What We Have Done

Vision Development - Where should we take this business in the future?

Strategies in Changing Industries - What do we do when the old strategy and business approach no longer works?

Creating Value from Existing Assets - How can we reposition an existing business to create value?

Software and Business Services Company

Situation

A leading provider of software and outsourced business services created a new Group from several existing operating divisions. The challenge was to build an overall vision and direction for the new business. How did the various pieces fit together? What was the overall direction?

Approach

Develop basic data to define the broad industry from the customer�s perspective. Have the Group staff develop a consensus vision for which businesses they chose to be in. Communicate vision to operating divisions. Guide the operating divisions on their individual strategic directions.

Results

New Group staff has successfully taken control of business and is now changing direction of operating units to improve total returns.

Industrial Equipment Company

Situation

An industrial products conglomerate created a new Group from existing and acquired companies. The challenge was to build an overall vision and direction for the Group. How did the Group create value?

Approach

Work in two track approach with the operating divisions and the Group to develop visions and to identify how the operating businesses could create common programs. Use a series of workshops with each division to develop vision and overall strategic direction.

Results

Group developed a vision to guide future acquisitions. Divisions began to reset direction based around common skills.

Process Control Equipment Company

Situation

A large provider of industrial process control equipment faced major changes in its marketplace as its core mechanical technology was coming under increasing attack by electronics. How should the traditional industry leader respond?

Approach

Develop core fact base on customer needs and comparative user economics. Work with client team to determine how quickly industry could evolve. Develop and select a response option.

Results

Determined that non-economic maintenance issues would retard the adoption of electronics. Developed programs to use strength in existing distribution to maintain share. Created programs to adopt new technologies.

Building Materials Company

Situation

Second-tier supplier of home remodeling products needed to create major, step-function increase in size and profitability. However, overall trends in its business were slowly becoming more difficult. Where could value be created?

Approach

Develop fundamental fact base on industry and tends in value migration. Use client teams to understand industry situation and to develop growth options.

Results

Refocused sales attention from retail distribution, which offered high volumes but declining margins. Initiated efforts to create new, direct sales distribution channel.

High-Tech Materials Company

Situation

Private investment company sought to acquire a producer of an apparently commodity material for the printed circuit board industry. How could the company produce value over time?

Approach

Conduct external research on industry trends and customer requirements. Project future cash flows.

Results

Investment company acquired producer and is investigating acquiring European joint venture.

Electric and Gas Utilities

Situation

Several electric and gas utility companies have sought to build unregulated businesses in consumer and industrial services. What is necessary to create value?

Approach

Develop fundamental fact base on customer needs. Determine key issues for successful implementation. Work with management teams to develop growth plans and implementation/roll-out programs.

Results

Two clients are now expanding their service businesses in their own territories and preparing to expand into other geographic areas.

Large Chemical Company

Situation

A major chemical company sought to create value from past R&D projects and from its analytical chemistry laboratory. What value existed in these assets?

Approach

Develop fundamental fact base on customer needs. Determine value of the existing assets to customers. Develop plans to utilize the existing assets in commercial ventures.

Results

Limited effort to market laboratory services coupled with substantial re-marketing of the labs within the chemical company. Rollout programs and joint venture activities for other R&D projects.

Electronic Control Equipment Supplier

Situation

A large control equipment supplier was losing substantial amounts of money in its installed equipment business. What did customers value and how did that correspond to the supplier�s cost structure? What could be done?

Approach

Determine activity based costs and benchmark versus key and emerging competitors. Develop re-engineering proposals.

Result

Branch structure reconfigured to reduce costs and change sales, engineering and installation approaches.