Sometimes a fresh perspective and a different reference point brings rich new insights to the thinking and planning process.
Over the years we have assisted a large number of companies both in Australia and overseas in competing more effectively. Here are some recent examples of how we’ve met our clients’ needs.
The Aardvark Story
Aardvark had a problem, perhaps many problems. The market for widgets seemed to be changing, revenue and premiums were under pressure in their key market segments. New market entrants and Aardvark’s main competitor were eroding market shares. New business models fueled by information and telco technology and movements in the exchange rate also seemed to be complicating the picture. What was going on, what was driving this turbulence? How would Aardvark respond? How could they improve their competitive advantage?
Scanning Strategic Environments and Market Segment Prospects
Following the global decline in aerosol use, more ozone friendly alternative propellants were fueling market growth. A mid sized company in the aerosol filling industry had temporarily been out of production following some internal problems and had lost some significant large customers in the interim. However the company was looking to re-enter the market with expanded capability and upgraded filling technology.
MindShifts undertook a strategic scan of the drivers and trends in the global industry and then at the growth and profit potential of the Australian industry and marketplace. The intelligence enabled the company to:
- Decide to go ahead with the proposed capacity and technology upgrade.
- Asses the capability of key competitors and identify potential acquisition targets
- Deploy a strategy to acquire and develop key customer contracts.
Identifying Market Opportunities and Entry Strategies
A contract cleaning company, which had successfully built their niche business in cleaning smaller retail shopping centres, was looking to expand. Their vision was to be number one in contract cleaning. The industry study showed the company was currently one hundredth of the size of the market leader.
The study identified opportunities to market the company’s specialist capability into a different league of retail centres which were looking for more than just cleaners. They wanted a new type of customer care approach.
The company revised its vision and set its sights more realistically on winning cleaning and maintenance contracts with the larger retail centres. The company resigned itself to never being number one but experience significant growth through its entry into the big league of shopping centres.
Analysing Competitor’s Positioning, Strategy and Likely Moves
With adverse movements in the $AUD exchange rate, a company in the mining and earth moving equipment market was struggling with the pricing strategies of their major competitors. What would happen if they increased prices to maintain the eroding margins brought about by the increased cost of imported supplies?
Scientific & Technology Intelligence
In pharmaceuticals, the global players are extremely interested in the research and development progress of their competitors. We have been asked to find out where clinical trials of particular drugs were being undertaken in Australia, at what stage they were up to and whether anything was starting to emerge from the trials.
Looking for Acquisitions, Partnerships and Alliances
A company who saw its core competence in logistics and distribution asked MindShifts to survey a number of automotive and engine related market segments for their spares and accessories potential.
Following acquisitions at a global level, a company was about to enter sensitive negotiations with an erstwhile competitor concerning potential realignments of the terrain of the competitive markets, and the potential for a level of cooperation in some key markets.
Overseas CI interest has been high in the telecommunications industry. We have undertaken CI assignments focused on the solutions supply needs of particular participants and the dynamics of particular segments of the industry such as payphones. The intelligence on what sort of equipment particular players would need in the future had implications for the client’s R&D and operational strategy.