- Altnet – Energis – Launched, ran and grew a portfolio of telecoms services. Generated multi million pound annuity revenues by leading team to launch rich, innovative service portfolio, including capturing dominant market share among Internet Service Providers
- BT plc – Launched and ran new telecoms service. Created multi million pound annuity revenue stream through an adventurous premium pricing strategy, by delivering to market network based Call Centre services, working closely to influence senior stakeholders in sales, marketing and finance functions
- Altnet start up - Advised on actions required to correct misalignment between strategy plan to be a world-class customer orientated Telco and what in practice was the baseline plan, including product management organisation and portfolio
- Altnet/Mobile, ESAT – Facilitated planning for a joint venture, subsequently executed, to use railway telecoms assets in Ireland to establish a national SDH network, working with senior technical, marketing and financial managers
- Altnet RWE – Accelerated product planning by leveraging Energis and BT experience. Advised on portfolio, specifying features, service levels and preparing implementation plans. Proposed product management organisation, defining roles, skill sets, structures and resource levels
- Datatec – Improved a network integrator’s business model by codifying and standardising propositions, enabling more focused selling and lower cost delivery by reducing customisation
- Alcatel – Improved marketing of advanced voice switches, developing a business, rather than technical, proposition for Telco’s, including a supporting toolkit for sales personnel
- NEC – Prepared market analysis input for proposal for a joint venture with BT to deploy broadband. Analysed requirements of SMEs, consumers and existing market for multimedia services, forecast growth and developments
- BT plc – Business case repair. Enabled a major project to overcome crippling launch pricing, by identifying business case errors, liaising with key players in finance, marketing and product management to agree the necessary changes
- BT plc – Led cross-divisional work on business case for Communications facilities management services, involving spend of £215m. Obtained consensus on way forward and business case
- BT plc – Designed and ran test that showed direct marketing was ineffective at stimulating calls revenue – saving UK from years of direct marketing call stimulation campaigns
- BT plc – Improved performance of BT business unit by delivering projects on advanced services aimed at MNCs. Responsible for building and maintaining business plans and ad hoc projects
- Major bank – Market advice to lenders with exposure to network integrator with a cash flow crisis following disastrous implementation of strategy
- Major bank – Market advice, lender exposed to insolvent specialist call centre solution provider, following loss of key sales people and market downturn
- Travel company – Assessment of contact centre operations conversion rate and cost performance as input into acquisition plans for an online/telephony travel basis
- Japanese Insurance business – Assessment of client plans and provision of advice on how to maximize synergies from customer data between insurance and motoring repair businesses
- Assessing operations of network integrator in need of change
- Improved a network integrator’s business model by codifying and standardising propositions, enabling more focused selling and more economic service delivery by reducing customisation workload
Network Integrator
Strategy development and implementation
In the wake of the end of the Y2K and Dot.com booms, a network integrator was struggling to make differentiated customer propositions with acceptable sales and delivery costs. Resource within it had been cut to the bone. The business needed to be able to quickly mobilise sales to sell a rationalised and clearer set of propositions more productively.
David’s work codified and prioritised the current and very wide portfolio of propositions made by the network integrator. We analysed the value chain delivering services to customers, the vendor role within it and the forces squeezing the role of the network integrator. This demonstrated a compelling case for change, as the conditions that supported the classic network integrator’s business model and a healthy business based upon it no longer existed and that change was imperative. Improving sales productivity and reducing costs to enable new and existing segments to be profitably tackled by a revised business model, selling standardised voice, data and converged services, was imperative.
We delivered tools, techniques and practical action plans to improve sales’ ability to develop demand by creating ‘cases for change’ to stimulate invest decisions, then win business by delivering powerful ‘Why us’ cases tailored to customer selection drivers. To make it easy for sales to deliver speedily and responsively high quality offers to a wide range of customers, David proposed that the firm use a mix of standardisation and ‘virtual’ customisation. A secondary aspect of this initiative was to exploit standardisation and technology to reduce network integration design and delivery costs, and improve lead times.
The project put in place important changes in policies and approaches to the market, and supported these with practical change. The network integrator survived the downturn to thrive.
