EXPERTISE

REFERENCES

SELECTED CASE STUDIES

The following case studies illustrate typical project backgrounds, working methods and results.

SUPPLY CHAIN INDUSTRY Integrated Operating Model

Background

 

  • Following the acquisition by an OEM of an OEM-independent spare parts supplier in the aerospace industry, a new operating model had to be developed
  • The scale of the operating model covered:
  • Strategy based on company function
  • Integrated, functional business and support processes
  • Organizational structure and processes
  • Management and Governance
  • Resulting IT requirements

 

Approach

 

  • Definition of strategic business positioning by comparing and combining formerly independent units
  • Clarification of the responsibilities of corporate functions
  • Development of a functional process map and integration into global end-to-end processes
  • Comparison of processes with the ERP system and evaluation of best practice
  • Identification of resulting IT requirements
  • Selection of a suitable system provider and support for the implementation

 

Benefits

 

  • Efficient definition of new business segments
  • Application of industry independent, proven integration methodology
  • Stringent derivation of the domains from the new operating model
  • Comprehensive and continuous validation of the dimensions of the operating models
  • Seamless delivery of the IT requirements to an appropriate system provider
  • Independent quality control of third-party services in the overall process

 

OTC Sales Optimization

Background

 

  • The company’s OTC portfolio was under strong pressure due to falling sales
  • The consultancy project needed to reverse this decline, to keep the core brand attractive for a subsequent sale
  • The marketing strategy had to be optimized for various distribution channels

 

Approach

 

  • Development of a strategic sales approach through various distribution channels
  • Improvement of the support for sales reps and launch of marketing campaigns in selected distribution channels in order to increase product visibility
  • Negotiations with distributors were carried out which clearly improved conditions for the customer

 

Benefits

 

  • The optimized sales strategy has given the company a more professional image and made the products more visible to the patients
  • Standardized conditions were established for wholesale and mail-order pharmacies
  • Old inventory was successfully used as a bargaining chip

 

PHARMACEUTICAL INDUSTRY Analysis & Design

Background

 

  • The entire company is facing a cultural change
  • Departmental thinking is to be done away with, best practices promoted, and knowledge transfer established
  • A new corporate culture has to be initiated, shaped by motivation, and focused on service and the customer

 

Approach

 

  • In the Analysis phase half the workforce was interviewed in Focus-Interviews
  • Action Teams from the customer and OTTO & COMPANY worked on the key issues that had been identified to develop solutions in various areas (e.g. in sales, communications, HR). These were then agreed upon by the management and subsequently implemented

 

 

Benefits

 

  • Through this survey, OTTO & COMPANY identified core issues that the management was previously unaware of
  • Interdepartmental project work has strengthened the cohesion and enabled comprehensive solutions
  • Much of the staff was actively involved in the identification and improvement of core issues, cooperated with the changes and thus supported the implementation

 

PHARMACEUTICAL INDUSTRY Process Optimization

Background

 

  • Sales was restructured into two new units
  • The internal sales support processes were mapped, and adjusted to the new sales structure
  • Roles and responsibilities for support processes had to be redefined

 

Approach

 

  • When the project started, topics and processes were prioritized to address the important issues at once
  • Current processes were created for selected topics (e.g. health insurance tenders, event management)
  • Target processes were developed and implemented
  • Roles and responsibilities were defined

 

Benefits

 

  • Lean processes have improved the collaboration between field and internal sales, and promoted best practices
  • New standard documents have led to further standardization
  • Clear roles and responsibilities have defined areas of expertise and promoted cooperation

 

LANGUAGE ENGLISH

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