Company Background

The truth is that Integrity founder Harlan Geiser first read the book, “The Great Game of Business” back in 1999, after which he picked a few concepts to implement like sharing revenues and handing out year-end bonuses. But after few successful years, those practices fell by the wayside. When the recession hit and the company lost money for the first time in its history during the first quarter of 2009, Geiser was ready for a change. After meeting with GGOB practitioner Jack O’Riley, Geiser decided it was time to revisit GGOB once again.

Business Challenges

The truth is that Integrity founder Harlan Geiser had first come across the GGOB back in 1999, from which he cherry-picked a few concepts like sharing revenues and handing out year-end bonuses. But after a few years, as the company continued to blossom, even those practices fell by the wayside. Then the recession hit and the company lost money for the first time in its history in the first quarter of 2009. That‟s when, thanks to a chance meeting GGOB practitioner named Jack O‟Riley, Geiser decided to revisit the GGOB once again.

Company Background

Started nearly two decades ago in Burke, Virginia, Sun Design – which focuses exclusively on the residential home renovation market – operates under the principles of truth, charity and fun. The company began playing the Great Game of Business in 2008 under the guidance of its owners – Craig Durosko and Bob Gallagher– and the company’s Game Master, Sandy Harris. “We stumbled a bit in the beginning implementing things like MiniGames,™” she says. “But we have continued to get better at playing the Game and it has made a huge difference in our results.”

Business Challenges

Few industries felt the sting of the recession more than the residential construction business did over the past few years - a pain that Sun Design shared in. “Coming off of two very successful years in 2006 and 2007, we began 2008 with high hopes and great expectations,” says Harris. “Then, as the market began to slide and our leads began to slow, we saw a significant decrease in revenues with an overall drop of 6.9% for 2008 from the previous year.” To compensate for this drop, the company suffered through its first ever layoff.

Company Background

It was back in 1982 that Ari Weinzweig and his partner, Paul Saginaw, opened Zingerman’s Delicatessen in Ann Arbor, Michigan. The business has grown by leaps and bounds – particularly since 1992, when the partners began to expand their enterprise by creating the Zingerman’s Community of Businesses (ZCoB), a collection of what is now 11 ventures that include: the deli, a bakery, a mail-order house, a caterer, a training business, a coffee company, a creamery, a restaurant, a candy maker, an event space, and most recently, a Korean restaurant. ZCob also includes a separate business called Zingerman’s Service Network that provides administrative services to its sister companies. Zingerman’s was inducted into the Great Game of Business Hall of Fame in 2007.

Company Background

In 1991, Jeff Lebesch and Kim Jordan launched New Belgium Brewing in the basement of their home. Today, thanks to many delightful brews and some excellent management practices, the $60-million company is the eleventh- largest brewery (and the third-largest craft brewery) in the nation. Based in Colorado, New Belgium is managed by 225 enthusiastic employee owners who brew, taste, package, market and sell about a dozen specialty beers to restaurants, taverns and other outlets throughout the western U.S.

Business Challenges

In recent years, the beer market has been relatively flat. The craft market, however, grew 9% in 2005. Other challenges include lousy weather, smoking bans and stiffer drunk driving laws. (Not that the latter is a bad thing; NBB advocates responsible drinking.) Still, the brewery has enjoyed enviable growth, posting double - and even triple-digit annual growth rates.

Company Background

Meadows Regional Medical Center is a not-for-profit community hospital located in Vidalia, Georgia – a rural part of the state about two hours west of Savannah. CEO Alan Kent first introduced the practice of The Great Game of Business to the 400 employees of Meadows back in 2003. In the 11 years since, the organization has thrived and grown like crazy in an era where most healthcare facilities have been forced to cut staff and services as they try and compete in the modern healthcare market.

Business Challenges

Before they began playing the GGOB, Meadows Regional was chugging along nicely: the hospi-tal was profitable and employees were happy. Then, the figurative wheels came off in 2003. Triggered by a doubling of their own health insurance and worker’s compensation insurance premiums, coupled with stagnant revenues, the organization posted an annual net income loss of some $2.8 million. But rather than lay off employees – and put patient safety and satisfaction at risk – Kent empowered his doctors, nurses, technicians and administrative staff to come up with the solutions to drive their growth forward.

Company Background

Agape (pronounced ah-ga-pe) Construction Company, a Christian family owned business, is a design and build firm that focuses on residential projects in the St. Louis, MO, area. Founded in 1985 by Kevin O’Brien in the basement of his home as a one-man show, the company grew to 30 employees (including the addition of his wife Amy in 2004) before paring back to 15 employees as a way to survive the Great Recession of 2008, which claimed many similar companies across the country.

Business Challenges

Like many business owners struggling to grow their companies, Kevin O’Brien was search-ing for a way to engage his associates and get their help in finding the path forward. “Everything fell on my shoulders; it was wearing me out,” he says. “I wanted to find a way to change everyone’s mindset and attitude and get them to take more responsibility and ownership.” The company was also plagued by cost overruns that were only diagnosed after a project was completed.

Company Background

Houston-based Hilcorp Energy, launched in 1989, is the nation’s fourth largest private producer of onshore crude and natural gas, with annual revenue in excess of $900 million. Its explosive growth has been fueled by acquisition, leading-edge exploration/drilling technology and 560+ enterprising employees. Last year, Hilcorp was ranked 15th on SHRM’s list of the “Best Medium-Size Companies to Work for in America.”

Company Background

Ginger Bay Salon & Spa, near St. Louis, is a $4-million provider of high-end beauty and personal wellness services. Opening the books in 2008 to its 70 creative professionals was the salon's first solid step on its path to sustainable financial health and employee ownership.

Company Background

In 1988, entrepreneur Carl Carpenter saw an opportunity to turn some used sheet metal rolling equipment into a small business based in Rogers, Arkansas that would sell metal building components. The business soon took off, and the company moved in 1990 to a larger facility in Lowell, AR. Not only has that facility grown exponentially, so, too, has the company as a whole as it now operates five facilities (in Lowell, AR; Michigan City, IN; Cedar Hill, TX; Jasper, AL; and Mount Airy, NC) and employs 400. On the strength of more than 2,000 post-frame, commercial, residential, and architectural customers across 26 states in the U.S., the company earned revenues of more than $250 million in 2011.

Business Challenges

While their competitors cut back on product lines and services offered in the wake of the recession, Central States, which is 100% employee-owned, decided to get aggressive by expanding geographically – something the management team needed its associates’ help with. “We told everyone we were going to hit the mar-ket head on,” says Donna Leger, the company’s president. “We were taking a chance and we needed everyone to be behind us.” Because the company’s operat-ing revenue and margin are so dependent on the price of steel, they also rely heavily on their associates to minimize mistakes and waste.