Telecommunications Equipment Company – CIO
What business considerations would concern a company as it implements a firm-wide SAP system? How could business units be prepared for changes to their operations? Where would SAP need to be modified to yield optimal results? Outcome: Over a four-month period, business unit managers were briefed on the impact of SAP on their systems, performance measures, and customer communications. The project resulted in an accelerated launch of SAP modules and the development of a set of guidelines and templates for global roll-out.

Steel Company – VP, Planning and Development
Could Canada’s leading steel company harness the power of the Internet to reduce purchasing cost and increase the efficiency of its procurement process? What type of electronic auction system would work best? Outcome: The project reviewed various uses of electronic commerce. A "Dutch" auction approach to purchasing was selected and implemented with up to 40% cost savings on certain commodity items.

UK Conglomerate – General Manager, U.S. Operations
How could one of the U.K.’s largest resellers of automobiles and parts successfully merge two recently acquired automotive warehouse distributors in California? Could overlaps in customers and competitive product lines be resolved without major losses? Would new marketing and identity programs help increase market share and customer loyalty? How could "share of wallet" be used to establish the best customers and help focus resources? Outcome: Over a four year period, various projects and programs supported the integration of the two operations. Customer analysis indicated that customer profitability was directly linked to percentage of business. Various loyalty/retention programs were developed to increase this percentage, including: computer ordering systems, brand identity, cooperative advertising, private label products, and purchase incentives. Over the four years, market share increased by 50% and net profit margins grew from 4% to 7%.