In the light of intense competition, the German division of an MNC , the largest chemical producer in the world., faced a challenge in terms of lack of standard project management capability in the team. We were mandated to partner with them on a development intervention pertaining to project management capability development for the leadership team and run it as a change management initiative.
A multi pronged approach was taken that included:
The intervention was a success, resulting in better project outcomes and winning appreciation from the various stakeholders.
The Denmark-based technology division of the world’s largest supplier of Wind Turbine Generators (WTGs) wanted to get their various capabilities evaluated. They partnered with us to assess their existing portfolio, program and project management (P3M) capability to identify process improvement, leadership development and restructuring opportunities.
A highly customized solution approach in which :
The intervention was a success, resulting in better project outcomes and a more developed management team winning thereby appreciation from various stakeholders.
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This footwear maker was a market leader in Eastern India till the turn of the century. It launched into an ambitious plan of expanding its footprint into other regions and become a national player to compete with bigger national brands. The organization’s challenge was to provide a strong brand identity and branded customer experience with its value-for-money positioning by opening its first store outside East, in Chennai, Hyderabad and Bengaluru.
A unique marketing approach with customer-centric sales and service strategy:
The intervention was a success, resulting in the company generating profitable business from all its stores within 12 months and expanding to 10 more locations within 6 months to cover the major cities in the South.
One of the largest brands of premium cement in India realized that the service experience was lacking although the product and brand image was strong. Its competitors were eating into its market share due to some slack in the customer service experience. It had to implement a robust service process and equip its sales and service teams to deliver a superior service experience.
A highly customized solution approach in which :
The intervention was successful with a series of workshops conducted across pan-India branches and later expanded to cover some of the plants also to provide the internal customer service experience required to support the field service team.
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Owing to many new recruits with sub standard skills in customer handling and sales, this Indian retail merchandize seller of home décor and furniture wanted to train its frontline staff on customer centricity and sales for delivering a unique and branded customer experience for its customers.
A highly customized solution approach in which :
The intervention was a success, resulting in getting attention from the management of the company and improvement in CSAT score at store level.
This Indian paint manufacturer, through a Finnish collaboration, pioneered the first branded paint dispensing system to provide a first-of-its-kind customer experience of providing the exact shade of choice to be prepared and delivered in 2 minutes through this revolutionary system. While some industry leaders scoffed at the concept stating that it was too advanced for India, the company went ahead to become a household name.
A highly customized solution approach in which :
The intervention was a success, resulting in the company building up an exclusive pan-India dealer network of 350 Retail outlets and gaining 3% market share in 2 years.
In the light of intense competition the largest luggage manufacturer in Asia, faced a challenge in terms of lack of standard customer approach ability in the instore team across different channels (exclusive brand outlets, retail trade, modern trade and CSD stores. We were mandated to partner with them on developing an intervention pertaining to customer experience capability development for all instore sales and service team members (across levels in sales and service team).
A multi pronged approach was taken that included:
The intervention was a super success, resulting in better and uniform customer experience across store formats in India and winning appreciation from the various stakeholders.
In the light of intense internal competition, a leading global shared services captive of an MNC ITES provider was unable to promote internal talent on the basis of competencies required for future roles. The organization faced a unique challenge in terms of a standard process to identify the right talent to take up senior positions and ended up doing lateral hiring. We were mandated to partner with them on developing a talent assessment process to identify HIPO’s who would further undergo a development journey to take up the leadership roles in the future.
A multi pronged approach was taken that included:
The intervention was a success, resulting in promoting internal talent and promoting a culture of merit-based promotion as well as reduction in the hiring cost.
The Indian division of a Belgium-based steel wire manufacturing organization which is also the world’s largest manufacturer and supplier of steel wires wanted to create a pool of managers who would be promoted from a pool of high performing mid level executives. Their Indian unit was facing a unique challenge of high number of reportees being mapped to a manager. Hence, they wanted to create another layer in between to reduce the span of control for better management and to improve the productivity.
A highly customized solution approach in which :
The assessment process and the development steps undertaken was a success, resulting in better team management and improved productivity.
A family run Indian organization in the specialty chemicals manufacturing space was facing a challenge in getting the desired level of productivity from its leaders due to inadequacies in some competencies. The organization wanted to lift the level of some specific functional sales leadership competencies in these leaders to create some processes, manage competition, exercise better control over business to improve the productivity.
Creation of a customized solution in which :
The intervention was a success, which resulted in the client becoming ready to embark on another developmental journey.
A leading airline in India had entered the cargo business imminently. It faced the challenge of being unable to overcome the price barrier in its negotiations with the B2B customers. This was owing to inadequacies in the skills and mindset pertaining to negotiations in its sales leaders. The organization wanted to lift the level of the functional competency of negotiation in these leaders to create some processes, manage competition, exercise better control over business to improve the price realization.
Creation of a customized solution in which :
23% improvement in price realization and 18% increase in target achievement as compared to the preceding year.
A leading European alcoholic beverages maker felt that the legacy of the organization was not comprehended by the new generation leaders. At the same time, the organization also needed to be attuned to the modern times. The strategic apex felt that the elements of success, entrepreneurial belief, the business-building actions and the larger heritage of the organization must be carried forward to future generations in a manner that embraces the modernity but does not abandon the legacy of the heritage.
Diagnose the organization dynamics & creation of a unique intervention solution in which :
