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© Copyright 2018. All Rights Reserved
© Copyright 2018. All Rights Reserved
A Corporation made the acquisition of a Mid-Cap for a specific offering. Some assets of the targeted company as well as of the Corporation were not strategic with decreasing businesses, but looked consistent with each other. What should be the future of these assets?
The operational merge started fast with creation of cross-companies v-teams, with 3 targets : 1+1>2, create a joined collaborative team, avoid loosing key people with technical knowledge.
The teams jointly created a new roadmap and solution line that has been launched successfully and has been a new booster for newly motivated people.
A lean and collaborative management has permitted to get back to growth and optimize contribution margin
. Growth from -50% YoY revenue to 30% YoY Revenue growth in 2 years
. New lighhthouse wins against worldwide leaders
. No key collaborator has left during the period
The start-up has a great team, starting the first POCs and developments.
After the first Saas available solution, strategic priorities and bets need to be clarified, as well as a financial development model for the start-up team
According to the maturity of the start-up journey, the need of board member support has evolved : get in touch with worldwide leaders’ execs to validate business plans and go-to-market, access to business angels for the first capital increases, get access to global networks in the search of new business channels
. In the early stage, credibility has been provided as well as the reach to executive IT networks
. Network contacts have enabled to raise the 2nd round capital increase
. Contacts with global Product of IT Leaders’ managers have enabled to update the strategy
The High tech Mid-Cap from a familly office has consistent position on its own market, through high performance technology and traditional direct sales forces. However the go-to-market is highly dependant of local key people in a non-international context.
The internationalization plan has consisted in a multi-steps action plan operated as follow :
. Move the business model from direct to international indirect sales
. Select key profiles and transmit key knowledge of the sales and implementation processes in some selected subsidiaries
. Internationalize recruitment with cross-fertilization
. Move part of the business from “one shot sales” to “recurring business” to increase customer satisfaction and faithfullness
. Adjustment of the solutions roadmap for international indirect sales and Launch of new consistent solutions
– International revenue percentage from 10% to 40% in 3 years (from 6 to 11 countries)
– From 100% direct sales to 45% indirect with creation of a global network of 65 partners
– Internationalization of the Executive Committee
After 10 years of a sucessful career, managers can be confronted to the will to discover new carreer paths, instead of having a linear path : go from a large Corporation to a start-up of Mid-Cap or vice-versa, go from technical and customer facing background to more business roles, go from individual contributor to manager or manager of managers role, define a path to find a COO / CEO role…
After a first assessment of the manager past roles, knowledge and soft skills, as well as ambition and awaited carrer path enable to identify short term action in a pragmatic mode. Pragmatic templates are used to grasp the right turn in the new seach and carreer path
– Successful repositioning and qualification of credible potential paths
– Redesign of the repositioning strategy
– Network meetings and 1/1s between the manager and peers / business partners / actors of the targeted new environment
The Corporation has bought a Mid-cap in difficult financing position. The merge has not enabled to get back to a positive EBIT despite some early cost killings. This was happening a changing world and market, highly challenged by the digitalization of customers and vendors, hampering the traditional business of the subsidiary. Due to huge EBIT losses and stretgic uncertainty the social climate becomes difficult.
The mandate started by establising back an operational excellence in all fields of the subsidiary : customer satisfaction, industrial lean management, variable and fixed costs optimization, sales go-to-market, financial drill down per contract to estimate origins of positive / negative margin.
A second phase that started rapidly created a 3 years strategic plan with pragmatic scenarios, including strategic turns to be grasped, and the associated financial capital needed. The strategic decision of divestiture used the strategic plan to identify key actors to by the non-strategic plants
Ebit restored in 1 year through cost optimization, contract re-negociations, and sell-out of some operations to consistent actors.
The company lost in the end of a fiscal year 2 major contracts that resulted in a a major loss of treasury, and the urgency of capital increase
The turnaround had a quick and pragmatic action plan :
. Operational excellence in Cash management and working capital
. Factoring action plan
. Customer satisfaction optimization and focus to optimize the account receivables.
. Short term fixed cost optimization to reduce mid-term the working capital
. Development of an indirect channel
– Capital increase avoided
– EBIT from -10% to 0 in 1 year
The start-up has a technical product, early revenue through a consistent technology, but has headaches to find the sustainable business model and targeted market.
A 360° action plan has enabled to present the CEO and CTO of the start-up to the regional and local leaders of major anglo-saxon leaders. This has permitted to redesing the offering, their positionning on the market, the business model and go-to-markets.
. Growth on new segments
. Sustainable business model with no capital increase needed in the transformation phase
. Credibility of the start-up through a simplified go-to-market
. Strategic discussions with EVPs on MnA opportunities
After years of dynamic growth, the company is reachning a plateau and losing around -8%, that makes a capital increase urgent
. Assessment of the relative contribution of each business line
. Definition of the turnaround plan
. Reorganization of the group after 2 months
. Detailed redefinition of the Financial processes and roles
. Working capital optimization through fixed costs management and acocunt receivable management excellence
. Factoring action plan
. Align compensation to growth
– From -15% EBIT to flat in 8 months
The subsidiary of a IT worldwide leader is loosing ground and market share on some specific business lines, in the comparision to other similar geographies
For each of the 9 business lines evolving in a specific ecosystem, and compete field, an update of the ambition and strategic plan has been pargmatically defined. This encompassed business and regional tagets, direct and indirect go-to-markets, sales and marketing campains, partners and ecosystem capacity, influencer plan, … The plan was a 3 years one with short term and mid-term actions and impacts. Scorecard KPIs included not only the financials themes but also the excellence of the go-to-market, the market shares winbacks, the 360° satisfaction of the ecosystems
– From a single digit to a 5 years double digits revenue growth while reducing the marketing costs
– Market share win on each ecosystem and field