Case Studies





BMW struggled to shift the in-dealership culture to be customer-centric, rather than relying on the brand or product for sales. BMW NA was directed to implement initiatives from Germany that had to be adjusted for North America.

SGEi developed an understanding of modern luxury consumers and how to deliver the ultimate customer experience for the dealership staff; emphasis was placed on creating a Culture of Customer First. SGEi developed an intranet for communication, scores, training tools, and action plans centered on the customer. Today, our team of trainers and coaches work annually in over 400 BMW dealerships. As a result, sales satisfaction scores increased by 15% in 2014 and customer satisfaction scores increased by 3% in 2015—a year when customer satisfaction fell 3.7% industrywide for other brands.

The NBA struggled to maintain season ticket holder sales when the teams didn’t make the play-offs. They wanted to develop a fan experience less reliant on game scores.

To create an experience focused on relationships rather than game scores, SGEi implemented service departments responsible for customized experiences throughout the season and personalized touch points during the off-season. SGEi provided training on the new service culture.

In 2011, International Market Centers’ (IMC) four companies located in High Point, NC and Las Vegas, NV joined forces as IMC. The new company needed a single culture and mission that aligned associates and resources into a single entity.

SGEi conducted surveys and interviews with employees to gather input on the single culture and employee brand that needed to be developed. Executive and management workshops were then conducted to design and develop a new mission, values, and service habits. SGEi designed and developed an orientation for IMC staff. As a result, IMC aligned its business units and people into a culture that delivers on their new mission to create value and growth.

Super 8 wanted to develop and deliver a new culture for all 2,500 properties worldwide that would connect employees with an increasingly demanding customer base.

SGEi developed the Spirit of Super 8 Culture and delivered it via e-Learning. SGEi’s extensive off-the-shelf library of modules and materials were customized for Super 8’s culture and experience. This includes 25 e-Learning modules on culture, which were also translated into twelve languages for international users. In just five years, 23,000 users have completed the modules 133,000 times. As a result of this cultural development and training, there was a 10% improvement in customer satisfaction.

Baha Mar was opening a 3,500-room property in the Bahamas and wanted to develop an employee brand that represented something never-before-seen in the Caribbean, and to establish itself as the place to work.

SGEi developed a cultural blueprint, orientation program, and all employee branding for Baha Mar’s five luxury properties and corporate team. We created television, radio, and newspaper advertisements about Baha Mar’s culture and experience, as well as more than 20 e-Learning modules for employee life skills.

LeFrak, one of New York’s largest real estate owners and managers, wanted to refresh and formalize their corporate culture from its emphasis on family to one that reflects the diverse interests and employee base.

SGEi interviewed and surveyed staff to understand the current culture. We then designed and developed a new company logo, mission, and values before developing a new onboarding program. SGEi currently assists with ongoing onboarding and training of staff throughout the organization each quarter.