strategic positioning

We are increasingly convinced that a proper strategic positioning is the key prerequisite for ensuring a good operating margin, a key ingredient for value creation. This applies both to large groups and, most importantly, to SMEs.

Exploring company areas of excellence, structuring the consequent competitive advantage, redefining in a creative way targeted customers can bring great benefits.

Repositioning doesn’t mean to deny the past but to prepare for a new future being ready to evolve, for example, from a manufacturing company to a service one, or to move from beeing a system integrator to become a submodules producer.

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Case History


industrialized houses

Our customer had invested time and money to develop a house concept and advanced building technologies for healthy, comfortable and eco sustainable way of living and had delivered the first houses on the national territory. He asked us to develop an ambitious strategic plan for growth that could make the company attractive to institutional investors.

The difficulty in balancing the natural localization of the construction industry on one hand and the need for a much more industrialized and standardized approach on the other hand, which is the prerequisite to the fulfilment of the above mentioned goals, is the driver that has stimulated the development of a new business model.

A real global business enabler which permits to a central structure (which safeguards and accumulates the design know how and the construction methodologies and defines the localized offer coordinating the relationship among suppliers and local distributors) and to a local organization (with lean direct local structures and a network of design and installation partners) to deliver in well defined and short time span, with predetermined costs and with certified quality a house, perfectly fitting to its local environment, everywhere in the world.

industrial automation

Our client was going through a difficult phase after growing up perhaps too quickly delivering turnkey systems in logistics automation. How to ensure sustainable growth and profitability severely put at risk by unforeseen events so typical in system integration?

We recommended to focus on the design and manufacturing of automation modules and to consider as customers the big international system integrators previously perceived as. In the first year of this new strategy more than one hundred modules have been sold with a margin twice that in turnkey solutions.

high value-added services

Our client offers IT help desk services, 7/24 in over 15 languages. Most of its customers are multinational with operations scattered all over the world. The most severe competition risk is represented by low labor cost countries.

We envisioned a process of product-market differentiation based on a changed self perception of themselves and a lear statement of their unique selling proposition. We have suggested them to switch from standing as an IT Help Desk service provider that has progressively expanded its offer to multiple language services (such as simultaneous translations in video conferencing, localization of web content, etc..) to positioning on the market as a technological and multicultural competence centre (which offers among other services, help desk computer).