Discovering unexpected value after an acquisition
Global electronic information services corporation
Challenge: After the acquisition of its largest competitor, how can a global provider of electronic medical and scientific research information cure the customer and employee confusion that threatens to severely limit the potential of the newly created entity?
Beginning with discovery of customer perceptions and needs, we:
- Conducted global quantitative and qualitative research to understand the customer's point-of-view and identify opportunities created by the acquisition.
- Held ideation and decision-making workshops to present straw models of key brand and operating model elements. The process brought executives into alignment and created a new brand framework and customer experience based business model.
- Served as the strategic marketing team, defining and building out a new marketing staff and sitting on the executive team until a new marketing VP was hired and in place.
- Led several global sales, marketing, and product development meetings to transition the company and achieve integrated performance as new brand and operating strategies were implemented.
- Coached implementation teams.
The company created a global, unified brand and a customer experience driven strategy. Thanks to expanded and more accurate knowledge of the company's 13 million users worldwide, the company realigned sales, marketing and product efforts.
Leaders also created a new, completely integrated product hierarchy and set a foundation for future content, tools, and services development (product roadmap). Within a year, the company met and exceeded performance targets established by the global parent company.
CEO, global electronic information services corporation
“You asked questions no one else asked. The work was really a wake-up call for our organization.”
What questions should you be thinking about?
Contact Aveus partner, Linda Ireland. You can reach her at email@example.com.