ENSR

ENSR – case

1. Synopsis – situation

Bob Petersen is facing:
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poor earnings 2 years in a row and the bottom-line results could and should be improve significantly he is talking to Kathy Anderson to finalize the meeting on Monday to better improve the firm’s utilization of it’s key resource: consultants.

Players:
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Bob Petersen (president)
Bob Weber (Operations)
Bob Kelleher (Human Resources) – talks about cutting people
Kathy Anderson (Senior Vice President of Sales & Marketing)
Ed Bernice (Chief Financing Officer) – talks about cutting people

Company background:
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Enviromental consulting industry
Founded by Norman Gaut and James Mahoney
Service Lines: Air and Water Quality, Process Engineering, Environmental Health & Safety,
Due Diligences, Impact Assessment, Remediation/Integrated Site Closure, Capital Projects
Permitting
60 different technical disciplines such as meteorology, atmospherics, biology, chemistry or engineering 70 offices or Client Service Centers (CSCs)  each run by a CSC Manager
Total gross sales of $22o million expected apx. 3000 projects in 2000
Organization/Management: Of ENSR’s 1.200 employees
 900 were qualified to act as environmental consultants (100 were designates as
“seller-doers”
 15 were fully dedicated to management
 300 employees provided administrative support to the active consultants/managers

2. Sales process:
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Project arose as part of a larger project  new facility, redesign/expansion of a manufacturing process Sometimes discussion begin well in advance with companies
 help conceptualize more clearly the nature of the project
 and the specific consulting needs
 influence the specifications of the RFP

1. Request for Proposal: first formal step in the bidding process
 Sent to between 3-5 consulting firms
 3 weeks time to submit a bid
 3-4 consultants o CSC elects Proposal Manager to marshal resources +