The following case descriptions provide details of key questions, issues and challenges that faced our clients. The level of the sponsoring client is indicated. Specific outcomes are provided where possible and when not in conflict with client confidentiality.
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.
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.
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.
Computer Firm – CEO and Controller
How could the leading provider of fault-tolerant, redundant computer systems determine its cost-of-sales? What were the appropriate levels of sales support, administration, and overhead? Outcome: Report to senior management determined the need for an activity and transaction-based costing and pricing model. The structure and template for this model was developed and approved.
Software Company – CEO and Senior Management Team
How could the innovative leader in digital design software reinvigorate its growth? Which opportunities would receive precious resources? How could the organization reach consensus and work together toward common objectives? Outcome: A three-day senior management session created "ground rules" for opportunity prioritization and screening. Participants winnowed several hundred opportunities to 10 essential growth priorities. They agreed on resources, action plans, and manager responsibilities.
Telecommunications Equipment Firm – Corporate Planning
How could the central planning team of one of the world’s largest suppliers of communications equipment and technology develop a simplified semiannual process that its varied divisions and product groups would embrace? What special planning tools could be included to measure contingencies and risk? What performance measures would help the planning group evaluate itself? Outcome: Project consisted of executive coaching sessions over nine month period to work through a planning system. Groups of business managers provided input to the planning model and it was tested with actual financials and projections. The planning process was made operational and used across the company.
Communications Firm – CEO and Senior Management Team
How does one of the world’s largest suppliers of telecommunications equipment improve service to the telephone company customers that represent 40% of its revenues? Outcome: A three-day session was convened of all worldwide senior management and top executives. Session material was developed and presentations, discussions, customer panels, breakout development groups, and a final summary were facilitated.
Communications Research – Division Senior Management
How could the $1.2 billion research arm of the 7 Regional Bell Operating Companies reduce its dependence upon traditional telephone infrastructure and design architecture work? What options were available to create new businesses? What organizational changes were required to achieve an effective transition to a new business model? Outcome: A cross-functional Task Force was formed to review and develop new opportunities and define future relationships with existing customers. During a six-month effort, a Consulting business was created, tested, and launched. Current revenues from this operation exceed $160 million.
Software Firm – CEO and Executive Management
How could the developer of the pioneering Wordstar® personal computer word processing program expand its customer base? What other products could be added? What competitive measures (e.g., price, terms, etc.) would maximize retention? Which operational processes were most critical to a new company growing exponentially? Outcome: On-going advisory support was directed toward simplifying financial and manufacturing processes; expanding distribution channels and end user service; and identifying competitive responses.
Global Telco – Network Systems Planning Group
How could the world’s largest telecommunications business determine its most successful course of action? Outcome: Three-day session was developed to consider the Group’s long term future under the title, Destination 2001, Translating Intent into Action. Program development included a white paper, course materials, and case examples. Emphasis was on actionable items and areas of resource deployment.
Canadian Telco – Corporate Training Organization
A Canadian Telco’s Institut de Formation Professionelle and its Ontario Business Sales and Service operation both commissioned sessions on business/strategic planning and reengineering in the new competitive environment. Served as developer, presenter, and facilitator for senior management training.
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.
Telco – CEO and Corporate Development Team
How was the fourth-largest telephone company in North America to take advantage of its national footprint and lack of Consent Decree restrictions on its service offerings? What would be the value of acquiring one of the world’s leading long distance, Internet, and international service providers? Outcome: An acquisition and post-merger integration strategy was developed for MCI. Ultimately, WorldCom outbid both the company and British Telecom for MCI.
UK Technology Firm – Board of Directors, Corporate Planning
Could the United Kingdom’s most profitable technology company expand beyond its traditional customer base by undertaking a hostile acquisition that doubled its size? How could it justify such a move to shareholders and raise sufficient debt and equity to pay for the deal? What guarantees were needed to satisfy both companies’ respective governments? What post-acquisition strategy and organization would deliver success? Outcome: Over a nine-month period, an acquisition and post-merger integration plan for the U.S.-based target were structured and approved by Board of Directors. A banking syndicate reviewed and approved the financial structure. The Ministry of Defence and Department of Defense approved the supporting foreign trust structure. Last minute concerns about leverage saw the abandonment of the deal.
Telecommunications Equipment Firm – VP, Channels
How could one of the world’s largest suppliers of communications equipment and technology manage the indirect channels that accounted for over 40% of sales? What new channels would match best with innovative products and services that were introduced? Could a new organization be created that permitted superior customer relationships and greater profitability? Outcome: The project analyzed the activities (across a "make-learn-buy-get-use" value chain) that were performed by the company and its host of current and potential channel partners. Exiting and new products/services were mapped against the appropriate channel "solutions" and specific partner companies were identified. Sales and distribution quotas were set for each channel segment and initial negotiations begun.
Global Telco – VP, Global Sales
How did two competing telecommunications services firms merge their sales organizations? What additional elements were needed to provide a Global Account Management system of key customers? Could the two firms agree on common performance objectives and plan for their implementation? Outcome: During successive work sessions, teams of salespeople and their managers agreed to a new GAM program. They identified several key accounts where the approach was launched.
UK Technology Firm – Vice Chairman
Could a century-old U.K. company organized geographically around Country Managers successfully make the transition to Global Product Groups? What steps would be taken to minimize customer disruptions? How could managers be convinced to support the new organization design? Outcome: A detailed organization plan was developed and socialized with senior managers. Individual product groups and country organizations were facilitated through the process.
Telco – EVP, Local Telephone Operations
Could the sixth largest telephone company in North America rationalize operations and systems across its 19-state jurisdiction? How could the critical telephone company functions (defined as: service creating, network capacity provisioning, service activation, revenue securing, and service assuring) be improved and brought to world-class standards? How could the organization be convinced that major changes are important and necessary? Outcome: 22-month, multi-project team effort resulted in $250 million of annual cost savings and $100 million of new revenue opportunities. Change management process created organizational alignment and accelerated implementation of newly-designed processes.
Telecommunications Equipment Company – CFO
How does one of the largest suppliers of cable and satellite equipment redesign its returns systems and procedures to reduce losses and raise customer satisfaction? How could returns and credit policies be used as an offensive competitive weapon? Outcome: A completely reengineered credit and returns process was designed and tested with very positive results. Credit process time was reduced from 65 days to 5 days. Outstanding returns inventory was reduced from $85 million to $10 million. Customer satisfaction levels increased substantially.
Telco – VP, Sales
How could the local telephone service provider for a northwestern state dramatically increase its sales and customer service levels so that it doesn’t lose major customer accounts to new competitors? What customer segments were most at risk? What specific value-added service do they require? Outcome: A new process was developed together with a database and customer relationship interface. The system was tested with two pilots and rolled out successfully.
Communications Equipment Firm – Special Projects Team
How could one of the largest telecommunications equipment companies in the world determine which applications, software, and services markets to investigate as a way of replacing its traditional hardware businesses? Outcome: Project defined options for R&D and projected next generation customer requirements. A new set of application providers were identified and recruited.
Telco – VP, Online Services
What information services would residential customers be willing to purchase if videotex were available on a mass basis? How could alliances be structured with the information providers to achieve the highest penetration? What was the future value of brand name for these markets? Outcome: This evaluation of online services foreshadowed what was to become the Internet and e-commerce business. It identified the most valuable applications (e.g., chat, sex, sports, gambling, directory, etc.) and assessed the importance of Project Victoria, a precursor to DSL (Digital Subscriber Line).
