Who Are Our Clients? – Karl Albrecht International

Here is a representative sample of the many kinds of organizations, world-wide and in many sectors of operation, whose leaders have engaged Karl Albrecht and/or his consulting team to help them improve their performance.

ACC Group, Australia (Insurance)

Karl presented the keynote address, and also conducted a brief application workshop at ACC’s annual retreat for the company’s high-performing brokers and partners, held in Buenos Aires. The meeting and presentation explored strategies for strengthening client focus and delivering an even higher level of client service. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

AIG Corporation (Insurance)

Karl facilitated a half-day working session for the executives and manager’s of AIG’s corporate client group, focused on strategies for achieving differentiation through exceptional client service and superior internal processes. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

Alberta Power and Light

KAI consultants assisted AP&L’s senior management to design and launch a company wide, strategic quality initiative for all its operation. The engagement included focus groups in all the regional offices; customer surveys of a significant segment of their residential customers; and assistance with shaping and implementing their service quality strategy.

American Association of Retired Persons (AARP)

Karl and his senior consultants assisted AARP’s leadership team with a strategic estimate of their business environment; a review of organizational performance and improvement opportunities; a phased improvement plan; and adoption of an intensive customer focus, based on the principles outlined in Karl’s best-selling book Service America: Doing Business in the New Economy.

American College of Healthcare Executives (ACHE)

Karl presented the keynote address at ACHE’s annual meeting, focused on meeting the strategic challenges in healthcare, and applying the service management model to improve service quality in all aspects of the healthcare institution. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

American Management Association – Europe

Karl delivered a plenary address at AMA-Europe’s conference in Belgium, focused on latest concepts and methods in quality management. His presentation accurately predicted the demise of the mechanistic “TQM” ideology, and offered a service management paradigm as the emerging new ideology for service organizations. He showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

American Management Association – Latin America

Karl presented the keynote and wrap-up sessions at a quality conference in Dominican Republic, jointly hosted by AMA Latin America and one of the leading local consulting firms. He also presented a special executive breakfast session for key local leaders. Emphasis was on emerging new concepts in quality thinking, particularly service management as a compelling paradigm for competing in an increasingly service-oriented environment. He showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

American Management Association – New York

Karl delivered a plenary address at AMA’s annual Human Resources conference (keynoted by Dr. Henry Kissinger), focused on changes and challenges confronting the HR sector, and finding ways to create work environments that reward and retain high-performing employees.

American Management Association – New York

Karl delivered the kick-off presentation at AMA’s special conference “Tearing Down the Silos,” which explored the “silo effect” in organizations and sought ways to create more open and collaborative processes. Drawing upon his book The Power of Minds at Work: Organizational Intelligence in Action, published by AMA, he presented a rationale and strategy for multi-dimensional negotiated relationships of mutual value.

American Management Association Seminars – New York

Karl designed, produced, and implemented a special two-day training seminar for AMA’s corporate seminar catalog, titled “Brain Power.” Based upon his extensive research and experience, and his long-running seminar of the same name, the seminar introduced professional level business people to the advanced ideas of critical and creative thinking. He also trained a cadre of seminar course leaders to present the seminars all over the United States. The seminar made extensive use of his Mindex Thinking Style Profile and other proprietary materials under license.

American President Lines

Karl provided a one-day consultation to APL’s newly formed quality development team, acquainting them with the latest ideas in quality thinking, and particularly exploring the implications of strategic customer focus in the oceangoing logistics sector. This included applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy. As a result of the session, the quality team decided to reduce their emphasis on the currently popular “measure and count” practices – such as TQM and ISO 9000, and to place greater emphasis on designing and managing the customer experience.

American Society for Aging (ASA)

Karl presented the keynote address at ASA’s national conference, focusing on strategies for making nonprofit associations, such as ASA, more relevant in the competitive association marketplace, and for delivering a higher-quality membership experience.

American Society of Association Executives (ASAE)

Karl and one of KAI’s senior consultants conducted a comprehensive futures study of trends, developments and issues shaping the business environment in which ASAE’s 10,000 member associations operate; organized and presented the results for executive review; prepared a comprehensive report, with executive summary, delineating key findings; formulated eight key “super-trends” that summarized the findings and their implications for action; recommended an action agenda for assisting associations to thrive in an ever more difficult environment; presented the study results at ASAE’s national conference; provided a resource CD with a comprehensive set of materials and references that extended the findings of the study and assisted members in putting them in practice; and prepared an article about the need to re-invent the association model, published in the Journal of Association Management.

American Society of Association Executives (ASAE) – Journal of Association Management

Karl authored a best-selling journal article for the association industry, titled “Is the Association Model Broken? – the Case for Re-invention.” He assessed the current state of competition and declining membership in the association industry, and profiled the many emerging threats to the traditional association model. He set forth a new model for strategic competition, based on five primary value propositions associated with association membership. This article became widely read and quoted in the association field, and set the tone for a new era of strategic focus on the member.

American Speech Language & Hearing Association (ASHA)

KAI partnered with another consulting firm, Strategic Futures, to conduct a futures study for ASHA, an association faced with increasingly intense competition for the attention, time, and resources of its professional members. Using state-of-the art electronic voting technology, the team conducted a series of time-efficient focus group sessions with experts in the field; each session harvested and ranked trends, events, and issues relevant to one of the eight categorical sectors in Karl’s “strategic radar” model. The project was curtailed due to governance issues within the client organization, but was considered a valuable step in defining the rising challenges facing the association.

Amil – Health Insurance Company, Brazil

During several visits to Brazil, Karl presented a series of executive seminars, working sessions, and consultations to Amil’s top management and leadership team. The focus of attention was service excellence, based on Karl’s service management model, as outlined in his best-selling book Service America: Doing Business in the New Economy.

ANA Hotel Sydney

Karl conducted a “360-degree” survey of ANA’s management performance, using his unique Leadex model of service leadership. He facilitated a leadership workshop to review the results, helped the managers interpret their scores, and offered new ideas for leadership in the hospitality environment. He also introduced the executives to his popular Mindex Thinking Style model and profile, showed them how to interpret their individual profiles, and helped them to explore possibilities for understanding themselves and one another better, and for managing more effectively with this advanced knowledge of mental differences.

Anaheim Visitors & Convention Bureau

Karl presented the keynote address and futures update at the annual industry outlook conference, hosted by the Anaheim / Orange County VCB. He reviewed the current and projected state of play in the destination marketing sector, cited a number of “super trends” worth tracking, and shared the four key survival skills of the world’s longest-surviving companies. He challenged the attending executives to examine their strategic options carefully, and to focus on creative ways to attract more customers with a high-value hospitality experience.

ANZ Bank, Australia

Karl presented a full-day seminar for ANZ’s management team, focused on meeting the strategic challenges in the finance industry, and applying the service management model to improve service quality in all aspects of the organization. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

Australia Telecom

Karl and KAI’s senior consultants advised and assisted AusTel’s Corporate Services Division to strengthen the organization’s commitment to customer focus, in the face of an ever more competitive deregulated business environment; conducted a general review of operations and presented findings and recommendations to the TMT; conducted a strategy retreat for the TMT, which produced a new vision, mission, and key priorities for action.

Australian Gas Light Company (AGL)

During a series of visits to Australia, Karl advised and assisted AGL’s senior management to implement a company-wide focus on service and value delivered, using his concepts of service management as outlined in his best-selling book Service America: Doing Business in the New Economy; facilitated an educational retreat and accompanied a European study tour for the TMT, providing them with key concepts, models, and methods for the implementation; trained all division and department managers to enable them to implement the key principles and methods, and to support the implementation by the various departments within their mission areas; spoke to front line staff at the company’s all-staff meeting, in support of a newly defined corporate identity, and to enable the employees to apply the key principles and methods in their day-to-day work.

Australian Graduate School of Management (AGSM)

Karl presented a two-day executive “Brain Power” seminar, as part of AGSM’s outreach program to the business sector. Attendees learned advanced concepts of critical and creative thinking, problem solving, and “idea management;” used Karl Albrecht’s Mindex Thinking Style Profile to understand their own cognitive preferences; learned to communicate effectively across differences in thinking styles; and learned methods for overt and covert leadership in team situations.

Australian Institute of Management (AIM)

On several visits to Australia, Karl presented a number of seminar series in the major capital cities, organized by AIM, focused on newly developing ideas in business, such as service management, creativity, and organizational intelligence.

Bank of Montreal

Karl presented the keynote address for the bank’s management conference, focused on meeting the strategic challenges in the finance industry, and applying the service management model to improve service quality in all aspects of the organization. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

Bausch & Lomb International

KAI’s senior consultants worked with Bausch & Lomb’s CEO and executive team for more than a year, to create a common service management culture in each of the international offices. In each country, KAI consultants conducted customer focus groups and surveys to support the launch of a significant service initiative. The worldwide effort was kicked off in Kuala Lampur with a keynote address by a senior KAI associate.

Boston Edison

Karl advised, consulted with, and guided the executive team and task force for Boston Edison’s service focus initiative. This involved a series of familiarization and planning meetings with the TMT and task force; meeting with various invested parties such as key department heads and union leaders; and reviewing customer research and setting developmental priorities for the organization. The initiative was curtailed due to financial difficulties associated with a financial downturn, but was recognized as establishing a sound ideological basis for the firm’s eventual transformation to a customer-centered culture.

Boys and Girls Clubs of America (BGCA)

Karl and one of KAI’s senior consultants facilitated an executive management retreat for BGCA’s top team, using KAI’s “Organizational Intelligence Profile” and proprietary electronic voting technology. With KAI assistance, all executives shared their perceptions and aspirations, anonymously, regarding the association’s performance on the seven-dimension “OI” model. The outcome was consensus on several critical dimensions of performance for problem solving and special attention, and agreement by the executives to follow through on the results.

Brain Dynamics, Japan

Karl presented the keynote address, as well as a personal development workshop, onboard BD’s “seminar at sea” program. During a three-day transit from Yokohama to Hong Kong, participants studied the newest concepts and methods in quality management; seminar leaders worked with Karl Albrecht to understand and apply his service management models and methods; and BD’s senior consultants conferred with him on various issues of organizational transformation.

Central Intelligence Agency (CIA)

Karl presented an executive overview and idea session to CIA’s top management team, dealing with strategic transformation options for the post-Cold War environment; reviewed and commented on the current incarnation of the organization’s mission statement; shared ideas and strategies over lunch with key division leaders; and participated in private meetings to advise several of them on organizational performance issues related to their operations.

Chrysler Corporation

Karl presented a series of lectures to Chrysler’s regional executives and managers, in support of the company’s intensive effort to raise the level of service performance and customer-perceived value, in the face of alarming competition from Japanese firms armed with the latest quality management methods; conferred with senior executives regarding program implementation; and appeared as an invited expert in a video program aimed at promoting the new commitment to service and quality.

Club Mediteranée

Karl led an Australian executive study mission to the Paris headquarters of Club Med (and other important firms), to learn the key elements of the company’s business model, and particularly the methods they had evolved for delivering a “high-touch” consumer experience of hospitality. He later presented the keynote session at Club Med’s regional conference held at a Club Med village in Florida, and introduced the key concepts of his service management model, as outlined in his best-selling book Service America: Doing Business in the New Economy.

Cox Communications

Karl presented an interactive keynote session at Cox’s management retreat, focused on his concept of Organizational Intelligence, as outlined in his book The Power of Minds at Work: Organizational Intelligence in Action; facilitated a large-group workshop activity in which the company’s managers conducted a preliminary assessment of issues and opportunities for development; and engaged the managers in a wide-ranging discussion of the possibilities for implementing the OI model.

Cruise Lines International Association (CLIA)

Karl facilitated a one-day strategy retreat for the executives and elected leaders of CLIA, focused on the recent changes that were severely disturbing the US travel industry; advised in the development of policy positions on key emerging issues; and provided ideas and advice for implementing a more intensive member-focused strategy for providing services.

Denny’s Restaurants

Karl presented the keynote address at Denny’s national management conference. He assisted the participants in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

Department of Administrative Services (Australia)

Karl and several senior KAI consultants advised, assisted, and guided a comprehensive organizational change program for the Australian Government’s Department of Administrative Services, with the goal of implementing an “industrial” model for service management and delivery. This involved the conversion of a 14,000-staff organization from a conventional government agency to a quasi-commercial operation intended to earn an internal profit from its services to other components of national government. Karl and his team conducted orientation sessions for executives and mid-management leaders; conducted a TMT strategy retreat to develop a new vision, mission, and key priorities; advised and guided key leaders to develop a new, commercially oriented financial control system; and consulted with each major department for the further development of its own vision, mission, and key priorities for action. This program was widely hailed as a successful example of service focus in Australian government, leading several other Commonwealth agencies to seek KAI’s assistance in launching similar programs. The CEO of DAS, Secretary Noel Tanzer, received Australia’s highest civilian award, the Order of Australia medal, largely in recognition of the success of the program. Karl Albrecht was honored to provide a testimonial letter to the award commission regarding Mr. Tanzer’s leadership.

Destination Marketing Association International (DMAI)

Karl and one of KAI’s senior consultants conducted a comprehensive futures study of trends, developments, and issues shaping the roles of destination marketing organizations (DMO’s – formerly known as visitors and convention bureaus) in the US and abroad; organized and presented the results for executive review; prepared a comprehensive report, with executive summary, delineating key findings; formulated eight key “super-trends” for the industry; recommended a significant re-direction of priorities for DMOs to become more relevant and more viable in an increasingly competitive environment; presented the study results at DMAI’s international conference; and advised DMAI leadership about strategies for redirecting the focus of destination marketing. The study report became a “best-seller” in the DMO sector, and was instrumental in many DMOs rethinking their strategic focus.

E.F. Hutton

Karl and several of KAI’s senior consultants advised and assisted Hutton’s senior management to refocus the organization more intensely on delivery of client service, using Karl Albrecht’s concepts of service management as outlined in his best-selling book Service America: Doing Business in the New Economy; guided research activities aimed at clarifying value propositions for key constituencies; and recommended implementation strategies for deploying the customer focus effort across the organization.

Georgia State University – Executive Programs

Karl presented a full-day seminar on Social Intelligence for the Atlanta business community, hosted by Georgia State’s Center for Executive Education, based on his best-selling book Social Intelligence: the New Science of Success.

Grupo Contelmex

Karl worked extensively with this large division of Mexico’s publicly-owned telecom operation, TelMex. Working closely with the CEO and executive team over several months, he conducted a general review of operations; ran a series of executive working sessions devoted to specific performance initiatives; ran several TMT team building sessions; and assisted the CEO in bringing in a number of contemporary ideas and preferred practices suitable for their operation.

Grupo Gameza

KAI’s senior consultants assisted the CEO and executive team of this large Mexican consumer products conglomerate, to launch a company wide service management initiative; the project involved executive briefings; meetings with the task force; and full-day service quality seminars for all executives of the component companies.

Indiana State University (ISU)

Karl and several of KAI’s senior consultants advised and assisted two key departments (Office of Information Technology, and Enrollment Services) to implement KAI’s “Journey to Excellence (J2E)” program, which is a major performance improvement initiative; conducted a general review of operations for both departments; conducted satisfaction surveys with on-campus clients and employees; advised and assisted the department heads to develop vision/mission statements; and conducted working sessions with unit leaders to develop individualized vision/mission statements, performance assessments, and performance improvement objectives. As a direct result of this initiative, both departments moved to the top ranks of service performance, as assessed by their various “customer” departments.

Jewel Food Stores

Senior KAI consultants assisted the JFS executive team in designing a strategic service quality initiative for the company’s White Hen Pantry Chain of convenience stores. Included were service quality education and awareness workshops for executives and managers; assistance with shaping JFS’s service quality strategy; and guidance on deploying their SQ initiative.

Key Banks

Lutheran Hospital, Lacrosse, Wisconsin

Karl presented a full-day seminar for Lutheran Hospital’s management team, focused on meeting the strategic challenges in healthcare, and applying the service management model to improve service quality in all aspects of the healthcare institution. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

Management Frontiers (Australia)

Karl cooperated closely with Management Frontiers, an Australian executive education firm, to bring groups of business executives to the U.S., Europe, and Asia, for the purpose of studying the strategies and operations of some of the best-known and most successful service organizations. During the U.S. tours, Karl met with the members of each study tour at the wind-up of their visit, to help them interpret, apply, and integrate their findings into their own individual enterprises. During the European and Asian tours, he led the group for the full ten days, providing ongoing advice and guidance, and helping them integrate their findings into their own executive practices. A number of the executives followed up by inviting Karl to visit their organizations for an intensive guided process of transforming them into truly service-focused enterprises, by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

Mars Corporation

Karl advised and assisted the executive team of Mars’ Elizabethtown manufacturing operation. He facilitated several conferences and retreat-type meetings, in which he assisted the executives and managers to review the general operation, plan more effectively for growth, and improve overall efficiency in the operation.

Microsoft Corporation

Karl and one of KAI’s senior consultants provided advice, consultation, and facilitation for the managers of an internal department seeking to improve its performance as one of the critical support elements of the firm’s competitive performance in software development. KAI consultants interviewed the managers as well as their internal “customers,” and conducted a working session to develop a customer value model for assessment and performance improvement.

Midwest Employers Casualty Company (MECC)

KAI’s senior consultant, Don Mizaur, conducted a brief strategic review and facilitated a strategy retreat for MECC’s executive team, reviewing the developing challenges and opportunities in the commercial casualty business. KAI also periodically conducted an employee quality of work life survey for MECC, using KAI’s proprietary “EQWLS” survey, and reviewed the results with the executive team. KAI has conducted several engagements for MECC, including a Mindex Thinking Styles workshop for the MECC management team, followed up by facilitating strategic planning workshops. In addition, KAI has hosted and conducted web based quality of work life surveys of all their employees, for several biannual cycles.

Morgan Stanley / Chase Manhattan

Karl presented a thought-provoking luncheon session, with questions and discussion, for the international advisory board of Morgan/Chase. Distinguished members of this group included Hon. Henry Kissinger, David Rockefeller, Alex Trotman (former Chairman of Ford Motor Company), Brian Mulroney (former Prime Minister of Canada), and a number of prominent figures in business and government. He challenged the then-popular fascination with the “dot-com craze,” accurately predicting the collapse of the stock-market “Internet bubble.” This presentation led the members of the advisory board to question the wisdom of pursuing “all things digital,” and to suggest a more carefully considered strategic approach which would accommodate the rapidly emerging role of information technology in the financial services sector.

Public Service Company of Colorado (PSCo)

Karl conducted a strategic review and facilitated a strategy retreat for PSCo’s TMT; consulted with selected division chiefs to deploy the new strategic direction in their organizations; advised and assisted in the formation of an internal consulting function; and oriented and trained the members of the consulting group to apply latest concepts, models, and methods in the organization.

Queen’s Medical Center (Honolulu)

Karl advised and assisted executives and managers of a major internal service department to implement a department-wide focus on delivering value to their internal clients, by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy; worked with the hospital’s management team and task forces, to plan and implement an organization-wide service quality initiative; trained all managers and supervisors of the department, to enable them to implement the methods and practices in their respective areas; and worked with the managers of the nursing department and several other organizations, to develop vision/mission statements, key value models, and key priorities for their respective areas. KAI consultants trained front-line staff to apply the service principles and methods in their day-to-day work.

Riverside Methodist Hospital, Columbus Ohio

Karl presented a full-day seminar for Riverside’s management team, focused on meeting the strategic challenges in healthcare, and applying the service management model to improve service quality in all aspects of the healthcare institution. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy. Following up, KAI consultants worked extensively with the hospital’s management team and task forces, to plan and implement an organization-wide service quality initiative.

San Diego County Department of Public Social Services

Karl advised and assisted DPSS management to design and implement an objectives-based management system; and conducted orientation seminars for managers and key staff to support the implementation.

Santa Clara University / Human Capital Institute

Karl presented a full-day seminar on Social Intelligence for the Bay Area business community, hosted by Santa Clara University and Human Institute, based on his best-selling book Social Intelligence: the New Science of Success.

Santa Monica Hospital Medical Center

Karl advised and assisted SMHMC’s senior management to implement a hospital-wide focus on service and value delivered, using Karl Albrecht’s concepts of service management; conducted interviews and survey research with patients and physicians; formulated a “value model” for patients and a corresponding one for physicians; recommended a new model for gathering patient feedback, keyed to the research findings; facilitated a TMT retreat and various senior management conferences, as well as board of directors involvement, to establish a shared ideology and priorities; and conducted orientation sessions and facilitated implementation workshops with department heads. KAI consultants trained all managers and all staff, hospital-wide, to enable them to implement the key principles and methods in their day-to-day work. This program was recognized as one of the first, and most successful, implementations of service management principles in healthcare. As a direct result of the changes, SMHMC gained a substantial increase in share of patients, compared to its most formidable competitor, located close by.

Shell Oil Corporation

Karl visited Shell’s headquarters in Houston, to participate in a strategic review of the company’s options for recapturing brand identity in the face of an increasingly commoditized marketplace for consumer petroleum products and related services; he assisted the task force in considering a range of strategic options for marketing and delivery, offering opinions and perspectives about the relative merits of each. He also met with members of the task force from time to time to further the discussions and consider strategic options.

Spencer Gifts

Karl worked with Spencer’s senior management team, in a comprehensive review of the firm’s competitive status and operations; interviewed key executives and department heads; formulated a consensus of the major strategic challenges facing the firm; facilitated strategic planning retreats with the management teams of the firm’s two primary divisions (catalog marketing and retail stores); assisted them in developing turn-around plans; and advised occasionally on progress of the effort.

St. Louis University Medical Center

Karl presented a full-day seminar and consultation for SLUMC’s quality task force, focused on meeting the strategic challenges in healthcare, and applying the service management model to improve service quality in all aspects of the healthcare institution. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

St. Luke’s Regional Medical Center, Sioux City, Iowa

Karl presented a full-day seminar for St. Luke’s management team, focused on meeting the strategic challenges in healthcare, and applying the service management model to improve service quality in all aspects of the healthcare institution. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

State Bank of South Australia

Karl advised and assisted the bank’s senior management to implement a company-wide focus on service and value delivered; assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy. He conducted orientation sessions for senior executives and mid-level managers, to acquaint them with the key concepts, models, and methods; reviewed market and customer research data, and recommended a philosophy and focus for targeting key customer value factors; and facilitated a TMT strategy session which developed an implementation plan for the program.

The Hartford Life Insurance Company

Karl and several of KAI’s senior consultants assisted the CEO, COO, and executive team of The Hartford in launching a company wide service management initiative, based on the concepts in his best-selling book Service America: Doing Business in the New Economy. This involved executive familiarization briefings; management seminars; interviews with key agents and key regional sales people; two interactive working meetings to gather data and formulate service strategies; and keynote addresses to company conferences by Karl Albrecht.

Toastmasters International (TMI)

Karl designed and produced two club-based leadership development programs, with leader and participant materials, for use in educational activities by TMI’s 14,000 local clubs; advised TMI’s Executive Director and staff on the roll-out and implementation of the program.

Toronto Dominion Bank

Karl presented a full-day seminar for Toronto Dominion’s management team, focused on meeting the strategic challenges in the finance industry, and applying the service management model to improve service quality in all aspects of the organization. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

Tower Life Insurance, Australia

Karl presented a keynote address in Buenos Aires for Tower Life’s management conference, focused on meeting the strategic challenges in the finance industry, and applying the service management model to improve service quality in all aspects of the organization. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

University of California, San Diego Extension

Working with UnEx’s Chancellor and staff, Karl reorganized its business programs department; modernized its curriculum of business courses; implemented systems for quality assurance, including course and instructor evaluations; facilitated a retreat with the Chancellor and department heads aimed at assessing and improving operations; participated in, and advised the search team that recruited a department head to replace the recently retired head; and served as ad hoc manager of the department during the transition.

US Air Force Military Airlift Command (MAC)

The commanding general of the Military Airlift Command invited Karl to give a two hour presentation at his annual meeting with his command generals, on a range of topics, including service focus and management; strategic service quality throughout AFMAC, and ideas for stimulating innovation and creative thinking throughout the command.

US Air Force Morale, Welfare, and Recreation Command (MWR)

The USAF MWR adopted Karl’s “TQS” model for the management of its internal service program, in support of all Air Force installations world wide. Karl Albrecht presented a keynote address at a special conference convened to launch the initiative; conducted a series of working sessions to support the implementation; and consulted with key officers of the command regarding the challenges and critical success factors associated with the effort.

Volkswagen USA

Volkswagen USA’s CEO retained KAI to design and assist in the implementation of the company’s Customer Centrism initiative. Karl and members of the KAI consulting team facilitated a strategy retreat for VW’s senior management, aimed at strengthening the brand identity in North America, as well as focusing more strongly on the key value factors known to be important to Volkswagen’s unique customer population. This involved a review of the competitive standing of the company and its brand; extensive interviews with company executives and key dealer executives; formulation of branding / positioning concept for the purchase and ownership experience – which evolved into the highly successful “Fahrvergnügen” marketing concept. Volkswagen was beginning to regain its prominence as a foreign automaker by differentiating both the buying and ownership experiences. Unfortunately, as the SQ strategy was taking shape, VW’s CEO lost his life in the Pan Am crash over Lockerbie, Scotland.

Volvo Motors North America

Karl and members of the KAI consulting team facilitated a strategy retreat for Volvo’s senior management and key dealer executives, aimed at strengthening the brand identity in North America, as well as focusing more strongly on the key value factors known to be important to Volvo’s unique customer population. Results of the retreat included a review of competitive standing; identification of key strengths and weaknesses; a best practices harvest; and an action plan for regaining brand status and competitive position.

Westpac Bank, Australia

Karl presented a full-day seminar for Westpac’s management team, focused on meeting the strategic challenges in the finance industry, and applying the service management model to improve service quality in all aspects of the organization. He assisted them in reviewing the prevalent quality models, and showed how to achieve a focus on outstanding client service by applying the methods of service management as outlined in his best-selling book Service America: Doing Business in the New Economy.

Yukon Territory Government.

KAI’s senior consultant Don Mizaur advised and assisted a major logistical department of Canada’s Yukon Territory in a comprehensive review of performance; conducted interviews and surveys to determine the state of the operation and its culture; recommended key priorities to the TMT and advised them on implementation. Although the project was curtailed with a change at the executive level, the organization’s new leaders recognized significant benefits as a result of a new understanding of the presenting challenges.

1,560