Business focus and direction
		Facilitating a strategy process
	Client	Business unit of an international ICT service provider
	Problem	Unclear direction and business priorities, lack of synergies and co-ordinated planning between sub-business units, high expectations for growth
	Solution	A team of 20 key executives from two countries were facilitated through a process consisting of workshops, analytical work and other individual and team assignments. The process resulted in a shared mission and vision and a documented growth strategy for the business unit. The business unit’s customer base was segmented and prioritised and its role in the value network determined. In addition, the offering and value proposition of the business unit were defined, synergies between sub-business units identified and action plans built. Carried out for the first time in the business unit, the process facilitated common ways of working across sub-business units and commitment to the common growth strategy.

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	Organisation, operating model and steering
		Facilitating post-merger integration
	Client	A Nordic information services provider
	Problem	Effective implementation of a cross-border merger
	Solution	Following the development of a strategy for an international expansion, the information services provider decided to merge with an international information services company. A team of executives from two continents were involved in the merger process. An organisational structure was created for the new firm, the management team was nominated and other key positions filled. The management model, including planning, monitoring and steering practices was created. The business plan was developed for the domestic and international markets and the budgets were created. The intensive involvement of the executives in the process facilitated the creation of a new company culture and gave the new firm a jump start.

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	Differentiated offerings and customer value proposition
		Defining customer value proposition for the global B2B markets
	Client	Division of a global telecom manufacturer
	Problem	Need to crystallise market positioning, value proposition and marketing messages
	Solution	A value proposition development process was carried out, involving a client team of approx. 10 people from different countries. The process consisted of global customer segmentation and needs analysis, competitor analysis and assessment of internal strengths and weaknesses. During the process, segment-specific value propositions were crystallised and the offerings and operational models to deliver the value propositions designed. In addition, implementation plans were created and communications experts briefed to develop actual market communication.

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	Sales and customer management
		Developing Nordic account and customer management processes
	Client	Leading Nordic IT software and services provider
	Problem	Poor customer satisfaction, unharmonised customer management practices, high growth expectations from the new owner
	Solution	Cross-functional, cross-country client teams were nominated to develop harmonised Account and customer management processes for the Nordic markets. A value-based customer segmentation was carried out in three countries, clear priorities between customer segments were set. A customer management concept, including forms of planning, contacting and monitoring, was created for each customer segment. For Key Accounts an account plan template was developed. The sales and customer service organisations were briefed to create account plans, develop implementation roadmaps and start implementation. Steering and coaching support was given during the implementation phase.

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	Implementation support
		Developing customer management skills through a global training programme
	Client	Global industrial equipment manufacturer
	Problem	Stagnated growth, desire to improve loyalty and customer satisfaction and to develop customer management practices
	Solution	Following the development of a global Customer Relationship Management/ Key Account Management concept, a global CRM/KAM training programme was designed. The training was delivered as a module in the company’s global management training programme in the US, in Singapore, China, France, UK and Finland. It consisted of lectures, case examples and group and individual assignments to apply the tools and concepts in own environment. The training was a success on all three continents: The average seminar feedback score was 4,50 on a scale of 1 (poor) – 5 (excellent).

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