https://www.theroiggroup.com/news/case-study-%7C-strategic-growth-plan-for-leading-bank/a-national-bank%2C-significantly-impacted-by-the-durbin-amendment's-limits-on-transaction-fees%2C-needed-a-comprehensive-five-year-strategy-to-navigate-a-rapidly-evolving-financial-landscape.-our-client-had-just-made-a-significant-acquisition%2C-however-the-investment-community-did-not-understand-its-strategy-and-their-stock-value-had-significantly-declined.-confronted-with-financial%2C-regulatory%2C-and-cultural-challenges%2C-the-bank's-management-team-and-board-of-directors-enlisted-the-roig-group-to-help-shape-a-forward-looking-strategy.-the-goal-was-to-align-the-bank%E2%80%99s-divisions-around-growth%2C-renewal%2C-innovation%2C-and-optimization%2C-while-addressing-critical-talent-and-culture-challenges. 2024-11-21 https://www.theroiggroup.com/news/case-study-%7C-retail-store-level-performance/a-100-store-national-bricks-and-mortar-retail-chain-found-that-its-performance-varied-widely-from-one-location-to-another-and-needed-a-better-way-to-performance-manage-the-stores-and-close-gaps-and-properly-incentivize-top-performance%2C-average-performers%2C-and-under-performers. 2024-11-21 https://www.theroiggroup.com/news/case-study-%7C-transformational-sales-capability/an-international-specialty-retailer-sought-to-evolve-its-assisted-sales-strategy-from-a-transactional-model-to-one-centered-on-cultivating-deeper-customer-relationships.-this-shift-aimed-to-enhance-the-customer-experience%2C-boost-sales-performance%2C-and-foster-long-term-loyalty.-to-support-this-transformation%2C-the-retailer-partnered-with-the-roig-group-to-implement-a-comprehensive%2C-consultative-sales-and-leadership-framework-across-the-organization. 2024-12-03 https://www.theroiggroup.com/news/case-study-%7C-compensation/most-companies-do-not-employ-a-holistic-view-to-remuneration-(compensation).-unfortunately%2C-this-results-in-employee-dissatisfaction-with-their-fixed-or-variable-pay-or-both.-it-also-creates-disconnection-between-the-employee-and-management-related-to-pay-for-performance-and-creates-the-potential-for-barriers-to-change-efforts.-ultimately-this-leads-to-suboptimal-performance-and-turnover.--roig-developed-a-nine-elements-of-compensation-philosophy-to-combat-these-barriers-and-guide-leadership-through-the-compensation-development-process.-this-process-leverages-our-in-depth-knowledge-of-performance-analytics-and-how-they-connect-to-strategy%2C-coupled-with-both-financial-and-human-resource-acumen. 2024-11-21 https://www.theroiggroup.com/news/case-study-%7C-re-engineering-s%26op-in-fortune-100-manufacturer/us-based-steel-manufacturer-leveraged-roig%E2%80%99s-expertise-in-retail-planning-to-redesign-s%26op-process-from-the-ground-up.-our-client-had-a-material-gap-between-the-sales-and-operations-functions-due-to-both-its-de-centralized-operations-and-underdeveloped-capabilities.-the-roig-approach-focused-on-closing-these-gaps-by%3A--1)-creating-alignment-on-foundational-elements-of-planning-including-(made-to-stock-vs-made-to-order%2C-service-levels)-2)-identifying-%26-defining-the-metrics-that-matter-and-building-supporting-reports-and-tools-3)-redesigned-the-s%26op-process-and-monthly-business-rhythms-(weekly%2C-monthly%2C-quarterly%2C-annually).----these-efforts-resulted-in-increased-inventory-turnover-and-in-stock-improvements-and-created-a-more-efficient-network. 2024-11-20 https://www.theroiggroup.com/news/white-paper-%7C-category-portfolio-management/nearly-all-businesses-have-portfolios-of-products-and%2For-services-(business-units).-and-much-like-a-financial-portfolio%2C-they-are-not-created-equal%2C-nor-should-they-be-expected-to-perform-in-the-same-way.-our-portfolio-management-model-factors-in-several-insights-%E2%80%93-customer%2C-industry%2C-competitive%2C-and-internal-performance%2C-to-name-a-few-%E2%80%93-with-the-goal-of-accomplishing-three-objectives%3A-seamlessly-connect-company-strategy-to-business-unit-strategy%2C-ensure-the-proper-allocation-of-scarce-resources%2C-and-optimize-overall-performance.---the-model-considers-the-following-areas%3A-1)-role-tells-us-what-the-job-of-the-business-unit-is%2C-including-what-is-more-or-less-important-for-%E2%80%9Cwinning%E2%80%9D-in-the-market-2)-intent-tells-us-the-degree-to-which-the-company-wants-to-invest-resources%2C-in-other-words-should-they-%E2%80%9Cpress-the-accelerator%E2%80%9D-vs.-%E2%80%9Ctap-the-brakes%E2%80%9D-3)-responsiveness-tells-us-what-should-happen-when-we-give-more-resources-(i.e.%2C-labor%2C-capital%2C-inventory%2C-advertising)-or-change-the-price-(elasticity-of-demand) 2024-11-21 https://www.theroiggroup.com/news/perspective-%7C-24-laws-of-leading-change/change-is-hard.-any-kind-of-change.-but-transformational-change-takes-it-to-a-new-level%2C-largely-because-we-must-overcome-the-inertia-of-our-past-successes.-transformational-change-requires-counter-balancing-forces-to-change-the-orthodoxy-in-companies.-roig-has-studied-the-challenges-associated-with-change.-the-laws-were-developed-as-an-antidote-to-these-implementation-challenges. 2024-09-20 https://www.theroiggroup.com/news/perspective-%7C-improving-your-ai-success-rate/artificial-intelligence-(ai)-holds-the-promise-of-transforming-industries%2C-optimizing-operations%2C-and-driving-unprecedented-innovation.-and-it-is-forcing-us-to-mature%2C-adapt-and-change.-yet%2C-despite-its-potential%2C-many-organizations-struggle-to-fully-adopt-ai-capabilities.-six-key-barriers-often-impede-ai-adoption%2C-leaving-critical-organizational-needs-unaddressed. 2024-09-20