TPF Sports—an end-to-end solution for sports teams including licensing, manufacturing, distribution and communication—has about 100 clients, making 60-300 different products each. That large volume, combined with having offices in both Vietnam and Australia, left the organization somewhat vulnerable for costly miscommunications during email exchanges. “We needed a solution that was clear and concise and reduced that risk,” Mark Barlee, business analyst at TPF, told Liana Tallarico, director of marketing of OpenText Hightail during a recent webinar.
The solution TPF Sports turned to was Hightail. With their new Hightail processes, TPF Sports improved team morale and client appreciation by providing a centralized space for assets and decisions. This also helped to reduce the number of rounds per project by half, saving nearly 500 hours per year.
So what steps did TPF Sports take to bring process change to the organization and clients?
1: Defined requirements, including what was broken and what was still working.
2: Considered who would be involved and their needs—whether they were direct managers, creators, stakeholders or influencers
3: Defined and documented the process, trying it out first with pilot teams and clients to fix any holes before broadly sharing.
4: Ensured ease of use and shared easy-to-read onboarding guides
5: Gained the trust of internal advocates to spread the word and adoption with clients
6: Stuck to it.
Watch the webinar on demand for more information on how you can bring your clients, employees and creative processes together.
For more on TPF Sports, read our blog posts about they first introduced Hightail to their organization and clients, as well how they subsequently rolled Hightail out for all of their clients.