The Challenge. A global logistics company had entered Southern African Development Community (SADC) 3 years prior in the FMCG and Automotive industries but, to date, had little success. A previous study had established a substantial market opportunity within SADC. Still, with revenue growth below market growth rates, the company wanted a better understanding of the logistics market, the critical factors for success in SADC, and whether they should continue investing and where.

How we helped. put together a comprehensive team that deeply understood the company’s business globally and global and local industry knowledge within the FMCG and Automotive supply chains. The team leveraged its existing clients and contacts within SADC to help conduct over 35 interviews and desktop research to help develop a rich fact base on the Automotive and FMCG supply chains. Areas of investigation included key market drivers and the suitability of the existing business model, both in the market or within the company, for their business model to be profitable.

We developed a range of strategic options over a three-year timeframe. This identified growth opportunities within the core business and opportunities in adjacent markets. The research also identified the critical capabilities required to execute the existing operating model changes to support growth.

Value delivered. Our local knowledge and a good understanding of the business helped bridge the knowledge gap for the company’s local operations. This allowed the company to understand global business models and products vital to expanding beyond the core and help the corporate organization understand the unique challenges faced in the said market. Our detailed industry and cost analysis was refined and developed into a sales tool that will help sales staff demonstrate the value of their solution compared to the industry structure and the specific company’s operations. Ultimately, our expertise helped facilitate the development of a set of tangible and executable strategic options, which had local acceptance, and was aligned with the company’s global vision and strategy