Control and Visibility

Is there a way to achieve improved productivity, industry compliance and increased profitability?  At the same time?  These goals are not mutually exclusive and in particular the food industry has added pressure from an extra layer of compliance needs with the implementation of the recent act by the Food and Drug Administration (FDA).

Food Distribution and Manufacturing company’s jobs became a bit more complex after January 2011 when the Food Safety Modernization Act was signed.  This “Act” placed added pressure on food manufacturers and distributors to ensure a safe food supply chain.

 

The law gave the Food and Drug Administration (FDA) the power to order recalls of contaminated food and request records from food organizations to provide reports related to the manufacturing, distribution and packaging of any product. If your company sells a food product and the FDA uncovers a problem with it, be it contaminated or expired for example, the government can request all of your records.  If you fail to provide these records, your company can be banned from selling that product. Furthermore, the FDA has the power to suspend and shut down your business.

 

These are not pleasing thoughts for an industry already struggling with economic issues, high labor costs, overhead, and cutthroat competition.  Margins are small and volume is needed to make a profit.

 

Enterprise Resource Planning (ERP) solutions are often the rescue of these organizations.  Whether it is a new solution or upgrade of an existing solution, ERP solution providers are answering the call for compliance while at the same time they typically reduce the manpower needed to achieve results via bar-coding and automation. 

 

ERP solutions are being leveraged to help with record keeping of purchases, manufacturing, inventory, and pick-pack-ship processing. This automation also helps with rebates, pricing and quality control testing and record keeping.  The transactions and testing can be documented in the case of an audit.

 

Record keeping is something that computerized solutions do very well.  There may be some additional data collection, but you will utilize the system to do this instead of pen and paper. 

 

Warehouse Management Systems (WMS) are often coupled with an ERP solution to streamline the automation process and reduce labor overhead.  They become integral components.  Some are third party solutions while others are fully integrated.  Fully integrated solutions are almost always preferable if they provide the functionality needed.  The reduction in overhead in integration and maintenance often makes up the financial difference.  If your ERP solution does offer this module or equivalent, then it is time to perform an evaluation of what else you may be missing.

 

Control and visibility of inventory, product movement and operations are key components to an efficient operation.  Efficient operations lead to reduced costs and higher profits.  Profits that can be reinvested in your organization to gain a competitive edge.   

 

Dolvin Consulting works with industry experts to find powerful solutions that will enable your organization to break through the glass ceiling that is holding you back from growth.  Contact us today to see how we can help.  That is why we are here and how we deliver value.

 

Is it time to replace your outdated system?

First of all, you have to find out if your system is actually outdated.  This is answered not only by how old your Enterprise Resource Planning (ERP) solution is, but also by how many releases behind you are and how well is your staff utilizing the solution now.  If all of your departments are integrated using the system and there are not a lot of manual processes, you may very well be using the system to its full potential. 

 

That, by the way, is not the answer to the question if the system is outdated.  It is like the comparison of system up-time versus up-and-available-time.  It is a key component, but only a component.

 

How efficient are your operations?  How much time do your employees spend doing their various tasks? 

 

Several years ago I had a conversation with a CFO about replacing some workstations.  The issue of cost came up as it usually does when discussing equipment.  The old workstations were slow and gave his people the opportunity to get and sometimes drink a cup of coffee before it finished starting up.  During the day there were numerous delays waiting, waiting, and waiting.  PC workstations have come down in cost significantly over time and I asked based on some examples if he thought any particular staff member would save between 10-15 minutes a day (2 minutes saved every hour is 16/day).  The number is reasonable.  I suggested we average down to be conservative and estimate 1 hour a week in time savings and to be even safer, just 40 weeks a year.  That is a conservative 40 hours saved or an entire work week.  Now multiply that by the number of workstations and their average hourly wage (not even counting employer overhead) and it now became obvious that new workstations would actually be free or have at minimum a high Return on Investment (ROI).

 

How efficient is your ERP system?

 

How much time does it take to post transactions?  Are you even posting everything?  Your system may work, after all if you are still in business after that last few years, then you must be doing something right.  Is everyone using the same system?  How prevalent are spread sheets and other office tools?  How many silos of information exist and how do you cross check the information?  How long does that take?  Do you have any metrics to perform and analysis?

 

You may not even know there is another way to do the same-old-thing.

 

Doing the same old thing a different way may be as foreign as... 

 

If you are old enough to remember the high jump competition from years past you know that everyone used to jump over the bar with their stomachs down for the most part (to be fair there were multiple methods including, straddling, western roll and scissors kick).  Basically this is was the way it was always done.  Then along came someone called Dick Fosbury in the 1968 Olympics with a new concept. Run up there, jump and have your back towards the ground and carefully unfold your legs as you go over the bar.  Jumpers today follow a more or less standard 10-step run up approach to build the speed needed to clear the bar. Momentum caries the jumper over the bar.  The Fosbury Flop as it is called is now is the way jumpers jump and clear the bar.  Now the mere mention of jumping the “old” way is foreign.

 

Your ERP solution follows the same concept when you start to consider if it is outdated.  You need to work with someone that has figured out the new approach.  It will feel awkward in the beginning, it always will when you do the same old thing a different way.  Is there no way you could do something old a new way more quickly, could you?  How long have you been doing it the old way?  How much time is reasonable to learn and perfect your processes a new way?  How long did it take you to develop the methods you use now?

 

Remember the first word in ERP is Enterprise.  ERP solutions work best when they integrate the entire operation. 

 

It takes an investment in time to look at what you are currently doing with fresh eyes and determine if there are better ways.  Seamlessly collecting information in as near real-time as possible across all departments is a critical component.  This ultimately will help to drive down inventory levels and potentially achieve a just-in-time (JIT) inventory or a system that is close to JIT. 

 

Collecting data or information is the first part.  The second is analyzing the information to spot trends and enable quicker, smarter decisions.  Establish metrics and then track and measure results.  Tweak the process, repeat and gain a more efficient operation.

 

You need to take your time to search for the ERP system that works, fits your business culture and your budget. 

 

You will need look at your solution provider as a business partner, if you want any level of success.  How is their customer service?  How is yours?  An ERP solution is like a marriage.  Easy to get into, not so easy to get out of, so you need to take your time and choose wisely.  Are they large enough to provide stability and commit to future enhancements?  Change is the constant and system requirements will continue to evolve.  Are they small enough to know you and treat you like your business and success is equally important to them as it is to you?

 

We started talking about the possibility of your system being outdated.  We ended up with customer service.  Why upgrade any system?  If it works, then why mess with it, right?  Remember how frustrating adding fax support was to your operations?  How about email?  Now, can you imagine going back to faxing, modems and that fun curly paper?  If you cannot or will not service your customers, then someone else will.

 

What will the next 10 years bring?

 

Dolvin Consulting is your business partner.  We work with industry experts, like IBM and VAI to deliver real world solutions, to your real world challenges.  Contact us today to see how we can help your team deliver the right solution that will grow with your business over time.

 

Is Reliability Important?

When you hear the term reliability you think of many things.  Is showing up one-time on time a sign of reliability?  How about every day of the year?  What about the equipment that your Enterprise Resource Planning (ERP) solution runs on?  Whether it runs in the cloud or on premise, does it matter?  Should it matter?

 

What does 99.999% reliability mean?  How does that translate to actual uptime?  What about 99%?  How much down time can your organization afford?  What about the company that actually supports the equipment?  Do they need a good reputation and commitment to help their customers?

 

Would you (your organization, company, etc) be more productive if you were able to concentrate on running your business instead of running your equipment? 

 

Uptime and availability is not the same thing.  A system could be up, but not available.

 

For a quick read of a lot of statistics click this link.

 

What makes a lot more sense is to think of reliability as the key to longevity.  How will you serve your customers if your systems are down?  What will your employees do while the system is down?  How will your Salesforce function without the information they need, when they need it?  Will your customers go shop someplace else?  Will they come back? 

 

For the most part you want to select your ERP solution based on the solution.  Does the solution solve your challenges, align with your culture and fit your budget?  It is also important that the solution be up and running, so equal amount of attention should be given to the system it runs on.  Solution first, hardware second.  If either is not a good match, it is time to move on and keep looking.    Both software and hardware make the solution.  It has nothing to do with the cloud.

 

Software itself has to be reliable.  It needs to collect information, process it and product results consistently.  It does this running on hardware equipment.

 

Your systems need to be up and running, run reliably, and serve your users, customers, and suppliers.  If you had two relatively equal systems that ran on two different platforms and one had approximately 13 minutes of unplanned downtime a year and another had over 4 hours, would that make a difference?  After all four hours does not sound too bad, but what happens if that four hours is during your peak busy season or right before a board meeting?  How many servers does your organization need?  Multiply the downtime by the number of servers. 

 

Many organizations will shy away from a solution if they do not have experience with a particular platform.  New technology may mean new support issues, personnel and concerns.  This is where cloud solutions have a lot of appeal.  Just use the solution and leave the hardware issues to someone else.  Not a bad idea, unless the shift from in-house to external creates more problems than benefits.

 

Cloud has its challenges too.  Who owns the data, what happens if the hosting company goes out of business or is acquired by another firm?  What happens then?  Who has access?  Are you a regulated company?  How do you get your information back if you change your mind?  Will you be able to create your own reports?  What about data collection?  How reliable is your Internet connection?  Do you need redundant connections?  What if you are located in an area that has no choices?

 

At this point you may be more confused than when you started reading.  That is why we are here.  At Dolvin Consulting we work with your team to find solutions that fit your company’s culture, needs and budget.  We help manufacturers, distributors and specialty retailers streamline their computer operations with reliable ERP solutions so that they operate more efficiently, reduce costs and increase profits.

 

If you struggle with warehouse or inventory control issues, are concerned you have too many manual processes, have a fear that the constant flux in technology is leaving you behind, then contact us to see how we can help.  We care.

 

It is Supposed to Work

A new solution, regardless if it is an Enterprise Resource Planning (ERP) solution or a new desktop workstation, smart phone or any other piece of technology for that matter, has an expectation from the owner of a working, productive condition when it is new. 

 

After all, that is usually why older equipment is replaced.  There comes a time that the risk of downtime and inconvenience, support, maintenance and liability is outweighed by the replacement costs.  Most new hardware has increased performance and reduced energy consumption along with included initial warranty, that the Return on Investment (ROI) is quickly achieved.

 

Another reason for change is a switch in platform that necessitates different equipment.  Or, a new version that has new requirements that are not met easily with older equipment or would not run at all.  For example, how quickly did your new smart phone become obsolete after you purchased it?  Now do you consider yourself “stuck” in a two year contract?

 

New equipment is not immune to problems.  Especially in technology.    

 

For example, servers are tested thoroughly for compatibility, but even they are not immune to problems, even out-of-the-box.  As for computerized systems, it is why we add antivirus solutions as one of the very first steps.  We want to protect the equipment from getting corrupted from external influences. 

 

Workstations are even more prone to problems.  They have such varied sources of components that each one will work and operate differently.  Some will work fine until an operating system patch is applied that fixed a different system and now breaks another one.

 

Larger organizations have grown accustomed to the one-in-a-hundred systems not working as designed.  They average it out among all of the equipment and chock it up to the cost of technology.  Larger organizations also typically have in-house personnel to handle the deployment.  They have the resources to absorb the additional cost.  Averaged out, it is not too bad on budget and becomes part of the operating budget.

 

What happens to the small company that simply wants a new workstation to replace one that has grown old an unreliable and that new computer is one of the one-in-a-hundred?  They do not have an in-house person and rely totally on external help. 

 

There is so little margin on new equipment that installation, setup, configuration, testing, and deployment are charged services.  A long time ago there was money made by selling equipment and a vendor could throw in setup.  Today, there is too little margin and unless the vendor has a bunch of low paid people sitting around with nothing to do, they have to cover costs. 

 

Granted, a lot of new workstations set themselves up fairly well with a limited number of questions.  That is until there are so many patches that have to be initially applied that they fail due to incompatibility with themselves.  Microsoft comes to mind here.  I have personally worked on several machines lately that have had this problem.  The magnitude of updates have to be grouped and applied a few at a time.  Taking a lot of time to deploy.   You could ask why the vendor has not created a service pack to group all of the fixes properly.  Why are they creating an operating system that needs so many patches in the first place?  What is so hard about making a secure operating system that the world does not want to hack in the first place? 

 

There is no error free code, none, but when there are so many fixes, you start to wonder if the technology is based on faulty building blocks.

 

Apple is not immune to problems either, but due to their market share and proprietary systems, problems seem to be less frequent.  It makes a case for proprietary systems.  A consistent user experience that is reliable, stable, and works as designed.

 

Ultimately we get through the updates and get on to business and the inconvenience and expense is written off, but at what cost?  Is that customer satisfied that you did all that you could and did your very best.  Do they blame the manufacturer or the installer?

Who takes responsibility?

Usually, the client support person/company assumes the risk, reward, blame and success or failure.  Sometimes it really is just a spin of the wheel.  You get a good machine, you get a bad one.  You can write as much legal-ease as needed to cover yourself, but once the trust is gone, it is gone.

 

It is important to manage expectations.

 

Part of the trouble with technology is that people expect it to be like a blender or something less complex.   If technology worked the way it was designed, the first time, every time we would all be out of business. 

 

Regardless, it is not a matter of being right or wrong, it is a commitment to make things right that matters most.  A customer wants to know they have an advocate they can trust.  It goes back to a the theme I repeat weekly.  Customer service is and should always be the first priority.

 

We hope that your investment is worth the effort and you achieve the results you expect at a cost that is both predictable and manageable.  At Dolvin Consulting we are here to help.  We are human and have the same expectations that you do that new equipment should work as designed.  We also work hard to make things right when they do not go as planned.  Contact us today, if you feel the same way.

 

Striking a Balance

“Striking the perfect balance between achieving operational efficiency while maintaining customer satisfaction and reducing costs is an ongoing challenge facing all companies,” said Pete Zimmerman, manufacturing segment manager of VAI. “Kwik Goal is ahead of the curve in terms of implementing streamlined and cost-effective manufacturing processes.  We are proud that Kwik Goal has been using S2K Software for nearly 20 years to grow its business, minimize costs and maximize profitability, and this is evidence of their commitment to customer excellence.”

 

 

Read the full article by clicking this link.

 

There may not much need to read further if customer satisfaction is not part of your company’s goals.  Everyone in the Enterprise Resource Management (ERP) solution arena, including me, is talking about operational efficiency, reducing costs and increasing profits.  After all that is one of the chief reasons for implementing or changing/upgrading what you are using now. 

What only a few in the industry are keying in on is the concept that without happy customers an efficient operation is relatively worthless.

The result for Kwik Goal with VAI is that they have automated and integrated operations across all key functions including accounting, inventory and warehouse management, order fulfillment and distribution.  This has resulted in reducing costs, saving time and improving overall customer service.

Do you think their customers appreciate the effort?  Would you, if you were their customer?  What about your customers?

“We needed an ERP solution that seamlessly integrated within our existing IT infrastructure and enabled us to scale as our business grows,” said John Huhn, manager of information services, Kwik Goal. “With VAI’s S2K Software, we have a system that allows us to have complete visibility and control of our entire business processes including inventory, ecommerce, order tracking—which in turn, enables increased up-selling and overall sales. Our partnership with VAI has been a success from day one and we’re looking forward to further developing this relationship.”

 

The more fully integrated your solution the better communication and efficiency of operations. 

 

Imagine your brain separated.  Left brain, right brain.  In the 1960s, there was no other cure for people who suffered from a special kind of epilepsy than by cutting off the connection, corpus callosum, between the two hemispheres.  After surgery the patients were able to lead a somewhat normal life, but often it resulted somewhat odd behavior. 

How effective would your operations be if none of your departments talked to one another.  How “odd” would that be?

As a result, Kwik Goal has realized significant business benefits from this installation including:

 •Reduction of Human Error, Manual Processes and Employee Resources.
 •Rapid Implementation.
 •Seamless Integration of VAI S2K.
 •More Efficient and Up-to-the-minute Inventory Management.
 •Integration with Varsity Shipper for International Shipping.

I am a real fan of any process improvement that reduces manual processing. 

I remember talking to a friend about his business several years ago.  I was asking about how his systems talked.  He said that he was actually in the process of building an interface which would integrate two systems.  He said one was relatively inexpensive in which his staff could create a batch and import it to another system.  It would help and not require a big investment.  The other solution was more involved, cost more upfront, but would not require any intervention. 

 

We both nodded identifying what we each thought the other would value most.  He thought that I would like the idea of cheaper solution.  After all I too run a small business where every penny counts.  I thought he would appreciate his operations running without having to worry about who was in the office, if they were having a good day or who would cover if they were on vacation or out sick.  The return on his investment would easily cover the manual processing, let alone the benefit of being able to concentrate on his business, not running the daily operations.  More time for customer interaction and service!

 

In what areas would your business flourish with streamlined operations? 

 

What more could management do if they had real-time information at their fingertips.  Snapshot views that allow drill down capabilities for in depth analysis when needed.  All departments communicating efficiently?

 

At Dolvin Consulting we work with industry experts like VAI and IBM to help organizations like yours look at what you are doing and how you are doing it, with the goal of achieving better operational efficiency, reduced costs and increased profits.  Profits that can be used to further improve customer service.  And yes, the best possible customer service.   

 

Contact us today.  No false promises, just a commitment to do the very best we can to help you move forward to help your customers.

 

Seamless Integration, High ROI

With Agile and VAI working together, Berk has gained a seamless transportation and ERP system. As Dan Bivona, Sales Director at VAI, says; “VAI strives to incorporate innovative solutions such as provided by Agile to help our customers become more profitable. We believe the Agile solution interfaced to VAI S2K Enterprise enhances our offerings to existing customers and prospects considering an ERP Solution.”

Thoughts:

Ø  Key words here are “working together”, “VAI strives”, “help customers”, “enhances our offerings”. 

Ø  VAI is a company that is always looking to improve operational efficiency which drives profitability for their customers.  A win-win.  If there customers do well, then they do, but the key is the customer comes first.

 

 Read the full story by clicking this link.

 

RESULTS:
       

The integration of AgileElite and VAI’s S2K has so far vastly improved rating, routing, planning, optimization, execution and reconciliation capabilities. This has resulted in a reduction of employee resources and errors in invoice reconciliation, and has provided transportation visibility and control that will set the stage for renegotiation of their carrier contracts providing a 10-20% reduction of transportation costs.

Thoughts:

Ø  “Vastly improved…” is an indication the results are significant.

Ø  Reduction of employee resources and errors is a good thing.

Ø  Greater visibility and control resulting in reduction of costs is also a good thing.

 

 

The return on investment is estimated to be less than one year.

Berk’s old approach involved manual processes such as using carrier-supplied systems and third party freight brokers.  There was no method of comparing transportation options across multiple modes of delivery and no routing to determine the best cost or time in transit.  All processes were previously conducted offline from VAI’s S2K ERP application.  After consulting with VAI, Berk identified Agile Network as a prime candidate to provide a comprehensive transportation solution.

Thoughts:

Ø  Manual anything is a gap that will increase costs, errors and overhead in any operation regardless of the solution.  This is an industry constant.

Ø  Having more information to compare improves decision making.

Ø  Comprehensive, in this case, means we are looking at more information in a consolidated way.

 

 

Agile was selected based on their best practices approach to measuring, controlling and reducing transportation costs by leveraging their AgileElite transportation management system. Close attention was also paid to Agile’s ability to implement rapidly and provide seamless integration to VAI’s S2K ERP application.

Thoughts:

Ø  I would select them too, if they could actually deliver consolidated industry information, offer seamless integration and great ROI.

SITUATION SUMMARY

·         Manual and offline processes used.

·         No control or visibility of transportation costs.

·         No method of comparing options across multiple modes of delivery.

·         No method to measure, verify or contain carrier costs.

Thoughts:

Ø  These are common traits distribution and manufacturing companies deal with.

Ø  None of them are good.

Ø  All of them increase costs, errors, and overhead.

 

KEY BENEFITS

·         Rapid implementation.

·         Seamless integration to VAI S2K.

·         Reduction of transportation costs.

·         Control and standardization of processes.

·         Accurate freight quotes up front.

·         Reduction of employee resources and errors in invoice reconciliation.

·         Eliminated the need for an LTL freight broker.

 

Thoughts:

Ø  Rapid implementation means a greater and quicker ROI (the money you invest is returned with interest).

Ø  Seamless integration means your people do not have to do anything to make it work.

Ø  Reduction in costs means more profits.

Ø  Control is good.

Ø  Accuracy is good.  Customers get what the expect, when they expect it, at the cost quoted.

Ø  Reallocate employee resources to areas that need more manpower.

Ø  Eliminate unnecessary resources also controls costs and increases profit.s

 

CAPABILITIES REQUIRED (Berk identified the following key system requirements):

·         Tight integration to VAI’s S2K ERP application, residing on the IBM iSeries.

·         Deployment of Agile software as invisible components behind the scenes of VAI's S2K application.

·         Control and visibility of transportation costs using a best practices methodology.

·         Ability to control the parcel life cycle process.

·         Ability to identify late and lost shipments and provide complete reconciliations.

Thoughts:

Ø  Tight, seamless integration means less overhead, a system that works and has great return potential.

Ø  Behind the scenes means someone has done their job.  It means that a coordinated effort has resulted in positive growth.

Ø  Control and visibility are key components that management needs to make quicker more accurate decisions.

Ø  Increased accuracy and observability of the inevitable errors means the profits stay in house.

 

Conclusion:

It is obvious why VAI has highlighted this success story.  What may not be so clear at first glance is what happened behind the scenes.  Berks has a true, trusted partner with VAI.  This is an invaluable business relationship.  Who do you work with now that you consider a trusted advisor?  Do you trust them to give you solid advice or to point you in the right direction, even if they cannot help? 

 
Berks took the time to identify an area in need of improvement and worked with their trusted advisor to come up with a solution that did not increase their operational overhead and did what was promised.

Who are you trusting now? 

At Dolvin Consulting we cannot promise the world or that you can even achieve results like what was noted in this article.  We can promise to do our very best to connect you with the resources you need to move forward.  Remember that the result is evident in the return on investment and that there will always be upfront costs, but in the end should you should be able to sleep better at night. 

Contact us today to see how we can help.

 

Flexibility to Drive Greater Productivity

Companies hope and pray that they will prosper and grow when they empower their employees to drive results.  Enterprise Resource Planning (ERP) systems today provide a wealth of applications and functions that can sometimes overwhelm the user and hinder productivity.  So what differentiates helpful productivity and being overwhelmed?

 

 
You have to ask yourself first and foremost is what my company is investing in, is it something that empowers the employees to deliver better, quicker, more accurate customer service? 

 

All the technology in the world will not improve a bad attitude.  It is akin to so many other industries.  30 years ago you would see a dozen or more guys swinging hammers to frame a house.  Today you see two or three using pneumatic nail guns.  These few guys do more work in less time, because they have the right tools.  Someone, somewhere figured out how to build a tool that would increase their productivity.  The first Salesrep had a challenge convincing the contractor that this “expense” was really an “Investment”.  Yet today you do not even consider it an option to equip the people working with the right tools.

 

Businesses tend to run in various degrees of one or two camps. 

 

The first is- show up to work, sit at your desk, answer the phone, key orders, do not talk to anyone else, keep to your break times and go home when your shift is over or later in case they need more from you.  These workers are not very inspired to do little more than the minimum.  If the customer is happy great, if the customer is unhappy, oh well.  What incentive do they have other than their own self esteem to do little more.  Where has this organization empowered them?

 

The auto industry faced similar challenges.  What they ultimately found out was they had people working the assembly lines.  When you treat people as intelligent humans they respond in kind.  The auto manufacturers added pull-stops along the assembly line.  Any worker, at any time could halt production.  Pretty scary.  What happened is the workers felt they made a valuable contribution and their opinion counted.  Productivity and quality both went up.

 

So in the second camp, what happens when you give your users the ability to configure their own screens with the exact applications and information that is important to their role?  Employee productivity increases which allows the user to react quickly to business demands. 

 

Who has not seen this when you call customer service at some company and the person at the other end of the phone says, wait, let me check on that for you.  Are you not impressed that you do not have to wait on hold, get forwarded to someone else, pray that they actually do call you back?  You respond in kind as does the customer service person.  How likely are you shop there again, even if you did have a problem.  Did you say thank you to that person, even though you called with a problem?

 

What happens when your ERP solution enables your people with:

·         Anytime, anywhere access?

·         Access from any device with a Browser?

·         Seamlessly integrates with other Web Applications?

·         Enables Social Possibilities?

·         Configurable to meet the user’s needs?

 

Ask yourself this basic question:  In business today does growth just happen?  Or, do you make it happen.
 

A key part of any organization's growth strategy should involve leveraging technology to transform the business.  With the right technology, you can improve operational processes, create efficiencies throughout the organization, expand relationships with suppliers, and continually improve customer satisfaction.

 

Staying ahead of your competition should not be just a wish. 

 

By providing a superior level of service to your customers, you let them know you care and their business is important.  If there is any doubt that this is the right strategy, just look back and think about how you have been treated, whether for a personal transaction or for business.  Who would you do business with again?

 

At Dolvin Consulting, we pride ourselves on doing the very best we can.  Every day we work harder, because like everyone else we are human.  We are here to help.  We have access to great solutions from key industry providers that will help you take the next step forward.  Contact us today to see what options you have.