New Business Formation

Situation: A company wanted to grow dramatically. Their goal was to add $50 million net margin in five years. The company had a narrow product offering and geographic market, but a wide customer base with deep involvement with the customer base.

Success: We evaluated hundreds of possible business opportunities to screen viable concepts. We built a portfolio strategy to provide guidance and an framework for senior management and directors. High priority concepts were market and financially modeled. Given the size of the objective, external growth was the primary vehicle for growth. Acquisitions were identified and ranked for attractiveness. With approval of senior management and the Board, substantial progress has been made toward the objectives.

Market Strategy

Situation: A mid-sized manufacturer with new and energetic management desired to provide a revitalized focus to the organization, and to provide day-to-day guidance for tactical decision-making. In addition, the company wanted to provide the investment community with a succinct and compelling vision of the company's future. The company was a mix of cultures, products, and locations. The Company was assembled as a result of several acquisitions. The entreprenuerial spirit was alive in some areas of the company, but not pervasive. Competitors leaped ahead in several key product areas due to technical innovation, while the company's distributors were evolving towards greater power in the relationship with customers. The company did not have a strong IT strategy integrated with their market position, and was be eclipsed by savvy distributors. Many of their customers had shifted portions of their production overseas, and purchasing decisions had followed. The company was in the early stages of their foreign sourcing strategies.

Success: We completed a thorough market audit to determine and fully measure their market position. (This was essential later when we created the strategic marketing plan, to dispel out-of-date notions about the strength of their market position). With our client, we analyzed their market history to determine where they had their earlier success: customer type, order sizes, product mix, and pricing. We completed competitor analyses to determine their major threats, including offs-shore suppliers and leakage of domestic demand overseas. Through our analytical and planning processes we determined their current market position, desireable new positions, and the plan to get them there. The plan included off-shore production, new high-level account strategies, IT integration with customers and distributors, and a strong platform for additonal acquisitions. The comprehensive plan provide strong direction for the Company's personnel, and provided solid guidance for day-to-day decisions. The plan attracted the interest of investors and substantial funding was obtained to fulfill their new plan.

New Product

Situation: A mid-sized machinery manufacturer faced a decade of record-setting growth, only to have revenues fall 30% in one year as it faced a broad economic slowdown. With the traditional business in a grave slump and no growth expected, a new product concept was needed to quickly bring new revenues. The company had not introduced a successful new product in a decade.

Success: After a rapid (but thorough and disciplined) evaluation of new product concepts, we selected a product that was forecasted to have ready acceptance and quick returns for market development. Using our concurrent marketing processes, we developed product requirements, marketing and launch plans, and hit the market in less than 90 days. First year results were on target (despite a severe industry recession)! In our launch, we integrated the entire marketing and sales effort, including Web, print, direct mail, with their primary direct, distributor, and agent sales channels for the planned rollout.

Brand Strategy

Situation: A company had multiple overlapping products lines, most of which were obtained through acquisition. They distributed worldwide, with varying products, brands, policies, and market position by country and region. With manufacturing in multiple locations in the U.S., Europe, and Asia, the company wanted to establish a brand strategy, as well as a product fortfolio plan. Capital expenditures for new product - primarily new product extensions - stretched the company's finances as many products were yielding low ROIs. (There was also a lack of a clear plan that managers across their enterprise could share. Instead, each advocated their own local plan without an overall product and market vision.)

Success: The initial brand strategy need was initiall focused to include a distribution strategy. Brand positioning, in this case, was largely determined by the choice and behavior of the local distributor, local sales policies, and service. Through a state-by-state, country-by-country analysis, we developed a harmonized distribution strategy. Products were matched to specific markets, trimmed redundant products, consolidated pruned low performing brands, and delivered a comprehensive market plan that guided product and production planning. On the basis of the distribution strategy, production plans, and overall business goals, we developed a brand management strategy for immediate implementation.

CRM Planning

Situation: Facing rising costs, competitive pressures on fees, a commercial and consumer bank wanted to reduce spiraling customer service costs while concurrently leaping ahead of their competitors to gain strategic advantage.

Success: With a comprehensive multi-step process for moving from concept to implementation, we validated the business strategy, developed detailed business requirements, designed new work processes, and assisted in the selection of a technology vendor. The change successfully moved the company ahead of its competitors, shaved costs, and improved customer satisfaction - and on time and budget.