Cable Company – President, Internet and Broadband Services
How did one of the largest cable companies in North America move from narrowband to broadband content? What alliances did it need to create to compete effectively with ISPs (such as AOL and Yahoo) and to extract value from its electronic "real estate"? Which applications and customer segments would be targeted for high-speed access? Outcome: Project yielded a set of recommended alliance partners, a timetable for high-speed deployment, and a financial plan for broadband content development. Analysis successfully predicted value of specific software and services partners.
Internet Start-Up – CEO and Investor Group
How did the founder of Lotus convince venture capitalists to invest in a concept of using the Internet to replace industrial product directories and revolutionize purchasing and procurement? What were the resources required and potential payoffs for such a venture? Outcome: A feasibility report and offering document were developed which was used to secure the first round of financing. The company was the first e-business of its kind and a model for such successor companies as VerticalNet.
Telco – President, Retail and Small Business
How could North America’s largest telecommunications company solidify its DSL (Digital Subscriber Line) presence in consumer households and small businesses? Were there value-added services opportunities associated with wireless networking? Could "free" spectrum (for example, Bluetooth®, 802.11, and Ultra Wideband protocols) yield profits? Who else would seek to compete in these same spaces? Outcome: Launch of WLAN (Wireless Local Area Network) product/service offerings accelerated and expanded. WLAN integrated into DSL strategy. Alliances identified and solicited.
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.
Venture Capital Firm – Managing Partner
Could the founder of the Office Club/Office Depot and Inmac® office supplies companies develop and implement a similar concept in retail auto parts? What business structure was needed to launch the first six warehouses in Southern California? What customers could be addressed and what locations provided the best chance of success? Outcome: The project created detailed plans for the launch of a new retail auto parts chain, including target customer base; preliminary site locations; pricing strategy; and merchandising options. The retail start-up is presently a highly successful California retailer.
Global Conglomerate – VP, Planning for Consumer Sector
How could one of the world’s largest industrial firms enter sophisticated consumer entertainment markets where access to distribution was largely in the hands of other companies? What information was needed to evaluate two possibilities: 1.) a potential joint venture in electronic toys with one of the world’s largest toy manufacturers, and 2.) a three-way joint venture in video programming with a major Japanese VCR manufacturer and the largest British entertainment company. Outcome: The project analyzed the capabilities, commitment, and strategies of the proposed alliance partners. Their performance in other joint ventures was reviewed and a risk profile was developed for the proposed opportunities. Based upon negative assessment of the commitment of the proposed parties, neither venture advanced.
Packaging Start-Up – Founder and Principal Investor
How could a revolutionary new packaging technology (called foam-in-place) be protected from copycat competitors? What pricing and marketing strategy was needed to ensure rapid deployment and broad customer coverage? Outcome: The project determined that no patents or legal action would protect this emerging technology from look-alike competitors. An aggressive pricing and equipment leasing program was launched to support the rollout. The company continues to be the world leader of this type of packaging.
Big 8 Accounting Firm – Vice Chairman
How could one of the "Big 8" accounting firms decide whether to expand into merger and acquisition consulting services? How would CEOs view the role of their auditor if they moved away from due diligence into transaction advisory services? Could the business be profitable if contingent fees were not permitted by the AICPA (auditor governing body)? Outcome: The project interviewed fifty CEOs of FORTUNE 500 companies and a variety of competitors to establish a set of minimum success factors. The company was able to understand its relationship with other accounting firms, investment bankers, and independent brokers, all of whom would serve as channels for the new services. Ultimately, the firm focused on mid-market merger and acquisition and business broker services where its reputation and capabilities offered the best fit.
Office Supplies Retailer – CEO
How could the first office supplies superstore design a logistics system to cope with its planned growth? Would it be better to create a centralized Distribution Center that serviced the majority of its local stores needs or rely upon direct to store delivery from suppliers? What were the pros and cons of double handling? What would be the effective travel radius for the Distribution Center and how far into the future could capacity be forecast? Outcome: The success of the office superstore concept exceeded all expectations and the distribution system to supply it needed to be both more robust and flexible than anticipated. Centralized Distribution Centers became a key part of a "break-bulk" concept for store delivery. In addition, since copier and printer paper was their highest volume product, a cut-stock paper operation was built into the distribution design.
Forest Products Company – VP, Planning for Office Products
Could a leading wholesaler of office suppliers pursue dual distribution, i.e. selling at one level of the distribution chain (wholesale) while moving part of the business to another level (retail)? What conflicts were created when the firm began to compete with its contract stationer customers? Outcome: The project recommended the dual approach as the only viable way to bypass the functional pricing constraints of other office supplies manufacturers. In addition, it allowed the firm to serve major institutional customers more effectively and segment its market by customer size and cost to serve. The operation doubled its market share within three years.
Kuwaiti Holding Company – CEO and EVP, Operations
Could a Kuwaiti holding company successfully invest in automotive distribution in the United States by acquiring and integrating 11 companies and 22 warehouses over a three year period? Could it also launch a retail product strategy to compete with AutoZone® and Pep Boys? How could store design, location, and systems be developed to permit higher service levels than competition? Would a brand identity program create greater loyalty among independent jobbers? Outcome: The project scope extended over five years from initial concept on a kitchen table through the last company purchase and integration. Independent operations were integrated under the Bumper-to-Bumper® identity program with unified information and point-of-sale systems. Upon the project’s completion, the company was the third largest automotive parts warehouse distributor in North America.
Public Broadcasting TV Station – CEO and Senior Management
How could the senior management of San Francisco’s Public Broadcasting television station expand its core viewing audience and subscription base? Would it be more successful if it produced its own programming? Could it syndicate the programming to other PBS stations and recover its costs? Outcome: The project determined the demographics of the company’s current and potential subscriber base. The proposed programming was tested against these demographics with positive results. Other PBS stations indicated a strong interest in the programming and after it was launched it ran for over five years.
