AudioVisions: Doing it Best

If a job does not hit its profit target, among the questions that might be asked are, "Did we design it properly? Did we install it properly? Do we need to adjust our estimates?"

Within the programming department, which consists of four control programmers, one lighting control programmer and one technician, the company is also streamlined for efficiency.

Clients are presented with a standard operating system, where the touchpanel skins are already in place. Custom programming can be done, but is not typically recommended.

"We don't ask the clients how they want the system to run. We sell them our operating system," says Self. The system allows the company to deliver a consistent, timely solution for customers.

"We actually bring in $1 million jobs under budget," he adds. "It's like buying a laptop that comes with Windows. We can always do custom programming, but we always recommend that they install our standard and bring the house live first because we know it works.

"It's easy to skin things differently, but redesigning the entire user interface is a bad idea, especially on a client-by-client basis. I advise all integrators to sell known solutions with supporting hardware."

Future Growth Plans

The Best Buy acquisition has also been a boon in several other ways.

For example, AudioVisions is now able to bring many employees to events like the CEDIA Expo, CEDIA Management Conference or EHX. In the past, the number of attendees would have been much more limited.

Another byproduct from the buyout has been AudioVisions' move into IT. In essence, the company has its own "undercover Geek Squad" now, with IT specialists handling clients' computer needs.

"It was an area that we shied away from before," says Hoffenberg. "But we used the well-oiled Geek Squad machine to help us create our own department that offers a high level of IT service."

He adds that IT service is already one of the company's fastest-growing segments.

At its 25,000-square-foot Lake Forest headquarters, AudioVisions is constructing a new 2,000-square-foot "experience center," complete with a working kitchen, theater, lighting and more.

In another portion of the facility, a brand new training academy is being built.

Moreover, Best Buy provides "an unlimited supply of new talent" to the company, says Murray.

"In the past, our growth was somewhat limited by our inability to find good, motivated and talented installers. Now, Best Buy, Magnolia Home Theater and Geek Squad employees can see AudioVisions as another option in their career path."

Obviously, AudioVisions is also taking advantage of a great benefits package, including reduced healthcare premiums and an employee stock purchase plan.

Meanwhile, the buyout has not affected its existing company culture. For example, employees often still wear shorts to work and the crews are not asked to wear blue Best Buy golf shirts.

AudioVisions is now planning to take its business model nationwide, working to pinpoint selected markets that meet its demographics.

"We know there are many small integration companies in these key markets with great people and market knowledge but are struggling operationally and financially and would welcome our operating methodology and work/life balanced culture.

"We have spoken with many dealers who would prefer to come to work for us to focus on doing what they enjoy and what they do best. A lot of the mundane but critical tasks required to operate your own company are not fun, like billing, managing cash flow, payroll and taxes," says Murray.

So far, the growth has been measured. Hoffenberg estimates it takes 18 months to launch a new location.

"We have done all the serious foundational work, but it still can take a long time to germinate a new location," he says.