Examples of our work, results and approaches to sticky situations, opportunities and challenges.
private equity / corporate
Sell-Side Growth Opportunity Analysis
Not surprisingly, potential buyers shy away from investing in relatively small companies in enormous, slow-growth, highly regulated markets dominated by global market leaders. In this case, the sellers opted to commission a sell-side growth opportunity assessment to place in the data room for potential buyers an objective assessment of the Company’s (very real) growth prospects.
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Traditional, Post-LOI Market Diligence
The private equity client was nervous. The acquisition target had no data on market dynamics, was unwilling to share customer lists and had dozens of competitors swirling. How to submit a competitive bid without insights about the market’s potential (and the target’s positioning)?
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Portfolio Company Survey
A new CEO arrived at the portfolio company, convinced that fixing a problem with the company’s primary product would unlock substantial growth. Prior to authorizing capital-intensive retooling, the equity owners encouraged him to survey customers and buying behaviors. Fortunately for ownership…
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Portfolio Company Growth Assessment
A portfolio company asked their equity owners for a significant capital investment to increase production capacity of a commodity chemical. But how could they know if the market could absorb the increased supply without adversely impacting pricing?
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Pre-LOI Market Diligence Case Study
A lower-middle market private equity group faced a dilemma. The bankers running a sale process were triple-tracking bidders and gave them all a very tight window in which to respond with a bid. We distilled our client’s concerns down to three core hypotheses to confirm or refute. Oh, and we completed the assignment in four business days.
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Corporate Dilemma
A client was well aware that it had a problem. It created the issue by sacrificing quality, and its market share had quickly eroded – dramatically. Management wondered if its legacy and any remaining loyalty plus some major improvements, would be enough to pull it out of its nosedive, or if they would be too little, too late.
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corporate
Corporate Market-Entry Analysis
A client assumed it could successfully enter an ancillary market by leveraging its existing strengths. Doing so would allow its customers to buy additional products from it, reducing their supplier base. Unfortunately, these were only assumptions…
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Traditional, Post-LOI Market Diligence
The private equity client was nervous. The acquisition target had no data on market dynamics, was unwilling to share customer lists and had dozens of competitors swirling. How to submit a competitive bid without insights about the market’s potential (and the target’s positioning)?
read more
Pre-LOI Market Diligence Case Study
A lower-middle market private equity group faced a dilemma. The bankers running a sale process were triple-tracking bidders and gave them all a very tight window in which to respond with a bid. We distilled our client’s concerns down to three core hypotheses to confirm or refute. Oh, and we completed the assignment in four business days.
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Corporate Data Analytics
Frequently, clients simply need data. In this case, our client was somewhat sheltered in its product development processes from end customers because it sold through distributors. It literally did not understand who its customers were, why it was being selected, what those customers’ needs were, and how it could improve and gain more wallet share.
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Corporate Strategy
While we define ourselves as research-based strategy consultants, the “strategy” component is admittedly often not our domain. However, there have been a number of projects in which we act as facilitators in strategic planning meetings, create portions of the strategic growth plan, and/or attend strategic planning meetings to present our research, analysis, and recommendations.
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Corporate Dilemma
A client was well aware that it had a problem. It created the issue by sacrificing quality, and its market share had quickly eroded – dramatically. Management wondered if its legacy and any remaining loyalty plus some major improvements, would be enough to pull it out of its nosedive, or if they would be too little, too late.
read more
