Strategy - Client Success Stories

We guide clients in merging the perspective that comes with a data-based view of the world with their business savvy and cutting-edge strategic frameworks to see the full picture, make the most sense of it, and excel accordingly. Here are some of our client success stories:

1. Growth Strategy for Credit Card Subsidiary
2. International Partnership and New Market Entry Strategy
3. Higher Education Reform Strategy
4. Strategy for Creating a Successful Post-Merger Partnership

Growth Strategy for Credit Card Subsidiary

Problem:  The parent company was unsure of the value of its Private Label Credit Card division and whether to invest or divest into this subsidiary.

Goal: Fitzgerald Analytics was asked to perform a comprehensive analysis of the division’s business model, its value proposition, and potential capabilities, and recommend a strategy for how to transform this subsidiary to generate profits.

Approach:

• Viability Assessment: Fitzgerald Analytics conducted a comprehensive analysis of every part of the business model in order to assess the future profitability of the subsidiary.  The assessment showed that customers who owned credit cards were very loyal to the parent company’s products, and hence the credit card division should be maintained and invested in for its full potential.
• Analytical Capability Building: The tools and analytics frameworks used during the viability assessment were shared with the client staff, which was given training on how to use them for future analysis.
• Growth Strategy: We developed a comprehensive growth strategy for the Credit Card subsidiary which included a strategy for expanding share of customers using the credit card, and the operational and technological infrastructure to support this expansion.

Result: The recommendations proved very successful to the client’s revenue, with profit growth of 59% over three years, with the client poised for additional, ongoing growth. The 2009 profit forecast is on-track to grow more than 50%, in bold contrast to current trends in overall marketplace.

International Partnership and New Market Entry Strategy

Problem:  The client was unsure on how to enter a promising new market and needed a strategy on how to enter this market and form the profitable strategic alliances with local partners.

Goal: Fitzgerald Analytics was asked to conduct a market analysis and map a strategy for new market entry. The scope of work also included developing best-in-class analytics and business models which would encourage potential local partners to join the client.  

Approach:

• Market Analytics: The FA team conducted extensive market analysis for entering the new market, including benchmarking the competition within this space and interviewing local businessmen for first-hand information.
• New Market Entry Strategy: Next, the team mapped out a strategy for the most profitable and most efficient path to market entry.
• Profitable Scenarios for Partnerships: The team conducted the necessary financial modeling and determined the valuation for each potential partnership. 
• Branding: Finally, the FA team developed cohesive messaging and branding for the client to help convey its value proposition to potential local partners in a clear and effective manner.

Result:  The client formed a joint venture agreement with a high-profile local partner, which led to a multi-billion project that is currently in development stage.

Higher Education Reform Strategy

Problem:  The federal government felt it had made progress in higher education initiatives but needed a more effective strategy with systematic results-oriented goals whose progress could be tracked, measured and reported to foreign donors.

Goal: Fitzgerald Analytics was asked to review the current state of education and education reforms in the country, and recommend how to move forward at a federal level to strengthen the quality and accessibility of higher education.  

Approach:

• Collective Brainstorming: The FA team developed a vision and a strategy based on comparative analysis of successful higher education reform in other countries, taking into account the unique circumstances of the client-country.  Senior members of the commission concerning higher education participated in the collaborative brain-storming and analysis sessions.
• Measuring Performance: The team recommended a systematic approach and infrastructure to measure and report progress for the commission’s objectives.
• Leveraging Technology: FA technology experts provided insight on how technology can be leveraged in the education space, and how to institute a cultural change to take advantage of the newer technologies in education available today.
• Partnership Strategy: FA outlined a strategy for involving non-governmental actors (such as corporations and private firms) to form a strong support network for constructive private-public partnership in education reform.
• Quality Control: The team established and with the commission, imposed quality standards across the 140 national universities, including standard processes for assessment of national examinations and university research and development projects.

Result:  Project in Progress.

Strategy for Creating Successful Post-Merger Partnership

Problem:  The client, a Trust company and custodian for retirement assets had been acquired by a financial services holding company. The Trust company’s strategic team found that its initial strategy for integration between its own operations and that of its new owner was not working.  The holding company lacked a thorough understanding of the retirement assets custody industry and needed a game-plan to create a profitable business model as a result of the synergies from the acquisition. 

Goal: FA was brought on-board to:

• Educate the management of the acquiring company on the retirement custody industry and its business models through its own expertise and experience in this industry
• Advise key stakeholders on how the acquisition creates a competitive advantage for the parent company in this industry
• Map an action plan for capitalizing on the partnership between the holding company and the newly acquired Trust company

Approach:  

• Due Diligence: The FA team onboard kicked off the engagement by conducting independent due diligence studies using secondary research on the industry. The goal was to develop an independent view of the economics on the industry and the possible synergies of the acquisition.
• Collaboration with Client: The FA team worked with the senior management of the acquired company to understand how their business operated and collaborated with them to identify both opportunities and the net impact of synergies between the two companies.
• Roadmap for Success: Finally, the team was responsible for creating an action plan for the client that highlighted how the combination of both companies brand and financial assets served as key drivers of the synergies that would lead to a competitive advantage for both firms

Result:  The plan was approved by the board of directors and the client executed the synergistic partnership immediately. The study identified profitability of business units and allocated resources to improve results. Furthermore, the findings of the diligence study identified one part of the business that would not become profitable under reasonable market scenarios, and recommended ceasing the operations of this business: the client proceeded to shut down the unprofitable business unit.