CASE STUDIES
At PointView Coaching, we believe that every business challenge presents an opportunity for growth. Our comprehensive case studies highlight how we’ve helped businesses in various industries improve their operations, align their teams, and achieve measurable success.
Each category below represents a key area of business improvement. Click on any category to discover how our tailored strategies have delivered impactful results.
Situation:
An appointment-based business struggled with high no-show rates (30%), leading to wasted employee time and inefficiencies.
Problem:
● Employees sat unpoductive when clients didn’t show up, wasting valuable work hours.
● Clients had no incentive to commit to their appointments, leading to last-minute cancellations or no-shows.
● The business struggled to maintain a consistent schedule and maximize revenue.
Process:
Identified that lack of commitment from clients was the root cause, and a system was needed to ensure they showed up or canceled with enough time for another client to book that spot.
Solution:
● Introduced a $20 refundable deposit—clients would get it back if they showed up or canceled 24 hours in advance.
● If they didn’t show up and didn’t cancel, they lost the deposit.
● Communicated the policy clearly to all clients.
Implementation:
● Employees were trained to explain the new policy upfront, ensuring clients understood.
● The business monitored the impact to measure effectiveness.
Results:
✅ No-show rates dropped from 30% to 2–3%.
✅ Employees stayed productive instead of waiting for clients who wouldn’t show up.
✅ The business remained fully booked, improving efficiency and profitability.
Situation:
A company offered multiple products, all following the same internal process, but one product didn’t need it.
Problem:
● The standard process was unnecessary for this specific product, creating delays and extra costs.
● The company didn’t realize they could streamline this product’s workflow.
● The inefficiency cost them money they didn’t even know they were losing.
Process:
Analyzed the workflow and identified an opportunity to remove unnecessary people and activities while
maintaining quality.
Solution:
● Eliminated the unnecessary process for this specific product.
● Removed middlemen, cutting down inefficiencies and expenses.
● Implemented a simplified, direct approach that worked better for this product.
Implementation:
● Employees were trained on the new workflow to ensure a smooth transition.
● The company monitored financial results to track improvements.
Results:
✅ Saved the company $500K per year.
✅ Operations became faster and more efficient.
✅ The business reinvested the savings into growth.
Situation:
A dress boutique had 3–5 client appointments per hour, but stylists weren’t pre-assigned, causing chaos.
Problem:
● Stylists had to scramble every hour to decide who took which client.
● Some stylists took too many clients, while others had too few.
● Clients were confused and frustrated, not knowing who was helping them.
● Valuable time was wasted sorting things out instead of serving clients.
Process:
Identified that lack of structure was causing bottlenecks, tension, and lost revenue.
Solution:
● Implemented a morning pre-assignment system—each client was assigned a stylist in advance.
● Over time, assignments were refined based on stylist strengths and client preferences.
Implementation:
● Stylists knew exactly who they were helping, reducing stress and confusion.
● Clients had a seamless experience from the start.
Results:
✅ Eliminated the last-minute chaos.
✅ Increased closing ratios, as stylists worked with clients they were best suited for.
✅ Workload was evenly distributed, reducing tension among stylists.
Situation:
A company required strict regulatory waste disposal reports every quarter, but deadlines were often missed.
Problem:
● Multiple employees contributed, but no one was fully responsible.
● Reports were frequently delayed or incomplete, resulting in heavy fines.
● The process felt chaotic, with different people involved but no clear accountability.
Process:
Recognized that lack of ownership was the root cause.
Solution:
● Appointed a single person as the report owner.
● Other employees shifted to a supporting role instead of trying to co-own the process.
Implementation:
● The new report owner was given full accountability, ensuring consistency.
● The team still helped, but in a structured, supporting role.
Results:
✅ Deadlines were never missed again.
✅ The company eliminated fines entirely.
✅ The reporting process became organized and reliable.
Situation:
Stylists either made a sale or didn’t, but the company had no way to track performance trends.
Problem:
● No way to measure success—there were no reports, tracking, or follow-up.
● No insights on why sales were lost, meaning no way to improve.
● The company couldn’t recognize top performers or identify areas needing improvement.
Process:
Introduced a structured feedback and tracking system.
Solution:
● Clients provided pre-appointment details (event date, size, occasion).
● Stylists logged post-appointment details, including:
○ Whether a sale was made.
○ If not, reason for no sale (from predefined options).
○ Follow-up preference.
○ Client review status.
● Monthly reports were created for management and team coaching.
Implementation:
● Management analyzed trends to improve hiring, training, and marketing.
● Stylists had visibility into their performance and learned from top performers.
Results:
✅ Accountability increased.
✅ Sales and performance improved fourfold.
✅ Data-driven insights helped refine hiring, training, and inventory.
Situation:
A trucking company’s fleet faced frequent accidents and tickets, costing the business money.
Problem:
● Drivers weren’t held accountable for damages or tickets.
● The owner felt out of control, constantly dealing with fines.
Process:
Created a clear accountability system.
Solution:
● The Truck Dispatcher logged which driver used each truck daily.
● The yard manager took photos of each truck every morning.
● Drivers had to explain incidents to the owner personally.
Implementation:
● Drivers became more careful, knowing they’d have to justify mistakes.
Results:
✅ Tickets and accidents nearly disappeared.
✅ The company saved money on fines and repairs.
✅ The owner regained control.
Situation:
A trucking company had five trucks, but one was always out of service due to minor maintenance issues.
Problem:
● Breakdowns were frequent due to small, preventable issues like oil changes or tire wear.
● Repairs were reactive, causing unnecessary downtime.
● The company wasn’t operating at full capacity because at least one truck was always unavailable.
Process:
Recognized that the problem wasn’t mechanical failure—it was lack of a proactive maintenance system.
Solution:
● The yard manager started coming in at 3 a.m. twice a week to inspect all trucks before they left.
● Small issues like fluid checks, tire inspections, and minor repairs were handled immediately.
● Preventive maintenance became a structured process, preventing unexpected breakdowns.
Implementation:
● The yard manager was happy to work the early hours since it allowed them to leave earlier.
● The company shifted from reactive to proactive maintenance.
Results:
✅ Truck downtime was nearly eliminated.
✅ The company had a full fleet available every day.
✅ Last-minute breakdowns became rare, saving time and money.
Situation:
A new owner bought a company and appointed a CEO who was ineffective and disengaged.
Problem:
● The CEO was running a separate business and not actively leading the company.
● The company lacked leadership direction, causing instability.
● Revenue was declining by 50% year-over-year.
Process:
Identified an internal candidate who was a strong fit for CEO and structured a smooth transition plan.
Solution:
● The ineffective CEO was transitioned out.
● A new leadership structure was created to streamline decision-making.
● Additional hires were made to reduce stress and improve operations.
Implementation:
Employees were reassured and re-engaged with the leadership shift.
Results:
✅ The company stabilized quickly post-acquisition.
✅ Revenue went from a 50% decline to 10% growth in three months.
✅ The new owner regained control with a structured leadership team in place.
Situation:
A construction company owner stepped back, leaving operations to a relative who mismanaged everything.
Problem:
● Internally, projects weren’t being completed properly, and workers were unprepared.
● The company went from a multi-million-dollar surplus to financial collapse, needing loans just to complete jobs.
● The owner felt trapped, as the manager had client relationships but was making things worse.
Process:
Advised the owner to remove the manager and take full control back.
Solution:
● The owner met with all clients personally and borrowed money strategically to finish projects.
● Self-managed teams were implemented, with team leaders overseeing each project.
● The company decentralized leadership, making teams accountable for their work.
Implementation:
● Employees took more responsibility, eliminating excuses for inefficiencies.
Results:
✅ The company fully recovered and returned to multi-million-dollar profitability.
✅ Operations improved dramatically, as teams were now self-managed.
✅ The owner regained peace of mind, knowing projects were running smoothly.
A kitchen design company had ongoing tension between salespeople and designers.
Problem:
● Salespeople wanted quick turnarounds, but designers worked at their own pace.
● Miscommunication led to missed deadlines and frustrated clients.
● Sales and designers blamed each other for lost deals.
Process:
Identified that the root issue wasn’t just communication—it was a lack of shared context between sales and designers.
Solution:
● Introduced a Context-Sharing System – Salespeople provided background information when setting an appointment.
● Structured End-of-Consultation Sales Support – Salespeople joined at the end of the design consultation to close the deal.
● Improved Workflow & Prioritization – Designers prioritized urgent projects correctly, ensuring fast turnaround without feeling rushed.
Implementation:
● Salespeople provided project context upfront so designers could work efficiently.
● The salesperson attended the final stage of consultations, allowing them to assist in closing deals.
Results:
✅ Reduced frustration between sales and designers, creating a smoother workflow.
✅ Higher closing rates, as deals weren’t getting lost due to delays.
✅ More structured collaboration, making both teams feel valued and aligned.
Situation:
A dress boutique faced high turnover and bad hires, disrupting team morale and operations.
Problem:
● The job structure attracted low-quality candidates.
● Hiring was done in isolation, without team input.
● The interview process didn’t properly assess key skills.
● New hires weren’t well-trained, leading to poor performance and high turnover.
Process:
Revamped the hiring, interview, and training processes to create long-term team stability.
Solution:
● Restructured Compensation – Base pay stayed the same, but commission was doubled to attract higher performers.
● Team Involvement in Hiring – After the first interview, candidates met the existing team for input.
● Improved Job Marketing – Rewrote job descriptions to attract better candidates.
● Refined Interview Process – New questions assessed sales and styling experience.
● Comprehensive Training Program – Developed a structured onboarding system.
Implementation:
● The team felt more valued, increasing morale and buy-in.
● New hires were better prepared and stayed longer.
Results:
✅ Turnover dropped significantly.
✅ The team became more cohesive and high-performing.
✅ Sales improved due to better-trained, motivated stylists.
Situation:
A kitchen design company had talented designers who saw themselves purely as creatives, not salespeople.
However, at the end of client consultations, customers had to decide whether to work with the company or not,
making sales a natural part of the process.
Problem:
● Designers resisted sales, feeling it was pushy and not part of their role.
● Consultations ended without a clear transition to closing the deal.
● The company was losing business because designers weren’t asking for the sale.
Process:
Identified that the issue wasn’t about forcing designers to become salespeople, but rather helping them adapt to the reality of client decision-making.
Solution:
● Reframed Sales as Helping Clients Decide – You reassured them that they weren’t “becoming salespeople,” just helping clients make informed decisions.
● Removed the Stigma of Sales – Positioned sales as a positive, natural extension of their consultation rather than something pushy.
● Provided Practical Tools – Trained designers to ask for the business naturally with questions like:
○ “Are you ready to give us a retainer and work with us?”
○ “Do you have any concerns before we move forward?”
● Created a Structured Closing Process – Designed a smooth transition from consultation to sale, so designers felt comfortable ending meetings with clear next steps.
● Built Confidence in Their Sales Skills – Helped them see that sales is just communication, something they’ve done their whole lives (persuading, influencing, making requests).
Implementation:
● Designers stayed true to their creative identity while learning how to close deals effectively.
● The training made them comfortable with asking for the business.
Results:
✅ Designers embraced sales naturally without feeling like they had to change who they were.
✅ Consultations became more structured, leading to higher close rates.
✅ The company increased sales while maintaining a positive client experience.
Situation:
An IT company’s salesperson was struggling to differentiate the company from competitors. To him, the company was just another provider of the same service, and he believed the only way to win clients was by competing on price—even though they weren’t the cheapest option.
Problem:
● The salesperson did not understand what made the company unique, leading to weak sales pitches.
● He focused on price, rather than value, service, or company strengths.
● He lacked a connection to the company’s core values and culture, making it harder to sell with confidence.
Process:
Helped him discover the company’s true differentiators by immersing him in its culture, values, and customer experience.
Solution:
● Self-Reflection – Had him recall why he joined the company in the first place.
● Employee Interviews – Arranged conversations with team members so he could hear why they valued working there.
● Client Interviews – Had him meet with existing customers to understand why they chose the company and what set it apart.
● Operations Team Exposure – Had him join internal meetings to see the company’s high standards, professionalism, and cutting-edge approach.
Implementation:
● By experiencing the company’s core values firsthand, the salesperson gained clarity on what truly made the company different.
● He shifted his sales approach to focus on customer obsession, professionalism, and high-quality service—rather than price.
Results:
✅ The salesperson fully embraced the company’s values and incorporated them into his pitches.
✅ He stopped competing on price and started selling based on the company’s true strengths.
✅ Sales performance improved as he connected more deeply with potential clients.
Situation:
A healthcare tech startup initially provided services between hospitals and care facilities but struggled to sell a new product directly to care facilities.
Problem:
● They were meeting decision-makers but failing to close sales.
● Their sales pitch focused too much on product features rather than benefits.
● Even when deals were signed, implementation failed because the staff who used the product weren’t engaged in the process.
Process:
Analyzed the company’s sales strategy and identified two key issues:
1. Messaging didn’t resonate – They talked about features, not benefits.
2. Wrong meeting structure – They met only with decision-makers, leaving out the end-users (billing, intake staff).
Solution:
● Refined sales messaging – Shifted focus from technical details to clear, impactful benefits that mattered to care facilities.
● Changed the sales process – Ensured that billing and intake staff were included in sales meetings.
● Made sales meetings interactive – Sales reps asked staff how they currently handled processes and then demonstrated how the product could save time and reduce errors.
● Strengthened implementation – End-users were introduced early, making them more engaged and ensuring smoother adoption.
Implementation:
● Sales reps adjusted their pitch to focus on problem-solving, not just technology.
● The company involved end-users in discussions, creating internal buy-in before purchase.
● Follow-up support was easier since end-users had already interacted with the product.
Results:
✅ The goal was 70 new facilities in 3 months – They signed over 300.
✅ Higher close rates, as decision-makers saw firsthand how excited their staff was about the product.
✅ Stronger product adoption, leading to long-term retention and success.
Situation:
An office supply company experienced a significant communication breakdown between the owner and an account executive, resulting in confusion, stress, and lost revenue.
Problem:
-
Conversations became circular, vague, and emotionally charged.
-
Misalignment led to missed tasks, dropped priorities, and unresolved problems.
-
A monetary dispute and lack of clarity between the executive and operations team added friction.
Process:
Listened in on their conversations and interviewed both parties separately to uncover root issues. Identified harmful patterns like speculative questions, blame, and rehashing old problems. Discovered mismatched expectations and a lack of clarity around authority and roles.
Solution:
-
Facilitated a meeting to resolve the monetary dispute with a clear, actionable compromise.
-
Clarified roles and expectations to eliminate vagueness.
-
Appointed a liaison in operations to streamline communication.
-
Established clear ground rules for more focused and respectful conversations.
-
Set a daily 15-minute communication window to replace scattered, unproductive check-ins.
Implementation:
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Both parties agreed to the new structure and stuck to the daily check-ins.
-
The liaison became the primary point of contact for day-to-day operations, reducing pressure on the owner.
-
Focus was maintained during conversations, avoiding derailment and emotional escalation.
Results:
✅ Reduced communication time from 1.5 hours to 15 minutes per day.
✅ Recovered $25,000 in monthly revenue by enabling the executive to manage accounts more effectively.
✅ Eliminated confusion and stress, creating a calm, efficient working relationship.
Situation:
An interior design firm generating $2 million in annual revenue relied almost entirely on the owner for sales, limiting growth and creating long-term sustainability risks.
Problem:
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A full-time salesperson had only brought in under $500,000 over two years.
-
The salesperson lacked experience, showed low motivation, and was distracted by financial stress.
-
The owner remained stuck handling most of the business’s revenue generation, unable to scale.
Process:
Assessed the salesperson’s challenges through direct conversations and performance reviews. Identified that the problem wasn’t just skill-based—it involved mindset, structure, and lack of clear accountability.
Solution:
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Redesigned the salesperson’s compensation to provide motivation and financial stability.
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Introduced daily check-ins and a clear accountability system.
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Delivered structured sales coaching and built a repeatable process tailored to the company’s unique offering.
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Provided ongoing support to reinforce confidence and build momentum.
Implementation:
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The salesperson submitted daily and weekly performance summaries.
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Weekly coaching sessions provided feedback, mindset support, and skill development.
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Progress was tracked, and success was reinforced consistently.
Results:
✅ Sales jumped from under $500K to $2 million from the salesperson alone.
✅ The owner scaled back their own sales efforts to $1 million.
✅ Total revenue grew to $3 million annually, setting the stage for future team expansion and long-term scalability.
Which of these transformations resonated most with you?
If any of these challenges feel familiar, let’s work together to turn your business into the next success story with PointView Coaching.
CLARITY.
