Telco – Vice Chairman, President of Domestic Operations
What was the likelihood of cable companies offering local and long distance telephone services? How effective was pricing of bundles of entertainment, communication, and high-speed Internet services? Which customer segments were most likely to switch from their local telephone service provider? Outcome: Targeted and tailored programs offering bundled communications (both wire line and wireless). The internal team also brought forward the launch of a single billing system for multiple services.

Telco – CEO, Long Distance Division
How could the third largest long distance carrier in the United States determine the probable actions of AT&T and MCI and forecast market share change? Outcome: Project focused on AT&T’s business and residential units. It described AT&T’s options given environmental, regulatory and financial constraints and provided an operating and capital budget analysis.

Industrial Conglomerate – VP, Industrial Valves
How would the industrial valve division of the world’s largest manufacturer of flow devices deal with competitive imports and the impact of new manufacturing technology? What would be needed to keep channels of distribution loyal? Outcome: The project included a review of distribution channels that were subsequently recruited. It also made recommendations to replace sand casting foundry systems with die pressure casting technology. The division has moved to the new technology.

Genetics Company – VP, Operations
How could one of the leading genetics companies reestablish its market share position in poultry breeding stock? What was customer perception of the company’s brand? What were the major determinants of long-term product success? Outcome: An extensive survey of grower-customers identified a spotty record of service and series of missteps in disease control. Financial projections indicated that the firm would be unlikely to regain its lost share. The firm subsequently sold the division.

Financial Conglomerate – CEO, Turbines Division
Could one of the leading suppliers of turbines and compressors identify ancillary products and services that had price insensitive demand? Could these new opportunities generate large profit streams and justify a separate channel of distribution? Outcome: The project determined that the cash flow of repair services and spare parts exceeded that of the main unit sales. Multiple methods for securing and enhancing this revenue were developed including: the purchase of aftermarket suppliers; selection of new distributors; and a new pricing plan.

Canadian Retailer Financial Credit Division – CFO
Could the private label credit card operation of Canada’s largest retailer expand its breadth of coverage and compete with dedicated financial services competitors? Were economies of scale achievable? What customer segments would be most profitable? Outcome: The project revealed that substantial cost savings would be achieved only at a size that was significantly greater than the firm wanted to be. Furthermore, other retailers were concerned about turning their credit card operations over to a competitor. The company recently sold its wholesale card operation.