BUSINESS TRANSFORMATION
Strategic Transformation
Operational Transformation
Customer Transformation
Background
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Cybersecurity vendor
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Transformation of Business Model from Franchise Model to Direct Sales Model
Engagements
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Converted franchisee to distributor, also appointed a 2nd distributor to gain control and power
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Analysed the distribution of margin within the value chain to customer, increase price to distributor while keeping end customer price constant
Outcome
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Maintained EBITDA %, increase revenue while increasing the sales force to serve the market
Background
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Cybersecurity vendor
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Intends to build enterprise business across 6 countries
Outcome
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Revenue doubled in 3 years
Engagements
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Added new product and customer segment (enterprise)
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Re-structure sales and technical team with clear RACI
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Built and transformed support organisation to do enterprise support across these 6 countries
Background
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Vendor X is a relatively new network optimisation vendor in the region
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Go-to-market (GTM)
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Refocused sales and marketing
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Increased effectiveness and revenue
Engagements
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Analysed that X’s product is complementary to an existing major market leader (Y) in network equipment.
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Y has huge revenue target, so their sales are focused on volume and momentum of selling Y’s basic networking products.
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Reorganised X to target a regional system integrator of networking vendor Y, focused on ONLY going to market with this integrator across 3 countries, offering very high margin.
Outcome
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Revenue doubled in 3 years
Background
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IT infrastructure vendor
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Wants to improve sales efficiency
Engagements
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Analysed and identified an under-served micro-business market (< 50 employees) which cannot be effectively served by a high-touch sales force.
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Created a strip-down, bare-bone product and sell it exclusively through a sole distributor
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Distributor takes stock and bear the stocking risk, but with 4 times the normal margin.
Outcome
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Created a high momentum, low touch, high margin market
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Sustained revenue of USD2mil/quarter from this initiative
Background
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Consumer software company
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Conflicting channel owners and strategy across store retail, distribution, online direct, online indirect, online platform
Engagements
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Clear ownership and KPI established
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Product and channel compartmentalisation
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Disciplined and coordinated promotion
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Harmonised messaging across public relations and marketing channels.
Outcome
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Omni-channel strategy across store retail, distribution, online direct, online indirect, online platform
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Price and product harmonisation
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Sales doubled in 2 years
Background
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Ministry of Defence, Asian country
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Need to establish IT roadmap
Engagements
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Established directions and priority, identified cybersecurity as focus area
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Conducted workshop to devise 5-year cybersecurity road map,
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Identified gaps, created workstreams
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For each workstream, identified timeline, budget, projects and stakeholders
Outcome
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5 year roadmap
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Vendor-agnostic approach allowed customer flexibility and power to engage