Case Studies
Building a Market Model
Issue
Facing a steady commoditisation of its core market, this organisation was seeking to diversify and exploit its assets and competences. A review was needed to estimate the size of the market for call centre services in one key industry sector. Within this market, the organisation was keen to explore the options for strategy, as well as to understand the competitive threat and where the real opportunities could be found.
Solution
All the available data and quantitative information about the market was brought together from published sources, to define the market. Supported by interviews with the industry players, an initial view emerged and was framed as a set of hypotheses for discussion. After a brainstorming session, more information was collected to refine and extend the conclusions.
Result
Armed with this information, the client was able to brief its own sales and account teams to explore the opportunities with customers and to begin seeking prospects. The messages and positioning of the organisation were targeted more precisely, focusing on the most attractive opportunities.
Defining a Strategy for the SME Sector
Issue
The SME sector has many demands for financial services, but a low level of interest in the product specifications and selling processes. This organisation wanted to understand what would, or could, stimulate the interest of typical small business owner and manager.
Solution
A programme of in-depth interviews with a sample of customers was set up, exploring their interests in general and in relation to the product. Their experience of the sales channel and intermediary activity was mapped out to generate a clearer view of the options for action to build sales.
Result
Following the research, product and sales managers worked together to construct a new proposition and approach to the SME marketplace, successfully launched in the same year.
Leading the Strategic Planning Process
Issue
This organisation was seeking external help in facilitating the strategy and planning process, as it moved from one phase of its growth to the next. With constant pressure on senior managers, the need was to collect information and record thought processes, while being ready to challenge and test the ideas they put forward.
Solution
Working closely with senior managers, the initial ideas were refined to produce a clear understanding of the strategy and how it would be implemented. Recording the base information, the strategy and the plan in a series of documents provided a resource for communicating to the various audiences - staff, shareholders, the executive board - to gain approval and support.
Result
The senior management were able to make their case and begin to move the business forward with the support they needed.
Measuring and Managing Customer Satisfaction
Issue
The client wanted to gain a better understanding of customer satisfaction - now a critical element in ISO and other quality management systems. Although some measures, and methods, already existed, it was clear that they were patchy in their coverage and inconsistent in their results.
Solution
Mapping out the customer base identified the key target audiences that needed to be covered. Face to face and telephone research then established the factors by which they judged satisfaction, and the most suitable mechanisms for tracking satisfaction on a continuous basis.
Result
The client was able to set up a customer satisfaction measurement system that was compliant with the quality systems they were using, and gave a more regular and consistent set of results�Programmes for improvement were developed to address the issues that emerged.
Organising Marketing and Sales Processes
Issue
After a re-organisation, this business faced new challenges in developing opportunities and meeting existing customer needs. The wide range of markets served, and the range of products provided, offered a challenge to the management team, as it sought to manage a new corporate identity and create unity within the business.
Solution
The focus of the challenge was the marketing and sales function, charged with the responsibility to find and win new customers. After an audit to identify the individual and collective issues, a new sales management system and processes were set up, with changes to the structure designed to align the individual skills and key roles. A series of workshops brought together the sales and marketing functions, working together to find their own solutions.
Result
Motivation improved rapidly as the new sales management system gave new focus, and the changes in structure improved the connection between capabilities and tasks. The business objectives were met for the year and opportunities identified were above expectations.
Analysing Competitor Activity and Planning a Response
Issue
Operating across a number of markets, each with their own structures and competitive forces, the management found it challenging to track their own markets and follow developments in others.
Solution
Desk research and analysis covering competitors in each market brought together the essential information about their activities, profiling their successes and failures. This information was used to prepare an assessment of strengths, weaknesses and apparent intentions. A scenario building exercise then gave the client ideas about possible future threats and how to build advantage and secure growth.
Result
The client found the result a valuable input to the strategy and planning process. The exercise has been repeated at regular intervals, and the organisation has increased its share price and profitability consistently.
