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DUE DILIGENCE OF A MANUFACTURING COMPANY

 

A leading Private equity firm had identified a manufacturing company as a potential acquisition target. The firm wanted to evaluate the growth potential of the company in its present market segment, before closing the deal. The firm gave TKC 4 weeks to perform the due diligence.

ENTERING EMERGING MARKETS

 

A large solar energy MNC was considering expansion in new geographies in South Asia, Middle East and Australia. The company approached TKC to help them develop a market entry strategy. We capitalized on our extensive work in emerging markets to develop a customized solution for the client.

LEADERSHIP HIRING FOR A LARGE INDIAN COMPANY

 

A large Indian Company was facing the challenge of identifying ‘best in class’ professionals who are truly capable and passionate about working in high-growth businesses. The company hired TKC to design in Human Resource Business Transformation plan

BRINGING ELECTRICITY TO RURAL INDIA

 

Our client wanted to expand its sale of solar electric grids in rural India. TKC developed a regional strategy by village and roll out plan based on market opportunities. The recommended strategy has helped electrify 100’s of villages

HUMAN RESOURCE TRANSFORMATION

 

A fortune 500 company was facing the challenge of slacking leadership. The company hired TKC to design in Human Resource Business Transformation plan.

NEW PRODUCT PROPELS

 

Our Solar energy client needed help in introducing a new product in the market. TKC created the go to market strategy for the product and even ran a pilot launch in one Indian state and also set up a new business unit for South East Asia and Africa.

CREATE WINNING GAME PLAN

 

Our client (a leading political party) reached out to us to help them strengthen their candidature in the upcoming elections. They sought out for a due diligence to understand the dynamics and hence build their “Winning game plan”

TRANSFORMING RECRUITMENT: Building an ATS for a Fortune 100 BFSI Client

 

One of India’s most promising BFSI brands was looking to double its employee count within a period of 5 years. Existing Talent Acquisition Practices were completely offline. The company approached TKC to help them streamlining their Recruitment Practices and build a scalable RMS that could get seamless acceptance from all Businesses. We collaborated with the client’s business teams and the RMS vendor to accomplish the same.

STRENGTHEN AND STREAMLINE INTERNAL PROCESS

 

Our client is one of the India’s largest building automation company and was facing internal complexity in the operating environment. It was a newly formed entity after undergoing organization re-structuring between two entities. The company took TKC’s help to design and strengthen the internal processes for Intelligent Building Solution that would create an efficient back-end operating environment to enable achievement of growth target

Leadership Hiring for a large Indian company

Entering emerging markets

Human resource transformation

New product propels

Bringing Electricity to Rural India

Create Winning Game Plan

Transforming recruitment

Strengthen and Streamline Internal Process

We are a premier Indian management consulting firm with a track record of helping the leadership teams of some of the world’s largest companies as well as mid-sized firms in achieving breakthrough performances.

+91-120-6500778 / 708

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Takshashila Consulting. Copyright © 2014

We continue to move forward with our due diligence with the goal of reaching a definitive agreement with Guidant.

  • Challenge

    • A Leading global PE planned on acquiring a controlling share in a manufacturing company
    • The firm wanted to assess the attractiveness of the company given market outlook in next 5 years
    • It also wanted to assess the attractiveness of the asset for a strategic buyer in next 5 years
  • Approach

    TKC focused on 4 key areas to determine the economic value to the PE firm of acquiring the manufacturing company.

    PROJECTED MARKET DEMAND

    • Assessed relevant markets on supply and demand cycle.
    • Conducted price projection analysis of the products sold by the company to access impact on EBITDA margin.

    PREPARED OPTIMAL SALES PLAN FOR THE COMPANY

    • studies the total delivered cost of all manufacturers operating in the target markets.
    • Analyzed companies competitiveness by micro-market.

    IDENTIFIED THE OPERATIONAL AND STRATEGIC IMPROVEMENT LEVERS

    • Evaluated strategic investments to gain cost advantage.
    • Diagnosed improvement initiatives like sales force effectiveness and strengthening local distribution channels.

    STUDIED THE ATTRACTIVENESS OF THE COMPANY FOR A STRATEGIC BUYER

    • Evaluated the attractiveness of an MNC investing in Greenfield project as against accruing the target company.
  • Solution

    Based on the following findings we proposed that there is value in acquiring the company.

     

    • We projected a growth of 5.5% in nominal prices of the product which implied EBITDA margins increase of 28%
    • Company was found to be strategically located to serve 3 major micro-markets.
    • We made recommendations for an optimal sales plan which could increase the EBITDA by INR 40 Cr by 2018.
    •  It would be much most costly for an MNC to invest in a greenfield project than acquiring an existing company.
  • Challenge

    • The solar company already had presence in India, Malaysia, Thailand and South Africa.
    • It wanted to further expand to new geographies in Asia, Middle East and Australia in utility and DG segments.
    • For this the wanted to identify market opportunity in residential rooftop and solar pumps in strategic markets.
  • Approach

    TKC consultants spent 2 months in the target countries to understand investment ecosystem and explore partnership opportunities.

     

    IDEBTIFY TARGET MARKET

    • Undertook market privatization by studying the macroeconomic and political scenario, and solar PV market potential.

    COORDINATED WITH STAKEHOLDERS

    • Mapped key stakeholders with help from local consultants
    • Conducted regular metting with the key decision makers and potential partners as well as financiers.

    IMPLEMENTATION OF PILOTS

    • Created detailed work plans, weekly updates of country managers.
    • Set up a war room approach to facilitate effective execution.

    INITIATED BIDDING PROCESS

    • Establishing local partners to develop their projects, acquire local entities for bidding process.
  • Solution

    Based on our recommendations, partnerships were signed with Australian and Taiwanese partners.

    • Categorized markets as focus, strategic, opportunistic and opportunity on hold
    • Successfully mapped all central and state level stakeholders for Australia and prepared similar active
    • Acquired 60 MW deal in Australia, engaged partner developers in Taiwan and prepared for upcoming bids.
  • Challenge

    • Design an end-to-end stringent recruitment process for hiring 200 potential across all major businesses.
    • Align with all major stakeholders in the process and reduce the TAT for hiring.
    • Improve the pipeline of candidates (both quality and quantity).
  • Approach

    • Conducted 1500 interviews of shortlisted candidates from a pool of 7000 resumes.
    • Run a detailed analytics on candidates already tapped using scoring criteria for traits.
    • Created automated dashboards, metrics for clear visibility of pipeline of candidates
    • Increased pipeline of candidates through some additional reinforcements
    • Designed the 2 year training and capability development program for effectively engaging the hired candidates.
  • Impact

    Based on our recommendations, partnerships were signed with Australian and Taiwanese partners.

    • Categorized markets as focus, strategic, opportunistic and opportunity on hold
    • Successfully mapped all central and state level stakeholders for Australia and prepared similar active
    • Acquired 60 MW deal in Australia, engaged partner developers in Taiwan and prepared for upcoming bids.
  • Challenge

    • The Solar energy company was considering expansion of its sale of solar electric grids in rural India
    • The company wanted to identify which customers and households to target
    • How to set up a sustainable operational model for micro grid’s maintenance and asset management
  • Approach

    TKC consultants spent 2 months in the targeted villages to understand customer needs to identify target markets and implement pilot’s in some villages

    IDENTIFY TARGET MARKET

    • Conducted survey of villages to understand their electrification status
    • Market survey to understand socio-economic needs and power requirements of people

     

    COORDINATE WITH STAKE HOLDERS

    • Conducted regular meetings with all the key external key holders (e.g. local administrations, NGO's, government officials) to keep them align with the projects vision

     

    IMPLEMENTATION OF PILOTS

    • Implemented few pilots in a few selected villages.
    • War-room approach to manage operations.

     

    PLAN FOR IMPLEMENTATION IN REMAINING VILLAGES

    • Implementation of pilots and plan for roll-out in remaining villages
  • Solution

    • Detailed roadmap in place to roll out implementation in remaining villages
    • Survey of 1468 households in 43 villages completed in 3 weeks
    • Pilot implementation of solar AC micro-grid and solar dual pump; Impacts lives of over 50 persons
  • Challenge

    A fortune 500 company wanted to completely overhaul its HR functions including organizational design, performance management system, rewards & compensation policy and employee empowerment to create a more efficient workforce.

  • Approach

    TKC dedicated a team of consultants who embedded themselves in the company’s HR activities to identify opportunities to transform the mid-level leadership of the company

     

    IDENTIFIED OPPORTUNITIES FOR HR TRANSFORMATION

    • Conducted in person interviews with the top leadership team to assess the present situation in the company.
    • Understand granular details of the system and processes of the company.

    STUDIED BEST-IN CLASS PRACTICES

    • Study the best HR practices and processes in other world-class oil and gas companies.
    • identified gaps in client organization.

    DEVELOPED AN HR VISION

    • Developed a vision of a 'to-be' state for the company based on discussion with company leadership and after considering best practices across industry.
    • Identify tools to achieve the vision.

    DESIGNED AN 18-MONTH STRATEGIC WORK PLAN

    • Designed asn 18-month strategic work plan.
    • Initiated a change process by revamping the organizational design, institutionlizing a merit-based performence management system and redesigning the group compensation and benefits policy.
  • Impact

    Based on our recommendations, Vital HR processes and tools were established to help the company become a truly meritocratic, performance-oriented workplace.

    • Undertook digitization and technology deployment for various people processes
    • Company plans to undertake similar transformation projects for all its businesses.
  • Challenge

    • A large Solar power producer wanted to enter into a different product segment – Solar water pump for irrigation.
    • They wanted to launch it in India and subsequently across the south-east Asia and Africa region.
  • Approach

    TKC conducted on ground research by visiting various target markets. We not only helped the client in planning the marketing strategy but also helped run a pilot in a target market.

    IDENTIFY AND ESTIMATE SIZE OF TARGET MARKET

    • followed a data driver approach to locate the potential districts in India for solar water pump
    • Conducted Market visit and expert interviews to validate and understand the size of the market.

    DEFINED VALUE PROPOSITION OF PRODUCT

    •  Define value proposition for the product for different customer segments.

    FORMULATED GO-TO MARKET STRATEGY

    • Formulated the go-to market strategy for the pilot.

    STUDIED THE ATTRACTIVENESS OF THE COMPANY FOR A STRATEGIC BUYER

    • Launch pilot in one market to understand the business.
    • Set up War room to manage day to day operations with clear definitions of KPI's and tracking mechanism.
  • Impact

    Based on our recommendations, Vital HR processes and tools were established to help the company become a truly meritocratic, performance-oriented workplace.

    • Undertook digitization and technology deployment for various people processes
    • Company plans to undertake similar transformation projects for all its businesses.
  • Challenge

    • The client wanted to identify which social, economical and political issues they should target to gain maximum traction
    • They wanted to re-think on the candidate selection across the 543 constituencies of India
    • They wanted to re-build and       re-create their Election Manifesto
  • Approach

    A dedicated 2 member team of consultants embedded themselves into the client organization and worked closely to understand the various dimensions and build the “5-step success mantra” to win the elections and a long term plan to run the PMO for critical activities.

    SEGMENTATION OF THE 543 INDIAN CONSTITUENCIES

    • Analysed the past 4 election results to understand, by constituency, the presence and current foot-hold of the party
    • Segmented the constituencies into 4 key buckets (Clear wins, marginal wins, marginal loss, clear loss) and hence evaluating the “sweet spots”
    • Analysed the voting trends in the ‘sure shot’, ‘big climb’, ‘downgrade’, ‘big falls’ and ‘always loss’ constituencies

    DUE DILIGENCE OF SOCIO-ECONOMIC STATUS AND LOAD REQUIREMENTS

    • Performed extensive research to understand the key sectors for overall welfare of the country
    • On-boarded social activists and experts to build an end to end “National Development Plan”
    • Devised robust strategy for campaigning of national agenda across the regions
    • Devised robust strategy for campaigning of national agenda across the regions

    BUILD A ROBUST CANDIDATE SELECTION STRATEGY

    • Created a predictive analytical model to project the performance of the party in the coming elections.
    • Provided >75 recommendations/ changes for the ideal candidate selection across the country through a rich research of the previous performance and developments by constituency
    • Doubled down the focus on getting the right leader/ candidate on board to ensure the “big wins”

    DEEP DIVE ON LOCAL ISSUES  TO CONNECT WITH OUR PEOPLE

    • Conducted 500+ interviews and surveyed 50+ villages across the country to understand the local issues in the area
    • Developed 20-25 region-grade specific pitches to target voters and drafted the election manifesto with clear mapping of issues, solutions and execution road map.
  • Solution

    Based on our recommendations,

    • Vital decisions on the ideal candidature selection were taken
    • The extensive research conducted to understand the key differences between the manifesto(s) of all political parties in the previous elections enlightened the path to the perfect pitch for the party
    • The client team also took our help to build a robust first level “work plan” for executing the major changes and creating an overall different image of the party in the country
    • The client team used our ‘war room’ approach in various other internal projects

     

  • Challenge

    • The client had 15 different business units encompassing the entire gamut of Financial  services (Retail and Wholesale); resulting in varied talent acquisition requirements across the group entities
    • We were running on a stringent timeline for completing the entire project- Gathering requirements, Collaborating with the RMS Vendor in development, Creating training material & conducting training for different businesses, Ensuring continued user acceptance across the Group

     

  • Approach

    TKC consultants were present at client location for the entire project and worked very closely with the Central HR, Business HRs, client’s internal IT Solutions Group and the RMS vendor Hirecraft.

     

    GATHER BUSINESS REQUIREMENTS

    • Understand existing Recruitment Process Flows & system functionalities
    • Interact with Central HR & individual Business HR representatives to understand unique requirements which need to be incorporated in the system: Eg. Bulk hiring

     

    CREATE DETAILED BRS DOCUMENT

    • Create new process flows and analyze system feasibility with the vendor
    • Create a detailed Business Requirement Document tabulating all scenarios, use cases and functionalities in collaborating with  the RMS Vendor

     

    BUSINESS DASHBOARD AND MIS CREATION

    • Benchmark unique dashboards of other ATSs such as: Taleo, Successfactors, etc.
    • Interact with Corporate HR and finalize role-wise dashboards
    • Share role-wise dashboards with RMS Vendor for development

    RMS LUNCH : TRAINING

    • Create relevant training modules for all users
    • Conduct training sessions with all the users in batches and obtain user buy-in.
  • Solution

    Based on our recommendations, entire Recruitment cycle became more efficient, automated thereby ensuring reduced TAT across all stages of recruitment

    • Due to our project management, the BFSI client was able to wrap up requirement gathering swiftly and ensured that entire development activity lasted only 4 months
    • Increased transparency and governance across all business levels through custom dashboards and MISs
    • Effectively created training material and conducted training sessions across the client’s businesses

     

  • Challenge

    Given the highly complex ecosystem that our client operated in, there was a need for structured and simplified internal processes to improve organizational agility

  • Approach

    TKC dedicated a team of consultants who embedded themselves in the company and identified the following three work streams and their approach to strengthen and simplify the internal processes:

     

    DIAGNOSES OF INTERNAL PROCESSES AND PROCESS RE-ENGINEERING

    • Analyse 4-5 core processes within each function, e.g.- sales, design and engineering, projects and operations, SCM etc.
    • Understand interlinkages between functions
    • Re-engineer/ re-design processes to eliminate redundancies

     

    DESIGNING REVIEW MECHANISM THROUGH USE OF TRACKERS, TOOLS AND DASHBOARDS

    • Develop robust monitoring mechanism to review metrics linked to inter-departmental operations, process adherence and sales & order execution
    • Tools and dashboards to be created for reviews at multiple levels

    BUSINESS DASHBOARD AND MIS CREATION

    • Benchmark unique dashboards of other ATSs such as: Taleo, Successfactors, etc.
    • Interact with Corporate HR and finalize role-wise dashboards
    • Share role-wise dashboards with RMS Vendor for development

    IMPLEMENTATION OF RE-DESIGN PROCESSES AND REVIEW MECHANISM

    • Implement suggested process changes as part of Work stream #1 and rollout of trackers, tools and   dashboards designed as part of work stream #2.
    • Also includes capacity building of functional teams to:

     

  • Solution

    Based on our recommendations, the KPIs were identified and dashboard tools were established to help the company become a truly meritocratic, performance-oriented workplace.

     

    • The pilot dashboard was tested and reviewed with the leadership team to show the performance metrics.
    • The organization identified the need of such tools and the regular updation of trackers was shared to the respective team leads to take the ownership.

     

    • Conducted 1500 interviews of shortlisted candidates from a pool of 7000 resumes.
    • Run a detailed analytics on candidates already tapped using scoring criteria for traits.
    • Created automated dashboards, metrics for clear visibility of pipeline of candidates
    • Increased pipeline of candidates through some additional reinforcements
    • Designed the 2 year training and capability development program for effectively engaging the hired candidates.