(links are to organization profiles)
- Over the past 11 years, MidwayUSA has been one of the fastest-growing firms in the outdoor and recreational sport equipment industry, sustaining a 43.8 percent average annual growth rate in net income and a 21.3 percent average annual growth rate in gross sales.
- Midway USA’s customer satisfaction rate has exceeded 90 percent since 2006, compared to the Bizrate (comparison online shopping site) customer satisfaction rate of just over 90% and the 86 percent satisfaction rate of the company’s #1 overall competitor, Amazon, for the past two years.
- MidwayUSA’s customer retention rate of 52 percent compares favorably to the Forrester Research’s benchmark rate of 40 percent.
- The rate of satisfaction and engagement of MidwayUSA employees improved from 76 percent in 2004 to 84 percent in 2015.
- From 2006 to 2012, MESA more than doubled in size, demonstrating a growth rate during this period that exceeded that of its closest competitor by almost 40 percent.
- MESA's entry into new markets created more than $26 million of annual revenue over a nine-year period leading to its 2012 Baldrige Award. This small business (which also won a Baldrige Award in 2006) increased its profitability as a percentage of its revenue from 5 percent to more than 10 percent from 2006 to 2012.
- MESA led its competitors in customer satisfaction, outperforming its closest competitor in 20 out of 20 performance attributes in 2012 and resulting in an industry benchmark placement in the top 1 percent that year.
- Employees share in MESA's financial success through a profit-sharing program that has provided individuals with cash distributions of between 7 percent and 15 percent of their annual compensation.
- Freese and Nichols achieved revenue growth between 12 and 16 percent over the four years leading to its 2010 Baldrige Award, exceeding the industry benchmark by 10 percentage points in 2009.
- With total revenues of $80 million in 2010, this small business remained profitable while the rest of the engineering industry saw minimal growth and modest profit over the preceding four years.
- This company's debt-to-equity ratio decreased 6 percent over the four years leading to its Baldrige Award, reaching 3 percent, compared to the industry benchmark of 8 percent.
- Freese and Nichols also demonstrated a strong ability to build long-term client relationships, retaining 42 percent of its key accounts for more than 30 years and 71 percent for more than 10 years.
- In sales, K&N Management's restaurants significantly outperformed local competitors and national chains in the years leading to the small business's 2010 Baldrige Award. Its total revenues that year reached approximately $50 million.
- Gross profit for Rudy's "Country Store" & Bar-B-Q exceeded the industry standard of 40 percent in every year from 2001 to 2010, reaching nearly 47 percent in 2010. Mighty Fine Burgers, Fries and Shakes exceeded the industry standard starting in 2008, with a gross profit of 44 percent in 2010.
- In 2009 alone, K&N Management added approximately 100 jobs to its area market, employing 450 people in 2010.
- For K&N restaurants of both concepts, guests rated their satisfaction with food quality, hospitality, cleanliness, speed of service, and value at least 4.7 on a 5-point scale, outperforming the best competitor. Overall guest satisfaction ratings are over 4.7 for both, also beating the best competitor.
- Key innovations helped this small business grow its annualized revenue from less than $5 million during the period from 1999 to 2001 to $45 million in the year preceding its 2010 Baldrige Award.
- Studer Group's revenues grew more than 30 percent annually from 2001 to 2010, exceeding the Association of Management Consulting Firms (AMCF) average of 10 percent annual growth.
- Studer Group's customer satisfaction ratings from 2006 to 2010 ranged from 4.6 to 4.9 on a 5-point scale, exceeding the Service Performance Insight (SPI) Best Benchmark of 4.3.
- Studer Group was named as one of the "Top 25 Best Small Companies to Work for in America" by the Society for Human Resource Management and the Great Places to Work Institute in 2008, 2009, and 2010.
- PRO-TEC maintained an industry-leading uptime of 98% from 2002 to 2006.
- The defect rate was less than 0.12%.
- The turnover rate was less than 2%, and PRO-TEC has had no layoffs in its history
Park Place Lexus Profile (PDF)
- The Grapevine dealership's new-car client satisfaction index reached 99.8% in 2004--the highest of any U.S. Lexus dealerships.
- Gross profit increased 51.3% from 2000-2004.
- Satisfaction among preowned vehicle clients reached 98%.
- 70% of top customers were retained for more than 10 years.
- More than 80% of workforce members were cross-trained to perform multiple jobs; employee satisfaction was 83%.
- Quote response time decreased from 6 hours to under 2 hours, and the production cycle decreased from 14 days to under 8 days.
Stoner, Inc. Profile (PDF)
- Sales increased 400%.
- Manufacturing productivity increased 150%.
- More than 98% of top customers were retained over a five-year period.
- Sales grew more than 72% over four years during an industry decline.
- Employee satisfaction reached 86% and turnover fell from 43% to under 8% percent in six years.
- Volatile organic compound emissions fell more than 50% in three years.
- The average customer service score for quality was 95.8% in 2001.
- Order handout speed increased more than 30% (to 20 seconds).
- Market share doubled.
- 80% of customers said they were very satisfied.
- Net income increased more than a 60%.
- More than 90% of employees received leadership training.
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