Client:
International fixed & mobile network operator

Challenge:

While hotspots are widely available in Germany & the UK, the market is still in its infancy in the rest of central and South-East Europe. An international WLAN strategy would make sense, in particular to win over travellers as customers. In the highly competitive mobile broadband market, WLAN can be used as another differentiator – provided that the proposition for the respective country is optimized.

Core issues:

  • How could WLAN be established as the 3rd pillar in the internet access business?
  • Which type of proposition would be also profitable from an economic point of view?
  • In which country would an extension of hotspots make sense?
  • Are apps the key to a successful WLAN strategy?
  • What is the user experience with regard to WLAN? And how could it be optimized?

Our input:

  • Definition and realization of an efficient international WLAN strategy
  • Integration of the respective countries for individual go-to-market concepts
  • Evaluation of technical measures for optimizing the user experience
  • Design and development of hotspot apps for WLAN

Results:

  • Formation of WLAN task force with attention of the board
  • Achievement of first results & quick wins after 3 months

Client:
International telecommunications provider

Challenge:
Definition and implementation of a regional marketing approach with a focus on existing customers and community building

Core issue:
How could regions be optimized on the sales side and be dealt with on the marketing side in consideration of cost-benefit aspects?

Our input:

  • Definition of the growth areas and cities in consideration of network quality, area of distribution and size of existing clients
  • Differentiation of the marketing approaches according to growth and areas of development
  • Definition of the roll-out process (organizational set-up, process definition, data management, logistics).
  • Creation of a regional marketing team (persons responsible for sales and marketing on a regional and municipal basis)
  • Community concept for existing clientsResults:
    Differentiated marketing and sales approach according to regions with a significant improvement of conversion rate usage

Client:
German mobile network operator

Challenge:

On account of the increase of the value added tax from 16% to 19% all tariffs, packages, options and other fees had to be adjusted. As it was uncertain how the competitors would react to the VAT increase, different scenarios had to be taken into account during decision-making.

Core issues:

  • How should the future prices for new customers be structured?
  • Should a difference be made between existing customers and new customers?
  • Should a difference be made between business customers and private customers?
  • How could the VAT increase be compensated, at least in part, by raising the gross prices? Where is the largest revenue effect with a minimum of downsides (customer satisfaction, churn, etc.)?
  • How could decisions be secured as flexibly as possible against competitive actions (no shifting of VAT increase to the customer)?

Our input:

  • Elaboration of a “VAT strategy”. Evaluation whether the VAT increase is to be shifted to the customer, and if so, to which customers and in which way.
  • Elaboration of new tariff models for all tariffs, packages, options and other fees (post & pre-paid) for existing customers and new customers
  • Demand analysis and triggering of implementation
  • Drawing up business cases for calculating the revenue / DB impact including calculation of scenarios
  • Preparation of a basis for the management decision

Results:

  • Smoothing the impact of the VAT increase (prevention of loss in sales in the amount of around 180m Euros over the planning period)

Prevention of VAT-induced churn or negative gross add effects

Client:
Global producer of consumer electronics

Challenge:
Developing a strategy for reducing the dependency on indirect sales channels. Sales area control for demonstrating the performance capacity of the connected home entertainment products at the PoS.

Core issue:

  • How could sales dependencies in indirect channels be reduced?
  • How could the start of direct marketing be realized without affecting the existing business?
  • Which market entry strategy would offer the best cost/benefit/risk ratio?

Our input:

  • Development of a business concept for the “Connected Home Entertainment Portfolio”
  • Detailed evaluation of existing sales channels as well as development and evaluation of alternative ones
  • Supply of the business case
  • Evaluation of partners and establishing contacts, partner management and implementation
  • Front-to-end project management (products & services, brand, marketing, sales, assortment, online, customer service, 3rd party service provider, staff & training, IT, business case & budget)
  • Responsible for proposition & budget towards top management

Results:
Launch of first shops

Client:
German mobile network operator

Challenge:

The mobile applications market is increasingly gaining importance in Southern and Eastern Europe as well. This is why the various app stores are now starting to establish their services in these countries. The aim of the project was to assess the status quo of app stores for each country in the framework of an analysis of the regional markets in order to deduce a market entry strategy for Southern and Eastern Europe.

Core issues:

  • How large is the mobile applications market in the individual countries?
  • Which app stores are active in which countries? Which market share does each of the app stores hold there?
  • Which contents are being offered in the regions?? Are the apps in local languages?
  • Which payment methods are being used? Is a bank licence required for operator billing in the respective countries?
  • What could be a possible market entry strategy for a communications service provider; which countries are to be addressed first (country scoring)?

Our input:

  • Carrying out the analysis and comparison of the mobile applications market in the individual countries
  • Elaboration of a market entry strategy and a country scoring model

Results:

Market entry strategy / prioritization of regional markets

Client:
Austrian mobile network operator

Challenge:
Compared to competitors, the company’s churn rates were much higher and could not be compensated on the gross add side. The aim of the project was to identify and to conceive measures for improving the situation as well as to supervise and support the implementation.

Core issues:

  • Which measures could be taken to reduce the churn rate and which ones would offer the highest value proposition?
  • How could control of SRC and SAC be improved in order to increase the net adds?
  • Should contract extensions be addressed in a proactive way, and what would be a suitable proactive contract extension strategy?
  • How could the existing customer retention program be extended to become a state-of-the-art tool of communication?Our input:
  • Detailed analysis of the existing clients in terms of churn risk
  • Survey of the churn scoring model and the customer communication along the customer life cycle
  • Generation of ideas for churn reduction measures including assessment, prioritization and preparation of decisions
  • Detailed elaboration of the resolved measures
    Supervision of implementation and support of implementation

Results:

  • Considerable churn reduction already at the end of the project (i.e. within 3 months)
  • Improved internal understanding with regard to churn reasons
  • Customer communication along the entire life cycle with a strong focus on the segment

Increase of efficiency thanks to higher degree of automation in campaign selection and implementation

Field of competencies:

  • Growth & value strategy
  • Strategic partnering
  • Financial assessment

Client:
Consumer electronics group

Challenge:
Developing a strategy and operationalization

Core issues:

  • How could the sales dependencies in indirect channels be reduced?
  • How could the start of direct marketing be realized without affecting the existing business?
  • Which market entry strategy would offer the best cost / benefit / risk ratio?

Our input:

  • Development of new sales strategies.
  • Evaluation of optional sales partnerships.
  • Elaboration of business plans.
  • Definition of operationalization scenarios.
  • Integration into global budgeting guidelines.

Results:

  • Understanding of new sales models tested in the market.
  • Diversification in the sales portfolio by integration of new sales approaches.
    Integration of sales partners for quick and cost-efficient implementation of strategies.
  • Long-term shifting of turnover from uncontrolled indirect sales channels to the controlled direct sales channel.

Client:
German mobile network operator

Challenge:

In an increasingly competitive environment it is essential to plan and actively manage the customers’ revenue and value figures. Traditional planning in terms of usage and price per unit cannot create a transparent view, which makes a focused management in case of deviations even more difficult.

Core Issues:

  • How can traditional planning in terms of price * units be replaced by a transaction oriented model?
  • How can it be ensured that all relevant transactions are planned disjunctively and that changes in customer behaviour are detected?
  • How can the net value of individual transactions be calculated?
  • Which granularity is necessary for such a planning and reporting while at the same time keeping it lean enough to manage and implement it?

Our input:

  • Operative project management from conception to implementation
  • Conception of the new planning basis and development of a detailed concept together with Controlling and the functional department.
  • Identification of all relevant planning components and their quantification logic
  • Introduction of an early-warning system to detect non-transaction related changes in the customer base in time
  • Definition of responsiblities and processes for the new planning method
  • Coordination of a step-by-step implementation including iterative quality reviews to increase planning accuracy

Results:

  • Increase of transparency and planning accuracy via transaction oriented planning
  • Faster analysis and correction of deviations
  • Early identification of changes in the customer base

Client:
International mobile and fixed network operator

Challenge:

The way how departments and divisions are managed has been clearly developed towards P&L responsibility. Profitability on department level is meanwhile part of individual MBO agreements and therefore no longer only a goal of the company as such but is rather in the interest of each manager – companies within the company are demanded.
To reach this, an efficient way of management is necessary without infuencing the day-to-day business of the individual departments.

Core issues:

  • What are the possibilities to increase the performance of a division without increasing manpower?
  • Which cost reduction potentials can be realised?
  • How can a division be managed on a daily basis without interfering the day-to-day businesss of the individual departments?
  • Where are the growth potentials of the product portfolio?
  • What are the “BIG 5” 2012-2015?

Our input:

  • Business planning & roadmap (portfolio) management for the whole division
  • Develoment of a growth and value strategy
  • Strategic evaluation of savings potentials based on the overall strategy of the company
  • Detailed analysis of measures helping to achieve targets
  • Implementation (Launch) of identified measures
  • Creation of KPI reportings on a regular basis and of corresponding board presentations

Results:

  • Growth of the division by 10%
  • Realisation of savings by 15-20% in the first year without negative influence on performance

Client:
German mobile network operator

Challenge:
The market for mobile broadband has ceased to be a frequent user market to become a mass market. On account of the changes in the usage patterns and on account of new use cases, a new MBB portfolio was to be created in consideration of these changed frameworks which was to be suitable for maintaining and expanding the high market share in the field of mobile broadband gross adds.

Core issues:

  • How could the target group of MBB users be segmentized?
  • Which propositions would be capable of awakening the market?How could the individual segments be addressed in the best possible way?
  • What would the overall portfolio be like?
  • Which role does the hardware play?

Our input:

  • Generation of customer insights by means of qualitative market research (focus groups)
  • Deduction of target group segments and proposition concepts
  • Drawing up a quantitative concept test and deduction of a suggestion for implementation

Results:

  • Impressive confirmation of the portfolio in the framework of market research
  • Approval of the concept by the management

Successful launch of the portfolio (implementation was carried out by the client)