Case Studies

Case Studies

Product planning

Case: The Insurance Company had been part of a Management Buyout. The company was highly geared and was under cash flow pressure. The board of directors realised that they needed to re-examine the company’s product strategy.

Objective: To examine product profitability

Methodology & Outcome:

• Identified Stakeholders


• Examined existing products in the market


• Reviewed of current product performance


• Examined current business infrastructure


• Develop a SWOT analysis


• Develop a product and business strategy


• Action plan

I facilitated an in-house senior executive management team (6) to gather and analyse internal and external data on product lines. The group correlated existing product lines performance and profitability against market trends. The group then identified which product lines to invest in, to reap or to dispose of. Based on these strategies various action plans and time frames were outlined.

Outcome:
The workshop help the board dispose of an underperforming product line which saved the company ~£5 pa on the bottom line.

Market Planning

Case: The Insurance company CEO had identified that it possessed a large number of highly qualified medical personal whose skills were not being optimised to meet a growing demand. The board of directors wanted to explore the opportunity to develop a new business leveraging its skill level.

Objective: To develop the out line for a new business

Methodology & Outcome:

• Define the Mission


• Define the Values


• Define the Vision


• Define the Objectives


• Describe the Current Position


• Develop Strategies


• Define Critical Success Factors

I facilitated a 2 day workshop with the senior management team (12) exploring a new market. This required planning and facilitating a workshop to explore the different aspects of a business plan.
The workshop helped the group identify numerous strands of work and information they needed to develop the idea. This included external market research from consultants, identifying internal management skills and developing products to suit the customer requirements.

Outcome:
The group recognised a ~£20m opportunity available to the organisation and realised that a restructuring of the organisation would provide the best method of using the opportunity.

Strategic planning

Case: A public listed consumer rescue service wanted to take an existing call centre offshore.

Objective: To take a call centre offshore

Methodology:

• Define the Mission


• Define the Values


• Define the Vision


• Define the Objectives


• Describe the Current Position


• Identify Strategies


• Define Critical Success Factors


• Define the action plan


• Develop a responsibility matrix

The workshop identified the core operational and management elements of new call centre were in line with corporate values, mission and vision. This determined the appropriate business structure lowering business risk. The objectives focused on specific 3 to 5 year deliverables. One to 2 year deliverables focused on reducing the break even time of implementation and 3 to 5 year deliverables focused on operational growth. Examining the current position identified specific operational strengths, weaknesses and resource shortages. Identifying critical success factors determined the must have criteria for success e.g. Training and recruitment of new staff. Finally the group identified an action plan which allocated responsibilities to internal and external resources.

Outcome :
The workshop identified that relocating the call centre would save ~£5m in operating costs annually
I facilitated the board planning process. We produced a business case process, a responsibility matrix and a project plan.

Project planning

Case: A public listed vehicle leasing company received a tender which had the potential to increase turnover from£1.4bn to £1.7bn.

Objective: To examine the risk factors of the tender and reach proffered bid status

Methodology:

• Describe the current situation


• Define the measures for success


• Define the project strategy


• Define the project tasks


• Identify roles and responsibilities

The workshop examined the original tender document and came up with a list of risk factors and identified an operational structure lowering business risk and increasing profitability. A list of success factors the tender required was outlined and supplemented with the organisations requirements. The group decided on a three pronged strategy to ensure success of becoming a preferred bidder. The strategies identified expertise requirements which fed into the project tasks and time lines. Roles and responsibilities were identified and communicated to the bid manager.

Outcome :
The tender reached preferred bid status