Dana brings more than 30 years of business experience to his clients and participants in the seminar, Simplified Strategic Planning for Small to Mid-Sized Businesses. He has held top management positions, including Chairman, CEO and COO, in small manufacturing firms. He is familiar with all functional areas, having also served in sales, sales management, production, and engineering.
As President of Oliver Machinery Company, which his family founded in 1890, Dana navigated through the challenges of management transition in a closely held family company. He restructured the firm to address litigation threatening its survival and re-capitalized the firm by selling off one of its product lines. This process established liquidity for the family and provided its fastest growing product line with growth capital. The acquiring firm recruited Dana to establish a new management team and run the business.
Dana is active in a variety of industry and public service activities. He served as Chairman of the Board of one of the largest trade shows in the U.S. and has testified on reforming liability and tort legislation at both Federal and State levels. He has also served on advisory boards for the University of Michigan and numerous community organizations and foundations.
Dana has a BS from the University of Michigan and a Master of Management from the Kellogg Graduate School of Management, Northwestern University. He enjoys collaborating with people at all levels of business to optimize their firms’ future potential.
Contact Dana to arrange a discussion about how he could help you get superior results through superior strategy.
5075 Spring Ridge Drive
Ada, MI 49301
Articles by Dana
This is one of the most interesting articles on business strategy that I’ve read in a while. I wish you had been my business strategy professor back in college.
– Brandon McBride in regards to Sustainable Strategic Advantage by Dana Baldwin
“Shoot Yourself in the Foot” – Why do this exercise?
Another Look at What Makes Good Customer Service
Are You Promoting Your People Wisely?
Assumptions and Uncertainty
Communication: A Key Element of Building Trust
Competing with a Low Cost Competitor
Could You Lose Your Way in the Marketplace?
Creating an Environment for Innovation – Part Four: Sources of Ideas
Creating an Environment for Innovation – Part one: Creative Atmosphere
Creating an Environment for Innovation – Part Three: Challenge
Creating an Environment for Innovation – Part Two: Internal Communication
Creating an Environment for Innovation: Innovation Process
Customer Loyalty — Is it Your Company’s Priority?
Customer Service – Thinking Outside the Box
Dealing with a Low Cost Competitor
Do You Listen to Your Marketplace?
Don’t Let Success Spoil Your Future! Steps Your Company Needs to Take to Avoid Obsolescence
Employee Engagement: Key to Your Company’s Profitability – A Case Study
Execution – Why Good Plans Can Fail
Execution makes all the difference in strategic planning
Final Steps: Follow-through and Monitoring
Finding Strategic Issues that Lead to an Actionable Strategy
Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead
Follow-through — The Key to Strategic Planning Success
Here We Go Again – The End of Strategic Planning is Forecast – Again
Hire Well to Sustain a Positive Work Environment
How Agile is Your Company?
How Do You Handle Under-performers?
How Engaged are You as a Leader?
How Has The “Great Recession” Impacted Your Company?
How To Provide High Value In Competitive Industries
Improve Morale – Increase Motivation
Internal Communications for Effective Strategic Implementation
Is an Executive Coach Worth the Time and Cost?
Is Success Your Worst Enemy?
Is There a Reason Why Your Team’s Good Ideas for New Products or Services Don’t Get Implemented?
Is Your Company a Good Supplier?
Is Your Marketing Working For You?
Is your New Product Development Process Complete?
IS YOUR PRICING STRATEGY RIGHT?
LEADERSHIP CHARACTERISTICS – ARE YOU A GOOD LEADER?
Making the Case: Employee Engagement
Market Segmentation – Starting with the Basics
Marketing: A Key to Long Term Success
Monitoring Your Strategic Plan–Quarterly Reviews and Annual Updates
Next Steps: Will we be ready to take advantage of the improving economy as it arrives?
OBJECTIVITY – A Key to Good Planning
Professionalism – Do Your Customers Believe You Have It?
Retaining Your Customers
Strategic plan not complete? Why not? Here are some frequent sources of roadblocks
Strategic Planning – Only for Corporate?
Strategic Planning Team – What Company Functions Should Be Represented?
Strategic Planning: To Do or Not To Do – That is the Question
STRATEGIES FOR EFFECTIVE B2B SELLING
Strategy Analysis 2: Maintain Strategy
Strategy Analysis: Expand
Strategy and Culture – How do they interact?
Strategy: Low Cost or Differentiation
STRENGTHS AND WEAKNESSES
Succession planning – an important part of strategic planning
Succession Planning in a Family Business
Sustainable Strategic Advantage
Team Building at the Executive Level
TEAM-BUILDING A GREAT STRATEGY OR FLUFF?
Technology Assessment – An Important Part of Strategic Planning
The Strategy of Succession Planning
Time to Start Planning for Growth – Step One: Analysis
Unintended Consequences of Well-intentioned Actions
Using Multiple Channels Can Dilute Market Image – Lessons Learned from Goodyear
Value or Low Price?
What do you need to start strategic planning?
What is a “SMART” Objective?
What is Focus?
What is the Difference Between a Business Plan and a Strategic Plan?
What Kind of Leader Are You?
When Strategies Go Bad – Part 1 – IBM
When Strategies Go Bad – Part 2 – Global Crossing