AN INTERESTING TURNAROUND

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SEVERE UNDERPERFORMANCE

Problem | 42 plant bakeries producing 440 million loaves annually experiencing breakeven results with little profitability. Very well run business with strict management disciplines, including weekly benchmark key performance indicator management.

Our Perspective | urbanization over the past decade had shifted the markets.

Solution | exit rural markets (extract cashflow and exit). Invest heavily and refocus urban operations to dominate their catchment areas.

Result | a reduction from 42 to 14 operations, heavily refocused to larger, urban units. In second year, a 20x increase in profitability and achieved industry average profit ratio’s.

IMPACTING AN INDUSTRY VALUE CHAIN

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MULTIPLE STAKEHOLDERS

Problem | ownership of grain in a developing country was paper based, reducing speed and trust in trade and financing.

Our Perspective | corporate users of farm production wanted a seamless experience.

Solution | a national in the cloud electronic register integrating the value chain including farmers, silo elevators, banks, traders and manufacturers and commodity exchanges. 

Result | de facto new standard successfully implemented and adopted by the industry. Project success recognized by the United Nations.

EXPONENTIAL GROWTH

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ONLINE GROWTH

Problem | online social media ad exchange wanted exponential growth on a limited budget.

Our Perspective | users of social media do not benefit from the ad revenue on social platforms.

Solution | as user joins, incentivize them to structurally draw the next round of users in an ever widening circle.

Result | ad exchange in six months has 53 million audience reach, growing at 1,3 million per week.

AN UNUSUAL SAAS VALUATION

 

WHY EXITING SHAREHOLDERS SMILED

Problem | SaaS shareholder wanted to exit yet lacked bottom line profitability or revenue growth curve to support a valuation.

Our Perspective | the company discounted their product, causing pain to the competitors that could be valued.

Solution | value the discounting caused to competitor’s own sales pipeline rather than the financial results of the underlying business for sale.

Result | a revenue rather than profit valuation model, achieving 4,2x revenue multiple valuation from strategic competitor.

INTEGRATION AFTER ACQUISITION

INTEGRATING THREE BUSINESSES

Problem | healthcare administrator required critical mass to compete effectively.

Our Perspective | some competitor valuations were depressed as their organic growth curve had flattened. 

Solution | acquire troubled competitors and integrate the 950 staff onto one effective processing platform.

Result | acquire two competitors in one year and integrate all three into one single business. Increased competitive positioning and 25% reduction in cost per transaction processed.

SOFTWARE AND FINANCE

 

Project Money Laundering

Problem | a country’s central reserve bank was awash in paper and struggling with national money laundering controls

Our Perspective | avoid reporting layers and integrate big analysis straight into raw SWIFT data, the backbone of how money is transferred internationally

Solution | build a simple technology system that integrates SWIFT data and analyzes every single cross border money transfer without the need for bank level reporting or involvement

Result | six months from conception to full deployment. Client country used new controls to justify International Monetary Fund to release annual payment and solution profiled by SWIFT globally

 

Project Risk

Problem | disparate systems for risk management, audit and compliance created complexity of operation at an international banking client and a large food manufacturing client

Our Perspective | using the key fields of each discipline, build and deploy a solution that integrates across disciplines and is seamless from internal audit planning, through all departments with risk and audit committee direct reporting

Solution | build a cost sensitive in-house bespoke solution

Result | product created and deployed within 6 months. PwC signed up as channel distribution partner for regionally similar clients. Implementation resulted in food client outsourcing all ERP functions to us.