Case studies

Elevating commercial excellence: overhauling processes for a prominent German building materials player

As a prominent participant in the German building materials market, the goal was to enhance commercial excellence through a comprehensive review of existing processes from inquiry to order. This involved implementing targeted sales reporting, reconfiguring Key Account management, establishing a streamlined process and data support for field sales teams, and creating service centres to efficiently manage an increased volume of customer inquiries.

Empowering global sales: standardised strategies and tools for enhanced cross-selling success

A premier global supplier of industrial components aimed to enhance its strength by strategically harnessing internal resources and leveraging external expertise. Recognising the distinct strengths of specific countries in selling particular products, the company aimed to extract valuable insights from success stories. Concurrently, the objective was to fortify its capacity to comprehensively understand customers and tailor approaches to align with their unique needs and preferences.

Harmonising value: a unified approach to value-driven pricing in a diverse enterprise conglomerate

A significant conglomerate of enterprises is dedicated to supplying essential contractors to both governmental and non-governmental entities, with a primary emphasis on functional domains such as finance and control. Across the diverse business units, a noticeable lack of uniformity existed in the approach to pricing for skilled personnel. Recognising the distinct advantage of aligning pricing structures more closely with the value delivered to customers, a consensus emerged on the potential benefits of such harmonisation.

Strategic expansion and operational enhancement: Transformative initiatives in the European childcare sector

As a notable presence in the European childcare sector, a strategic expansion into Germany was undertaken through the acquisition of an assemblage comprising 35 nurseries. Following an initial holding period, it became apparent that a comprehensive reassessment of fundamental processes was essential for enhancing operational efficiency, thereby positioning the business as a robust platform for subsequent organic and inorganic growth initiatives.

Dynamic value-based pricing: enhancing operational and commercial synergy in a global leader in aluminium coil coating

As a prominent player in aluminium coil coating, supplying essential stakeholders in the construction and automotive industries, the goal was to enhance operational and commercial alignment with the value delivered to customers.

Unlocking value-based pricing excellence: crafting comprehensive insights and user-friendly tools for optimal recognition

Recognising a significant need for a thorough and systematic understanding of the factors influencing optimal pricing, the organisation aimed to align this framework with the perceived value by customers. Additionally, the objective was to empower the organisation to delve deeply into the determinants of various price points, thereby facilitating informed discussions with customers grounded in a comprehensive understanding of pricing dynamics.

Revitalising pricing strategies: a comprehensive growth overhaul for UK leading omnichannel mobility retailer

Positioned as a prominent omnichannel retailer in the UK's mobility sector, the company offers essential services to consumers through a combination of online and offline retail outlets. Recognising the pivotal role of pricing in strategic growth, the organisation sought to comprehensively review all facets of its pricing structure and realign its approach in accordance with emerging best practices.

Revolutionising European fleet telematics with data analytics, a new market proposition, and optimised operations

As a leading European provider of telematics systems specialising in unlocking the potential of managing vehicle fleets through data analytics, the emphasis on the large enterprise customer segment as a key strategic growth pillar involved identifying and addressing critical product gaps for success.
Revitalising growth: a customer-centric journey from product to profitability within a MarTech company

Revitalising growth: a customer-centric journey from product to profitability within a MarTech company

The company’s platform enabled client websites to be inclusive, whilst generating insights that optimised content, traffic and revenue. The private equity backed business wanted to transition from a product to a customer-centric focus — and double its annual recurring revenue.
Transitioning: hardware to technology platform to achieve recurring revenue and enhance valuation amidst COVID

Transitioning: hardware to technology platform to achieve recurring revenue and enhance valuation amidst COVID

Increase M&A/IPO company valuation for a private equity backed business that sells digital identity management and biometric solutions to governments, airlines and airports. The company’s focus on hardware was limiting its ability to build repeat business, generate recurring revenue and attract a high valuation. Above all, the company needed to adapt its GTM and product strategy to survive through COVID.
From brink of bankruptcy to B2B cyber security success: A turnaround journey of a NYSE-listed mobile handset business

From brink of bankruptcy to B2B cyber security success: A turnaround journey of a NYSE-listed mobile handset business

This NYSE-listed mobile handset business was on the brink of bankruptcy and haemorrhaging cash. The challenge was to stem the revenue decline and turnaround the company to being a profitable, and growing B2B enterprise cyber security software business.
Slump to growth: Turning a commodity enterprise service into exponential revenue surge, paving the way to Exit

Slump to growth: Turning a commodity enterprise service into exponential revenue surge, paving the way to Exit

This business was stuck selling a commodity service to enterprise clients. It struggled to differentiate itself, resulting in margin erosion and a significant slump in growth. The goal was to revitalise its underperforming sales organisation, drive revenue growth and attract increased M&A interest.