CASES

The Challenge

A large multinational company was facing no growth for one of their major products. The reason for having no growth was not clear.

The challenge was to identify the barriers for growth and to develop a strategy for re-launching the product in the region.

Our solution

Together with a team on customer side, we applied our 10-step process. The data that we used was existing market research, completed with customer and sales data.

By following our process and performing data analysis, we collected deep market insights and developed with the customer team a buying process and segmentation model.

Based on a clear set of criteria, we identified the target segments that had sufficient potential and a correct attitude towards our product.

In close co-operation with the customer team and with input from our data analysis team, we developed a phased go-to-market strategy for re-launching the product towards a selected group of customer, with a clear positioning and set of messages.

The benefits

The product was successfully re-launched within the region, showing 30% growth on an annual basis. Not only the sales went into the right direction, the results also mobilised the team for further improvement and closer co-operation.

The Challenge

One of the largest consumer electronics companies was confronted with an increased spending in marketing communication with no visible impact on sales.

The challenge was to identify what type of marketing communication was effective and driving the business for the brand. The second question was where to invest (more) and where to find optimisations for marketing communication spending.

This project was performed in one of the G5 countries for one of the largest product ranges within the company.

Our solution

Together with the customer team, existing out of marketing, sales and the product leaders, we applied our 10-step process.

We performed a survey among recent buyers and with a focus on a number of major retail chains. Next to the survey, we used the sales data.

By following our process and performing data analysis, we collected deep market insights and developed with the customer team a buying process and segmentation model. A segmentation model that included influence by marketing mix elements, including retail store preference.

Based on the potential of the segments, their product requirements and the attitude towards the customers’ brand; we reviewed and prioritised the marketing mix investment portfolio.

We also identified the main barriers for not selection the customers’ brand. In close co-operation with the customer team and with input from our data analysis team, we developed a strategy and set of tactics to address these barriers.

In addition, we made recommendations to optimise the product portfolio by retail store.

The benefits

A clear strategy and action plan for marketing mix investments and the sales teams by the main retail stores.

Identified drivers and barriers to grow the brand.

The composition of an ideal product portfolio within the retail stores (and on the web).

Collective understanding of the current problems and a mobilised team to implement the defined action plan.

 

This is just one case out of a broad project portfolio. We are happy to discuss your specific challenges with you and to present the most relevant cases.

The Challenge

One of our customers, which is a regional subsidiary of one of the largest companies in their industry, was confronted with a slow-down of growth for one of their strategic products.

The challenge was to identify whether the sales strategy was correctly implemented or maybe that the sales strategy required adaption.

This project was performed in one of the major EMEA regions.

Our solution

Together with the customer team, existing out of marketing, sales, support groups and the product leaders, we applied our analysis process.

Based on recent market research, tracking studies and sales & customer data, we performed an in-depth analysis to identify whether we implemented the sales strategy and why we are more successful within a number of customers.

We identified a set of drivers to drive growth and sales and identified with the customer team the set of actions required to update the sales strategy.

In addition, we recommended actions to realise an optimised implementation of the customers’ sales strategy.

The benefits

A strong sales boost and growth numbers that where in line with expectations.

Regions and customer groups that were behind, evolved into the direction of the best performers.

This is just one case out of a broad project portfolio. We are happy to discuss your specific challenges with you and to present the most relevant cases.

The Challenge

A regional subsidiary of a large multi-national company was confronted with an important change in their external environment. In addition, there were also some major internal changes.

The challenge was to align the structure and operations of the Marketing and Sales department towards the changes in the external environment, without having a negative impact on the current customers and sales.

This project was performed in one of the major EMEA regions.

Our solution

Together with the customer team, we applied our analysis and design process.

Within this process, we first want to understand the external and internal changes, the new requirements for our organisation and the impact on the current organisation, its value proposition and the way of working. Listening to the voice of the customers is a key step within this first step.

A second step within the process is to design an updated value proposition, a new organisation with its roles and responsibilities and a new way of working. Key for success within this design is to realise a smooth as possible transition, to minimise risks, to have a solid foundation of the new design based on facts and numbers and to identify the required capabilities and developments. Next to the recommendation and motivation for the new organisation design and its way-of-working, we developed the transition plan for the organisation and its employees.

The benefits

An organisation structure that can deliver a value proposition that is expected by the changing external environment. And due to the ability to meet the external expectations, the company acquires a stronger competitive position.

A more efficient way-of-working and a more effective one due to the instalment of competence centres.

This is just one case out of a broad project portfolio. We are happy to discuss your specific challenges with you and to present the most relevant cases.

The Challenge

A social service organization offered a wide range of services, with rather complex and confusing processes in different departments. There was the need for rationalization, optimization and measurement.

Our solution

After analysis and evaluation of current and to be processes, we designed a Balanced Scorecard model to translate the new vision into operational goals. The purpose of the Balanced Scorecard is to help managers agree and then articulate the strategic destination and road map for their organisation, and monitor the activities required for their achievement.

Trilations was responsible for the implementation of the model in a pilot department.

Trilations was also responsible for coaching and mentoring of internal staff for implementation in other departments.

The benefits

The Balanced Scorecard framework offers a focused view of performance measurement that ensures that users are involved in the design process. By helping management teams identify a concise set of operationally focused measures across Balanced Scorecard perspectives, the framework makes it easier to highlight the key information needed - typically reflecting customer satisfaction and the impact of innovation and improvement activities in addition to more typical financial and operational measures.

The benefits arising from using Balanced Scorecard for operational control purposes include:

• Increased understanding, awareness and alignment about operations across the whole management team arising from the discussions during the design process
• Wider and more effective monitoring of performance improvement initiatives
• Improved understanding of the links between measures improves understanding and makes target setting easier
• A single concise management report describes operational performance across perspectives.

This is just one case out of a broad project portfolio. We are happy to discuss your specific challenges with you and to present the most relevant cases.

The Challenge

Due to the liberalisation, the processes within this energy company were not very mature as well for business as IT. The organization was not ready to support the new market processes.

Our solution

Based on the current situation and the new market processes, Trilations made a Gap- & impactanalysis based on our Organisation & Architecture framework.

We detailed the new processes and assigned management responsibility. The analysis resulted in a clear insight in the relation between its processes, applications and infrastructure.

We worked with the customer to conduct architecture-based projects to effect beneficial change in strategy and the business processes, systems and technologies employed to achieve that strategy.

Additional project efforts focus on improving management’s ability to observe, analyze and impact on-going operational performance.

The benefits

The project allowed our customer to plan its investments to make growth possible and to be (back) aligned with its business objectives and needs:

• Enterprise-wide understanding of the interactions of strategy, business processes, and information technologies
• Reduction in the risk associated with business and information technology change – simplify systems and lower maintenance costs
• Improved ROI on business process improvement and information technology projects
• Respond faster to business partners and manage changes as they occur
• Report more predictable results given that the information about the enterprise is more precise and supported by automated traceability

This is just one case out of a broad project portfolio. We are happy to discuss your specific challenges with you and to present the most relevant cases.

The Challenge

A telco company changed from logistics partner that was responsible for the operational logistics of the handsets. Due to circumstances, this transition was realized very quickly and without thorough preparation.

Following problems occured:

• Uncertainty about the process steps carried out by the new logistics partner
• The lack of an organizational structure that clarified roles and responsibilities of both parties (customer and logistics partner)
• Lack of sufficient resources and competencies with the existing staff
• No reporting structures in order to measure daily activities.

Our solution

Together with the customer, we defined short and long term actions to improve the current situation:

• First, after analysis a list was created with a clear division of roles and responsibilities for short-term cooperation with external partners to optimize the logistics process. For each of the employees, personal performance indicators were created.
• To optimize in the long term, all processes involved were detailed in AS IS and TO BE indicating systems and reporting needs. Based on the TO BE, the need for human capital was described both quantitatively as the required profiles. The changes in procedures and working arrangements on individual level were discussed and a new organizational structure was designed.

The benefits

The project resulted in improvement of the processes, the human performance and the organization.
Furthermore, we defined cost reductions opportunities on mid and long term and described and discussed a SLA with the logistic partner referring to content and quality of the services.

This is just one case out of a broad project portfolio. We are happy to discuss your specific challenges with you and to present the most relevant cases.

The Challenge

A public service agency was impacted by both external as internal changes related to the processing of public service data.

This included various factors, like initiatives by external agencies (local, national and European levels), perceived opportunities, etc., which have an impact on the execution of the processes and on the organization.

The public service agency searched for a partner responsible for conducting an impact analysis of these factors on the current processes, and developing new processes that takes this into account.

The project included:

• Assess the severity impact of each factor on the organization of the process and the comparability of data in time series
• The organization of the to-be process (the sequence of successive steps and tasks), how the organization should reorganize themselves in new ways of working
• Furthermore, the critical conditions needed to be described in order to realize the project (including potential agreements with third parties must be completed)

Our solution

There was a need to identify, describe, optimize and measure the processes.

We detailed the AS IS and TO BE processes:

• Discovering and modeling of processes at levels AS IS n-2, n-3 and n-4
• Conducting a gap analysis on the AS IS process and the desired TO BE situation. Following the gap analysis, suggestions and proposals for improvement were made.
• Descripition of the system requirements to support the new processes

The benefits

• More transparency in the organization
• Increase of efficiency
• Alignment of organizational structures and technology investments with the processes
• Acting of its management staff from a process prospective iso working from a functional perspective;

This is just one case out of a broad project portfolio. We are happy to discuss your specific challenges with you and to present the most relevant cases.

 

The Challenge

The gas and electric utilities industries are undergoing radical changes worldwide similar to the restructuring of the telecommunications and other formerly regulated industries.

With market liberalisation, consolidation/concentration, internationalisation, pressure on prices and the need for improvement of efficiency and effectivity, the utilities industry is rapidly changing.

Utilities / Energy companies aiming to survive these changes are forced to adapt their business processes and supporting IT platforms at a high speed while at the same time keeping their customer service at top level, as gas and electricity is to be supplied 24 hours a day, 7 days a week.

Trilations has assisted different types of players in the utilities / energy market: retailers, balance responsible parties, distribution network operators, transmission system operators and technical regulators, in adapting themselves to or in shaping the new liberalized energy market.

Our solution

We analysed and re-designed current operations and procedures to make them more measurable, customer oriented, cost-effective or simply stated: we optimised processes and organisations to address existing or future business challenges.

We applied our Process Methodology, a robust and adaptable approach, to rapidly support and deploy  BPM initiatives. Our best practice methodologies helped our energy customers to increase speed to value and established a solid foundation for ongoing process improvements.

We worked on differtent projects:

• Trade & Supply: Forecasting
• Settlement
• Reconciliation
• ISO Certification
• Data Integration
• Data Warehousing
• Smart metering

The Challenge

To compete, this service organization had decided to implement a new ERP system.

The customer had to deal with various challenges:

• Migrate a very complex legacy environment to the new ERP
• Its People: split the organization into smaller organizations
• Implement the new ERP over the new organizations in time and within budget

The customer had no experience with the implementation of such major programs and projects.
By implementing a new ERP system to integrate planning, accounting, inventory and production in a central system, the customer wants to better control costs, improve productivity and drive business processes.

Besides the use of the ERP software, it primarily means also a new way of working together for thousands of employees and a chance to realize a better service for their customers.

Our solution

More and more changes are addressed through projects. Yet we do not always feel that we achieve what we have in mind. A project may have a positive contribution, but in connection with other projects counter-productive.

For management, it is necessary to control the consistency between the projects. We therefore make use of program management.

An important difference between program and project management is the focus on the realization of the objectives. Within Program Management, specific processes and principles are defined to reach this goal.

Trilations delivered Program Management related to HR projects.

The benefits

In summary, Program Management is particularly suitable for implementing change in complex situations with a large impact on the existing organization.

In this case, Trilations used a pragmatic approach to managing programs, helping organizations to realize business strategies and business objectives.

In summary, Program Management is particularly suitable for implementing change in complex situations with a large impact on the existing organization.

In this case, Trilations used a pragmatic approach to managing programs, helping organizations to realize business strategies and business objectives:

• Gain insight into the Program Management lifecycle
• Create awareness about the different factors leading to a successful programme

Learn to apply important techniques (e.g. planning)

The Challenge

The energy market was deregulated, which created internal competition for electricity and gas.
Because of the deregulation, new organizations and processes needed to be implemented.
For a grid operator, a very complex and cross-entities program was started which impacted the whole Belgian utilities market.

Our solution

Within this complex program structure, we supported the program manager and were responsible for the Project Management Office duties at program level, including:

• Supporting the project managers of the individual projects regarding the project methodology. The project management methodology used was Prince2 based.
• Following up the program: organizing and chairing status meetings
• Escalating issues to the program manager or, in case the program manager was absent, to the involved hierarchy
• Managing the budgets at program level
• Checking and consolidating the individual project budgets
• Managing the high-level planning of the program
• Checking and consolidating the individual project plannings
• Managing the resources at program level
• Transition and change: organizing and coordinating at program level the transition
• Managing the program risks, issues and scope changes.
• Communicating towards the different project managers and the program manager
• Supporting the communication towards the steering committee and external parties
• Reporting towards the program manager, the steering committee and the portfolio management departments of the different entities involved
• Aligning the different entities

The benefits

The Project Management Office (PMO) in a business or professional enterprise is the department or group that defines and maintains the standards of process, generally related to project management, within the organization.  The PMO strives to standardize and introduce economies of repetition in the execution of projects.  The PMO is the source of documentation, guidance and metrics on the practice of project management and execution.

The PMO coordinates the technical and business facets of project management providing the most effective management and support, which are critical to the organisation being able to deliver the required business strategy and targets.

The PMO delivered following benefits for the customer:

• Standardisation of methodologies used
• Standardisation of project governance and processes
• Improved risk analysis across the programme
• Consistent tool usage
• Improved and consistent reporting
• Improved management and control of the resources
• Improved communication and collaboration not just internally within the project and programme but externally with the stake holders and the rest of the business and suppliers

The above benefits lead to projects and programmes being delivered in a more controlled, efficient and focused way, which ultimately culminates in them being delivered on time and to budget.