BUSINESS TRANSFORMATION
Aligning business models, organisations and execution with changing needs.
Business transformation requires clear choices about how a company creates value, reaches customers and organises its people and operations.
These cases illustrate examples of commercial and organisational change.
Business Model Transformation
Moving from a franchise model toward direct sales
Context
A cybersecurity vendor wanted to transform its business model from a franchise arrangement to a direct-sales model.
Challenge
The company needed greater control over its route to market while managing the distribution of margins across the value chain.
Our contribution
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Converted the franchisee into a distributor and appointed a second distributor.
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Analysed margin distribution across the value chain.
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Increased the price to the distributor while keeping the end-customer price constant.
Reported outcome
Maintained EBITDA as a percentage while increasing revenue and expanding the sales force to serve the market.
Context
A cybersecurity vendor intended to build its enterprise business across six countries.
Front-Office Reorganisation
Restructuring sales and technical support for enterprise growth
Challenge
The organisation needed to support a new customer segment and establish the sales and technical capabilities required to serve enterprise accounts.
Our contribution
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Added the enterprise product and customer segment.
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Restructured sales and technical teams with clear roles, responsibilities and accountabilities (RACI).
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Built and transformed the support organisation to provide enterprise support across six countries.
Reported outcome
Revenue doubled over three years.
Sales & Marketing Refocus
Refocusing a network optimisation vendor’s route to market
Context
A relatively new network optimisation vendor was operating in a region where its product complemented the offering of a major networking equipment provider.
Challenge
The vendor needed a focused commercial approach to reach customers effectively and improve sales momentum.
Our contribution
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Identified the product’s complementary fit with the major networking vendor.
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Refocused the go-to-market approach on a regional system integrator associated with that vendor.
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Concentrated activity through the integrator across three countries, with a high-margin offering.
Reported outcome
Revenue doubled over three years.
Context
An IT infrastructure vendor wanted to improve sales efficiency but had a high-touch sales model.
Creation of a New Customer Segment
Creating a lower-touch route to serve micro-businesses
Challenge
Businesses with fewer than 50 employees were underserved because they could not be efficiently supported through the existing sales approach.
Our contribution
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Identified the micro-business segment as an opportunity.
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Created a simplified, bare-bones product for this market.
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Established an exclusive distributor model, with the distributor holding inventory and assuming stocking risk in return for four times the normal margin.
Reported outcome
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Created a high-momentum, low-touch and high-margin market.
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Sustained revenue of USD 2 million per quarter from the initiative.
Consumer Channel Harmonisation
Coordinating channels, ownership and customer-facing activity
Context
A consumer software company had conflicting channel ownership and strategies across store retail, distribution, online direct, online indirect and online platforms.
Challenge
The company needed greater coordination across channels, including clearer accountability, consistent product and pricing approaches, and aligned promotional activity.
Our contribution
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Established clear ownership and KPIs.
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Compartmentalised products and channels.
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Introduced disciplined, coordinated promotions.
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Harmonised messaging across public relations and marketing channels.
Reported outcome
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Established an omnichannel strategy across retail, distribution and online routes.
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Harmonised product and pricing approaches.
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Sales doubled over two years.
Context
A Ministry in an Asian country needed to establish an IT roadmap.
Technology Roadmap
Developing a five-year cybersecurity roadmap for a Ministry
Challenge
The organisation needed to determine strategic priorities, identify capability gaps and define a structured programme of work.
Our contribution
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Established strategic directions and priorities, identifying cybersecurity as a focus area.
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Facilitated a workshop to develop a five-year cybersecurity roadmap.
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Identified gaps and established workstreams.
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Defined timelines, budgets, projects and stakeholders for each workstream.
Reported outcome
A five-year, vendor-agnostic roadmap that preserved the customer’s flexibility in engaging vendors.
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