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<title>Training Companies: Strategic Planning</title>
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	<td valign="top"><img src="images/logo.gif" width="140" height="55" alt="E-learning, online learning, distance learning, classroom learning, CBT,
ILT:  however you serve it up we'll help you succeed." /></td>
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	  <div align="right"><img src="images/tagline2.gif" width="460" height="51" alt="Helping education companies teach better and sell more." /><img src="images/header_right2.gif" border="0" alt="" width="30" height="55" /></div>
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            <h1 class="cred">Training Companies: Strategic Planning</h1>
			<p>At <span class="cred">FUSION</span> we take a strategic approach 
              to helping education and training companies with even the most tactical 
              assignment - to be sure the work we do will benefit you over the 
              long haul.</p>
			<p>However, why not offer us the opportunity to contribute before 
              rather than after you have made important strategic decisions. We 
              are at our best in helping training companies with issues like:</p>
			<ul>
			  <li>new venture assessment and planning</li>
			  <li>strategic alliances and licensing</li>
			  <li>cost and productivity benchmarking</li>
			  <li>organization structure and staffing</li>
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				  <p><i class="cred">Case In Point</i></p>
				  <p><b>For training companies that want to be &quot;Best-In-Class&quot; 
                    &#151; not just come close.</b></p>
				  <p>Prior to undertaking a major restructuring, this technology 
					education CEO wanted to benchmark current spending levels 
					and performance metrics against best-in-class industry standards.</p>
				  <p>The CEO had already targeted several areas for remedial attention.</p>
				  <p><span class="cred">FUSION</span> prepared a benchmark study 
					covering each cost center (course development, student materials, 
					instructor compensation, facilities and equipment, sales compensation, 
					promotion and marketing, customer service, etc.). We also 
					examined key productivity measures (course weeks per instructor, 
					classroom utilization, registrations per registrar, accounts 
					served per salesperson, circulation costs per course catalog, 
					orders per unit of promotion, etc.).</p>
				  <p>Where there were spending issues and productivity shortfalls, 
					<span class="cred">FUSION</span> recommended action plans 
					to bring performance up to par, attributing specific cost 
					savings and revenue gains to each recommendation.</p>
				  <p>Altogether, our efforts identified an opportunity to grow 
					revenue 30% without adding to fixed costs or staffing levels 
					-- with a potential pickup of 15 margin points.</p>
				  <p>Interestingly, two of the areas suspected as requiring remedial 
					attention were found to be already performing at a best-of-breed 
					level!</p>
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			<p><a href="capabilities.html">RETURN TO CAPABILITIES OVERVIEW</a></p>
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		  <td>&nbsp;</td>
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		  <td>&nbsp;</td>
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Anon7 - 2021