- The engagement began with assessing and defining the capabilities for each existing business. This study helped pinpoint their internal capabilities as perceived internally and by key customers across current product groups​

- We then assessed the future potential of respective product groups. Thereafter, our team worked with the core management team of the client to analyze and define the corporate strategy. Our strategy was based on a detailed analysis of market trends and changing landscape and identification of key success factors. Customer selection behavior analysis and competitor positioning analysis was conducted to analyze the client’s strengths and weaknesses on the key success factors and capability gaps were identified​

- The strategy definition exercise concluded with the definition of corporate strategy for including businesses where the client needed to add specific capabilities to improve its performance, businesses where the Group should have highest focus and businesses the Group should exit / freeze resources. The strategic agenda for growth was analyzed considering three market positions that our client could take in the market; these were ‘scale leadership’, ‘design and research leadership’ and ‘assembly leadership’ depending on what parts of value chain a player would need to be a specialist in​

- In addition, we identified potential international markets for existing products, conducted product-group wise revenue planning for the next 5 yrs. and also redesigned product development process of the group​

- Our team also developed a detailed transformation plan including organization structuring to enable the group to prepare for future challenges . The Top management further asked Universal Consulting to implement the recommended corporate strategy as well as the changes to the organization structure ​

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