Document Automation Production Service (DAPS)
Macro helped to reinvent DAPS as a customer-focused organization, consult on business development, and guide the business in performing more effectively and profitably. Macro researched customer satisfaction and developed an action plan based on a cost-benefit analysis of possible options. One outcome was a name change—from Defense Printing Service to Document Automation Production Service. After applying Macro’s branding process, DAPS also adopted a unique selling proposition of “Can Do Right Now.” We provided training, including customer relations management, marketing and Internet outreach, and resolution of billing and contracting problems. We also developed a cadre of account representatives with enhanced marketing skills and the ability to communicate about DAPS’ strategic direction. As a result of our collaboration with DAPS, sales increased by 67 percent within 3 years, costs were cut in half, and DAPS won 10 Hammer Awards.

U.S. Navy, Bureau of Personnel (BUPERS)
BUPERS manages the Morale, Welfare, and Recreation (MWR) program, a worldwide operation with almost 20,000 employees that is central to the Navy’s quality-of-life programs for sailors, retirees, civilians, and their families. BUPERS recognized a need to make MWR’s complex and geographically dispersed organization more customer driven and cost efficient. Macro analyzed the relationship between BUPERS, MWR field operations, and end-user customers to determine what was and what was not working well. Our initial research provided baseline information about which services should be continued or outsourced and helped define action priorities. We also developed a curriculum for key personnel at bases around the world to use in identifying priorities for local change. Within 5 years, net income from the MWR program increased from $2.4 million to $12.8 million. First-term retention of sailors—a Navy-wide imperative—improved from 40 percent in fiscal year (FY) 1997 to 65 percent in FY2002. Improvement of MWR base services and the sailors’ quality of life were key variables in the sailors’ decisions to continue a Naval career.

Organizational Repositioning for Utility Corporation
Macro helped a large regional utility in repositioning the organization, both internally and externally, for deregulation and associated changes, such as retail wheeling. This process included four distinct phases: (1) a broad market analysis of customers, potential customers, and competitors, (2) an organizational review and redesign, which included organizational analyses, customer service training, organizational redesign based on an unbundled organization, and a redefinition of job categories, (3) a communications strategy that looked at developing a new branding strategy along with promotional campaigns, and (4) the development of an overall corporate strategy. This branding process resulted in a new name for the organization and a unique selling proposition as part of an identity and image campaign.