Tag: Strategy & Innovation Practice

NDC Delivers on Promise for Major US Airline

P&C’s strategy continues to reap benefits. United Airlines’ executive speaks about its past, current, and future involvement in jointly mastering this major industry transformation. NDC allows them to make customers happy, personalize offers, and become true retailers.

Visual Brand Captures a Nation’s Legacy

P&C worked in partnership with Singapore Airlines to refresh the airline’s visual brand, inspired by the rich heritage of a nation. The new logo alludes to the country’s garden city heritage and transports it into the future.

New Technology Streamlines Passenger COVID-19 Compliance

A one-stop shop to meet COVID requirements securely and conveniently for airline travelers. P&C developed this app for our client, enabling passengers to demonstrate compliance with applicable health requirements and set the stage for the next generation of contactless check-in procedures.

Creating a Platform for Authenticated Travel

Responding to COVID-19, P&C developed this solution for IATA enabling airline passengers to demonstrate compliance with applicable health requirements, helping the industry recover over the near term and setting the stage for the next generation of contactless check-in procedures in the future.

NDC Platform Unites Airline Industry Players

NDC, or New Distribution Capability, represents a fundamental change in the travel industry: enabling innovation, personalization, and brand recognition within a single technology platform. P&C helped create the strategy behind this new approach to delivering airline content across multiple channels and bringing a seamless shopping experience to customers.

Plaintiffs’ Law Firm Accelerates Its Performance for the Next Generation of Client Advocacy

Plaintiffs’ Law Firm
Accelerates Its Performance
For the Next Generation of Client Advocacy

Opaque, antiquated business processes combined with legacy technology and significant investments in under-performing practices were causing financial results to stagnate at this leading plaintiffs’ bar law firm.

P&C helped develop and implement an aggressive transformation program to increase revenues, reduce costs, manage risks, and ensure sustainable growth.




A Strong Reputation Is Not Enough When Performance Lags


Our client had a strong reputation for legal excellence and zealous representation of their clients in pursuit of equitable outcomes. Despite professional success, the firm lacked visibility into which business segments created value and was hampered by outdated processes and systems that eroded revenue, increased cost, elevated risk, and distracted attorneys from client service.

At the recommendation of their bankers, they turned to P&C to help pivot the firm, accelerate its performance, and thereby ensure its legacy of outstanding legal advocacy.


P&C Calls for a Rigorous Transformation Program to Address Multiple Issues


P&C designed and implemented a comprehensive transformation program with these goals in mind:

  • Optimize Business Mix: Shifting resources to the most profitable and highest future growth segments of the firm
  • Increase Revenues: Growing both legal fees and effective, appropriate expense recovery
  • Reduce Costs: Optimizing outlays related to technology, procured goods and services, and effective tax planning
  • Manage Risk: Revamping the insurance portfolio including professional liability, property and casualty, employee health and wellness, addressing cybersecurity, and responding to pandemic impacts
  • Build Capabilities: Developing processes, systems, and human capital

P&C Recommends and Implements Key Programs for Each Improvement Lever


P&C drove each of these workstreams on an agile basis, using mechanisms such as daily stand-up calls and remote collaboration tools to coordinate work and ensure progress across multiple organizations and functions. To ensure sustainable impact and continuous improvement, we upgraded the capabilities of the client’s leadership team by developing the skills non-attorneys who had potential but lacked requisite training, and identifying and replacing other staff members where required.

  • Optimize Business Mix

    • Increase the ratio of junior to senior attorneys given their higher margins
    • Shift legal staff towards practices with consistent track records and outlook for profitability
  • Grow Revenues

    • Drive growth in focus practices through targeted marketing, business development, and potential openings in new strategic markets
    • Use proven, effective technologies to streamline and maximize the recovery of client-related expenses including legal research, eDiscovery, and printing
  • Reduce Costs

    • Consolidate and streamline eDiscovery solutions and processes to reduce hosting expenses while improving the effectiveness of case teams
    • Redesign employee benefits plan and negotiate with carriers based on analysis of multi-year health claims and other actuarial data to develop a better plan at significantly less cost
    • Reduce technology and other procurement spend categories by focusing on the total cost of ownership across the lifespan of agreements, identify and retire costly legacy systems, and consolidate spend across vendors to obtain better services at less cost
    • Identify retroactive tax credits missed by legacy accountants and work with them to file amended tax returns to claim retroactive tax credits rightfully due to the client
    • Streamline travel and expense management through a new integrated system including a new corporate credit card and IT solution to enable straight-through transaction processing to their financial system
  • Manage Risk

    • Perform comprehensive review of the insurance portfolio including Professional Liability, Property & Casualty, and Cyber Security policies, consolidating and replacing brokers and carriers as necessary to address coverage gaps while simultaneously reducing costs
    • Harden IT infrastructure to mitigate the threat of network intrusion and data breach by locking down devices, replacing firewalls, cleansing account access permissions, updating password protocols, implementing multi-factor authentication, developing mobile device policies, purging obsolete data, and responding to incidents
    • Develop and deploy standard compliance policies and procedures including Grants of Authority, Procurement, and Conflict Check workflows to reduce waste, duplicative spend, and missed expense recovery opportunities
    • Respond to the COVID-19 pandemic by deploying a comprehensive suite of technologies to modernize document management and workforce collaboration systems while funding the program via available pandemic-related grants
  • Build Capabilities

    • Develop a bespoke business analytics solution to enable equity partners to gain real time visibility into firm performance, as well as drill down into specific practices, cases, and timekeepers
    • Implement modern Document Management System (DMS) to consolidate firm information onto a single, secure, accessible platform
    • Create and deploy a revenue forecasting process to provide a systematic view of expected cash inflows by practice and case
    • Restructure General Ledger and recompile historical results to provide a clear view of financial performance and trends by segment
    • Deploy IT helpdesk case management system to maximize responsiveness and improve support to legal teams and staff
    • Develop human capital by recruiting for critical staff positions and establishing customized learning and development agendas for select current employees

Transformation Program Results in $25M Annual Profit Increase


Taken together, these programs yielded an enormous benefit to the firm, generating $25 million in annual profitability improvements. The impacts were balanced, with roughly three-quarters stemming from revenue increases and the remainder from cost savings.

The improvements ensured that the transformation remained cash flow positive across our entire 18-month engagement. From the standpoint of our client’s leadership team, these benefits represent a near doubling of typical annual profits per equity partner.

Beyond these tangible impacts, the firm is now positioned for strong growth with a focused strategy, solid infrastructure of business processes and systems, optimized risk profile, and robust pool of talent. Their legacy of client service can continue to flourish.

*We take our clients’ confidentiality seriously. While we’ve changed their names, the results are real.

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Differentiated Product Development and Launch: HygieneShield Fridge Freezers

Responding to a consumer need to affirmatively sanitize refrigerated foods, P&C worked with client designers and engineers to bring to market this superior technology using ultraviolet light. Insights-based product innovation supported by aligned manufacturing, distribution, marketing, and customer care yielded significant growth across their product portfolio.

Turning Losses Into Profits for a Global Apparel Retailer

Global Apparel Retailer
Turns Losses into Profits
By Updating Branding & Merchandising Strategies

Plummeting profits jeopardized a high-end apparel retailer’s ambitious growth strategy. P&C helped its client develop an aggressive turnaround plan that aligned branding and merchandising strategies across its retail channels, streamlined and improved inventory management and ensured that it designed and stocked popular products with high margins.


P&C Helps This Retailer Accelerate Growth by Focusing on High Profitability Products & Upgrading Its Fast Fashion Brand Image


The new leaders of this multi-brand clothing and accessory retailer, known for its legendary brands and global footprint, hoped to accelerate growth by expanding into adjacent areas and extending its retail network. But with profits plummeting by 90 percent, they recognized the need to strengthen branding and inventory management while reducing costs to achieve its ambitious growth strategy.

Working with the firm’s CEO, P&C developed a comprehensive turnaround plan that included short-term profit gains and long-term initiatives for sustained growth. We aligned branding and merchandising strategies, focused product development on items with high profitability for both its retail and catalog outlets and ensured organizational support. We also redesigned their inventory forecasting models, supply chain, and inventory management systems to improve efficiency and better meet customer demand.

To achieve over $400 million in annual profit improvements, P&C helped this company launch initiatives to increase overhead savings, boost its brand image, eliminate less profitable brands and products, and introduce a new “look” for its highest margin, fast fashion brand.


With improved inventory controls and product development, this retailer can stay ahead of trends, fueling faster growth. Our turnaround plan successfully reversed return on equity from a loss to a 6X increase.

*We take our clients’ confidentiality seriously. While we’ve changed their names, the results are real.

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A Fortune Global 500 Refines Strategy to Unleash Growth

Diversified Fortune 500
Unleashes Growth
With Tailored Strategies for Cash Cows, Tigers, and the Middle

We helped our diversified conglomerate client find new business opportunities, define strategies for the holding company’s smaller businesses, and clarify the strategic and operational role of the center.


P&C Helps This Fortune 500 Conglomerate Evaluate Its Portfolio of Companies to Align with Its Profitability Targets


Our client owned many businesses in sectors that included industrial equipment, automotive components, major domestic appliances, commercial financial services, energy, and real estate development, among others. The company had diversified into several non-related businesses but had failed to achieve its profitability targets.

Its board of directors set a minimum return for all the companies in the portfolio, but many of them fell below their goals. P&C was brought in to help:

  • Find a new business opportunity that could eventually replace the reliable cash generator (cash cows)
  • Define strategies for the smaller businesses (tigers) so that they would either achieve their value creation objectives or be divested
  • Clarify the strategic and operational role of the center to achieve overall growth

P&C Created a Framework for Each of 4 Challenges


Challenge I

Growth in New Businesses

Identify 2-4 profitable business opportunities similar in size to current cash cows

Challenge II

Sustainability of “Cash Cows”

Define strategies to continue milking businesses through turmoil and changes in industry

Challenge III

Strategy for “Tiger Businesses”

Programs to find strategic/operational improvements or divest money-losing businesses

Challenge IV

Improve Role of Center

Articulation of new strategy and corporate role

P&C Focused on Product Line Profitability to Determine Divestiture Targets


P&C’s first priority was to redesign the money-losing businesses, or tigers. Rather than divesting whole companies, we recommended that our client divest product lines. We also delivered detailed business plans for three new endeavors and a new corporate role.

P&C’s program resulted in a dramatic increase in ROIC—from 13% to 25% over two years. Our client is now working with us on adjacent business opportunities that we identified.

*We take our clients’ confidentiality seriously. While we’ve changed their names, the results are real.

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Appliance Retailer’s Performance Improvement Boosts Shareholder Value

Appliance Retailer
Boosts Shareholder Value
By Focusing on Execution, Simplification, and Strategy

Our high growth retail client experienced a significant share price decline after missing earnings expectations. We identified the company’s core strengths and performance improvement options. The resulting broad-based performance improvement program created $2.5 billion in shareholder value.



P&C Helps Its Client Take a Step Back to Realign Product & Pricing With Customer Strategy


Our retail client had enjoyed high growth and was planning to double its store count within 2-3 years, as well as increase diversification into new channels, products, and geographies. Unfortunately, they had failed to meet earnings expectations for the first time, causing a significant share price decline. Investors blamed a variety of factors including concept saturation and over-diversification.

P&C Worked With the Client to Address the Following Questions


  • How do we identify, prioritize, and resolve execution limitations that are blocking our ability to rapidly grow?
  • How can complexity be reduced to lower costs and grow the top line?
  • What changes should we make to our product and pricing strategies to align with our customer strategy?


P&C Identified the Client’s Core Strengths Before Articulating Its Performance Improvement Options


P&C Launched a Broad Performance Improvement Program for this Retail Client


  • Revenue

    Marketing/Product Development
    • Consolidated and refocused marketing spend
    • Targeted programs by segment to grow share of wallet and number of customers
    • Reprioritized R&D pipeline
    Organization and Staffing
    • Restructured field front line management
    • Created performance management and incentive system
    • Optimized store level staffing by store type

    Key driver of company store sales out-performance (~10% higher than retail industry average over multi-year horizon)

  • Product Costs

    Sourcing
    • Centralized procurement function
    • Consolidated vendors
    • Re-negotiated contracts
    • Developed strategic supplier relationships

    Drove $30M+ of annual savings after year one

    Product Line Profitability
    • Assessed true profitability of all store level SKUs
    • Eliminated or re-priced 1000+ problem SKUs
    • Rationalized R&D Spending

    Drove $11M of annual savings

  • Store Operations

    Labor
    • Implemented store best practices
    • Enhanced store labor productivity by eliminating admin work
    • Increased store level automation

    Saved $40M in annual labor staffing costs

    Real Estate
    • Redefined store “full potential”
    • Assessed store portfolio and optimal real estate economics
    • Improved efficiency in leasing, construction and repair and maintenance

    20% annual R&M savings and a 5% increase in new store ROI

P&C’s performance improvement initiatives created $2.5 billion in shareholder value since the beginning of the relationship.

*We take our clients’ confidentiality seriously. While we’ve changed their names, the results are real.

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Connecting the Globe With an Efficient Fleet

An effective fleet management strategy is essential to success for a global airline.  A modern, spacious, comfortable, and highly efficient fleet not only optimizes costs but also vital to the many factors that lead to optimized revenues and an expansive global network.  An effective fleet management strategy enabled our client to take advantage of the Airbus A350, powering their network expansion to new International routes such as this one to San Francisco.  

Reinventing a Global Hospitality Leader

Our work with this client has spanned the gamut from business model redefinition to operational change and social responsibility commitment; this video highlights key changes including the transition to an asset-light lifestyle platform, the expansion to new geographies and lines of business, process responses to COVID-19, and community support endeavors.

Differentiated Product Development and Launch: HygieneShield Dishwashers

Responding to a broad consumer need to affirmatively sanitize dishes, P&C worked with client designers and engineers to bring to market this superior technology using high temperature water and steam. Insights-based product innovation supported by aligned manufacturing, distribution, marketing, and customer care yielded significant growth across their product portfolio.

Differentiated Product Development and Launch: HygieneShield Appliances

Responding to a broad consumer need to affirmatively sanitize food, dishes, and laundry, P&C worked with client designers and engineers to bring to market this superior technology using ultraviolet light and other natural mechanisms. Insights-based product innovation supported by aligned manufacturing, distribution, marketing, and customer care yielded significant growth across their product portfolio.

Role Models for Diversity and Inclusion

We believe Diversity and Inclusion is an essential element for any large organization to really succeed in this ever changing world. Here, a global law firm client highlights example leaders within their firm who are spearheading this mission.

Thriving Despite Challenging Times

Resiliency stems from thorough preparation. Partnering together to address issues ranging from fleet optimization and customer experience to pandemic response, Qatar Airways is positioned to grow both its network and market share during COVID-19.

Sustainable Airline Fleet Management

With a strong focus upon fleet management with this client, our client achieved fuel efficiency, a higher standard of environmental sustainability, and ultimately an effective business model notwithstanding the challenges associated with COVID-19.

Open Platform Strategy Reinvents Travel Industry

Travel industry, redefined. P&C helped cultivate the concept for a global market technology leader to realize its vision of broadening their business to envelop all aspects of travel, while creating an open platform for others to join this emerging transformative ecosystem.

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