Global Communications Firm – CEO, Business Systems
How would the largest U.S. supplier of PBX and office communications systems extend its reach into international markets? Were there shortcuts or alternative approaches that would allow the company to establish distribution overseas more quickly? What value was the one-hundred-year-old international position of a recently acquired business equipment subsidiary? Outcome: Acquisition searches were conducted around the world. Detailed investigations and negotiations were undertaken with Mitel (Canada and UK), MatraCom (France), and VMX (Europe).

Telco – CEO, Cellular Services
Could new channels of distribution for the high growth cellular telephone service business reach customers with longer retention rates and higher service usage? What were the appropriate customer acquisition costs, churn rates, and life cycle revenue objectives? Were there ways to focus indirect/retail (and independent) channels on the appropriate customer segments? Was it possible to develop a mass market for cellular around restricted or limited services? Outcome: Market-by-market strategies were developed around specific customers, channel partners, and competitors. An enhanced customer service program was launched to reduce customer churn.

UK Technology Firm – Divisional CEO, Telecommunications
How could the largest telecommunications supplier in the United Kingdom expand its sales of PBXs and office equipment in North America? What mix of direct and indirect channels could be developed to limit conflict and maximize opportunity and coverage? How could service be administered and delivered? Outcome: The project identified operations that needed to be consolidated or rationalized, resulting in the divestiture of subsidiaries in Canada and the Far East. New channels partners were identified and distribution agreements negotiated that doubled sales coverage.

Global Communications Firm – VP of Strategy, Consumer Services
Could the world’s largest long distance carrier create a new consumer business by using its strengths in networking, computers and telecommunications together with its financial power to radically change the physical delivery economics of microcomputer software distribution? What were the requirements and relative position of potential suppliers, competitors, and end-users? How would they react to the new delivery system? Outcome: A business case was created and a prototype tested successfully.

Telco – CEO, Paging Services
Could the paging service provider of an RBOC, covering 40% of the U.S. market, extend and expand its customer penetration by identifying new markets, segments, and channels? Outcome: The strategy identified the most effective sales/marketing processes; competitive strategies and tactics; customer segmentation; pricing; and new product development.

Computer Firm – Special Projects Team, Consumer Services
How could one of the world’s largest computer companies position itself within the emerging home network opportunity? What profitable applications did homeowners most want? Which alliance partners would be most valuable in the future? Outcome: The project validated the importance of EPGs (Electronic Programming Guides) to consumers and identified the specific applications (e.g., health care advice) they most valued. It also established the brand equity of different alliance partners and their strategic fit with the company.

Fresh and Processed Food Company – VP, Sales and Marketing
How could the world’s leading fresh and processed fruit company expand its consumer franchise? Which markets and customer segments could provide the greatest growth and profitability? How could new channels, prices, and products be introduced without creating conflict and confusion among customers? Outcome: Over a five-year period, various strategic projects were undertaken: reengineering of global logistics system; creation of new national pricing strategy; expansion of food service market; extension into new channels such as warehouse clubs; and evaluation of multiple brands.

Toy Company – CEO and EVP, Toy Division
Could one of the world’s largest toy companies fully support a new channel of distribution (warehouse clubs) that significantly threatened the "street price" of its bellwether products? How would price, policies, promotion, and product availability be coordinated so as to minimize conflict with the company’s traditional channels? Would a different brand name need to be employed? Outcome: The program for warehouse clubs was developed, tested, and launched in time for the Christmas season. A core group of 75 products with special packaging and pricing was promoted to three warehouse club organizations. Warehouse clubs have become the second largest channel for the company.

Processed Food Company – President, Office Beverage Division
Could the world’s largest coffee company develop a program to deliver at work coffee and soft drinks? What delivery system would provide the greatest profitability? Which competitors currently operating in this market would be most dangerous? Outcome: The project assessed competition, technological trends in dispensing equipment, and the economics of distribution. A program and plan was developed and launched. Within three years the company was the largest factor in this segment.

Insurance Company – EVP, Workers Compensation Group
How could the largest insurer of workers’ compensation in the United States restructure operations and focus markets toward managed care group health? What did customers feel were the company’s key strengths and weaknesses? Who were the most significant competitors for this opportunity? Outcome: The project team met with a broad cross-section of customers who described their specific needs and issues. The analysis provided input to the development of a managed care program to help reduce customers’ workers compensation costs which had spiraled out of control. The firm has led the industry in creating new and innovative approaches to health care.

Opera Company – CEO and Board of Directors
How could Canada’s largest opera company expand its subscription and donor base so that it could increase the number and frequency of productions? Could it stabilize its base of funding to make the proposed new Opera House a reality? Which customer segments would be most valuable? Outcome: The project undertook extensive market research within the Greater Toronto Area, the existing opera company's subscriber base, and the corporate community. A financial model that permitted pricing, scheduling, and funding scenarios provided a flexible tool for management. The analysis indicated an untapped subscriber base of 80,000; a corporate donor potential of at least three times current revenues; and a detailed set of donor requirements that could be used to fashion marketing campaigns. In its first full year of implementation, corporate donations increased by 50%.

Forest Products Company – Group President, White Papers
Would the large forest products company be able to justify a $400 million investment in its white paper mill? Could new markets be identified with sufficient long term viability and regional economics? How well would the new market demand match the new source of supply? Outcome: The project validated the investment based on the significant growth potential of personal computer and networked office printers. 20 lb. basis weight communications papers were seen as the fastest growing white paper segment. A final piece of analysis established the value of a cut-stock converting operation with retail packaging of printer and reprographic papers.

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.

Forest Products Firm – Group President, VP, Sales & Marketing
Could a century-old West Coast forest products company remake itself from a regional, production-driven forest products company into a national, marketing-driven consumer products company? Outcome: Over a fourteen year period, provided strategic planning services to the company's Flexible Packaging, Non-Woven Fibers, Canadian, Chemicals, and White Papers divisions. Work consisted of strategy development, executive training, market research, pricing projects, new product development, and operations reviews.

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.