Over the last few years Corey and Rhoda have addressed over 60 business challenges. Click on the headings below to see more details. References are available on request.
| | General Strategic challenges | |
| Acquisition and post-merger integration strategy | Scandinavia | Utility |
| Market strategy in a commoditizing market | Hungary | Beverages/ FMCG |
| Create a unique BU strategy for a smaller BU within a company with a dominant BU | Europe | FMCG |
| Develop and implement a robust business strategy process | Global | Oil & gas |
| Develop business and operational strategy for an internal capital group | Netherlands | Venture capital |
| Strategy to progressively reposition business model in response to global trends | Europe | Utility |
| Growth strategy and must-win battles | Europe | High tech |
| Growth strategy for new markets and geographies | Global | Construction |
| Define the role of a rapidly growing international division within an MNC | Europe | Financial services |
| New market entry process and reusable toolkit | Global | Financial services |
| Transferring service capabilities to new geographic markets | Global | Risk mgmt services |
| Create a segment strategy for expansion into new market geographies | Global | Health |
| Assess the potential of transferring a business service from one division to another | Global | Risk mgmt |
| Develop a regional cross business strategy for building presence in the Middle East | Regional | Defense |
| Market strategy for intensely competitive three-company marketplace | Hungary | Beverages/ FMCG |
| Market strategy to move up from being a weak number four player Czech | Republic | Beverages/ FMCG |
| Market strategy and must-win battles for China | China | Beverages/ FMCG |
| Evaluate the strategy and value of potential IP investments | Europe | Defense |
| | Go-to-market and marketing challenges | |
| Transition to solution selling | Netherlands, extended globally | Financial services |
| Implementing cross-selling capability | Europe | Insurance |
| Personalizing customer relationship though online sales capabilities | Europe | High tech |
| Transition to indirect channels for serving small businesses | Europe | High tech |
| Strategy to build sales volumes with hard discounters | Central Europe | FMCG |
| Distribution channel rationalization strategy | Brazil | Utility |
| Improve customer intimacy in retailing network | Thailand | Food |
| Retail customer development program | S. America | Food |
| Implement a measurement system for customer satisfaction | Europe | Financial services |
| Boost the sales of products and services in specialist channels | Central Europe | FMCG |
| Engaging business partners in client confidentiality | Europe | Financial services |
| Reinvigorate a failing customer service management program | Global | Risk mgmt services |
| Create a local power brands | Europe | Beverages/ FMCG |
| Strategy for main flagship brand | Europe | Beverages/ FMCG |
| | Global functional, Head Office and HR challenges | |
| Build a global procurement organization: strategy and transition plan – 3 teams | Global | Shipping, oil & gas |
| Reinforce a global finance function – 3 teams | Global | Financial services |
| Develop Head office effectiveness and role | Global | Service conglomerate |
| Define the role of an executive board for a multi-national conglomerate | Global | Service conglomerate |
| Developing a shared services strategy | UK | Utility |
| Ensure that executive development activities are transformed to action | Global | Risk mgmt services |
| Creating a robust HR function for Finance | Global | Financial services |
| Improve the attraction and retention of employees in central Europe | Central Europe | FMCG |
| | Operational challenges | |
| Leveraging economies of scale and scope in back-end activities to boost front-end sales | Global | Financial services |
| Improve customer service and communications with internal clients | Global | Financial services |
| Putting in place a continuous improvement program | Global | Financial services |
| Implementing a sustainable continuous improvement program | Global | Financial services |
| Develop a risk based governance system | Global | Risk mgmt services |
| Complexity reduction and on-going governance process | Central Europe | FMCG |
| SKU reduction and on-going governance process | Global | Beverages/ FMCG |
| Cross-functional optimization and productivity improvement | Global | Beverages/ FMCG |
| | Supply chain challenges | |
| Build a global procurement organization: strategy and transition plan – 3 teams | Global | Shipping, oil & gas |
| Establish CSR in the supply chain | UK extended to Europe | Utility |
| Step function reduction in finished goods inventory at improved service levels | Europe | High tech |
| Change management strategy for supply chain rationalization | Italy | Utility |
| Create strategy for commercialization of track and trace technology | Global – not US | FMCG |
| | R&D challenges | |
| IP portfolio strategy for core and noncore IP | Global – not US | FMCG |
| Linking IP strategy to business strategy | Global – not US | FMCG |
| IP strategy for new product platform R&D program | Global – not US | FMCG |
| Transition to regional/ global product management | Global | Financial services
|
| Restructure the business processes of a central R&D function | Global | Risk mgmt services |
| | CSR and NGO challenges | |
| Strengthen the corporate brand CSR position through involving current and past employees | Global | Risk mgmt services |
| Establishing CSR in the supply chain | UK extended to Europe | Utility |
| Develop sales processes to engage BRIC clients in area of greenhouse gas reduction | Global | NGO |
| Develop greenhouse gas reduction sales processes to expand industry segments | Global | NGO |
| Strategy to engage corporate customers in sustainable agriculture initiatives | Global | NGO |
