Tham khảo tài liệu 'case study: ferguson and bardell', công nghệ thông tin, tin học văn phòng phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Case Study Ferguson and Bardell Inc The Company Corporate Vision Ferguson and Bardell Inc. is dedicated to increasing shareholder equity by increasing corporate profits while at the same time maintaining the high quality standards for which the company is famous. Our goal is to be the recognized market leader in our stated target markets. from the company s 1998 Annual Report Corporate Profile Ferguson and Bardell Inc. is a Chicago-based engineering architecture and project management firm. Founded in 1948 it has grown to more than 800 employees with revenues in 1998 approaching 230 million. Corporate headquarters occupy seven floors of a prominent office high-rise in downtown Chicago with satellite offices in Detroit Milwaukee Cincinnati Indianapolis and Louisville. The following charts present 1998 revenue by line of business and location Table Revenue by line of business Line of business 1998 revenue in 000s Architectural design 88 744 Project management 50 120 Electrical engineering 37 002 Mechanical engineering 26 881 Civil engineering 20 375 Landscape engineering 4 935 108 Case Study Ferguson and Bardell Inc. Current Status Today Ferguson and Bardell Inc. can be characterized as follows Number 1 architectural firm in the Midwest. Accelerated growth in past two years as satellite offices added. Consultant team 620 consultants billable resources with varying expertise. Average billable time for all consultants 92 . Average tenure of consulting personnel years. Marketing team has 25 people in central office and 2-3 in each satellite. Sales team tends to focus on highly visible architecture projects. Sales team meets with potential clients and draws up proposals. When a proposal is agreed to in principle a contract is drawn up. The legal department reviews and approves all contracts. Human Resources department is responsible for maintaining all state certifications for engineers and notifying all internal support members when employee statuses change. .
