Averagé Restaurant

CLIENT PROFILE An Averagé Restaurant had a fine chef and a sophisticated but casual atmosphere. But from a market differentiation perspective this was the case with many of its competitors. Management, of course, like most restaurants, sought strategies to increase the average check, attract new customers and increase repeat business. Enter Public Virtues.

OPPORTUNITY VOID Research revealed several areas where opportunity existed. PUBLIC VIRTUES identified the VOID's and created a three phase program including employee training, customer education, and a public relations/marketing program to reposition the now Above Averagé Restaurant in the market.

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Better Service in the City

CLIENT PROFILE A municipality sought to improve both the internal relationships between employees as well as customer relations and service with the taxpaying public. Initially there was a desire to increase the quality of human interaction through refining interpersonal skills and a stronger sense of professional etiquette with an emphasis on business/corporate/civic ethics and duty.

OPPORTUNITY VOID During the consulting process, our Public Virtues Consultants identified two significant areas of opportunity that were undermining the city employees' ability to effectively serve the town. The VOID; involved a series of environmental factors coupled with a failure to make adjustments to work in sync with the cyclical nature of city hall's operations. As if in a positive feedback loop, the VOID was adversely effecting the interaction between town employees and the taxpayers.

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Collegialty on Campus

CLIENT PROFILE A small private college sought to create a unique position in the market in order to attract a higher caliber student and increase the number of applications.

OPPORTUNITY VOID After on-campus observation and market research, Public Virtues Consultants found OPPORTUNITY VOIDS that could be filled with programs that would not only increase student applications, but would also increase college presence in the market while simultaneously positively influencing the quality of campus life. A training program for both staff and students focused on changing behavior.

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Mid-size Manufacturer
Expands Across
Cultural Boundary

CLIENT PROFILE The impetus for bringing in Public Virtues was to offer employees Asian cultural briefings. After several weeks of consulting, including a thorough review of the training program, a survey of employees, customers and vendors, Public Virtues identified a number of critical VOIDS.

OPPORTUNITY VOID It turned out that our first priority became our second as it was clear that the lack of a cohesive corporate culture from within was inhibiting overseas expansion efforts. A series of ethics seminars, including the central importance of the company mission in shaping goals and the alignment of corporate and personal ethics as critical to success, were developed to address the issue. Following the successful implementation of this training, the cultural briefing phase of our work began.

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Cross-Cultural Short
Circuitry Glitches
Technology Merger

CLIENT PROFILE A software developer on the West Coast merged with an Asian firm and rapidly combined the work forces only to be faced with the resignations of several top employees. It was initially thought that a failure to consider the impact of meshing vastly different cultures had created an environment of misunderstandings. However, while unfortunate cultural faux pas and stark contrasts in management styles took their toll, a review of exit interviews and follow-up contact revealed a deeper and more compounding issue.

OPPORTUNITY VOID Public Virtues found that the OPPORTUNITY VOID in this case was a two-part dilemma. Among other issues, misrepresentation of a product's attributes was the source of tension between key players in the management team, while tension between the two cultures was cited as the reason for a number of resignations. Our task was to assist in reevaluating the client's ethics training program as well as to act as a facilitator with the goal of culturally meshing the merger.

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