“The Market Changed And We Struggled to Adapt” : How Social Learning Saved Our Bottom Line

Executive Summary

Founded in Pittsburgh, PA, Conco Services Corporation is a family-owned and operated company providing industrial cleaning and testing services to large industrial plants. With over 90 years of experience servicing the power plant sector, Conco’s sales team were experts in dealing with smaller, autonomous teams and developing long-term relationships with clients.

 

After decades of consistent growth, Conco’s total revenues peaked around $30 Million. In 2007, Conco had to deal with the reality that the power plant services industry was shrinking – a shift which had serious repercussions for their existing power plant-focused business model. At the same time, newly available domestic supplies of natural gas and oil were driving an expanding petrochemical manufacturing market year after year.

 

To adapt to their evolving market, Conco decided to seek out new business by developing relationships with larger clients in the petrochemical market. They expanded to a third location in Louisiana and doubled the sales force dedicated to the petrochemical market.

 

The strategy was sound, but the new office brought discordance to Conco. Multiple locations caused breakdowns in communication and clashing corporate cultures made it difficult to standardize expectations across offices. Sales in 2015 fell flat, showing the cost of communication problems, discord and isolationism. The company tried a number of strategies to mend the departmental and office divisions, such as removing physical barriers to collaboration, encouraging appreciation and uniting silos. The power of these positive changes gradually became evident in sales and employee happiness, but they still needed a plan to turn these practices into sustained habits.

 

To do this, Conco partnered with HiveQuest, an edtech company specialized in building sustainable positive work cultures. Using their social learning platform, HiveQuest creates a series of online group challenges that help employees and management implement specific positive practices. HiveQuest designed two group challenges for Conco, “Team Appreciation” and “High-Quality Connections”, to help them turn occasional acts of gratitude and collaboration into everyday habits. By combining the philosophies of online learning with social networking, HiveQuest’s interactive platform offered Conco employees a fun and effective way to explore and build their new positive work environment.

 

The results were remarkable. Across the board, Conco employees reported more happiness with their work and stronger connections with their colleagues. Nearly 100% of the industrial sales team reported feeling valued and appreciated by their team and boss. Between the years 2011 to 2014, Conco doubled petrochemical sales from $3.1 million to $6.01 million.

“The Market Changed And We Struggled to Adapt” : How Social Learning Saved Our Bottom Line

Executive Summary

Founded in Pittsburgh, PA, Conco Services Corporation is a family-owned and operated company providing industrial cleaning and testing services to large industrial plants. With over 90 years of experience servicing the power plant sector, Conco’s sales team were experts in dealing with smaller, autonomous teams and developing long-term relationships with clients.

 

After decades of consistent growth, Conco’s total revenues peaked around $30 Million. In 2007, Conco had to deal with the reality that the power plant services industry was shrinking – a shift which had serious repercussions for their existing power plant-focused business model. At the same time, newly available domestic supplies of natural gas and oil were driving an expanding petrochemical manufacturing market year after year.

 

To adapt to their evolving market, Conco decided to seek out new business by developing relationships with larger clients in the petrochemical market. They expanded to a third location in Louisiana and doubled the sales force dedicated to the petrochemical market.

 

The strategy was sound, but the new office brought discordance to Conco. Multiple locations caused breakdowns in communication and clashing corporate cultures made it difficult to standardize expectations across offices. Sales in 2015 fell flat, showing the cost of communication problems, discord and isolationism. The company tried a number of strategies to mend the departmental and office divisions, such as removing physical barriers to collaboration, encouraging appreciation and uniting silos. The power of these positive changes gradually became evident in sales and employee happiness, but they still needed a plan to turn these practices into sustained habits.

 

To do this, Conco partnered with HiveQuest, an edtech company specialized in building sustainable positive work cultures. Using their social learning platform, HiveQuest creates a series of online group challenges that help employees and management implement specific positive practices. HiveQuest designed two group challenges for Conco, “Team Appreciation” and “High-Quality Connections”, to help them turn occasional acts of gratitude and collaboration into everyday habits. By combining the philosophies of online learning with social networking, HiveQuest’s interactive platform offered Conco employees a fun and effective way to explore and build their new positive work environment.

 

The results were remarkable. Across the board, Conco employees reported more happiness with their work and stronger connections with their colleagues. Nearly 100% of the industrial sales team reported feeling valued and appreciated by their team and boss. Between the years 2011 to 2014, Conco doubled petrochemical sales from $3.1 million to $6.01 million.

“The Market Changed And We Struggled to Adapt” : How Social Learning Saved Our Bottom Line

Executive Summary

Founded in Pittsburgh, PA, Conco Services Corporation is a family-owned and operated company providing industrial cleaning and testing services to large industrial plants. With over 90 years of experience servicing the power plant sector, Conco’s sales team were experts in dealing with smaller, autonomous teams and developing long-term relationships with clients.

 

After decades of consistent growth, Conco’s total revenues peaked around $30 Million. In 2007, Conco had to deal with the reality that the power plant services industry was shrinking – a shift which had serious repercussions for their existing power plant-focused business model. At the same time, newly available domestic supplies of natural gas and oil were driving an expanding petrochemical manufacturing market year after year.

 

To adapt to their evolving market, Conco decided to seek out new business by developing relationships with larger clients in the petrochemical market. They expanded to a third location in Louisiana and doubled the sales force dedicated to the petrochemical market.

 

The strategy was sound, but the new office brought discordance to Conco. Multiple locations caused breakdowns in communication and clashing corporate cultures made it difficult to standardize expectations across offices. Sales in 2015 fell flat, showing the cost of communication problems, discord and isolationism. The company tried a number of strategies to mend the departmental and office divisions, such as removing physical barriers to collaboration, encouraging appreciation and uniting silos. The power of these positive changes gradually became evident in sales and employee happiness, but they still needed a plan to turn these practices into sustained habits.

 

To do this, Conco partnered with HiveQuest, an edtech company specialized in building sustainable positive work cultures. Using their social learning platform, HiveQuest creates a series of online group challenges that help employees and management implement specific positive practices. HiveQuest designed two group challenges for Conco, “Team Appreciation” and “High-Quality Connections”, to help them turn occasional acts of gratitude and collaboration into everyday habits. By combining the philosophies of online learning with social networking, HiveQuest’s interactive platform offered Conco employees a fun and effective way to explore and build their new positive work environment.

 

The results were remarkable. Across the board, Conco employees reported more happiness with their work and stronger connections with their colleagues. Nearly 100% of the industrial sales team reported feeling valued and appreciated by their team and boss. Between the years 2011 to 2014, Conco doubled petrochemical sales from $3.1 million to $6.01 million.

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