A large package delivery company used segmentation to understand employee and manager attitudes.
The segmentation revealed that some terminals had much more positive attitudes than others, and that attitudes correlated closely with terminal performance. Based on this data, terminals were grouped into three categories and were matched for size, volume, geographic location, etc. A comparison was conducted of the performance metrics of the terminals in each category.
The company's finance department determined that shifting attitudes in the worst category to match the middle category would generate $200M in annual cost savings. A prioritized program was established to train managers to interact differently with their hourly employees. Significant results were achieved after only six months; but within a year and a half, the full operational and financial benefits were realized. The segmentation analysis showed stronger pro-union attitudes at the worst performing terminals at the outset of the program. After the program*, these attitudes became favorable to maintaining a direct relationship with management.