The launch of a new operational and logistical subsidiary for food products.
A German company decided that it needed to expand its local food business in Europe.
Given this need, it analysed the Spanish market and saw the possibility of creating a Spanish subsidiary to provide commercial and logistical support.
We designed an internal management model to deal with the organisation and an external management model to deal with clients and suppliers. We defined the local operational flows in Spain and the supply chain.
We set up the subsidiary and monitored the internal and external activities to ensure that the processes were being correctly executed and that all the company’s value was benefitting its clients and suppliers.
Realizamos la puesta en marcha de la delegación y realizamos un seguimiento de las tareas internas y externas para garantizar la correcta ejecución de los procesos y la transmisión de todo el valor de la compañía a sus clientes y proveedores.
There were coordinated operations between the parent company and the subsidiary in Spain.
The creation of a subsidiary that was financially independent from the parent company. The consolidation of the management model and the stabilisation of the commercial client portfolio.
The design of a business plan for natural nutritional supplements, the application of an implementation plan as well as operational and strategic monitoring.
A multi-sector group analysed the possibility of investing in a new market by acquiring a company and developing a new line of nutritional supplements.
It had a limited team of sector professionals to do so. The difficulty lay in creating a new business line in a growing and highly competitive market.
We performed a preliminary analysis of the current situation and identified the market’s key factors, inherent risks and barriers to entry.
Afterwards, we defined with the client a realistic business plan. We promoted the differential value of the range of products and expressed this distinctiveness using a clear and forceful message in the communication campaign.
We proposed progressive market access by launching the product range sequentially using targeted messaging and an educational communication campaign aimed at potential clients and prescribers to demonstrate the new products’ efficacy.
We defined the medium and long-term strategy according to the current market conditions, the competition and by identifying the value chain’s profile (clients, suppliers and prescribers).
We implemented and monitored the sales channel, training service and post-sales area.
An agile and efficient methodology to assess drug discovery pipelines in the due diligence process.
A specialist pharma business group needed to assess one of its companies’ pipeline for a due diligence process relating to a divestiture.
The group needed an independent and external valuation in order to have an objective point of reference for subsequent negotiations with third parties and to decide which assets should remain within the parent company.
We studied each one of the projects in the company’s pipeline in all the different therapy areas and the various development stages, including the pre-clinical and clinical phases.
We weighted the valuation according to intellectual property protection, market interest, the level of competition, each project’s degree of development, success probability and time to market.
We looked at information related to deals in the sector in order to carry out comparative deals and we generated a business case for each one the products in the pipeline.
We analyzed internal resources and look for the best partners to co-develop the appropriate technologies and reduce market access times.
A robust valuation of each one of the projects and of the company’s pipeline in general.
The pharmaceutical group was able to perform the final negotiations and due diligence process based on our report and valuation, as well as deciding which assets would be retained by the parent company.
Detailed planning that ensures sustainable growth and effective implementation.
A business group from the pharma and food supplements sectors identified a new business opportunity that it wished to exploit by creating a new company.
The new company’s feasibility and sustainability needed to be guaranteed and the suitability of its value proposition had to be demonstrated. Also, it needed to correctly define the products and services to be developed.
Working closely with the parent company and the new company’s team, we studied the close cooperation opportunities with the management group. We analysed the business opportunities, the parent company’s idiosyncrasies and the synergies of the other companies in the holding company.
We drew up a marketing mix emphasising the product’s definition (which in this case was a service). We studied the competition and future clients’ possible degree of acceptance.
We planned the financial prerequisites to ensure the project’s medium-term feasibility. We defined in great detail the short-term implementation process to avoid cash-flow problems and to minimise the investment needed.
The creation of documents and a roadmap for the new company to follow so as to grow and ensure its viability.
We assisted in the management and monitoring of the new company’s first and successful implementation steps to ensure that it was aligned with the rest of the group.
An international growth plan for a company that had been rooted previously in the Spanish nutritional supplements market.
A SME company that was well-rooted in the Spanish nutritional supplements and skin cosmetics mass markets with big chain clients like Mercadona, Carrefour, Alcampo and others, decided that it wanted to explore opportunities in other markets beyond Spain. It needed an internationalisation plan tailored to its ability and size.
We developed a good understanding of the product portfolio to find strengths and analyse how to exploit international opportunities. We created a detailed internationalisation plan which defined the ideal target markets, ascertained the changes needed to optimise the portfolio, reworked promotional materials and defined the best trade fairs to attend so as to contact potential clients. We performed market research in specific areas and helped the company develop its internationalisation plan further.
Penetration in EU markets with minor regulatory barriers (because of mutual recognition).
Penetration in the selected markets outside of the EU with great potential such as the MENA region.
A strategy for a paper company to take its first steps in the health sector.
A very experienced paper company wished to diversify its business and contemplated adapting one of its product lines for application in the healthcare sector.
There were several openings available but the company seriously lacked the internal know-how to meet the requirements for a heavily-regulated sector like healthcare.
After analysing the company’s features and global strategy, we designed a workshop for the management team and business development team to identify real opportunities and to establish how healthcare diversification could be blended into the paper company’s DNA. We showed them the risks and benefits of entering a hitherto unknown market but also where they had the potential to explore and what was the best way to do so successfully.
We defined the best fields for them to launch their commercial offering in, from diagnostic products to disposable products in the hospital market.
We analysed their internal resources and found the best partners for them to co-develop the most suitable technology with and to reduce their time to market.
The company clearly decided on what were the risks and opportunities. It focussed on specific actions to take and defined its roadmap to enter the healthcare sector.
A timeline was set of activities, agreements with potential partners and milestones of Go/No-Go decisions.
Harmonious alignment of the company and its global strategy.
A professional vision that will help you define a new disruptive concept
Health sector professionals developed a new technology for active ingredient delivery as a spin-out from their respective companies.
They reached a point where they had to decide on the best route for their idea within a business project framework, should it be advisable and the risk acceptable. What challenges would they face? How could they develop a feasible and sustainable plan? Was there market demand?
We met frequently with the researchers and entrepreneurs to define the product well and determine its business potential. We also studied the suitability of acquiring solid industrial protection to maintain this product’s competitive edge.
We developed a plan with milestones and Go/No-Go decisions. We narrowed down the criticisms to overcome and created a business case for the concept that potential clients and investors would understand.
Working closely with the entrepreneurial team we created an initial business plan to establish the growth vectors, needs and risks to bear in mind in order to successfully implement a disruptive idea.
We established a business plan to support and guide the client through the initial stages of start-up.
We defined the regulatory implications, industrial property protections, minimally viable product development phases and the product’s market launch strategy.