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Our client was thinking about embarking on a pricing project, but hadn’t segmented customer/products to refine pricing strategy. The opportunity lay not in pricing but in truly understanding profitability and drivers of waste

• Indirect costs lost (and growing) as business focused on absorption costs

• Actual unit costs diverging from standard costs by 9%

• Difficulty in rilling down into the BOM to unlock the true drivers of portfolio complexity and inefficiency

Our client lacked a detailed, systemic view into company competitive performance and shareholder’s expectations. Without a reliable ‘outside-in’ lens it lacked proper context to evaluate strategic choices, make strategic decisions, focus implementation and measure longer term performance consistently enterprise-wide.

• Forging a more aligned ‘executive voice’ to provide clear strategic direction, priorities and to drive implementation

• Lack of clarity for what effort and accountability was required for strategic success

• No common and reliable fact base and core assumptions for scenario planning and progress measurement

Clients are keen to better understand what might happen based on experience; large amounts of data has been captured over the years but not used to improve how the business solves core problems

• Lack of awareness among clients of the art of the possible (and limitations) of advanced analytics techniques

• Poor quality and unstructured data, often dumped into a repository

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