WDGC's client roster includes firms
ranging from $1 billion to well over $100 billion in sales.
Why do companies of all sizes frequently call on WDGC? Most of
the time, it involves a combination of benefits from calling
on WDGC; it really becomes a matter of cost, timing,
perception, efficiency, security (both internal and external),
objectivity, and maximum validity.
 |
Maximum
assurance that the best decision will be made on a
challenge which can substantially affect the long-range
operating performance of a business.
|
|
|
Cost effective
utilization of outside resources. Considering time and
efficiency, the cost of WDGC services usually is less than that
incurred by internal staff. Further, the cost of location
consulting advice generally represents a minor proportion of
total project investment.
|
|
|
Free up staff
by utilizing WDGC expertise to devote more time and
energy to daily business challenges. Location/relocation
projects are one-time events. Therefore, it is difficult to
build requisite internal expertise for resolving these
challenges in a manner that is cost effective, efficient,
and of the highest quality.
|
|
|
Avoid any
internal or external bias. Our recommendations are
strictly guided by what is in the company's best long-term
interest. Our success is measured by clients' satisfaction
with operating expenses in recommended locations.
|
|
|
There are many
reasons, both competitive and internal, to maintain tight
confidentiality on a location/relocation project. This
objective can often be more readily accomplished by using an
outside advisor such as WDG Consulting.
|
|
|
Any
recommendation tendered by WDGC will stand the most rigorous
logical test. Hence, decision buy-in, ranging from
shareholders to employees, is maximized when bringing on
board proven expertise that has no vested interest or
bias in the ultimate decision.
|
|
|
Ability to handle
multi-disciplined demands of the location question, with
minimum internal contact, for example:
|
|
Labor costs |
|
|
State tax |
|
|
Policy/rates
labor relations |
|
|
Transportation |
|
|
Quality-of-life |
|
|
Citizen/government |
|
|
Attitudes |
|
|
Electric
power |
|
|
Environmental
regulations |
|
|
Telecommunications
|
|
|
|
Particular
expertise in the most critical aspects of most projects;
i.e., Labor, in all of its ramifications:
|
|
Most new
locations or relocations are labor-driven, rather than
facilities; |
|
|
A wrong
solution from a labor perspective is probably
uncorrectable, and typically closes out future options,
at minimum; |
|
|
Expertise in
and proprietary models for estimating employee actions
in a relocation situation;
|
|
|
Understanding
of labor market theory; |
|
|
Competitive
labor demand (understanding it, projections, assessment
of its impact); |
|
|
Forecast of
salary and payroll in new markets;
|
|
|
Ability to
access local employers (and knowing what questions to
ask); |
|
|
Databank of
NLRB election activity (55,000+ union elections); and, |
|
|
Assessing labor quality and relating it to supply and
cost.
|
|
|
|
Maximum
validity of findings (due to experience and our
proprietary database).
|
|
|
Protection of
client from time-consuming solicitations (e.g.,
developers, brokers, etc.).
|
|
|
A firm whose
exclusive focus is corporate location and site
selection.
|
|
|
Enhancing our
ability to recruit/retain best of class talent dedicated to
a career in corporate location.
|
|
|
Reputation
as a leader in the industry and known for expeditious
service of the highest quality.
|
|
|
Value-added
services brought from consulting engagements with
clients facing similar challenges.
|
|
|
People
Experience
|
|
Each WDGC
client engagement manager has a minimum of 10 years
corporate location experience. |
|
|
At WDGC client
assignments are performed by seasoned professionals.
Critical recommendations are not off-loaded to
inexperienced, junior personnel.
|
|
|
The WDGC
professional team is multi-discipline, with a variety of
business, consulting, and education backgrounds.
|
|
