Marketing and Profit Optimization

I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail”
(Abraham Maslow, The Psychology of Science,

We work with Clients to drive bottom-line results at the operating profit level. Each of our Clients has a unique set of challenges and resources available to tackle these challenges. Through  intensive discussion and rigorous analysis, we have worked with Clients to prioritize issues, make decisions and implement a core set of changes (based on multiple factors: resources available, urgency and importance of the problem, the scale of the benefits possible, etc).

Increase Top-line Performance

For an Electronics Retailer, we significantly improved clearance sales uplifts and forecasting, these actions alone driving a net profit gain of 1% to 1.5%. For a Book Retailer, increased sales of more than £9M and a reduction of £20M in working capital resulted in far superior financial and competitive performance. Reducing churn by 10% and increasing acquisition success by 1.3X for a Telecoms operator allowed them to reach their performance objectives in a challenging period.

Whilst we are highly adept at using the powerful tools of econometric analysis, pricing strategy and processes, supply/demand alignment, marketing and sales effectiveness, customer segmentation, product strategy and implementation, cash-flow management and many others, we view each Client opportunity as unique. We get our satisfaction from solving complex, sensitive, mission critical challenges without resorting to dogma or management fashion.


3-30% Profit Improvement

We are confident of being able to dramatically improve bottom line profitability in our Clients (3-30% profit improvement experienced, dependent on industry/Client).  We do this without eroding brand values, unique company culture or Client/Customer loyalty.  We simply work out how to do things in a better, more effective way, aligned in purpose through the company often this means stopping doing things that have become normal through time (e.g. trade spending without analysis of returns, rewarding the wrong customers, compromising channel effectiveness).  Sometimes this means doing things that have not been previously considered.

Either way, we ask fundamental questions of what’s important to your company.  We can do this because we have the experience to know what to question and what to leave alone, where likely returns will be available and where not.