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Company History Birth of a New Business Management Philosophy Haugen came in with a definite plan. He changed-out a lot of operational gears, incorporating a four-pronged approach based on transparency, communications, involvement and trust. He asked managers in all departments, including legal, to set goals and forecast results. He had production managers boil down profitability to the three or four critical factors they could track closely each week. He met with more than 100 managers and directors in monthly group meetings to share numbers, problems and ideas. All workers in the company met with Haugen in large groups once each quarter. And all managers had a personal quarterly conference with him to see how he could help them meet their individual goals. In a nutshell, workers and managers responded at all levels. They took personal ownership of the new course Haugen had charted. In 1984, Winnebago's annual revenues reached $424 million and net profit was $28 million. Several factors were involved, but it was widely agreed that Haugen's new philosophy of management had essentially turned Winnebago's business fortunes right-side up again. As the Public Relations Director at Winnebago, Frank Rotta actively participated in the turnaround, becoming a keen observer of the entire process. Years later, after both had retired from Winnebago, Rotta approached Haugen with the idea of writing a book about the dramatic turnaround. As they discussed each stage of the story, they realized that there was more than just a story. Haugen had actually developed a set of management concepts that could help other businesses survive and prosper. Under the umbrella of Haugen’s automotive products company, VIX® Design Products, Haugen and Rotta set out to refine, expand and package the concepts as business software in 2001. They installed early versions at two small companies in 2002, working hand in hand with the managers on-site. Buoyed by initial success, they installed later versions of the system at other area businesses and applied for a patent in 2005. Haugen and Rotta used “Three Page®” in their application as a reference to the three most critical pages of the typical business plan—the company analysis, company goals and the forecast. On-site installation and expert advice in integrating the management concepts became keys to its success with each business. Eventually, Haugen and Rotta coined the name Three Page® Management System and developed three levels of software to meet varying business needs. “It’s been a wild ride,” says Haugen. “But every minute has been worthwhile. We’ve got the critical tools an owner or manager needs to successfully manage a business. It’s all in one software system that’s easy to use and simple enough that it really works well. Now, we invite you to see what it’s all about.” |