Service Management Case Study: Boomer Consulting, Inc.
Joe Dowell
Service Management
Dr. Ronnie Holmes
Case Study: Boomer Consulting, Inc.
Introduction Case 9.1 involves Boomer Consulting Inc. beginning with the early years when the organization, as a division, was a small regional CPA firm of Varney & Associates headed by a single partner, L Gary Boomer. As time went by, and the division’s revenue grew Varney & Associates separated the consulting and accounting practice, creating a wholly owned subsidiary, which continued to be headed by L Gary Boomer, named Boomer Consulting. Eventually, Boomer transitioned from a partnership, to the entrepreneurial of his own company, specializing in technology and firm management as a facilitator, speaking internationally, on hot-button topics such as “strategic and technology planning, compensation, and developing a training/learning culture” (Fitzsimmons, 2014, p.268). Initially Boomer Consulting started out by servicing firms on a more intimate level i.e. “one-on-one consulting with clients at their office locations, the method of delivery for consulting services in those days” which became rather taxing for one person to maintain. After contemplation and reflection, realizing that this pace/schedule could not be maintained, Boomer decided the best approach to maintaining continued success as the firm grew and expanded internationally, was to standardize the delivery of his “knowledge and experience” and create a centrally located place where the client and the Boomer representatives could come together in an effort to answer questions, provide solutions and engage in creative and innovative dialogue which would involve the collaborative effort of both the Boomer facilitators as well as each respective client – hence the Boomer Technology Circles-Service Innovation” “The Circle meetings are designed to meet a number of objectives, such as issues that Boomer regards as ‘hot topics’ in the accounting industry, information sharing among clients through breakout
Service Management
Dr. Ronnie Holmes
Case Study: Boomer Consulting, Inc.
Introduction Case 9.1 involves Boomer Consulting Inc. beginning with the early years when the organization, as a division, was a small regional CPA firm of Varney & Associates headed by a single partner, L Gary Boomer. As time went by, and the division’s revenue grew Varney & Associates separated the consulting and accounting practice, creating a wholly owned subsidiary, which continued to be headed by L Gary Boomer, named Boomer Consulting. Eventually, Boomer transitioned from a partnership, to the entrepreneurial of his own company, specializing in technology and firm management as a facilitator, speaking internationally, on hot-button topics such as “strategic and technology planning, compensation, and developing a training/learning culture” (Fitzsimmons, 2014, p.268). Initially Boomer Consulting started out by servicing firms on a more intimate level i.e. “one-on-one consulting with clients at their office locations, the method of delivery for consulting services in those days” which became rather taxing for one person to maintain. After contemplation and reflection, realizing that this pace/schedule could not be maintained, Boomer decided the best approach to maintaining continued success as the firm grew and expanded internationally, was to standardize the delivery of his “knowledge and experience” and create a centrally located place where the client and the Boomer representatives could come together in an effort to answer questions, provide solutions and engage in creative and innovative dialogue which would involve the collaborative effort of both the Boomer facilitators as well as each respective client – hence the Boomer Technology Circles-Service Innovation” “The Circle meetings are designed to meet a number of objectives, such as issues that Boomer regards as ‘hot topics’ in the accounting industry, information sharing among clients through breakout
References: Fitzsimmons, J., Fitzsimmons, M. & Bordoloi, S. (2014). Service management: operations, strategy, information technology. New York: McGraw-Hill. Investopedia. (2014). Competitive Pricing. In Investopedia. Retrieved November 19, 2014, from http://www.investopedia.com/terms/c/competitive-pricing.asp.