A North American passenger-transportation company was looking for ways to reinvent its brand away from a low-priced commodity player to a higher growth, more profitable business.

The board engaged SDG to identify alternative business strategies that could transform the business and meet necessary growth targets. Among the opportunities identified was a strategy to shift the company from a commodity provider (valued at less than 0.5 times revenue) to a logistics and information provider (valued at 2 times revenue).