Case Studies
The case studies listed on this page do not represent the totality of projects developed by the syncplexity team. The list represents those cases that have contributed most significantly to the development of the model.
The names of the companies have been omitted for confidentiality reasons.
| Early Stage — Organizational Development | ||||
|---|---|---|---|---|
| # | Location | Year | Business | Size/Staff |
| 1 | La Senia, Spain | 1996-1997 | Machining of wood components for the furniture industry | 40 Staff members |
| 2 | Benicarlo, Spain | 1997-1999 | Wooden furniture | 60 Staff members |
| 3 | Martorell, Spain | 2000-2001 | Motorbikes supplies assembly | 200 Staff members |
| Sustainable Viability | ||||
|---|---|---|---|---|
| # | Location | Year | Business | Size/Staff |
| 4 | Switzerland | 2001-2004 | The Swiss banking experience cannot be detailed for confidentiality reasons. However, it is fair to say that syncplexity's approach to prestige was profoundly enriched with the four projects conducted in Swiss banks. | |
| 5 | Mexico City | 2005-2007 | Printed folding boxes for packaging | 270 Staff members |
| 6 | Mexico City | 2007 | Automotive parts | 435 Staff members |
| 7 | Mexico City | 2008-2009 | White line products and anodized aluminum | 279 Staff members |
| 8 | Mexico City | 2009-2010 | Plastic containers manufacturing | 140 Staff members |
| 9 | Mexico City | 2010 | Phone carrier | 210 Involved employees |
| 10 | Mexico City | 2011 | Store network of miscellaneous retail sale (household) | 120 Involved employees |
| 11 | Mexico City | 2011 | Corrugated cardboard packaging manufacturing | 30 Sales division employees |
| 12 | Mexico City | 2011-2012 | Industrial engineering | 29 Staff members |
| Expansive Emotional Influence | ||||
|---|---|---|---|---|
| # | Location | Year | Business | Size/Staff |
| 13 | Benicarlo, Spain | 2013-2016 | Real estate development and construction | 5 Management board |
| 14 | Madrid, Spain | 2016-2018 | Law firm; banking and finance division | 8 B&F division employees |
| 15 | Benicassim, Spain | 2016-2017 | Hotel & restaurants | 180 Staff members |
| 16 | Benicarlo, Spain | 2017-2018 | Retail businesses & marketplace | 16 Establishments |
| 17 | La Rapita, Spain | 2018-2020 | Tourism-related businesses | 21 Establishments |
| 18 | Alcoi, Spain | 2018-2022 | Food market | 12 Management board & 24 Establishments involved |
| 19 | La Rapita, Spain | 2019-2021 | Retail businesses | 16 Establishments |
| 20 | Alcoi, Spain | 2019-2021 | Retail businesses | 36 Establishments & 69 Peple involved |
| # | Company | Abstract |
|---|---|---|
| 1 | La Senia, Spain, 1996-1997 Machining of wood components for the furniture industry 40 Staff members | Situation After the acquisition of very sophisticated machinery, the problem was not solved but rather worsened. The one customer dependence caused an untenable situation when, despite the significant investment in the latest technology in productivity for the wood manufacturing industry, the company could not deliver the main customer's orders on time. The poor profitability for years made a new investment in additional machinery unfeasible. Strategic Approach The strategic approach was to develop people's potential through leadership and motivation. Around that primary axis, a manual production line was put into operation, operated by those motivated employees. The challenge of this approach was to develop true leadership qualities in a short period of time when the foundations for this were non-existent. Key Results |
| # | Company | Abstract |
|---|---|---|
| 2 | Benicarlo, Spain, 1997-1999 Wooden furniture 60 Staff members | Situation The company was the only one dedicated to the production of bentwood products in the Spanish market. That market position brought huge profits. However, It was necessary to recover the company from an awful business position after an associate left the company with all the sensitive information and gained most of the customer portfolio (around 80%) by creating his own company and reducing prices significantly. Strategic Approach The strategy to recover the market loss was founded on an integral cost management, followed by a comprehensive deployment of the principles of both the total quality management and a practical application of the ethics of honesty. Key Results |
| # | Company | Abstract |
|---|---|---|
| 3 | Martorell, Spain, 2000-2001 Motorbikes supplies assembly 200 Staff members | Situation In December 1999, the company was a model company in the subcontracting of sectors such as automotive (Honda, Yamaha) and consumer electronics (HP). The commercial activity was not considered necessary because, since its foundation in March 1991, it had enjoyed a good reputation in its industry. From a small artisan workshop with two employees (current managers), its growth had been based on customer satisfaction. In the area of assembly subcontracting, this company was the reference in the sector. Even so, the company entered into a severe insolvency situation. The cost analysis clarified that both sales prices and revenue volume were correct and sufficient to end the year with a profit. Even so, employees entered the third consecutive month without being paid. Suppliers were in the same situation. The imminent danger was not a drop in employee performance, but that the suppliers would stop supplying parts and, therefore, the contract with the main customer (Honda) could not be fulfilled. The decision was tough: with the money available, should the banks be paid (2 months without meeting financial obligations), the employees or the suppliers? Furthermore, Honda complained about the delay in the delivery of some series of orders. They were told that more employees had been hired than the contract had called for. Honda replied that this was impossible, insinuating that the performance of the employees had dropped because they had not been paid for months. Several discussions ensued with no apparent end in sight. It was decided that a Honda employee would go to the company's plant for some time to time, observe and collaborate in everything necessary to detect and solve the problem. Days went by, and nothing abnormal was noticed—quite the contrary. On the contrary, with the implementation of new production and organizational techniques, employee performance improved dramatically. How was it possible: with productivity per employee above the standards set by Honda-Japan, with prices under control in all areas, how was it possible? Strategic Approach Faced with this situation and having appreciated the financial position of the company, a final step was taken: To dispense with the planning delivered by Honda and to make one of its own that, as an objective, would respect the assembled units that Honda needed each month. Within a few weeks, the information derived from the new system made it possible to detect the root of the problem. Honda accepted the conclusions, so everything was solved. However, at the end of April, the difficulties continued because, in reality, the weekly production plans were also altered according to the final demand Honda had at any given time. Key Results - After 12 months |
| # | Company | Abstract |
|---|---|---|
| 20 | Alcoi, Spain, 2000-2001 Retail businesses; 48 Establishments & 106 People involved | Situation In 2019, the "Alcoi Prestigi" project begins with the impulse of the City Council and the aim of helping to improve the competitive capacity of Alcoi city's retail trade. The initial situation is not significantly different from that in other regions where syncplexity developed similar projects. In the first place, decision-making is poorly based on data and statistics. Secondly, emotional management is a totally foreign phenomenon for business as well as the use of the listening process in order to know the actual wishes of customers. None of the establishments participating in the project had considered developing a unique concept or specific added value of their business. Pricing criteria are not based on thorough and continuous cost control and benchmarking. To complete the picture, the need for a professional online sales culture is, at best, highly distorted. Mainly, work is not being done in the areas that online commerce demands in the current decade of the 21st century. Strategic Approach The initial approach of the project is to generate a deep awareness that business improvement requires a profound personal change. Without a new vision, the business can't evolve. In turn, the individual vision that limits the scope of our decisions can only change if our habits change. Thus, participants in the prestige-based competitiveness project are fully immersed in a serious culture of emotional management, which includes a thorough understanding of the listening process and the necessary personal change required both for its proper management and for superior insight in decision making. Positive thinking becomes the keystone of individual behavior. In parallel to personal development, processes and tools for analyzing financial balance, customer buying trends, and purchasing management are initiated. Product management has started to become more professional, generating a clear awareness of how much this facet affects the prosperity of the business. These new responsibilities exert considerable pressure on individual agendas, which specific work on time management addresses. Second Phase The second phase of the “Alcoi Prestigi” project starts again in 2020 with the support of the City Council and, additionally, in collaboration with the Chamber of Commerce. In this stage, particular emphasis is placed on consolidating the transformation initiated in the previous step. In addition to this necessary consolidation process, the work plan includes a specific focus on the next level of value-added generation, which in turn constitutes the primary axis of the new commercial promotion culture event-driven. The Prestige Behavioral Matrix continues to develop, facilitating the necessary individual change process ularly in innovation-related facets such as creativity. However, at the beginning of 2020, the COVID-19 pandemic broke out and hit most of the retail trade very hard; of course, this also affected the participants in the "Alcoi Prestigi" project. In these circumstances of confinements and restrictions of all kinds, the syncplexity model is tested to the limit. The necessary ingredients for the online business structure are not ready yet. On the other hand, consumer habits change drastically in a matter of a few days, which creates extraordinary emotional pressure on business owners. It is precisely in this context that the model is reinforced as a confidence generator for the businesses that are implementing it. One of the COVID pandemic consequences is that the work process has been altered substantially, which means that the second phase of the "Alcoi Prestigi" project could not be completed by the end of 2021. Key Results - After 24 months The results that demonstrate an evident ability to deal with critical situations can be appreciated by considering the following summary: |