Approach

Our three step methodology

We tailor our project interventions according to your requirements. We can provide a quick and sharp assessment of your current situation, add our recommendations for improvement or support your organisation with a full lifecycle project to implement the new vision.

Value associates 3 step process

We have collectively delivered projects in the following industries: central government, technology and telecom, household appliances, automation, food, professional services, advertising, leisure, brewery, retail, FMCG, charity, telecom, aviation, steel, safety equipment, automotive, agriculture, healthcare.

Case studies

FULL PROJECT IMPLEMENTATION: WE SEE, WE TELL AND THEN WE ROLL UP THE SLEEVES AND DO THE WORK

Case Study - Medium size manufacturing company - wall to wall turnaround

The challenge


A medium size manufacturing company within EU with €4.5 mil turnover faced increased pressure on margins in the uncertain economic climate of 2008/2009. For the first time in 18 years it faced the prospect of ending the year with a loss. Moreover, the company had expanded in a number of fields and had lost focus of its core offering. The top management consisted of the 2 original founding entrepreneurs who were product passionate but with little company performance improvement experience.


Our response


We undertook a wall-to-wall analysis from a process, system and people point of view of the entire company, one department at a time. A financial assessment of the company as well as a market strategy analysis completed the initial picture. AS IS analysis and TO BE recommendations were provided for each department. Over the course of 2 years most of these recommendations were implemented with clear results in terms of cost reduction and revenue increase.


  • We installed a management operating system for the whole company including company budgeting and forecasting process, strategic planning, account management, a set of specific management meetings etc.
  • We divested a number of unprofitable divisions and closed a number of unprofitable partnerships.
  • We set up a business development process for export markets that allowed the company to export in 5 new markets for the first time in 18 years.
  • We implemented specific production processes and tools including a revision of standard hours.
  • We implemented new procurement processes and tight management control around target pricing.
  • We conducted an in depth IT system review with recommendations for improvement.
  • We organised and delivered a number of training sessions from change management to specific management skills.
  • We provided 1 to 1 coaching of top management throughout the change process.
  • We redesigned the org structure of the company significantly reducing the management layers and complexity.
  • We conducted an in depth valuation of the company in preparation for a potential acquisition.

Our results - Value Creation

The turnover of the company increased by +18% and the profitability by 14% while the workforce diminished by 33% in the first year after the project. Fixed costs decreased by 10% and working capital decreased by 22% mainly due to a massive reduction in inventory.

RECOMMENDATION STAGE REPORT: WE SEE IT AS IT IS AND AS IT SHOULD BE. YOU THEN MAKE IT HAPPEN.

Case Study - Postal Operator - Retail Strategy Definition


The challenge

A postal operator in an EU country with decreasing profitability issues faced a tough question: what is the best retail strategy for it's over 7000 locations? The issue was further complicated by very scarce availability and reliability of financial data per outlet.


Our response

  • We mapped the AS IS situation of the retail network taking into account territorial structure, financial data and front office processes.
  • We analysed a number of key indicators per location: from each outlet's P&L to utilisation ratios.
  • Based on a mix of reliability and relevance of data, the main segmentation criteria were decided in order to address revenue and cost drivers as well as the utilization of the respective outlet.
  • We segmented all outlets using a double segmentation matrix - financial performance and strategic importance. As a result of the segmentation exercise 4 clusters were identified ranging from recommended closures to development of flagship stores.
  • A demand side exercise was carried out to focus on a green field perspective (how would a new postal operator organise its retail network given the legal requirements?)
  • A third dimension was added - the necessity to keep unchanged the distribution network - the cluster of retail outlets were further  segmented to meet this requirement.


The results

  • Each of the locations were clustered into a specific strategy group with specific recommendations for each of the clusters.
  • A detailed case study and pilot proposal were developed for 3 cities with different characteristics.
  • New TO BE front office processes were supplied as part of the strategic recommendations.
  • The postal operator  now had a clear roadmap to implement the recommendations ahead of its planned privatisation.

COMPANY ANALYSIS AND DUE DILIGENCE: QUICK, SHARP AND HONEST – OUR SHORT INTERVENTIONS

Case Study - Coaching and leadership development company - articulating the road forward


The challenge

A creative entrepreneurial company with an amazing vision to change the world got stuck into the classic entrepreneurial vs managed company dilemma. To grow and get suffocated by management systems that threaten its creativity or stay small and entrepreneurial? Can we have the best of the two worlds?


Our response

  • We spent 2 weeks analysing the company: the processes, the management systems and the organisational charts, roles and responsibilities and their alignment with the strategic goals.
  • We mapped a detailed AS IS situation and highlighted areas of concern.
  • We presented findings to the top management followed by a list of quick win recommendations.

The results

Following our presentation the top management recognised the need to address the issues identified. A number of the quick wins were immediately implemented along with a few key management tools (cash flow reports, sales forecast sheet, etc). The immediate pressure was relieved and the top management was free to think about the strategic next steps to grow the business.