Project Profiles
Corporate Strategy
A top European mobile operator faced a quandary. Aggressive competitors were eating into its leading market share, while an aging network complicated the introduction of new products and services. Nevertheless, global experience showed mobile data services not delivering on their promise, and continued investments in broadband wireless seemed suspect, at best.
New Business Creation
A mid-major U.S. mobile operator had experienced dramatic growth based on its differentiated strategy of offering affordable basic services to underserved constituencies. The operator's mushrooming geography, bandwidth, and customer base surely created new opportunities, but it also heightened expectations and raised questions about sustaining success in a saturated market.
Platform Strategy
A leading player in Internet technology, services, and content enlisted SDG’s help to define a platform strategy for web advertising. Despite a strong position in display advertising, the company had been outsourcing targeted ads (e.g. contextual, behavioral, and demographic) across its several large web properties. Although the company had the R&D capability to launch an in-house solution, corporate leaders were divided on whether or not such a move would create higher profitability than outsourcing through a specialist provider.
Targeted Value Proposition
An operator initiating a 3G rollout turned to SDG for help in defining strategy for increasing market share and value per user. An intensive customer and competitor assessment revealed that the Enterprise segment was substantially different both from the Consumer and Small Business worlds — not only in regard to what customers buy, but also in how they buy and the types of support and ancillary services they require.
Product & Technology Roadmap
The Contact Center Systems business unit of a major technology infrastructure company had, over time, developed three platforms (and dozens of individual applications) serving very different market segments. To remain competitive in each segment, the company needed to continually develop new functionality. Marketing and engineering resources were constantly stretched too thin, and execution suffered on all fronts. In addition, an emerging web services framework would impact all products, requiring major changes in each platform.
