Family-owned/led manufacturing business in cyclical and competitive global B2B tech market
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Background
- Family onwned/led manufacturing business in cyclical and competitive global B2B tech market
- Subsidiaries in three countries, of which two with local manufacturing
- Both blue- and white-collar business
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Purpose
- Professionalize company management
- Segment focussed strategy for profitable growth
- Strengthen global B2B sales competencies and processes
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Solutions
- Board member with dedicated role to develop growth strategy, B2B marketing and sales force performance
- Strategy Cookbook process with management team
- Market-/value chain analysis and segment strategy
- Growth strategy with significant supply chain investments in automation
- Best practices in B2B premium solution sales
- Strategy monitor with KPI follow-up
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Results
- Managed balance between topline growth and cost efficiency during booms and recessions
- Growing high margin business
- Substantial improvement in financial performance and ROI
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Partner-owned/led B2B tech trading company with both private and public customers
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Background
- Partner owned/led B2B tech trading company with both private and public customers
- Commoditization and thin margins in current core business
- Unclear strategy for future profit growth
- Primarily white-collar business
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Purpose
- Align partners and agree strategic direction and priorities
- Professionalize company management
- Improve margin performance by increased value-added service mix
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Solutions
- Chairman and professional board competencies addressing key business issues
- Market intelligence and tools for internal data management/decision support
- Strategy Cookbook process with board and management
- Growth strategy and KPI tracking
- Recruitment of value-added service competencies
- Sales force assessment and performance management
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Results
- Revenue and profitability clean up
- Margin improvements
- Improved solution sales/service competencies
- Subsequent profitable revenue growth
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Supplier association in consumer market confronted with increased demands for digitization
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Background
- Supplier association in dynamic and competitive consumer market
- Confronted with increased demands for digitization of both supply chain, marketing and key account management
- Non-profit organization
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Purpose
- Develop strategy to position the association at the forefront of members' business challenges
- Ensure strategic member involvement and buy-in
- Ensure organizational capabilities to fulfill strategic priorities
- Harvest commercial and synergistic opportunities to fund increased ambition level
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Solutions
- Strategic sparring partner to CEO and board
- Strategy Cookbook process facilitation via interactive co-creation with member representatives
- Focus on members' digital competence development
- Rebranding
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Results
- Board approved strategy, including operational action plans and KPI:s
- Restructured organization and recriutment of key competencies
- Positive member feedback at launch
- High member engagement and satisfaction with new digital initiatives
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Need to increase sales margins and expand customer portfolio
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Background
- Need to increase sales margins and expand customer portfolio
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Purpose
- Board proposal on strategy and financial plan
- Incorporate Group best practice and benchmarks
- Implementation plan with operational priorities and timing
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Solutions
- Strategy Cookbook process with CEO
- Market analysis
- Group internal and external benchmark analysis
- Financial budget
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Results
- Board approved strategy and budget
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Family-owned/led service company with both private and business customers
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Background
- Family owned/led service company with both private and business customers
- A sensitive 3 legged business portfolio which has not been able to create sustainable earnings growth
- Blue-collar business
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Purpose
- Portfolio strategy with growth in high margin areas
- Professionalize company management
- Create stable profitable growth
- Bank investment presentation
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Solutions
- Advisory board and chairman
- Strategy Cookbook process involving and aligning shareholders
- Segmentation and pricing analysis
- Investment feasibility studies
- Linking strategy and financial planning
- Implementation and follow up plans
- Continuous strategy and business review process
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Results
- Approved strategy and financial plans
- Bank meetings and engagement development plans agreed
- Continuous sparring and follow-up on activity progress, financial performance and corrective actions
- Stable profit growth and accumulating equity
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Founder-led B2B tech service company
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Background
- Founder led B2B tech service company
- Years of flat revenue trend from only one customer/service segement
- Need to decide on growth or exit scenarios
- White-collar business
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Purpose
- Simulate and evaluate strategic scenarios
- Develop board mandate and recruitment
- Growth strategy including Nordic entries
- Exploit technology platform to penetrate new customer/service segments
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Solutions
- Professional board competencies addressing key business issues
- Board member with dedicated role to facilitatet strategy development
- Strategy Cookbook process with founder and board
- Budget process integration strategic actions
- Product developement process and raodmap
- Teambuilding process for management team
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Results
- Board approved strategy and budget
- Tools for implementation and follow-up strategic actions 1-pagers and KPI:s
- Continuous sparring and follow-up on activity progress, financial performance and corrective actions
- Investments in targeted product development
- Consecutive years of revene growth
- Long-term growth of financial results
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Founder-led manufacturing company in global B2B market
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Background
- Founder/owner led manufacturing company in global B2B market
- Specialized technology, products and employees
- Nice growth rates, but narrow and risky customer portfolio
- Production oriented company with no commercial organization
- Need for generational management handover and acceleration of equity value growth
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Purpose
- Professionalize board, executive management and corporate image both internally and externally
- Establish CRM-based sales- and marketing function
- Create a broader customer portfolio and significant growth via increased global footprint
- Increase customer loyalty by developing value-adding service concepts
- Ensure production capacity and skills to scale the business
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Solutions
- Chairman of the board
- Professionalization of the board work
- 360 degrees governance service check
- Establish new management team
- Strategy Cookbook process with the board and new management team
- Strategy monitor with KPI follow-up
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Results
- Rules of procedure for the board of directors and executive instructions, board wheel etc.
- Rules of authorities and job descriptions for management
- Profile requirements and recruitment of new CEO, CCO and CFO
- Global growth strategy with focus on industry-, end-customer- and geographical segments
- Acceleration of commercial activities
- Upgrading of production environment and operational management processes
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Owner-led B2B2C production company in unconsolidated and competitive market
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Background
- Owner-led production company within B2B2C
- Many years of growth flattened out in unconsolidated Danish market
- Challenging environmental and consumer trends
- Low degree of digitization
- Family-based board
- Business based on both blue- and white collar
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Purpose
- Establish a professional board
- Brand revitalization
- Optimize product and customer profitability
- Segment-focused strategy for profitable growth
- Strengthen B2B sales skills and processes
- Streamline and digitize marketing and sales
- Ensure owner-manager time to work with development rather than operations
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Solutions
- Chairman and professional board competencies addressing key business issues
- Strategy Cookbook process with the board
- Activity Value Analysis
- Reorganization of marketing and sales
- CSR strategy based on UN's Sustainable Development Goals
- Rebranding via social media
- Strategy monitor with KPI follow-up
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Results
- Board-approved strategy and financial plans
- 360 degree internal and external relaunch and rebranding
- Optimized product and customer portfolio
- Launch of CSR report with documented improvements on UN's Sustainable Development Goals
- Improved brand awareness and image
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Founder-led durables company aspiring for international expansion
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Background
- Founder-led company with sales of consumer durables via retail
- Strong Brand position in Denmark and the Nordic countries, but investment-heavy scaling model
- Tight cash position
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Purpose
- Professionalize management and processes
- Stage-based international growth strategy
- Strengthen negotiating power vis-à-vis international retail chains and webshops
- Streamline processes during growth journey
- Secure financing of international scaling
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Solutions
- Advisory board chairman and quarterly advisory board meetings
- Strategy Cookbook process with the management team
- Analysis and prioritization of international markets
- Outsourcing and partnerships
- Profitable retail shop in shop concepts
- Online sales strategy
- Strategy monitor with KPI follow-up
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Results
- Approved growth strategy and financial plan
- Increased international footprint, both offline and online
- Quadrupling revenue
- Prepared for involvement of external investors
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