Case Studies PDF Print E-mail
The following case studies are reprinted from The Future. Whilst every effort has been made to present the circumstances in as factual a manner as possible, certain details including the name of the client organisations have been changed in order to protect their identities. The scenarios depicted are representative of the challenges and issues faced by these companies, and on which The Dorrian Consulting Group's advice was sought.

Should you have any questions or comments you would like to make, please complete the form on the contact page of this site, and then forward it to us. We regret that no information pertaining to the client company, or that which is deemed to be sensitive will be divulged.
 
The Windsor Group PDF Print E-mail

G
entlemen, began Peter Ford, Managing Director of The Windsor Group at the opening of the company's 1999 strategic planning session, ?it is my belief that our company has lost its focus, and the purpose of the next two days is to try and re ? establish exactly where we should be going over the next one to three years, and to develop a plan that will take us there. We are going to have to work smarter, and all directors must be focussed in the same direction.?

Andrew Feldman was seething. He had been Windsor's Marketing Director for the past four years, working under Ford for three of these. An outspoken critic of Ford's management style, which he saw as being purely financially driven, with little or no regard for the customer or the company's employees, Feldman had frequently counselled his colleagues on a number of occasions about holding strategic indabas of this nature in some exotic venue that did little more than extrapolate the previous year's financial forecasts, and spent more time on game drives and braais. And now, he thought to himself, simply because Ford has brought in a consultant to be used primarily as a sounding board for his ideas, he now expects us all to practice what I have been preaching for years, and all because market growth is stymied, and the trade is beginning to gripe. Feldman had his doubts about the assembled group being able to achieve Ford's goal in two days. His main concern centred on the issue that no strategic audit had been conducted, and no competitive intelligence gathered. For three years he had been battling to get his boss to implement a proper strategic infrastructure, but to no avail. Moreover, nowhere on Ford's agenda was there anything remotely related to company structure. Ford, he thought was looking for a quick fix solution, and he was convinced that the logically structured agenda which reflected his boss's financial background, would not provide the answers that were needed. He knew from his days at Lever Ponds and Shell that strategy was a much more messy business that his Managing Director realised.

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Cr?me Dairies PDF Print E-mail

J
onathan Williams, account manager with Becker Advertising, was on a high as he entered the office of Sheila Beggs, marketing manager for Cr?me Dairies. Becker had just designed new logo and packaging variants for Cr?me's range of yoghurts, which was marketed under the company's Cr?me De La Cr?me brand. The new designs, which were part of a brand repositioning strategy codenamed ?Project Yummy' ,were also meant to coincide with the launch of two new flavours, namely, stewed fruit and custard, and mixed berries. Although Becker had handled this brand for twelve years, Williams had worked on the account for only three of these. Nonetheless, Beggs, who had been in her position a year longer than Williams, and who enjoyed a good rapport with her agency, often sought extra mileage from them through tapping into Williams's vast FMCG marketing experience.

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Falcon Publishing PDF Print E-mail

J
ane Knight, the strategy consultant appointed by Falcon Publishing to observe and then provide a professional commentary on her client's strategic planning process was facing a dilemma. She had been listening to Managing Director Terry Lindsay's presentation to the management team at the company's annual strategic indaba and was quite horrified by what she had been exposed to. On the one hand she could identify with Falcon's need to formalise a properly structured strategic plan. On the other hand, she was unhappy about the manner in which Lindsay had gone about the process. There were many issues that concerned her, but perhaps most of all, Lindsay appeared to have developed a plan based on little environmental and in particular competitive information, and without the involvement of either his employees or even his customers, in the process. She was convinced that should the proposed plan be implemented, it would fall flat and maybe even prove to be detrimental to the company. With the little time that she had to prepare for the meeting, Knight had put together some background information on Falcon on which she now reflected.

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Meet Paul Dorrian
Principal Consultant

Paul has over twenty years experience as a management consultant, and has directed many projects in the fields of strategy, marketing and organisational effectiveness. His expertise has assisted many of South Africa's leading companies across numerous industries and national backgrounds....
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