Growth Strategy

• Value proposition design
• Product, pricing, and channels
• Loyalty and retention
• Multifaceted segmentation
• Customer profitability analysis
• Long-term strategy and facilitation
• Primary consumer insights

Operational Excellence

• Organizational design and development
• Cost control and optimization

M&A Advisory

• Market study and target selection
• Commercial due diligence
• Post-merger integration
• Value creation

Growth Strategy

• Comprehensive strategy
• Channel strategy
• Product and portfolio strategy
• Multifaceted segmentation
• Customer profitability analysis
• ROMI analytics
• Salesforce effectiveness
• Primary consumer insights

Operational excellence

• Organizational design and development
• Cost control and optimization
• Process efficiency

M&A Advisory

• Market study and target selection
• Commercial due diligence
• Post-merger integration
• Value creation

Growth Strategy

• Comprehensive strategy, strategic planning and facilitation
• Customer segmentation
• Product portfolio optimization
• Plant strategy
• Salesforce effectiveness

Operational excellence

• Organizational design and development
• Process optimization and cost control
• Inventory analysis
• Supply chain & logistics diagnostics

M&A Advisory

• Market study and target selection
• Commercial due diligence
• Post-merger integration
• Value creation

Growth Strategy

• Growth strategy and facilitation
• Value proposition design
• Product, pricing and channel strategy
• Loyalty and retention
• Multifaceted segmentation
• Customer profitability analysis
• Primary consumer insights

Operational Excellence

• Organizational design and development
• Cost control and optimization

M&A Advisory

• Market study and target selection
• Commercial due diligence
• Post-merger integration
• Value creation

Growth Strategy

• Comprehensive strategy and strategic planning
• Value proposition design
• Sales forecasting and salesforce effectiveness
• Customer analysis and segmentation

Operational excellence

• Organizational design, development, and restructuring
• Cost control and optimization
• Process mapping and efficiency
• Resource, capacity planning, and outsourcing strategy

M&A Advisory

• Market study and target selection
• Commercial due diligence
• Post-merger integration
• Value creation

Selecting target segments often involves trade-offs among market size, profitability, market competitiveness, and ability to serve. With clear segmentation and a view of what each segment needs, companies can prioritize the elements of their value proposition that are critical to winning.

Companies need an objective perspective to determine whether their customer base is satisfied and which factors drive satisfaction. In an acquisition scenario, acquirers need to quickly assess a target’s viability based on the strength of its customer base.

Adjacent growth can be challenging because companies need to assess whether a new product or service will be synergistic and whether their value proposition can resonate with a new set of customers or the same customers buying something new with different criteria.

• We use transactional data, desktop research and customer interviews to develop an initial view of segments and then develop customized quantitative market research to create deeper profiles
• We often use focus groups to validate our findings and bring segments to life
• We conduct facilitated discussions to help our clients focus in on the elements of the value proposition that really matter:
• What is the winning formula that will capture share with the target?
• Which elements can help win the day with certain groups on certain occasions?
• What is the price of entry in the market?
• We use customer satisfaction results to define and prioritize value proposition gaps
• We leave our clients with an agreed-upon set of actions to attract and retain the target with the winning proposition
• We recommend metrics to measure success and help clients institute a system to capture longitudinal data

SAMPLE SERVICES

• Quantitative surveys
• Qualitative research
• Focus groups
• Customer profitability analysis
• Market sizing
• Commercial diligence
• Value proposition design

High performing companies are precise about every feature of every product they sell; if it adds to unit costs, there should be a value to the customer. But customers don’t design the products; often they don’t know what they want until they see it.

Setting price, and setting a system to dynamically manage price is increasingly complex. Companies need to account for inputs such as competitor pricing, impact on brand perception, loyalty, cross-sell potential, and profitability, not to mention the tie-in to a prioritized group of segments and micro-segments within them.

• We start with a review of the market and our client’s strategy:
• Which customer segment are we aiming to serve?
• What problem are we solving for them?
• How does this product fit in?
• How important is price in their decision making?

In a B2C business

• We leverage a range of market research applications to gain precision on customers’ product and price sensitivities. Tools such as conjoint analysis, discrete choice, Van Westendorp analysis, simulations and MaxDiff can each be applied
• We meld art and science when writing pricing surveys to put the consumer in the most realistic decision-making scenario
• We create customer and product line profitability models to provide our clients the optimal solution

In a B2B business

• We use qualitative interviews, desktop research and focus groups to get a nuanced view of the role that price pays and how clients perceive their current price

In all scenarios

• We work with our clients to develop detailed testing programs to evaluate whether product and pricing changes have hit the mark

SAMPLE SERVICES

• Product line profitability
• Competitive benchmarking
• Customer profitability analysis
• Category planning
• Conjoint analysis
• MaxDiff
• Market simulation

Technology has forced players in all industries to rethink their approach to channels and go to market strategy. The role of the intermediary has changed. Manufacturers and their distributors have become accustomed to competing with each other and consumers expect an experience that is consistent regardless of where and how they buy. Sales and marketing leaders need to figure out the right channels, the right level of investment in each and a way to present a seamless experience across channels to their customers.

• We begin with an analysis of where and how consumers prefer to buy and compare that to the channels our clients are prioritizing
• We estimate the impact of emerging channels and quantify the potential profit impacts of changes to the role of the intermediary
• We often help to restructure the relationship with agents and franchisees

Across marketing channels

• We use analytics to optimize spend by isolating the factors that most impact sales
• We use a range of survey techniques to gauge how consumers digest and use marketing messages and the way that differs across segments
• We use econometric analysis to give marketers precision on the impact of ALL of the inputs to sales, recognizing that small changes can have big impacts on their Return on Marketing Investment

SAMPLE SERVICES

• Value proposition design
• Channel analysis and planning
• Econometric modeling
• Sales force effectiveness
• Quantitative surveys
• Qualitative research
• Focus groups

Customer interactions provide ultimate moments of truth. Will you be able to deliver the brand promise? Did they buy what was right for them, without feeling like they were being sold? If they had a problem, were you able to fix it in a way that they expected? Will customers walk away more loyal and engaged than when they began?

But, budgets don’t allow for endless investment in the experience. Companies need to determine which channels and customer segments should get the most investment, and when improving efficiency might be hindering the customer experience.

In a B2B setting, upsetting individual customers can have significant ramifications, and the service experience is often judged by a range of stakeholders for individual buyers. What’s more, a company can have as many segments as it does customers: which elements of the experience need to be common to all, and where can customization make sense?

• We begin by applying knowledge of customer segmentation and buying behaviour to assess each step in the customer journey
• We conduct a detailed gap analysis against customer expectations and identify the financial impact of improving in these areas
• We help clients identify which efficiency improvements will please the customer, which ones can yield savings with minimal risk and which ones may cost more than they save

In a B2B context

• We use in-depth customer interviews to understand the nuance and variance in customer expectations
• We translate customer expectations into specific recommendations on everything from account management to service expectations and performance reporting

SAMPLE SERVICES

• Journey mapping
• Contact centre diagnostics
• Organizational design
• Value proposition design
• Process improvement
• Operating model design

Keeping a customer is almost always cheaper than acquiring a new one that is. Easier said than done in today’s world of increasing customer promiscuity.

Many companies have loyalty programs, but not all produce the right results. In some instances, getting more customer data warrants the investment in loyalty as it can help inform promotional tactics to drive sales. In other cases, funding any direct or indirect rewards can only be justified with a direct and immediate impact to a reduction in churn and increased sales per customer.

• We conduct customer profitability analysis to prioritize the customers that are most important to retain
• We analyze customer behavior patterns to isolate the factors that are most responsible for churn and, when needed, we conduct specific customer research to test the tactics that are most likely to drive engagement
• We help our clients design specific programs and tactics to retain customers and better engage them
• We help our clients design a formalized loyalty program when appropriate, from funding levels to tiering to rewards. We help determine whether to create a standalone program or join a coalition, what data to capture and measure, which parts of the program to outsource and how to organize internally to manage the new stream of activity.

SAMPLE SERVICES

• Churn analysis
• Loyalty program design
• Focus groups
• Quantitative surveys
• Journey mapping

During the diligence phase, you need a sound evaluation of all the risks in the transaction. A slight change in the market growth rate or the target’s ability to capture share can sometimes be the difference between a good and bad investment.

We have a proven commercial due diligence process that uses primary research and rigorous analysis to identify and evaluate risks to your thesis.

Below we have shared three commercial due diligence case studies. If you have any questions about commercial due diligence, please reach out to us at inquiries@satovconsultants.com

Research

   Finalize investment thesis

   Evaluate industry dynamics and profit drivers

   Quantify market size and share trends; predict future impacts

   Identify potential disruptors

Analysis

   Combine historical data with primary and secondary research to forecast sales baseline.

   Evaluate and quantify risk factors

   Quantify potential opportunities

Results

   Establish a range of revenue and profit expectations

   Identify high-potential growth opportunities

   Prioritize risks, including deal-breakers

   Create diligence documents for lenders

Perfect data rarely exists, especially when little time exists to gather it. We are accustomed to mobilizing at a moment’s notice using creative methods to find the data we need: site visits, customer intercepts, consumer surveys, associate interviews, shelf space observations, expert interviews, etc.

Once the diligence process is complete, our clients have a better sense of the risks and opportunities the target faces; the management team can create a more informed and strategic 100-day plan.

“How can we effectively integrate acquisitions?”

With roll-up strategies and tuck-in acquisitions becoming more commonplace, fund managers have an additional challenge: how to integrate?

And integration is hard. Not only do managers have to figure out and execute the strategy, but they also have to deal with the human side of changing cultures, unclear roles, and fragile egos.

Our consulting firm was founded in 2002 to help integrate two global chemical players who had come together. Since then, we have worked on a range of mergers and acquisitions. We have assisted in everything from deal sourcing and prioritization to Day 1 communication planning and organizational redesign to synergy capture and tracking.

We help leaders see some of the risks that integration can bring and then help them create mitigation plans. We understand how hard it can be for teammates to ‘change jerseys’ and play for the other team. We help bring people along through the journey and sometimes help leaders identify those who may never get there.

Ultimately, we help our clients create and manage an integration plan that focuses on mitigating the largest risks and capturing the biggest sources of value. Often our clients ask us to stay on and manage some of the most sensitive and critical projects.

Are you trying to identify tuck-in targets? Are you nearing the close of a new acquisition? Give us a call. Let us share our experience and highlight some integration benefits and risks.

•  What new technologies should we leverage to improve our supply chain?
•  Should we consider outsourcing production? Consolidating our network?
•   Have we outgrown our current distribution network?
•   Are we losing shares because of our cost position? Delivery times?

How SATOV can help?

You need a team that knows the operational science and human elements in optimizing a company’s supply chain. Our supply chain experts have seen it all. We’ve helped transform our client’s global supply chains into strategic weapons.

Give us a call and see how we can help: 416-777-9000 ext 101

Some of our Services

•    Network optimization
•    Plant operations
•    Logistics
•    Product portfolio management
•    Forecasting
•    Planning
•    Inventory management

•    Are we as agile as we can be?
•    Are roles and accountabilities clearly understood across our organization?
•    Are our processes clear and well-documented?
•    Are metrics optimized appropriately to maximize organizational performance?

How SATOV can help?



Changing organizational processes requires patience, careful evaluation and a strong focus on change management. Our team of experienced professionals knows the process and knows how to get things done even in the most complex operating environments.

Give us a call and see how we can help: 416-777-9000 ext 101

Some of our Services

•    Organizational design and development
•    Process design
•    Metrics and measurement

•    How do our customers perceive their experiences? What are their pain points?
•    Which of our competitors deliver a best-in-class experience? How do they do it?
•    Can we leverage technology to improve customer experience? Can we reduce cost at the same time?

How SATOV can help?



We have worked with many consumer services companies to balance the desire for efficiency with the imperative to give the customer the best possible experience. Our clients tell us we are better at the operational science of customer operations because we truly understand the customer needs and the link back to strategy.

Give us a call and see how we can help: 416-777-9000 ext 101

Some of our Services

•    Contact center operations
•    Field service
•    Retail service

•    Do our projects run over time and over budget? Do they get implemented at all?
•    Do we hold people accountable to deliver the strategy once agreed?

How SATOV can help?

We get things done. We ensure that a realistic implementation plan is in place with clear accountabilities and milestones. We bring stakeholders along so that they feel a strong sense of ownership. Our decision support along the way ensures that implementation matches strategy.

Give us a call and see how we can help: 416-777-9000 ext 101

Some of our Services

•    Implementation planning
•    Project management office
•    Decision support