Brand and Operations Alignment for Maximum Performance
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The document discusses the relationship between brand and operations, describing them as two sides of the same coin that must work together. It provides examples of how brand and operations can mutually support each other: strong operations can create opportunities to support marketing goals, while a clear brand message can drive operational innovation and efficiency. The document argues that brand and operations are like offense and defense on the same team - when one is performing well, it takes pressure off the other, and they are always working together to maximize potential.
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Brand and Operations Alignment for Maximum Performance
- 7. The ProAction Group Overview • We serve consumer product, manufacturing and distribution companies. • We improve EBITDA, working capital, competitive positioning and organizational effectiveness by adding an increased focus on operational excellence. • We act as a resource extension to owners and management teams by providing operational expertise, resources, and tools to help maximize performance. • We get measureable and sustainable results. We identify and quantify opportunities, then turn them into reality.
- 8. Core Capabilities Manufacturing Operations • Lean enterprise / Lean manufacturing • Outsourcing / Asset rationalization • Quality systems and process • Inventory and materials management • Value Engineering Supply Chain Operations • Sales & operations planning (S&OP) • Strategy development • Supplier development • Asia / Global • Logistics (freight, warehousing and planning) Sales Operations • Pricing strategies, processes and disciplines • Customer and product profitability • Channel strategies and management • Product development process
- 9. Stages Assessment Phase • Identify and quantify opportunities to increase EBITDA, improve competitive position and reduce working capital • Identify and quantify opportunities in the operations and management processes Preparation of 100 Day Strategy • Participate in Strategic Planning Process • Facilitate management process to develop supply chain, manufacturing, distribution, quality and/or sourcing strategies / project plans as needed Stage 1 Assess Stage 2 Plan
- 10. Stages Implement Strategy • Lead management team through stabilizing the business operations (as needed) and realizing the future state • Implement specific projects and processes requested by mgmt / ownership. • Help the company institutionalize the habit of improving Ensuring Sustainability • Transition to a coaching / monitoring role • Support specific initiatives as appropriate • Help prepare the company for financial events Stage 3 Execute Stage 4 Sustain
- 12. Case Study: Packaging Company Assessment Phase • Identified ~$1 million in EBITDA improvements • Documented the savings, communicated with investment committee and financing partners • Information helped the PE firm better assess investment opportunity and develop a strategic plan. Preparation of 100 Day Strategy • Participated in Strategic Planning Process • Facilitated management process to develop manufacturing and sourcing strategies / project plans Pre Close At Close
- 13. Case Study: Packaging Company Implement Strategy • Led management and personnel through lean implementation and global sourcing efforts • Realized nearly $2 million in annual EBITDA gains • Increased customer service levels • Operating Capacity increased by over 20% Ensure Sustainability • Company is now leading the efforts on their own • Realized ~$1 million of saving from additional lean and global sourcing projects Year 1 Years 1 & 2
- 14. Case Study: Distribution Company Assessment Phase • Identified ~$2.7 million in EBITDA and $6.5 million in working capital improvements • Identified opportunities to increase order fulfillment levels from mid 80’s to over 95% • Documented opportunities to consolidate facilities and reduce square feet utilized by over 250,000 sq ft Preparation of 100 Day Strategy • Led the management team through prioritizing improvements to realize the future state • Developed a 6 month implementation plan and timeline with management Pre Close At Close
- 15. Case Study: Distribution Company Implement Strategy • Led management and personnel through inventory planning, lean implementation and sales & operations planning (S&OP) efforts • Within 6 months: • Realized over $3 million in annual EBITDA gains • Increased customer service levels to over 97% • Inventory turns increased: 3.8 to 4.3 Ensure Sustainability • Company is now leading the efforts on their own • EBITDA gains will surpass $5.3 million annually Year 1 Years 1 & 2
- 16. Case Study: Heavy Equipment Manufacturer Assessment Phase • Identified the means for the company to increase EBITDA margins from 32% to 36%. Specifically, we identified the opportunity to: • Consolidate facilities through lean manufacturing processes • Reduce product cost and increase manufacturability and quality through value added engineering processes • Reduce scrap, back orders, expediting costs and lost sales during new product roll outs (PPAP processes) Preparation of 100 Day Strategy • Led the management team through prioritizing improvements to realize the future state Pre Close At Close
- 17. Case Study: Heavy Equipment Manufacturer Implement Strategy • Implemented Lean and Quality improvements that led to: • 14% reduction in labor costs, 25% reduction in floor space utilized. • Implemented single piece flow • Increase in EBITDA from 32% to 36%. • Dramatic reductions in delays, scrap and rework costs linked to new product roll outs. Ensure Sustainability • One on one coaching and mentoring for plant managers led to continuing improvements after project completed • Company is now leading the efforts on their own Year 1 Years 1 & 2
- 19. The Monogram Group Overview • We serve financial and professional services, manufacturing companies and NFPs (e.g., education, arts, NGOs). • We reposition brands for business performance by determining the optimal position and messaging to a diverse audience map, then build a best-in-class marketing toolkit for sales and marketing staff and channel partners. • After repositioning, we create go-to-market strategies, schedules and content to push the new brand in front of core audiences. • We get measureable and sustainable results. We identify and quantify opportunities, then turn them into reality.
- 20. What is a brand?
- 25. Environment
- 26. Packaging
- 27. Website
- 28. • Audience mapping • Market research: internal and external • Competitive audit • à Insights and opportunities • Selection of brand idea & positioning Inputs into a Differentiated Brand
- 32. Key Facts: • Very localized, relationship driven business Services offered and product/industry knowledge • Competitors at all sizes, from Ma & Pa operations to large regionals • Various sales and marketing tactics are employed, but the bar is set low in the category • Audience map: Corporate decision makers and plant managers at local facilities Case Study: NorthPoint
- 33. What sets NorthPoint apart? • Exceptional technical skill and customer service • Long tenured team with strong institutional knowledge of equipment and customers • Local knowledge (customers and industries) • Interoperability of personnel and equipment that can be transferred across locations • But… • Higher price points (~10%) compared to competitors Case Study: NorthPoint
- 34. What were the operational implications for the new brand? • Greatest capacity and problem solving ability, due to largest footprint and most diverse skill set & equipment • Faster turnarounds: 24/7, do-what-it-takes culture • Problem solvers, not just order takers • Highest craftsmanship and pride of workmanship across the footprint • A value proposition of: More for More Case Study: NorthPoint
- 44. Operations Brand • Operations can create marketable opportunities: lead time flexibility, product quality levels, cost structure, innovation • Operations can be adjusted to support brand and marketing goals Brand & Operations: The Same Team
- 45. OperationsBrand • Brand offers objectives and ideas for operational innovation • A consistent, clear brand message creates internal focus and shared goals • A change or upgrade in brand can boost employee morale and, therefore, productivity and efficiency Brand & Operations: The Same Team