New strategy

Company

Leading sports training and service organization (€10–25 million)

Starting situation

With the new owner and as part of the turn-around phase, the company wanted to define the mission, vision, strategy and values that guide the operation.

Solution

Citera planned, directed and implemented a participatory strategy process. The result is a new strategy, mission, vision and values.

Model for international resale

Company

Manufacturer of waste water treatment equipment (€2–10 million)

Starting situation

A manufacturer of water treatment equipment seeking international growth lacked a control model for international retailers.

Solution

Citera planned and directed the process, which resulted in the "Reseller management concept" including tools, control and development model for the selection, guidance and evaluation of resellers.

Sales management model and sales operations center

Company

B2B telecommunication connections (€2-10 million)

Starting situation

The national builder of fixed optical fiber connections operated internally inefficiently. Marketing, sales and production planning were not sufficiently coordinated. The sales management lacked up-to-date, operational information.

Solution

Citera designed and facilitated a participatory process, which resulted in a control model that drives strong growth. At the same time, an operations center was built. As a result, a new sales organization and management model was created and implemented.

Improving production supervisory work

Company

International technology company (€500 million)

Starting situation

Due to strong growth, it was necessary to move from a unit-specific production model to a matrix organization. The units had in-depth knowledge of different technical industries and different local work cultures.

Solution

Citera implemented a change program for front-line personnel. After designing the program and modeling the management, the supervisors were trained in the new matrix work model.

Evaluation of the pricing process

Company

International engineering company (€1,000-5,000 million)

Starting situation

There were large differences in profitability in the service business of the EMEA region by country and customer. The company wanted to find out if the differences were due to the pricing process or pricing management.

Solution

Citera researched the implementation of the pricing processes in each country. Inaccuracies and deviations were identified. The end result was a new sales margin monitoring model.

Strengthening commercial mindset and culture

Company

Nordic technical service company (€240 million)

Starting situation

The company had operated as a contract manufacturer and now wanted to change its sales culture to be more customer-oriented, growth-oriented and flexible.

Solution

Citera was responsible for involving key personnel from different units in defining customer-oriented operating models, building internal co-operation models and implementing the operating model. Key personnel were trained to implement the new operating model.

The fund's operating model

Company

Fund owned by a bank (€50-100 million)

Starting situation

A fund company, which manages more than 4 billion euros worth of assets, wanted to define the operating model of its special fund in order to improve risk management and secure the quality of operations.

Solution

Citera implemented a modeling process, the result of which was the definition of the fund's service concept, information flows, management system, roles and responsibilities within the fund and in relation to external partners and stakeholders.

Evaluation of acquisition targets

Company

National service provider (€10–25 million)

Starting situation

The company wanted to identify acquisition targets that would be suitable in terms of their ownership base, regional location, key business figures and service offering.

Solution

Citera built strategic criteria for the market review and conducted it. The result was a listing of acquisition targets.

Harmonization of supervisory work

Company

Construction product manufacturer (€100-200 million)

Starting situation

The company wanted to improve the ability of 100 supervisors to lead the implementation of the company's strategy and to operate according to the company's values.

Solution

Citera was responsible for training all supervisors using on-site and on-line methods. The training increased the understanding of the strategy, improved management skills and supported the increase in Great Place to Work -results.

New strategy

Company

Leading sports training and service organization (€10–25 million)

Starting situation

with the new owner and as part of the turn-around phase, the company wanted to define the mission, vision, strategy and values that guide the operation.

Solution

Citera planned, directed and implemented a participatory strategy process. The result is a new strategy, mission, vision and values.

Model for international resale

Company

Manufacturer of waste water treatment equipment (€2–10 million)

Starting situation

A manufacturer of water treatment equipment seeking international growth lacked a control model for international retailers.

Solution

Citera planned and directed the process, which resulted in the "Reseller management concept" including tools, control and development model for the selection, guidance and evaluation of resellers.

Sales management model and sales operations center

Company

B2B telecommunication connections
(€2-10 million)

Starting situation

The national builder of fixed optical fiber connections operated internally inefficiently. Marketing, sales and production planning were not sufficiently coordinated. The sales management lacked up-to-date, operational information.

Solution

Citera designed and facilitated a participatory process, which resulted in a control model that drives strong growth. At the same time, an operations center was built. As a result, a new sales organization and management model was created and implemented.

Improving production supervisory work

Company

International technology company
(€500 million)

Starting situation

Due to strong growth, it was necessary to move from a unit-specific production model to a matrix organization. The units had in-depth knowledge of different technical industries and different local work cultures.

Solution

Citera implemented a change program for front-line personnel. After designing the program and modeling the management, the supervisors were trained in the new matrix work model.

Evaluation of the pricing process

Company

International engineering company (€1,000-5,000 million)

Starting situation

There were large differences in profitability in the service business of the EMEA region by country and customer. The company wanted to find out if the differences were due to the pricing process or pricing management.

Solution

Citera researched the implementation of the pricing processes in each country. Inaccuracies and deviations were identified. The end result was a new sales margin monitoring model.

Strengthening commercial mindset and culture

Company

Nordic technical service company
(€240 million)

Starting situation

The company had operated as a contract manufacturer and now wanted to change its sales culture to be more customer-oriented, growth-oriented and flexible.

Solution

Citera was responsible for involving key personnel from different units in defining customer-oriented operating models, building internal co-operation models and implementing the operating model. Key personnel were trained to implement the new operating model.

The fund's operating model

Company

Fund owned by a bank (€50-100 million)

Starting situation

A fund company, which manages more than 4 billion euros worth of assets, wanted to define the operating model of its special fund in order to improve risk management and secure the quality of operations.

Solution

Citera implemented a modeling process, the result of which was the definition of the fund's service concept, information flows, management system, roles and responsibilities within the fund and in relation to external partners and stakeholders.

Evaluation of acquisition targets

Company

National service provider (€10–25 million)

Starting situation

The company wanted to identify acquisition targets that would be suitable in terms of their ownership base, regional location, key business figures and service offering.

Solution

Citera built strategic criteria for the market review and conducted it. The result was a listing of acquisition targets.

Harmonization of supervisory work

Company

Construction product manufacturer (€100-200 million)

Starting situation

The company wanted to improve the ability of 100 supervisors to lead the implementation of the company's strategy and to operate according to the company's values.

Solution

Citera was responsible for training all supervisors using on-site and on-line methods. The training increased the understanding of the strategy, improved management skills and supported the increase in Great Place to Work -results.