Client Type: Real Estate Development and Service Business
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Optimise return on real estate assets
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Improve penetration of the affordable homes segment in a cost-effective way
Client Type: Non-bank financial service institution
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The client has subsidiaries across the non-bank financial service value chain and was experiencing business acquisition challenges with its front line staff.
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Challenges faced were in the area of confidence and depth of knowledge of the organization's products
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Team leads and regional managers lacked the required leadership and mentoring skills.
Client Type: Professional Service Firm
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A professional service firm with offices in 7 African countries
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Collaborating but needs to be more integrated and aligned with common goals and objectives. In other words, country offices need to move from collaborators to a ‘one-firm’ entity (in terms of people, systems and process), that is structured to work across service lines and industry sectors
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Optimally and efficiently deploy its resources to serve all target clients on the continent
Client Type: Food Sector
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As part of the aim to meet the need for hygienically packaged food, the business required strategy implementation to start up a food production business for a limited range of food items
Client Type: Asset Management Business
- The client was seeking to aggressively grow FUM (funds under management) by adding life insurance products to its service range.
- To achieve this the client acquired an existing life insurance business and therefore, required a well articulated post-acquisition strategic and implementation plan
Client Type: Asset Management Business
- The client is an established provider of wealth management and asset management services in the HNI segment
- To help the client realise economies of scope and scope and scale in the retail non-bank financial services segment by setting up a market expansion platform to serve smaller clients
Client Type: Investment management group
- The client acquired a sub-optimally performing stockbroking business to complement its non-bank financial service range consisting of asset management, investment management, real estate and pensions
- The task therefore, involved developing a turn around strategy for the acquired stockbroking business
Client Type: State Government
- There has been a significant reduction in country’s power sector performance which has been largely due to inadequate infrastructure, corruption and high trade receivables.
- The framework was weak in terms of scope and therefore, did not have the capacity to respond to the complexities of the recent developments.
