Experience with Strategy Improvement Programs

Marketing and business strategy development for a serials subscription agency: For one of the major providers of subscription services for libraries world-wide, a Hamilton study team interviewed journal publishers, libraries, experts, and internal management as a basis for determining future directions for the company in the 1990s. Both market and financial information were prepared in a management binder for a two-day off-site meeting to develop strategic programs among the firm's senior staff. A major outcome was the realization that the competition was equal in providing every-day, good service to libraries, and that the company needed, therefore, to devote renewed attention not only to a major systems overhaul, but to improving smaller, non-computerized systems and procedures as well.

Strategy development for an auto parts manufacturer: For a foreign manufacturer of auto parts, with operations in Europe, the U.S. and Australia, the team examined the cost structures, manufacturing technologies, and markets for the company's three product lines. While company management had believed that they had a unique distribution system, the consultants helped them realize their potential competitive strengths were in the ability to use global manufacturing and marketing approaches. One of the important changes resulting from the study was a plan for rationalizing the manufacturing of the primary product line between the one French plant and the two North American plants.

Service strategy study for an auto manufacturer: For a major international car manufacturer, Hamilton's President led a 9-month study of automobile service. The engagement included extensive consumer and dealer research and a "cross-industry" analysis of how service was performed in 20 different industries. As a result of the study, management embarked on a successful program to emphasize service, including service contracts, measurement of customer satisfaction, increased service training, and consideration of showcase company-owned repair centers.

Strategy assessment for a producer of plastic bags: For one of the non-branded producers of plastic food and trash bags, Hamilton evaluated alternatives for growth and profit enhancement. Options considered included focusing on regional branding, focusing on grocery private label, and focusing on specialty markets and specialty products. The strategies were evaluated from the standpoint of financial impact, as well as the capability of the company to implement them in terms of management process and manufacturing capability.