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May 2013
Design Thinking for Sustainable Profits
 For most of the last century, businesses have focused on building their product or service. They have focused on the “thing” that they wanted to sell. Developing that product meant, ensuring the cost was as low as could be and the price was as high as the market could bear thus producing the most desirable profits on a per “thing” basis. The challenge with this model is that when that “thing” is no longer desired or needed, neither is your business (unless it quickly develops the next popular thing). Over the last decade, companies have started to think more about design for a variety of reasons. Take Apple for instance...
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About Us
In today's competitive business environment, success is continually measured by bottom-line results. Beginning in 1993, CCR has used a proven system for expense reduction that has been directly responsibile for generating significant cost savings for clients in many industries.
We generally target indirect and consumable expense categories. We sometimes look at our client's direct spend and utilize technologies such as reverse auctions. Our strategy is to consolidate the number of suppliers, leverage the spend, negotiate better terms with our client's existing suppliers, and/or recommend a proven alternative supplier. Our process is effective and we do all the work!
Regardless of the size of your organization, savings can almost always be generated. Best of all, our services are contigency based. No savings, no fee!
To learn more about CCR, click here or contact Vic Ronder at consulting@ercinc.com |
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Did you know?
How to Cut Through the Clutter and Make the Best Decisions
 Q: How can you cut through brain clutter to make the best decisions for your business?
A: Now there's a question that has bedeviled pretty much every entrepreneur who ever dared to dream.
Academicians Chip and Dan Heath argue that the key to making clear-headed decisions is our ability to see beyond our entrenched biases. In their book Decisive: How to Make Better Choices in Life and Work, the brothers explore the phenomena of what they describe as "confirmation bias" and "overconfidence bias."
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Don't Let Predictability Become the Enemy of Innovation
 Unhappily shocked by Sputnik's unexpected 1957 success, President Eisenhower quickly pushed the Pentagon to establish the Defense Advanced Research Projects Agency (DARPA). Its ostensible mission: "to prevent technological surprise to the U.S. military, and to create surprises of its own."
Anticipating and enabling "technological surprise" has become even more challenging, DARPA director Arati Prabhakar recently told an MIT audience...
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Easing Travel & Entertainment Expenses
Chief executive officers (CEOs) at U.S. Every month a bound volume of credit-card bills lands with a thud on Dan Marchetti’s desk. “I look at every one of them,” says the CFO of Urschel Laboratories, a 100-year-old family business that dominates the industrial food-cutting business. Marchetti estimates that, adding interest and fees, each expense form costs about $15 to process.
Urschel’s travel-and-entertainment spending is just a bit less than 10% of its total annual operating expenses. That’s in line with a 2012 Aberdeen Group study that found that T&E expenses constitute from 8% to 12% of the average organization’s total budget. For that reason, “anything that smaller businesses can do to get their arms around T&E is huge,” says Aberdeen senior research analyst Christopher Dwyer.
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| Vic Ronder |
| Corporate Cost Reduction |
| 27902 Meadow Drive, Suite 130 |
| Evergreen, CO 80439 |
| Consultation: (877) 255-2511 | Direct: (303) 674-2511 |
| CCR Website | consulting@ercinc.com |
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