Strategy International

Case Studies

Case Study: Printing/Publishing Industry

(Due to the sensitivity of some of our projects, certain clients have asked to remain anonymous, in which case we have provided a description of the project and the industry to which it relates.)


The Problem
A top-tier printing company industry leader was in trouble.

  • The once-thriving printing company was in decline and needed strategic advice to stay on top of the industry. The company’s sales management team had become fragmented and disjointed among many of its operating groups and sales representatives.
  • As an established Midwest U.S.A. printing company, it had historically focused on its wide customer base for growing its core printing business. Due to industry conditions, growth had greatly slowed.
  • The company needed to proceed carefully to overcome substantial organizational resistance to any new initiative that could jeopardize the core printing business and its growth.


The Approach
The Strategy International Team was asked to evaluate the company’s current customer relationships and assess its capability to service them and how to further develop these relationships.


Recommendations
Create improved communications through Internet-based network. Strategy International recommended the design and installation of an Internet-based network that tied together several operational divisions. The new system was capped off by one consolidated database.


Results
The Internet-based network was implemented.

  • The online network allowed the company to consolidate its customer account management, increase sales revenue by more deeply penetrating its major accounts and significantly improve customer management services.

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Case Study: Industrial Manufacturing Industry

(Due to the sensitivity of some of our projects, certain clients have asked to remain anonymous, in which case we have provided a description of the project and the industry to which it relates.)
 

The owner of the company passed away and the two sons were given equal shares of the business. The organization had 16 initiatives for several years. We were asked to assess their strategy development and execution process.


The Approach
Through the assessment process, the Strategy International Team determined that very little efforts had gone into all but 3 initiatives and that was not very much. Our Conclusion: too many directions for the management team and little accountability to succeed. 


Recommendations
Using the Strategy International’s StrategyRoadMap process:

  • Crafted a new Strategy Statement. 
  • Determined their competitive advantage was their ability to apply the right product solution accurately and faster than the competition. This also, was a critical need by the customers. 
  • So, we removed all the existing 16 initiatives, and focus on one Project at a time. 
  • We build the first strategic Initiative around the competitive differentiation of Applying product Solutions. We created the project of Business Process System to automate and accelerate the application engineering system. 
  • Thru internal resources and hiring a software company, the organization was able to build the infrastructure to be able to start an application in one part of the world and be able to work on it across the globe and complete it rapidly. 
  • Next Strategic Project: Then we aligned the application capability with the selling capability system by eliminating all unnecessary business and staff to form a Strategy Account Management process. It was a $6 million profit improvement in the first year and a dramatic increase in sales revenue. 


Results:

With the Systems Aligned and the People Aligned and Accountable, the company was able to respond to a positive changing marketplace and grew the sales revenue $125 million in four years, an annual compounded Growth Rate of over 15%. 

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