ENSR International Harvard Case Solution & Analysis


ENSR International was founded in 1968, founded by two atmospheric scientists, Norman Gaut and James Mahoney. They had an aim to establish the company which provides environmental consultancy services to the firms which required help in dealing with the requirements of air quality and other environmental demands. The firm was located in Westford, Massachusetts, and had 70 offices globally, which includes 45 in the US. ENSR International has a chain of offices non-domestically, spreading from Canada to Azerbaijan. Since ENSR International, focuses on consultancy in environmental problems, therefore, there were 1200 employees in 2000, which were experts in different technical disciplines such as meteorology, atmospherics, chemistry, engineering and biology. Total gross sales in 2000 were estimated to be nearly $220 million. The need for the consultancy firms like ENSR International arose, when in 1967, U.S Congress, passed United States Clean Air Act. This act included the amendments and changes in laws and regulations regarding the environment. In 200, ENSR International conducted around 3000 projects. Each project took nearly a year to complete. The net revenue generated from these projects was estimated to be likely $30,000. The 60% of which was net sales. This percentage of sales showed that it was comprised of the billable counting hours and also allowable expenses, for example: travel, material, equipment, etc.).

Service Lines

ENSR International focused on providing services to the firms in terms of air quality regulations in the era of 60’s and 70’s. Later on in 80’s ENRS also started focusing on the other categories of environmental consultancy. Whereas in 2000, they entered into a wide category of service lines and providing their services to the clients.

Their Service Line includes the following services,

1) Air Quality

2) Water Quality

3) Process Engineering

4) Due Diligence

5) Environmental Health and Safety

6) Remediation/Integrated Site Closure

7) Capital Permitting/Impact Assessment


900 employees out of 1200 employees were designated to the position of environmental consultants in ENSR International. Whereas, 15 of them were dedicated to the management. Similarly, 300 of the employees were providing the services in the administration department, to the consultants and managers.         ENSR International was designed to serve globally. Thus, ENRS structured itself in a way that it can handle and provide services globally, according to the standards and procedures required. It consists of Client Service Centers (CSCs); its basic purpose was to allocate different consultants, according to the project needs, in different regions. Likewise, planning the salaries of consultants was also its major task. Moreover, Client Service Centers were also responsible for searching for the new clients or firms, elaborating them quality of work and services that ENSR has to offer and also increasing relationships with clients.

There were other companies as well, providing the consultancy and services to the firms regarding the environmental problems and solutions. Mostly they are differed according to the size of the organization, providing specific services like air quality and serving narrow geographical area. Some are differentiated according to the clients of the company. Some companies focused on providing services to the government agencies and the non-government agencies were much preferable. The number of employees dedicated for consultancy were 900, out of which, 100 were positioned as “seller-doers”. The responsibilities of the seller-doers were to increase the relationship with the clients. The bonding should be developed with the client organization, increase the conveying of information and maintaining the relationship with the clients. Most the CSC managers were the seller doers.

The seller-doers main task was to increase the relationship with the clients. The projects nearly takes 12-18 months to start, therefore, the seller-doers have a job to keep the client updated with the information about the ENRS’s ways and its tactics to overcome the environment issues. This is to make sure that the client is updated all the time with the freshest information, which increases the credibility of the company. Furthermore, the seller doers uses the face to face meeting with the clients in order to increase the relationship with the clients and considers it to be the basic tool for the organization.

Problem Statement

The major problem arose with the results of the company; the company’s performance was not positively consistent. The company was facing poor performance from 2 years in a row. Secondly, ENRS International was not able to grab the Westchem Deal, as it was outrun by its competitor “Hughes-Hailey”. The sales seemed to be below the average that was also the major concern of the organization. ENRS’s new ownership demanded that the bottom-line results were supposed to be improved. The reports of ENRS showed very low utilization of its resources.....................

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What is the best way to "sell" advice? If a firm focus on key accounts? Should she dedicated salespeople? As the company accounts for the "sale" of activity in its compensation plan? ENSR is an environmental consulting firm located in Westford, MA. He advises on various topics, such as air and water Qualit, wildlife resource management and safety in the workplace. As a result, its 1,000 consultants come from very different backgrounds. The top management of the company aims to deliver sales and utilization growth with this complex organization. The question is, how should they do it? "Hide
by David B. Godes Source: Harvard Business School 24 pages. Publication Date: February 27, 2003. Prod. #: 503075-PDF-ENG

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