From buy a “pig in a poke” to transparent advisory services.
Buying advisory services is a bit like buying a “pig in a poke”. You do not know exactly what result you will get, you have no warranty and no option to return the product if you don´t like it.
This makes it even more important for you to get an impression of the expertise of a potential service provider´s support for your growth projects. Take a look at some of our reference projects and get your own picture about our service.
Examples of successfully managed projects
Development and implementation of a growth strategy
Within the framework of an interim management mandate as managing director and sales manager for a leading, international software manufacturer of HR / Payroll and ERP systems, our task was to ensure the ongoing business, the strategic realignment of the Landesgesellschaft and lead to a sustainable growth path.
The initial situation was characterized by very low growth dynamics in the sales and operations of the regional company. For many years, the company was characterized by a patriarchal leadership structure and an insecure workforce. There was no sustainable, strategic plan for the further development and development of the business.
The parent company in Germany was dissatisfied with the development and had a certain mistrust of the delivered reporting and the results.
The task was to make the sales organization dynamic and professionalize, to stabilize the existing business, to develop a growth plan and to initiate the measures and projects derived from it.
The challenges of our mandate were the operational management abroad, the development and implementation of a realistic growth strategy as well as the development of the second management level and the introduction of modern management tools.
The following milestones have been successfully implemented in the implementation of the above-mentioned tasks:
Trustworthiness of the workforce through open communication and success – Reduction of fears – Building up of knowledge and skills
Close co-operation with all managers and divisional managers – leadership coaching
Creation of sales plans and quotas
Fieldcoaching of the sales staff (lead by example)
Organizational reorientation of the sales team
Business plan for more growth
Overloading the budget requirements by planning and implementing relevant measures
Strengthening international cooperation within the Group for the benefit of the Landesgesellschaft
Strong regional reputation in the Group (up to Board level)
This project was a major challenge for all stakeholders.
In addition to bridging mentality and cultural differences, it was crucial to gain the trust of employees and customers with regard to the planned growth rate.
Recovering the trust of the management of our client to the regional company has been facilitated by our operational implementation experience and the successfully generated successes (for example, winning new customers, optimizing responsibilities, stable team, good business results).
As a result of our interim activities, the Landesgesellschaft was handed over to a new Managing Director in a strongly improved position and with a clear growth prospect.
As in many of our consulting projects, the key to success in our consulting philosophy lay here: we also implement our strategic concepts ourselves.
Restructuring of a BPO-Offering
For an international ERP and HR software manufacturer, we analyzed its BPO offering for vulnerabilities and optimization potential. Working closely with the operational management of the BPO business unit, the offering portfolio was restructured and realigned through a business plan for future growth.
In addition to improving service quality, the goals were also to relieve employees of their efforts while at the same time optimizing the profitability and performance of the business.
In addition, the developed offer extension forms a very interesting and lucrative basis for the expansion of the customer’s existing customer business
Consulting on Marketentry into Germany
An international HR service provider commissioned us to analyze the opportunities and risks for entering the German HR / Payroll service market.
In addition to a detailed description of the market and competitive situation in Germany, it was also about developing an understanding of the current and future customer needs, the strengths and weaknesses of competitors, a detailed SWOT analysis and the possible market entry options and scenarios for the customer.
In a follow-up project, we were then commissioned with the selection and addressing of potential acquisition targets for the customer’s potential expansion strategy in Germany.
The entire project was conducted in English.
Reorganisation: Sales Department
Within the framework of an interim management mandate as a sales manager for a leading software producer of payroll systems, our task was the reorganization and reorientation of the sales department.
The initial situation was characterized by unsatisfactory sales success in the new customer business and the negative reputation of the sales department within the company. In addition, the sales team should be strengthened and professionalized. Organizationally, the various sales functions (distribution of new customers, new customer sales, telephone sales, presales) were distributed among several business units.
In addition to the implementation and implementation of an optimal sales strategy and the operational management task, the challenges of our mandate also consisted in the search for and selection of a suitable successor for the sales management position.
The following milestones were successfully implemented in the implementation of the above strategy:
Trust and reputation gain through open communication and success
Close collaboration with all managers and managers
Creation of sales plans and quotas
Introduction of a professional sales methodology
Fieldcoaching of the sales staff (lead by example)
Selection and adjustment of new sales staff (assessments)
Organizational reorientation of all sales functions and summary
Under a responsibility
Recommendation and hiring of a new sales manager
This project was a great challenge for all parties involved, and only through intensive and open cooperation with the customer’s management.
The recovery of the customer’s trust in the sales function has been facilitated by our operational implementation experience and the well-generated added value (for example, the acquisition of large new customers, the optimization of responsibilities, a stable team).
As in all our consulting projects, the key to success in our consulting philosophy was the following: we also implement our strategic concepts ourselves.
Analysis on Competition and Marktetpositioning
For a medium-sized provider of ERP software and services, we analyzed its positioning in the market and in competition with the goal of accelerating growth in the existing HR-BPO business and gaining market share through a sustainable strategy.
Our analysis report had the following structure:
3. Market environment for human resources solutions (SMEs)
3.1. Market segment SMEs
3.2 Suppliers & Competitors
3.3. Solutions (Software, SaaS, BPO)
3.4. Strategies and trends
4. Target market “Microsoft Dynamics NAV”
4.1. market volume
4.2. market share
4.4. IST: business model & positioning customer
4.5. IST: Offer Portfolio Customer
4.6. SWOT analysis customer
5. Results and recommendations
5.2. offer portfolio
5.3. Strategy and business model
6. Proposal for further action
Strategic partnership ADP - P&I
Since 2007, P & I and ADP have joined a close partnership.
ADP, the world’s leading provider of solutions for payroll accounting, HR administration and HR management, has been looking to the market for an innovative solution that specifically meets the needs of German mid-sized companies.
The state-of-the-art integrated HR software P & I LOGA fulfilled these requirements. As a service platform, it offers ADP SmartPay customers of every company size services around payroll, HR management and time management.
In 2008, ADP SmartPay european foorprint outside Germany grwe rapidly and the partnership with P&I was extended to Switzerland and Spain.
The partnership continues to be extremely successful: new customers with a total of more than 100,000 payslips/month have been won on the basis of ADP Smart Pay.
This project was strategically planned by us, implemented at the international C-Levelebene in the ADP organization and implemented as operational manager of the “ADP SmartPay” business unit in Germany, Switzerland and Spain.
The ADP organization now benefits from this strategic business expansion.
Reorganisation: Product and service portfolio
Complete revision and reorientation of the product and service portfolio of a service provider for the HR / payroll industry.
A detailed analysis of the status quo was first carried out from a historically grown and supplemented portfolio of different product lines and associated services.
Against the backdrop of the company strategy for the development of the organization from a pure payroll provider to a full-service partner for HR organizations, the following measures were implemented:
Establishment and establishment of a strategic organizational unit “product marketing”
Restructuring the portfolio
Conception and revision of all product names (Rebranding)
Development and implementation of the communication strategy
Selection and coordination of external agencies to support implementation
The reorientation and the memorable designation of the individual building blocks of the company’s offer portfolio have had a lasting influence on the market and competition.
This can be recognized, inter alia. In the subsequent reaction and adaptation of the principles of our concept by other market participants.
The key to success in this project was the simplicity of naming and uniqueness in market comparisons.
The sustainability of our work results can still be attributed to the almost unchanged and still successful market presence of the company.
Strategic Post-Merger Realignement
Strategic Monitoring and Operational Implementation of Post-Merger Integration of 3
Business units into a competitive, market-leading provider of HR / Payroll services.
In this process, which had a duration over several years, the emphasis of our advisory and
Implementation services in the following areas:
- Restructuring the organization into market-oriented business units
- Founding and development of a new business unit for the SME sector
- Support in the operational implementation of a “near-shoring” strategy for
Margin assurance of the provision of BPO services for payroll
- Implementation of a profitable and sustainable growth strategy for the company
- Re-positioning the company in the market as a full-service provider for HR and Payroll Services Comments
The company described today is considered the market leader for HR and payroll services in the
international and local market environment.
The profitability and growth of the organization in the HR / Payroll service sector
Markets are unique compared to the competition.
At the heart of all our decisions and support has always been the
Sustainability and operational implementation speed of the strategies.
Benchmarking a strategic growth project
The management of a medium-sized, German ERP software manufacturer commissioned us with the analysis and the development of optimization proposals for an ongoing growth project of an in-house developed HR solution. The original orientation of the project should be subject to an in-depth review by an HR market expert.
In addition to the functional content of the solution, the focus was also on the target market and the project organization.
A comparison of the actual situation with the target situation led to a recommendation on the following four main points:
With our support, the customer was able to significantly improve his visibility in the HR market in Germany and sustainably expand it.