Investing in the business and its staff is a form of advertising at DME, asserts its CEO. “A company our size normally would probably spend around $1.5 million a year on advertising. Instead, we put that money into making the DME product better. We think that’s our best advertising,” he explains.
Oliphant agrees that the DME campus serves as a great sales tool. Taking prospects on a tour of the facilities and then sitting down for a white-board session to discuss strategy often wins business.
Panaggio concedes that it costs a little more to run a business the DME way, but says there’s a real payoff in productivity and enthusiasm. “We want to be known as THE best place to work,” he notes.
Wise adds that it’s important to hire people who are really driven, “because we are always pushing the envelope, if you’ll pardon the pun. Being flexible and adaptable is the name of the game in this business. We will train good employees to become anything they desire, as long as they have the drive and ambition—along with the aptitude, of course.”
Given the strength and depth of its team combined with an overwhelming home-court advantage, the scouting report on DME calls for a winning streak.