Computer Firm – Managers of Sales, Software, and Services
Conducted more than 50 projects over a fifteen year period for the world’s largest computer company. Outcome: Examples of work efforts include design and implementation of distribution channels; brand positioning of products and services; identification of new product and service opportunities; post-merger integration of acquisitions; divestiture of business units; development of marketing plans and sales coverage; customer and partner assessment; development of industry and demographic models; and contingency planning.

Office Equipment Supplier – CEO
Could a century-old brand name in office equipment with a leading share position in educational markets, utilize its own or an acquired brand name to enter new distribution channels and product-markets including the home office market? How well did "quality" consumer brands translate into commercial markets? Outcome: The brand equity of the acquired unit was found not to translate well from cameras and lenses to office equipment. In addition, the sharing of product volume across similar distribution channels had few economies-of-scale. The integration of brands was not pursued.

Office Furniture Company – CEO
Could the world’s largest office furniture manufacturer create a new brand that was able to serve consumer/SOHO (Small Office Home Office) retail and mail order markets? What new channel partners, price points, and products would be needed to succeed with the new brand? Outcome: In addition to the feasibility study, the project resolved specific issues such as: consumer market segmentation; sourcing and product design; marketing approach; pricing and terms; and distribution. The new brand became the company's exclusive non-commercial brand and a very profitable division.

Beverage Company – Corporate Planning Group
Would the world’s largest beverage company be better off as a multi-product conglomerate? Would diversification optimize cash flow and economic cycle management to the benefit of shareholders? How did the equity markets value single-product companies versus conglomerates? Outcome: The project consisted of a competitive assessment of the company's leading competitor, modeling the internal cash flow within its portfolio of businesses. While there were certain advantages to the competitor's variety (transportation services, snack foods, beverages, leasing, and sporting goods) there was also a lack of focus. Equity markets were found to have a conglomerate penalty.