With exposure on multiple levels of the supply chain, many industrial manufacturers are feeling pressure on their bottom line. The global trade landscape is shifting, tariffs are increasing, cost structures are evolving, and emerging technologies are accelerating change. Amid this turbulence in the sector, are you prepared to weather the storm and take advantage of the opportunity to realise growth?
The world’s leading industrial companies come to us for our deep understanding of industry dynamics, extensive experience along the entire value chain, and functional capabilities. At Strategy&, we help our clients manage their portfolios, optimize operations with distinctive capabilities, digitize factories for industry 4.0, and cut costs. In everything we do, from business strategy to operations to sales and marketing, we focus on maximizing growth through coherent operating models, smart partnerships, and targeted investments. When you work with the world’s only at-scale strategy business, backed by a global professional services network, you can deliver on what’s possible right from the start.
A multinational hardware manufacturing company wanted to evaluate its growth opportunities in the US related to its different lines of business and develop a detailed go-to-market strategy, more acting as a system integrator. Strategy& assessed the client's competitive advantage vs. the competitors and prioritised the target market segments to foster a sustainable growth. Subsequently, a coherent go-to-market model (including restructuring options and potential acquisitions) and an implementation roadmap developed for the client.
An international player, manufacturing electronics products, lighting components, automation / domotics / smart-city systems was facing increasing competitive pressures and wanted to digitize its Value Proposition, besides its internal staff and industrial processes. Strategy& analysed the current product portfolio, baselined the operations across all the business units, performed the cultural assessment. The result was a detailed innovation roadmap covering new products/services, digitalised processes and the cultural/digital upskilling program.
A global Railway player aimed at becoming a full service provider while preserving its profitability targets. Strategy& helped the client to identify some “must-have” digital services to differentiate from competitors and increase operational efficiency, and supported the acquisition and the integration of a Digital Asset Management player, to unleash all the identified "value creation levers".
A global industrial player was facing increasing competitive pressures and market headwinds, therefore wanted to innovate its value proposition and create a dedicated centre for digital products and services. Strategy&, through a series of co-design workshops, supported the design of the 5y innovation roadmap, the set-up of the innovation open ecosystem / operating model, and finally the opening its Digital Innovation Centre, incubating the first technological sprints.
A leading infrastructure engineering company was willing to define its future strategic scenarios, following a global restructuring of the parent company. Strategy& supported the client in preparing a series of possible strategic repositioning and defined a detailed implementation roadmap, highlighting all the potential upside, implementation risk and also legal implications, allowing the top management to effectively manage the transition period and prepare the long-term transformation.
A B2C/B2C European player, manufacturing and distributing electronics components, wanted to review its omni-channel pricing strategy, becoming mandatory to avoid market share / margins erosion. Strategy& helped the client with the analysis of competitors’ pricing strategies and the identification of main gaps on the online / offline channels positioning, customers expectations, and main market trends. The result was a roadmap of opportunities by key customer segments / channels, that has been piloted and rolled-out globally.
