on the findings of the assessment, including conducting training in both the United States and the United Kingdom in order to enhance cross-cultural core competence related to operational and communication challenges and to improve relationships between multi-cultural business units. Establishing a baseline and a means by which to evaluate whether the training and implementation of consultant recommendations can lead to an overall improvement of the relationship over time.

RESULTSAs CEO, Garry Ridge generously stated, the training opened minds and open doors. He went on to say: We have had the pleasure of retaining Universal Consensus to improve cross cultural communication & awareness between our U.S. and U.K. offices. They very adeptly were able to glean information from both offices, evaluate the challenges, and make significant recommendations through their BMIA training and strategic follow up that have helped us to move forward in a collaborative way. We witnessed immediate improvement & a new level of collaboration, cooperation & understanding. We are better today because of the BMIA program.


UNIVERSAL CONSENSUS CASE STUDY AT A GLANCE Optimization of International Student Recruiting & Retentionwww.UniversalConsensus.com

BUSINESS OVERVIEWThe University of Nebraska at Kearney is a student-centered, regional hub of intellectual, cultural and artistic excellence that has been a prominent part of Nebraska's higher education landscape for more than a century. What truly distinguishes UNK is its commitment to providing an outstanding education in a small, safe and personal setting. Thus, it is critical to the universitys branding that it quickly transform nearly 6,500 students from across the globe into a close-knit, supportive community of friends and colleagues.

CHALLENGEDue to its geographical proximity in the center of the United States, the average domestic high school student does not often have the opportunity to come into contact with students from culturally diverse backgrounds. Thus, rather than covet or embrace the opportunity to share a dorm room setting with an international student, the average domestic student, and their families, experienced concern that often set the stage for an unwelcoming campus environment for the international student, creating attrition problems for the international students who were unable to make the adjustment to campus life and a further public relations problem which negatively impacted recruitment of international students. UNK acknowledges that enrollment fees paid by foreign students are highly profitable. Therefore, they are financially motivated to ensure a high degree of multicultural student integration as part of their overall business plan.

SOLUTIONThe Universal Consensus Business Model of Intercultural Analysis (BMIA) proprietary needs assessment was conducted. Interviews of key stakeholders determined that a campus-wide, integrative solution was necessary. Universal Consensus called upon resources from multiple campus departments to create a broad and unified approach. The radio station agreed to play songs with world-wide appeal from diverse nations. The intramural sports committees agreed to focus on soccer as the most widely accepted international sport. Various scholarship and honors programs agreed to make mentoring international students part of their criteria. A public relations campaign was outlined and developed. Universal Consensus also conducted a cross cultural competence training of faculty, staff, and 70 residential advisors (RAs), in a train-the-trainer model, to better handle the challenges and opportunities provided by having international students present in a communal living environment.

RESULTSUniversity of Nebraska achieved almost immediate improvement in the ability to effectively recruit and retain international students and an immediate increase in morale among domestic and international students. Faculty and staff reported harmony in the student community that they had not experienced previously, including a significant reduction in complaints from domestic students and their families. Dallas Kenny, Dean of International Students, University of Nebraska at Kearney shared: Your workshops for our 80 Residential Life Advisors and university administrative staff on how to integrate international students into university life were very well received. Thank you so much for accomplishing so much in so little time -- with great stamina and finesse. Your pre-organization and research was very evident, and your execution was nimble, responsive, and intelligently done ... with the background lens theory forming the basis.


UNIVERSAL CONSENSUS CASE STUDY AT A GLANCE Optimization of Supply Chain Communication & Efficiencywww.UniversalConsensus.com

BUSINESS OVERVIEWA world leader in smart mobile technologies, Qualcomm CDMA Technologies (QCT) offers complete solutions that enable continuous innovation for todays smart connected devices. Their vast expertise in wireless technology, combined with their unique systems approach to developing solutions, puts QCT at the forefront of the rapidly expanding mobile industry.

CHALLENGEQCT was experiencing difficulty in communicating with Korean and Malaysian stakeholders in the supply chain and experienced a reduction in optimal supply chain efficiency based on this breakdown of communication.

SOLUTIONUsing the Universal Consensus proprietary Business Model of Intercultural Analysis (BMIA) as a framework, the specific objectives of the engagement were to: Understand the difference between American verbal and non-verbal interaction in contrast to the cultures with which Qualcomm does business and to improve the manner in which the individual executive is perceived by the target culture. Have an improved understanding of the impact culture has on the subjects of negotiation and compromise with supply chain stakeholders and how to use this knowledge to sustain a competitive advantage. Understand how to obtain and use resources that will improve cross-cultural understanding. Understand the impact of language barriers and how to minimize them when managing a supply chain Have an improved understanding of the principal rules of etiquette in both Korea & Malaysia

RESULTSThe Qualcomm employees trained provided the best feedback score, 5 out 5. The company reported a vast improvement in its supply chain efficiency and communication, not only in the specific cultures targeted, but others as well. The following comment is indicative of the experience: I highly recommend the services provided by Universal Consensus and the value provided regarding the impact of culture on communication and business process in the supply chain, and generally. They bring an expert level of understanding and solutions to international business issues. John Oeth, Director, Engineering, Qualcomm Incorporated.


UNIVERSAL CONSENSUS CASE STUDY AT A GLANCE Preparing the U.S. Department of Defense for Cross Cultural Training Strategy & Implementationwww.UniversalConsensus.com

OVERVIEWThe Department of Defense of the United States is not only in charge of the military, but it also employs a civilian force of thousands. With over 1.4 million men and women on active duty, and 718,000 civilian personnel, they are the nation's largest employer. Another 1.1 million serve in the National Guard and Reserve forces. More than 2 million military retirees and their family members receive benefits.

CHALLENGEUnlike most entities, a cross cultural training engagement with DoD impacts whether critical missions are accomplished and whether the people charged with executing those missions live or die. DoD was challenged with researching, developing, and implementing cross cultural training in a way that allows for the diverse ways in which the four branches of the military are deployed and assessed. Universal Consensus was asked to consult on the structure of such a program that would meet the diverse needs and objectives of all involved.

SOLUTIONUsing the Universal Consensus proprietary Business Model of Intercultural Analysis (BMIA) as a framework, the specific goals of the engagement were to: Analyze the current objectives of the Office of the Under Secretary of Defense for Personnel and Readiness with respect to cross cultural training Apply the BMIA to the challenge presented as a means to develop a strategic framework for moving forward Offer strategic findings and recommendations for the best possible platform for the execution of cross cultural training that meets the objectives of all branches of the military while allowing for their autonomy in the execution phase.

RESULTSThe strategic presentation was made to four members of the Office of the Under Secretary of Defense and results were consistent with the following observation: "Universal Consensus expertly tailored their strategic presentation to the current needs of the DoD with regard to cross-cultural training, and applied an in-depth analysis of the existing problem set to offer potential solutions from objectives to curricula options." Allison S. Greene, Ph.D, Pentagon, Associate Director for Culture, Office of the Under Secretary of Defense for Personnel and Readiness.


uc case studies fedex qualcomm wd40 univ nebraska qct pentagon

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