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.

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.

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.

Canadian Bank – EVP, Marketing and VP, MasterCard Division
How could one of Canada’s largest issuers of MasterCard credit cards create a closer and more profitable relationship with its customers? What were the tradeoffs between annual fees and interest rates in determining customer value? What changes in card processing, direct mail campaigns, and customer service were needed to support an enhanced CRM program? Outcome: The project generated detailed information on differences in customer segments and their respective cost/value. Targeted direct mail solicitations were tested with different combinations of offers until the core set of "products" was developed. During these tests, the processing and service operations were taken through change management programs until they were comfortable with the new approach. Card profitability increased by over 25%.

Newspaper Publisher – EVP, Financial Services
How could the world’s most successful financial news organization grow its computer software business, expanding both the number of products carried and customers served? What new product areas would be most profitable? How could the firm develop the necessary infrastructure to serve a broader set of customers? Outcome: The project team structured and negotiated a strategic alliance with a software developer who was also able to offer a new channel of distribution for consumer financial and information products. This organization was contracted to build a high level PC accounting software package. A set of 5 accounting products was developed, tested, and delivered. Although the software was completed on schedule and well received in customer tests, the company abandoned its investment in software.

Financial Conglomerate – Executive, Commercial Credit
How could one of the largest chains of credit offices determine whether there were economies of scale in commercial lending? Would it be able to create a strategy for its distribution network of branch offices, leveraging cost advantages that better geographic market share provided? Outcome: The project provided a careful cost analysis of branch economics. It determined the advantages of scale by expense category and function. It also laid out a plan for trimming non-performing branches and focusing geographic growth plans.