The Celtic Cowboy Company is a consulting company located in LaPorte, Texas with easy access to Houston and beyond via Houston's transportation options. The Celtic Cowboy Company offers the combined expertise of Gerry and Rae Moran. Gerry's more than thirty years of management and marketing experience coupled with Rae's administrative and organizational skills. Both have working relationships with free lance associates who have expert experience in a variety of fields. The Celtic Cowboy Company has handled a variety of different projects.
Clients have ranged from large corporations to individuals running for political office. Some of the companies served by the Celtic Cowboy Company include: Pan American Airways, Pennzoil, Central Transportation Systems, Chevron Overseas Petroleum, Safety Short Productions, CDI-Stubbs Overbeck and Southwestern Bell Telephone to name a few.
Together with Cambridge Consulting Group, consulting services were provided one of the former Bell Telephone companies as it considered its options as a result of the divestiture from AT&T. Among the recommendations made was for them to partner with or buy a cable company, to upgrade their own lines to fiber optic or similar next generation technolgy and to otherwise accomodate the movement of data and video to and from consumers and the growing service based industries using the latest advanced technology. It was also suggested they build a facility in each of the principle cities served that would provide telemarketing, full-motion video, satellite teleconferencing services as well as a sales and display area of state of the art advanced communication equipment. Besides offering these services to businesses, the company was encouraged to offer the use of the facility services to university business schools, charities and chambers of commerce at reduced rates and to provide tours of the facility to the public and area schools. Many of these suggestions were incorporated into the companies strategic planning.
A market study was done for a national retail jewelry account. The company owned its own jewelry manufacturing facilties. While this was done to maximize profits, which it did do over the short term, over the longer term it was working against them. To a large extent, it was found the company sold what its factories needed to sell rather than what the market wanted to buy. Inventory on hand at the manufacturing facilties dictated national promotion strategy. Across the board deliveries were made to stores based on their size.
It was recommended that sales be driven by what the market and customers wanted and not by inventory on hand and that demography be considered in determining market needs and in the makeup of what is sent to each store. The adoption of these recommendations and the sale of some of the manufacturing facilities contributed to a turnaround for the company.
Two clients were identified as being able to expand their business by obtaining certification as a foreign trade zone for a portion of their facilities. This was done for them, in fact, at one location, we operated the trade zone for a period to show the benefits derived. This resulted in both companies generating new business otherwise unavailable to them.
A major oil and gas company was having problems with its newly operating Russian venture. Serious accidents were effecting the bottom line. A series of 56 safety videos were developed to support a training program to U.S. standards, in the Russian dialect of the area and with cultural aspects considered, that reversed the losses.
The most ambitious marketing project ever undertaken by Gerry was a project to showcase the client name much like the Goodyear blimp does for the tire company, but in a way that would expand the consumer's and customer's perception of the company. Specifically the client was the Ryder truck lease and rental company that wanted to be viewed in the larger context of transportation and distribution. The national company was based in Miami, Florida.
The high profile project organized was to operate a small fleet of passenger carrying hydrofoils in the Carribean. The hydrofoils were to be painted in the same scheme as the trucks and were to be called Aqua-Ryders.
This was expanded to possibly include a park and ride, ferry type service to downtown Miami from outlying coastal bedroom communities. That plan was to use hovercraft like those used to shuttle vehicles across the English Channel.
Another aspect of the overall plan was to feature a display of advanced and futuristic transportation equipment in a large exhibit hall attached to the newly constructed corporate headquarters in Miami. All modes of transportation would be represented. The hall was to be accessed by the use of mono-rail or other type people mover system that would take visitors from the parking lot directly into and through the hall. There would be a station in the exhibit hall to take visitors back out to the parking lot using the same system. Each of the efforts were to be highly publicized and promoted with tie ins to winning trips to Miami to take part in one or more of the ventures.
Still another advanced transportation idea was an effort to develop a company under Ryder that would offer maintainence services for people mover systems in major U.S. cities that were used primarily for moving commuters into and out of the city. The real objective here was to position Ryder to operate a goods distribution system into and out off the city using the existing transit system during off peak hours but with cars provided by Ryder to move the goods. The city and county government would be invited to participate in the venture if they would pass legislation necessary to ban trucks in the inner cityand requiring all goods to the city be crossdocked at city/Ryder docking facilities located at outer points on major roads leading into the city and then be moved on the transit system. This proposition was expected to appeal to the city and county governments because the freight transit system would reduce pollution and congestion and give the city and county government some revenue to offset the expediture on the commuter transit system that sat unused a great part of everyday.
Ryder took it as an accepted cost to improve its image with the exhibit hall/monorail and to provide the county and state the shuttle service at a break even cost. The maintenance and freight transit system projects would be long term projects.
Using market surveys and sales projections, it was clear the hydrofoil project would do more than enhance Ryder's image as a transportation company, it was going to make money. Boeing, the hydrofoil manufacturer, was brought in by Gerry to be a limited partner and financing had been arranged. At first the hydrofoils would carry passengers from Miami down the Caribbean archipeligo beginning with Puerto Rico. The port of Fajardo on Puerto Rico's eastern side was to be the staging area for a variety of ports south as far as the American Virgin Islands. The destinations would then expand south as the market developed. Other plans called for a possible Miami - Bahama run as well as a Miami - Havana route when that became open to U. S. companies. The hydrofoils would operate much like a cross between an airline and a cruise ship. Hydrofoil technology had developed to the point where they could go out and sail through or more accurately, above, 12 foot high sea states and still make for a smooth ride.
The first hydrofoil was under construction when Ryder re-organized and shareholders were able to replace the company's founder, forward thinking James A. Ryder, with new leadership. The new company choose to concentrate on the truck leasing and rental business that was their strength and not spend money on speculation on what will be successful in the future..
On a smaller scale, a video production company with a large library of safety videos sold by catalog mail sales was having problems with both sales and costs. The first unnecessary cost identified were the packaging costs for individual videos. The videos were duplicated from masters rather quickly when an order was placed, but having on hand the right printed video sleeve and label plus attendant information sheets and tests proved costly. The company had 200 plus titles that required video sleeves and labels be stored for each one.
Videos that did not sell well took up considerable storage space and cost with the initial order for printed material. Other titles could not keep enough printed material on hand to support sales. By redesigning the video packaging to a generic sleeve with the label showing through a die cut window, a savings of more than $10,000 per annum was projected. Negotiations with the video duplicator, who also acted as a fullfilment house and who did not want valuable warehouse space tied up storing clients inventories, resulted in an offer from them to print labels on demand right along with the video tapes. This provided another substantial savings in both printing and storage costs.
With the savings in printing and storage costs having been made, suggestions for sales increases were made that also centered on packagings costs. The customer was encouraged to have designed a high profile mailer that housed the initial video purchased. The mailer and video sleeve were designed to complement one another so as to make a good first impression. This it did and contributed to increased sales (customer survey).
The Celtic Cowboy Company has also handled assignments in the application of computers to business and the security aspects of business.
More recently this has meant the use of the Internet for business and how best to use electronic equipment for reliable security issues.
If you would like to talk to the Celtic Cowboy Company for a project, call 281 471 9384, or send a message via the Internet to email@example.com
To return to Celtic Cowboy main page click here >