Our people have decades of nurtured expertise across many different industry sectors which allows us to help clients develop industry innovative solutions to their challenges, and in many cases this uncovers hidden opportunities for further business performance improvement. Our non-competitive benchmarking techniques coupled with the legitimate concern from our practitioners creates a robust approach for a sustainable competitive advantage.
We engage well with the leadership team and departmental personnel to understand the required skills and resources needed to manage the change journey successfully. We get client teams to open up their minds and realise for themselves what their businesses need for growth.
Click on the case story of interest below to discover how this has worked for some of our clients.
Optimising the life time value of customers in a major telecommunications organisation
A major UK telecommunications company had experienced unprecedented growth during the mobile communications boom. As competition increased the incumbents faced a series of challenges from new entrants (including the mobile network operators themselves) who gave more attention to the value of a new customer if kept for life. The business faced market share losses and dwindling operating profits.
Improving Overall Equipment Effectiveness for a global steel producer in South America
A global steel producer in the South American continent was falling short of its Installed Production Capacity of US$1 billion by up to 45% and incurring losses in production of US$120 million annually. The performance erosion had occurred due to many years of neglecting the maintenance of the plant and equipment and compounded by poor employee morale with departmental conflicts.
Revenue growth by application of the Service-Value Profit Chain in a national DIY retailer
A large DIY retail store in North London with historical challenges had now become the Company’s most underperforming store and a security risk to the people that worked and shopped there. The store has decreased in turnover by 42% (to £8 million annually) with shrinkage costs in excess of £360,000 annually.
Improving Supplier Reliability for high volume Operations & Maintenance material providers with a North Sea Oil & Gas Operator
An analysis of the Supply Chain department revealed an improvement opportunity for the delivery of material requirements in line with the asset development plans. The Operations & Maintenance division of the business was tracking at 62.9% On-Time and In-Full (OTIF) materials delivery – representing a failure to deliver 7,420 material lines annually as planned. This created flux in the asset planning process and in turn had a negative impact on Work Execution offshore.
