Cost and quality in car rental services
Working with the country CEO and management team of a global car rental services company, we measured and statistically modelled customer arrival and waiting time patterns in representative agencies as well as car return, cleaning and turn-around patterns, and developed predictive models for staff deployment which enabled the company to simultaneously reduce staff costs and improve the quality of customer service.
Growth strategy for an environmental consulting firm
An environmental consulting firm, UK-based but operating internationally, wanted a strategy to double its size in three years. With the top management team we reviewed the strengths and risks in the current business portfolio and identified three new markets for possible development. Having coached them through a process to evaluate these markets, two were selected for development and investment, and the client team developed full plans under our continued coaching. To guide their efforts we developed – together with the CEO – a set of year-by-year targets, key actions and resource requirements as well as a ‘6 keys to success’ checklist. All this is summarized on two sheets of paper and used to focus regular monthly review and planning meetings.
Redesign of innovation management at an integrated telecommunication company
We redesigned the organizational architecture of all innovation activities of the company (fixed net, mobile, ISP, system integration). We designed a process for the development of a company-wide innovation strategy, and redesigned processes, tasks, responsibilities and authorities for company-wide innovation committees and R&D organizational units. A “Leadership in innovation” program was introduced as the long term strategic theme for all divisions and the holding company.
Commercial effectiveness– European vending services leader
Working closely with management and sales management in three major geographies in Europe, we analyzed target setting, sales processes, tools and organization and developed initiatives to return the business to sales-led growth. Initiatives were developed into field-ready tools and training materials, and we trained & tested the new selling approaches with sales people in pilot regions across two countries. Following successful piloting, we supported the organization to deploy the new selling approaches across all geographies.
New applications for satellite tracking
For the data processing unit of a European satellite operator we examined the potential value-add of tracking vessels and containers worldwide. After a short research phase we organized expert exchanges between our client and leading representatives along the shipping industry’s value chain (shippers, forwarders, shipping lines, port handling companies, port authorities) to gauge specific opportunity spaces. At the time of investigation the unit costs of equipping containers with transponders were still at prohibitive levels, but in the meantime the first batches of ‘smart containers’ have come off production lines.
Spin out of a large European cable system operator
We assisted in the carve-out of the cable business from a telecommunication company. We executed a far reaching redesign of the business model of the newly created entity. We redefined the market positioning in the cable market and developed partnership models with content aggregators and downstream network operators. The spin out and turnaround were completed within 18 months, and a record of structural losses was transformed into profitability well above industry average.
Brand strategy– equipment & technology division of a global water company
Working with the management team of the division, we analyzed the positioning and branding of the division’s subsidiaries, as well as the commercial, marketing and communications dynamics that support their business. We developed a new positioning and brand architecture and developed an action plan to improve their commercial performance.
Strategy for a B2B engineering service and manufacturing business
We worked closely with the CEO and Executive Board to develop a strategy for an electronic engineering company that provides bespoke services and manufacturing for its clients. The big question: how to survive as a small player in an industry dominated by electronics giants, and with product prices being eroded by new Far Eastern competition? The strategic review included a thorough quantification of global market size, shares and technology deployment, and a frank assessment of in-house capabilities and options. The result was a strategy that leveraged engineering strength to forge closer links with customers, while reducing production costs at the same time. This enabled the company to remain a product leader and grow in a cut-throat market.