Value creation case studies

Value Creation

Working at the intersection of business strategy, business branding and change management, Thomsett&Partners brings a clear, straight-talking agenda focused to creating stakeholder and shareholder value, accelerating growth, renewing competitive advantage and driving desired change.

Don’t settle for less…

Too often, the apparently disparate disciplines of strategy, branding and change have operated in silos and without synergy. In fact, the opposite should be true - and we’ve proved it many times. The end result is:

Enhanced enterprise value
Clear, communicable, market focused strategies that all assets (people, IP, tangible) can rally behind
A 360° brand optimally positioned in the market
Faster journeys to reach strategic goals
An aligned and empowered 21st century workforce culture that understands exactly where the Firm is going and how they can contribute

Click and turn sound on to hear OVIVO Plc’s experience of uniting two listed enterprises of over 40 globally dispersed business units, 3,200 staff and 37 brands - using brand and change management to drive value in M&A

How?

Creating value through convergence of three business disciplines: Strategy, Brand and Change Management.

True, hard-nosed business branding defines an organisation’s optimal Vision, culture, positioning, Purpose and peak competitive advantage. This has a direct (and market-led) bearing on the Strategy. In turn, a really strong brand definition defines the gap between the current culture and that which is required to take the organisation on its journey.

Using a bespoked version of the world leading Prosci methodology for the people side of Change management to ensure the new competitive advantage and organisational changes are implemented and inbedded with maximum efficiency and buy-in.

Often, we are asked to advise independently or as part of a transformation team to contribute toward the development of a new strategy, plan the refining the organisational and market-facing brand and build a change plan to support execution of the strategy.

Typical Examples

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Global Post-Merger Intergration of Two Listed Portfolios of Businesses

Cross-Border M&A : Merger of two Toronto and Vienna-listed portfolio businesses operating across 37 businesses in 22 countries with 2,300 employees with a combined EV of C$450m. Worked as part of CEO’s office with Chief Value Officer to create coherent global strategy in which both the cost and market synergies could be realised in the Vision to create a C$1bn global group.

Pre-Investment Review for Data-analytics Tech Firm

Concentra: Review product portfolio, brand and culture for the world’s leading organisational data analytics SaaS provider in advance of US expansion strategy and £41 million growth equity investment led by One Peak Partners

Reverse Market Share Death Spiral

Berlitz Language Schools: act as part of transformation team for Princeton-based business operating across 70 territories but on verge of death spiral: comprehensive research programme into growing $30bn market, opportunity identification and recommendations to realign the product, culture and brand around the digital-first/global-first generation. Execution stage in progress now.

Professional Services 5-Year Strategy to Own Market Niche

Law Firm Strategy: Realigning top UK law firm to major trends in the media, entertainment and technology markets – from market research through to driving a new Vision-led business strategy, cultural evolution plan and go-to-market approach. Strategy will take them into the very top tier or UK law firms in terms of profitability (50%+) via controlled growth. 160-day field-to-fork plan to define the strategy and drive an execution focused culture. Value measured in £ms in incremental profitability, staff retention, a culture of excellence and intrinisc curiosity in their sector and reduced risk as the Firm takes the next stage in their journey.

Integration & Identification of New Value Points in for PLC

Deutsche Börse Group AG (FWB: DB1): Integration of myriad of data businesses accumulated through years of acquisitions by Germany’s leading stock market to leverage the 'new world' thirst for intelligence from big data accounting for 2bn euros (10%) of DBA's total value. Today, it is worth 2.8bn. In addition, identified two major areas of €35m of future accretive value tucked invisbly away inside the portfolio that simply had gone unnotived (a UK based RegTech business and a New York based Central Bank's Intelligence service).

Renewed Competitive Advantage

Re-engineering a Technical Publisher to an as-a-Service: Bring new competitive advantage to a technical publishing house that was once dominant market leader but is now rapidly losing market share to new digital-first entrants. Without breaking confidences, my recommendation was

Move from being product led to being brand led (typical publishing)
Transition from publishing paradigm to owning their knowledge area as specialist workflow intelligence
From printing, sales and subscriptions to Intelligence-as-a-Service

Methodologies

Research + Competitive Advantage Framework Model

Fast, efficient process to ensure the optimum competitive advantage is (re)discovered and a market-led strategy defined. 4-week process usually concludes by integrating into client’s pre-existing or in-progress strategic planning. Proven multiples times to release new shareholder and stakeholder value. Also used in distressed businesses.

Identify Value Opportunities for C-Suite

Investigatory process to identify new value points within portfolios of products or acquired companies. Typically used during buy-and-build plans or as part of post-deal value-realisation strategies.

100-Day Plan to Drive Value incl. Organisational Brand Alignment Model is appropriate

Good strategy is nothing without an organisation being committed to execute on it. 100-day Change plan including cultural measurement to realign your people assets behind your business strategy to bridge gap between strategy and execution.