Selected project experience of Management3 founders

1. Selected Projects and Experiences
March, 2009
1

2. Our experience and expertise is based on a large set of
assignments in different functions, companies and geographies
Management3 Partners Project and Experience Portfolio
Strategy
Project and Management Experience
• Corporate & BU Strategy
• Mergers & Acquisitions
Strategy • Contract Negotiations
• Product Line Strategy
• New Product Development
Sales & Marketing
• Sales & Marketing B2B – Key Account Management
Branding Strategy • Brand Equity Management
• Brand Communities
• Customer Relationship Management
• Multichannel Strategies – Internet
Channels
Customers Markets
• Channel Strategies – Retail Marketing
• After Sales – Customer Service
• International Business Operations
Operations • Business Process Reengineering
Organization and Technologies • IT Strategy – IT Outsourcing
Execution • Large Scale Program Management
2

3. Corporate and Business Unit Strategy: business to business
and business to consumer industries
SELECTED PROJECTS
“Hardware, Software & Services Customer Service
Division at Country level ” Design and execution of the Italian
customer service division restructuring plan quot;Regain
Competitivenessquot;. Operated within the framework of Pan
European turn around plan.
“I/T and Outsourcing Services at EMEA Region level”
Development of three years strategic plan with a Pan European
team detached at UK HQ; reporting to the Executive Board.
“Grocery Retailer at Country Level” Strategy design: led the
President and the executive board in strategic planning work.
Prepared and led the discussion sessions and residential off-site
seminar, guided the decision process to completion. Prepared
presentation for the shareholders board. Led communication
effort to stakeholders.
“Business Consulting Division at Country Level” Start up of
a consulting division for a leading system integrator and Internet
services provider, defining marketing strategy, service offering,
go-to-market model, sales planning and control, account
management
3

4. Mergers & Acquisitions : Business Due Diligence and Venture
Capital experiences
SELECTED PROJECTS
“Business Due Diligence”. Led business due diligence
management consulting assignment to evaluate target
manufacturing company. Analysis of virtual data room
documents, target company CEO and CFO face to face
interviews, market research, business model valuation, scenario
analysis, reporting to co-investors (deal was approved: largest
size PE deal in country in the year).
“Acquisition Opportunity Business Due Diligence”. Lead
business valuation for an acquisition and a JV opportunity for I/T
services companies.
“Goodwill Amortization” . Prepared document for auditors to
verify revenue generation expectations to justify goodwill
amortization for the acquisitions of two large I/T services
companies (execution of market entry strategy by acquisition)
“Angel Investing” . Led several investment opportunity
evaluations and participated in several screening groups,
examined over 100 business plans.
4

5. Product Strategy: make vs. buy and supply chain strategies
SELECTED PROJECTS
SELECTED EXPERIENCES AND PROJECTS
00/00 00/00 00/00
“Product Range Supply Chain Strategy ” For a leading
automotive components manufacturer, reviewed
manufacturing, logistics and sales and marketing activities for
Review Reengineer Restructure Re launch
a product range where the market had contracted by 30% in
10 years. Closed one manufacturing plant, reengineered
• Manufacturing logistics processes, restructured organization to reflect
requirements in smaller size market.
• Logistics
• Marketing
“Sourcing for Competitiveness” . For a leading automotive
• Sales components manufacturer identified lack of competitiveness of
in-house produced products and urgent need to become more
competitive. Since development and production of new in-
house products would take a long time to achieve, won
BUY
agreement to source a range of products from 3rd party
suppliers. This meant the company could become competitive
rapidly and avoid losing ground to competitors who already
had aggressively priced products available. Identified a
suitable supplier, tested products for quality conformance,
negotiated supply agreement, organized product
homologation, produced marketing materials and launched
new range within 3 months.
MAKE
5

6. Contract Negotiation: complex operations agreements within
extraordinary finance deals
SELECTED PROJECTS
SELECTED EXPERIENCES AND PROJECTS
“Termination of Pan European JV ” For a leading vehicle
JV manufacturer negotiated agreement to dissolve Joint Venture
covering all aspects of after sales. Reviewed original JV
agreement and identified all issues to be addressed.
Articulated and agreed company position on contentious issues
time and negotiated agreement with partner representatives
leading all discussions and involving specialists as necessary.
Negotiation completed within 3 months to meet timescale for
overall unwinding of JV.
“Negotiation of outsourcing of manufacturing division”
time
Negotiated contract with buyer of manufacturing division
which allowed company to purchase and continue to sell
products carrying its brand alongside products produced in the
Buy Products
same factory but carrying the brand of the acquiring company.
Negotiated directly with purchaser and provided detailed input
to lawyers to write contract. Created marketing materials
explaining new agreement for internal use and for
Sold communication to customers. Executed communications
Manufacturing strategy.
6

7. New Product Development: Innovation and development of
new products and services
SELECTED PROJECTS
G1
“Service Diversification”. Developed diversification strategy
G2
G3
option in the emerging energy trading and carbon finance
G4
Inherent G5
Inherent
markets for a leading service provider to the banking and
Costs
Costs
financial markets industry
“Product Extension” . Product extension option for a leading
service provider to the credit card industry. Evaluation of
A B C D F
E
partnership options and service innovation based on smart card
Structural VALIDAZIO PROTOTI LANCIO
Structural NE PO DIFFUSIO
technologies.
VALUTAZIO SPERIMENTAZIO
IDEAZION CONCETTO NE
Costs
Costs NE NE
E
PILOTA
PROGETT
“New Product and Process Development”. Study on
O
systems support for the implementation of NPSP (Focus on
Engineering Change Order Process, Target Costing) for a leading
vehicle manufacturer.
Systemic
Systemic
Costs “Automotive Niche Products Financing” . Development
Costs
together with ING Bank of innovative structured finance
approach to support niche new product development and
negotiate with partners and capital market. Concept feasibility
tested with low volume coupé model.
Realized
Realized
“Mobile Virtual Network Operator” . Contributed to launch
Costs
Costs
of MVNO services in grocery retail chain (100 stores) liaising with
national program office. Analyzed results and implemented
changes to increase sales.
7

8. Sales and Marketing Management in Business to
Business: Strategies, Processes and Systems
SELECTED PROJECTS
SELECTED EXPERIENCES AND PROJECTS
Total Attribute Ratings by Knowledge Buyers
Above average
REPRIORITISE
REPRIORITISE STRENGTH
STRENGTH
EFFORT
EFFORT
“International Business Development” Account marketing
Assigns an account
and sales plan definition, negotiation of International Master
manager to service
my needs
Below average
Agreements and international deals, coordination of international
Above average
Importance of Attribute Has well trained service
personnel Guarantees the performance
sales force and distributorships agreements for a European
Provides
leading hardware, software and services provider
Offers timely maintenance and
consultan
Lead time
cyOffers spare parts
from order to Provides diagnostic services
solutions
delivery
“International Business Development” Customer account
minimising
cost per unit
planning and sales plan definition, negotiation of international
CRITICAL TO
volume CRITICAL TO
LESS
LESS IMPROVE
IMPROVE
IMPORTANT
IMPORTANT
master sales agreements, negotiation of national sales
Below average
Satisfaction with Company
agreements, management and coordination of international sales
force to achieve both national and international targets for a
leading global automotive components manufacturer
Segment VALUE BASED MARKETING
“Key Account Management” Experience in implementation
attractiveness
and management of several structured account management
and strategic selling approaches with applied knowledge of Miller
Heiman, Siebel (ON Target) and SPIN Selling methodologies.
Segment One
One
“Industrial Marketing” Developed industrial marketing plans
needs segment
segment
for hardware and service providers. Adapted to Italian market
and implemented “Value Based Marketing” methodology and
PMSO “Plan Marketing Sectoriel Opérationnel” approach
Performance
8

9. Brand Equity Management in Automotive: define, measure
and influence brand equity in Europe
SELECTED PROJECTS
Awareness and purchase intention measurement
SELECTED PROJECT
MEASURE
“Brand Equity”. A leading Japanese automotive manufacturer
from EBITS Phase 1
in Europe faced a substantial price gap in blind tests comparing
1. PURCHASE INTENTION
badged and unbadged versions of a new vehicle model. The
2. RELATIVE PURCHASE
project defined the framework for Brand Equity measurement
INTENTION
PURCHASE
(PURCHASE INTENTION / AWARENESS)
INTENTION
and development to answer the following strategic questions:
1. PURCHASE CONSIDERATION
2. RELATIVE PURCHASE
BRAND
•What is brand equity?
CONSIDERATION
CONSIDERATION (PURCHASE CONSIDERATION / AWARENESS)
•How can brand equity be measured?
SPONTANEOUS AWARENESS
BRAND RECALL = AWARE
•What is the VMs brand equity at this moment?
SPONTANEOUS AWARENESS
UNAWARE OF BRAND = NOT AWARE
•What instruments are available to influence brand equity?
Attribute Specific and Image Oriented Advertising roles •What strategies can VM formulate to increase its brand equity?
ATTRIBUTE - SPECIFIC ADVERTISING
•What are the implications of these strategies in terms of
CAN CREATE THE ATTRIBUTE BASED COMPONENT OF BRAND EQUITY
communication strategies on a pan-European basis ?
The project was based on extensive data analysis to define
BRAND EQUITY
THE ATTRIBUTE BASED EQUITY INCORPORATES THE
ATTRIBUTE BASED DIFFERENCE BETWEEN SUBJECTIVELY PERCEIVED
drivers of consumer behaviour and provided the client with
AND OBJECTIVELY MEASURED ATTRIBUTE LEVELS.
COMPONENTS
tools to apply corrective actions and measure results. Brand
BRAND EQUITY
Equity progress measures were defined to increase relative
THE NON-ATTRIBUTE BASED EQUITY CAPTURES BRAND
ASSOCIATIONS UNRELATED TO PRODUCT ATTRIBUTES .
NON ATTRIBUTE BASED
pricing and improve communication spending effectiveness.
COMPONENTS
Within the project a new briefing framework for the marketing
communication agency was developed to increase the link
IMAGE - ORIENTED ADVERTISING
between creativity and marketing business objectives
CAN CREATE THE NON- ATTRIBUTE BASED COMPONENT OF BRAND EQUITY
9

10. Brand Communities Marketing in Automotive: identify and
act on new opportunities and threats
SELECTED PROJECTS
The time of Tribes: the decline of
individualism in mass societies
new tribes (urban nomads, computer networks, clubism, etc.)
“Brand.com” Design and implementation of the on-line strategy
techno(logical) culture
for a leading luxury and sports car manufacturer. The
assignment consisted in defining the strategy for the brand on-
games and amusement (homo ludens)
line presence for different targets (institutional, fans, owners)
new developments and aspects of an urban city, technology and
and the strategy and business case for e-commerce and the
human beings
development of merchandising and licensing
real life / digital world
“Share of Dream and Share of Market” Design and
implementation of brand community strategy for a leading
motorcycle manufacturer and racing team, to create a gravity
attraction force for the communities of interest of owners, riders,
INVISIBLE & UNCOUNTABLE
pilots, sport fans, sponsors, dealers, and develop new business
Imaginary
“Tribal Marketing” Study of Tribal Marketing and Brand
(Trends)
Communities Marketing experiences and frameworks to develop
Sympathize
brand loyalty and dialogue with community members
VISIBLE & COUNTABLE
rs
“Marketing 2.0” Study on the role of social networks and new
Institutions
Occasions Adherents
Participant (Associations &
issues of brand reputation, the impact on communication and the
or Devotees
(Gatherings) Sects)
s
quest for speed in the on-line world
Practisings
Everyday Life
(Day-to-Day Practices)
10

11. Customer Relationship Marketing in Automotive and
Retailing: Strategies, Processes and Systems
SELECTED PROJECTS
SELECTED EXPERIENCES AND PROJECTS
“CRM - Marketing Information Database”. Analysis of the
CRM Business Requirements or the different Business Units of an
automotive Vehicle Manufacturer (including B2B fleet sales and
Light Commercial Vehicles) and identification of guidelines for the
IT Systems Support Strategy, with focus on cost/performance.
“Automotive Brand Customer Satisfaction” For a leading VM
top brand, took broad customer satisfaction measurements and
broke them down to understand real causes of dissatisfaction with
Aftersales performance. Analyzed business processes using six
VM
sigma, identified areas for improvement, developed and
implemented action plans. Checked improvements using monthly
CSI research and implemented corrective actions as necessary.
“Loyalty Card”. For a leading grocery retailer analyzed
DEALER
competitive positioning, quantitative and qualitative information on
customer base and results of loyalty program to develop business
intelligence platform for CRM and implement changes to increase
loyalty
“CRM Study”. Lead research teams performing market surveys,
CUSTOMERS PROSPECTS
Data &
Data &
literature research and software analysis to produce strategy report
Information
Information
on Customer Relationship Marketing opportunities and pitfalls.
Analyzed feasibility, ROI, organization requirements .
Relazioni
Archivi dati
Scambio dati
11

12. Multi Channel Strategies: Role and opportunities of
Internet as a distribution channel in Retailing
SELECTED PROJECTS
Cucinare
“Industrial Association Service Delivery”. Internet role in
Casa e famiglia
the service delivery strategy for the Association of Builders and
Gestione
Curiosità Interesse Preferenza Acquisto Fedeltà
risparmi
Construction Companies (national 101 local associations, a
Viaggiare
publishing house and a professional schools system). Analysis of
Intrattenimento
the value proposition, definition of the services for the members,
Attualità
Ambienti di vendita
business case.
Contenuti / Servizi
“FMCG Food” Study on e-business opportunities for a leading
a supporto della vendita
Livello
Italian FMCG producer and study on a food & tourism portal.
di
Servizi mappati
Siti analizzati servizi
“Multi Channel Grocery Retailing” . For a leading retailer
o analysis of strategic options and associated value of developing
e-commerce capabilities. Analysis covered the integration of
physical and on-line channels and formats, customer
relationships impact and profitability.
“Station Opportunities” For railway stations real estate
company analysis of the business model and identification of top
line growth opportunities and possible business synergies
DIREZIONE GENERALE
AMMINISTRAZIONE
between on-line and off-line (click & mortar).
PROCESSI
PERSONALE
DI SUPPORTO
VALORE PER
SISTEMI INFORMATIVI LE IMPRESE
“Media Retail Chain” For a books, music and videos retail
ASSOCIATE
chain, marketing strategy and technology opportunities and
PROCESSI SERVIZI ALLE
RAPPRESENTANZA
PRIMARI IMPRESE
threats. Analysis of competitors, customer segmentation, usage
POLITICA E SINDACALE
of Internet and emerging alternative distribution channels.
12

13. Channel Strategy and Dealers Management in Automotive:
Cars, Agricultural Tractors and Motorcycles
SELECTED PROJECTS
SELECTED EXPERIENCES AND PROJECTS
Unit DEALERS POSITIONING
Sold
“International Distribution Strategy”. Distribution strategy
and dealer profitability model in international markets for a world
leading agricultural machinery manufacturer.
“Pan-European Distribution Process and System quot;.Sales and
distribution systems application selection and program
implementation for a leading agricultural tractors manufacturer.
Market Size
“Multi Channel Strategy”. Development of channel strategy for
a motorcycle manufacturer, defining Internet and Dealers roles to
achieve sales growth and extend geographic coverage.
“DMS and DCS: Dealer Management and Communication
OPERATING MODEL E-COMMERCE Customer
BIKE.com
Systems” Requirements analysis and dealer segmentation,
Auction fees
• Manages • Pays for
on-line services
services • Pays for
evaluation of make or buy options for a leading VM.
.com branded product full price
• Manages goods
on-line delivery
catalogue
s of .com
“DMS Marketing Strategy”. Strategic Plan for a DMS software
• Sponsorship
branded • Referral Products
• Permission E-Mail
products • e-Tickets
• Buys the • Financing Services
solutions provider. Evaluation of strategic options and market
goods to • Insurance Services
be sold
Other web-sites
on-line
scenario, analysis of OEM and dealers policies and requirements.
(Affiliate Program)
Referral Products
Affiliation fees / services
“DCS Emerging Markets” Design of a web based solution to
BIKE Logistic
support dealer integration with Fiat Auto India.
Operator Dealers
BIKEMotor • Keeps .com
& BIKEStores
branded
products
• Ships .com
“EU Competition Law Change Impact”. Implications for IT
branded
products
Delivery fees
Business Support of the changes in the EU Competition Law Block
Stock keeping and fulfilment fees
.com branded products
for BIKEcom branded products
Exemption Regime for car distribution.
Who delivers what to whom
Who pays what to whom
13

14. Channel Strategy in Automotive After Sales: alternative,
innovative channels for part sales
SELECTED PROJECTS
100%
“Older Vehicles Spare Parts Sales”. For a leading VM,
identified opportunity to increase sales of parts for older vehicles
outside the dealer channel. Developed programme to exploit this
opportunity by encouraging dealers to sell to independent
garages. Identified specific product range, developed pricing
strategy, implemented specific standards for participating
dealers, hired specific sales and marketing team to launch
0% initiative. Result: increased sales to independent garages by
Highly Competitive Semi Captive Captive
40% over 2 years.
Competitive Parts Parts Parts
Parts
VM Market Share IAM Market Share
“Alternative Incremental Sales Channel” . For a leading car
parts manufacturer, identified attractive market opportunity to
sell a product range outside the channel traditionally used by the
company into a new channel which had grown up and was
gaining a dominant position. Competitors were already using the
new channel and company had lost its market leading position.
Overcame internal resistance to open the new channel and
develop customer relationships. Result: Increased sales by 35%
in first year, without losing sales or customers in the traditional
channel.
14

15. After Sales in Automotive, Hardware and Retailing: Strategies,
Processes and Systems
SELECTED PROJECTS
Car Component
Car Component
“Product Maintenance Delivery” . For a leading hardware,
Manufacturers Manufacturers
Manufacturers Manufacturers
software and services provider, review of economics of mass
Market Share Market Share
Market Share Market Share
products (PCs and Printers) maintenance operations based on
geo-marketing data analysis; design and execution of spin-off of
the operations to mixed model of controlled and franchised
operating units.
Car Independent “Fiat Auto India After Sales” . Study of business process and
Car Independent
manufacturers Wholesalers I/T solution for spare parts management in India World Car
manufacturers Wholesalers
Market Share Market Share
Market Share Market Share Program 178.
“Distribution Model Redesign” . For a leading Vehicle
40-50% margin Manufacturer. The project objective was to define and
implement a new Pan European logistics vision for after sales
parts to improve both cost and service level: reduce inventory
Authorized Independent
Authorized and logistics-related costs by optimizing the entire logistics value
Independent
dealers repairers chain from supplier to dealer: inbound, warehousing, and
dealers repairers
Market Share Market Share
Market Share outbound and improve service levels, in terms of parts
Market Share
availability, lead times measured at the dealer site.
margin
“Customer Care” . For a leading grocery retailer process and
organization design of customer care services and after sales
End customers
End customers
products management: warranty and repair for durable
44 Bln. Euro at retail price
44 Bln. Euro at retail price
consumer goods, quality and recall of perishable products. Multi
channel communication and customer satisfaction monitoring.
15

16. Retail Marketing: strategic management of retail mix levers in
grocery retailing
SELECTED PROJECTS
For a leading multi format grocery retail chain (over 1.2 Billions €
2 3
1 turn over and 100 stores):
Location and
Point of Sale
Format and New Openings
Network Development Plan. Led introduction of geo-
Communication
Product Life Cycle
marketing tools and techniques and developed the long term
plan and the budget for network development. Conducted field
visits and assessed competitive situation.
New Stores Opening. Led design of several new stores
6
4 (different formats from Hypermarkets to Mini Markets) to be
5 Strategic
Competitive
Clients opened. Introduced innovations in format, layout and in-store
Pricing
Positioning
Loyalty
and Commercial communication. Adopted space management software tools.
Analysis
Policies
Pricing Management. Led competitive analysis and major price
repositioning, analyzed best practice and conducted software
selection for introduction of state of the art pricing and
promotion optimization systems.
8
7 Decision Non Food Assortment. Led project to redefine assortment of
Private Label
Support and Tools
Sales non-food in a multi format environment considering variables of
Innovation
profitability, market positioning and inventory management.
Private Label. Development of strategic role for private label
products in loyalty and profitability management. Analysis of
price scale positioning, sales, assortment role, contribution to
sales and margin.
16

17. International Business Operations in Automotive: World Car
program implementation of Fiat Project 178
178 Complex Logistics – Multi Model Platform SELECTED PROJECTS
SELECTED PROJECTS
“178 Argentina Turnaround”. Process and systems mapping,
POLAND RUSSIA
business assessment in Fiat Auto Argentina. Recommendation for
ITALY
systems project turn around.
quot;Organization readinessquot;. Business transformation of Premier
MAROCCO
INDIA
VENEZUELA
Automotive Ltd. (Mumbai, India) into a fully functioning Fiat Auto
TURKEY
subsidiary.
quot;Reportingquot;. Analysis of the reporting requirements to Fiat aAto
EGYPT
BRASIL
SpA for sales and marketing and finance functions of Fiat Auto
India.
quot;RSV Localisationquot;. Analysis of the localization processes and
ARGENTINA
design of a prototype for Tracking and Reporting localisation.
SOUTH AFRICA
quot;Starting Kit Conceptquot;. Design of business process model and
PRODUCTION & ASSEMBLY
Year: 1999 I/T application portfolio for start up of operations in new
PURCHASING (CKD)
markets.
quot;After Sales Spare Partsquot;. Study of business process and I/T
solution for spare parts management in India.
World Material Flow (WMF). quot;Indicators WMFquot;. Design of
reporting system (Planning, Sourcing, Packaging, Shipment,
Invoicing and Custom). Analysis of quot;EVA Economic Value Addedquot;
Palio Siena Strada
Palio Week End drivers
17

18. International Business Operations in Automotive: market
entry strategy and logistics infrastructure design
SELECTED PROJECTS
SELECTED PROJECTS
“China Aftermarket” For a leading car parts manufacturer
after market division ccarried out review of the Automotive
Aftermarket in China. Identified gaps in market, key players and
customer needs. Developed market entry strategy and
implementation plan.
“Parts Logistics Infrastructure re-design”. For a leading car
parts manufacturer, reviewed logistics infrastructure in Western
Europe and designed a new infrastructure in line with needs in a
market in which volumes had contracted by 50% in 10 years.
Closed warehouses. Created alliance with non competing
company in the same industry to combine logistics, reducing cost
and saturating available capacity. As a supplementary benefit a
commercial alliance was created which enabled the company to
sell new products and improve its competitive position. RESULT:
reduced logistics costs by 10%.
18

19. Business Process and Organization Reengineering:
reinvention of business models and organizations
SELECTED PROJECTS
PIATTAFORMA DEDICATA
DI IPER (riserva remota)
P1
IPER
“Business Model Strategic Change”. For an Italian apparel
FORNITORE
D1 RISERVA AREA VENDITA
manufacturer analysis of business model strategic change
D2
following acquisitions: from outsourcing to contract
P2
manufacturers, to vertical integration including direct
PIATTAFORME MULTICANALE e PIATTAFORMA NAZIONALE
manufacturing in Romania and franchising sales.
(NO FOOD)
“Format Reengineering in Retail” . Led redesign of product
BALANCING DEMAND AND SUPPLY OBJECTIVES
and processes for the hypermarkets format applying “lean
FOCUS ON DEMAND STRATEGIC BALANCE
manufacturing” concepts. Moved from vertical category oriented
High
• Maximize value with • Balance between value
customized solutions creation and cost of service
organization to an horizontal process organization. Decreased
Increasing Focus on Business Needs
• Operates at high cost / does • Equilibrium based on the
not allocate resources separation between demand
costs, increased control, quality and responsiveness.
optimally and supply of IT services
BUSINESS DEMAND FOCUS
“Post Merger Integration of I/T organization of JV
operating in EMEA and South America”. For JV of two
FOCUS ON SUPPLY
• Standardization of IT services
leading vehicle manufacturers. Post merger integration support
• Objective of cost reduction
to CIO. This assignment consisted in PMO support to the CIO in
post merger integration activities for the governance of
Increasing Focus on IT Supply Optimization
Low
programs, activities and tasks leading to successful
Low IT SUPPLY FOCUS High
implementation of the “I/T Vision” that was previously defined
with the consultants support.
MOVIMENTAZIONE MOVIMENTAZIONE MOVIMENTAZIONE
E SCARICO IN RISERVA IN AREA VENDITA
“Management Change” . Following the appointment of a new
CIO the assignment aimed at redesigning the IT organization
scope and mission. Recommendations where defined with the
Organization Director and presented to the CEO.
PRELIEVO DA RISERVA
RICEVIMENTO E ACCETTAZIONE
RIFORNIMENTO IN AREA VENDITA
STOCCAGGIO IN RISERVA
RITORNO IN RISERVA
19

20. Information Technology Strategy and Governance :
strategic support to Chief Information Officer
SELECTED PROJECTS
IT – Business Objectives Alignment
“Demand Supply Model for I/T”. For CIO of a leading
aerospace components manufacturer, Business Process
Reengineering of Information and Communication Technology
Applications
Applications based on IT business value approach and Demand - Supply
model for IT Organization.
“International Developments BU IT Strategy”. For a
Business Objectives
Business Objectives
leading vehicle manufacturer, development of the IT Strategy
IT Implications
IT Implications
Strategies and
Strategies and
and support to implement priority actions for the CIO of the
International Developments BU (responsible for emerging
markets and world car platform).
Architecture
Architecture “Organization transformation” . For a leading vehicle
manufacturer CIO in the light of the business re-organization
from functions to business units. The assignment consisted in
redesigning the IT organization and updating IT Systems Plan.
“Strategic Systems Plan”. For an automotive metal stamping
leader, analysis of strategy, markets, client, capabilities and
processes to define priorities for process and systems evolution.
IT Organization
IT Organization “IT Strategic Roadmap” . For the newly appointed CIO of a
leading directories service company design of the strategic three
years systems plan in a changing business environment impacted
by the digitalization of the industry
20

21. Information Technology Outsourcing: buyer and seller
sides experience in management and consulting
SELECTED PROJECTS
K euro
5000
Mainframe IBM
Datacenter
4500
“I/T Outsourcing bid manager – sell side”. Led the bid
Mainframe Unisys
4000
management for large scale I/T outsourcing program for a
3500 Midrange
3000
strategic prospect (holding organization with four sub-holdings
VAX/Unix/NT
2500 4528
operating in Media, Publishing, Financial Services and Retailing).
HW Maintenance
2000
1500
Led bidding team consisting of specialists (Technology; Human
SW Purchase
1000 1804
Resources; Finance; Real Estate; legal; Tax ..) and account
500 811 34
776
384
268
191 127
20 47
0
management (interface with Holding Group and Sub-Holding CEO
Country Country Country Country Country Country Country Country
and negotiation team). Preparation of client proposal and Board
A B C D E F G H
of Directors bid approval package preparation and presentation.
EDS HQs Plano (TX)
“I/T Outsourcing advisory”. Management consulting
1.
assignment for a leading publisher of newspapers, magazines
Scope
&
and books consisted in the negotiation support of an application
Objectives
management outsourcing contract and the issue and
management of the tender (RFI, RFP, Evaluation) for an
2.
infrastructure outsourcing contract.
Internal Preparation
“I/T Strategic Sourcing”. Management Consulting assignment
3.
to define the strategy for outsourcing I/T services in a complex
Negotiation & Transition Plan
post merger shared services environment, and conducting the
selection of the ESP (external service provider) from the RFI
Program Management &
(request for interest) to RFP (request for proposal) and
Value Capture
negotiation phase
21

22. Large Scale Programs : program management office design
and implementation set up
SELECTED PROJECTS
Issue
Communication Issue
Communication
“Program Management Office”. For an automotive
Management
Plan Management
Plan
components manufacturing JV. The assignment consisted of PMO
support to the Program Director in the execution of a major SAP
Project implementation program. The Program was aimed at realizing a
Project Risk Plan
Risk Plan
PMO
Progress package enabled post merger integration in a very complex
Progress Management
Management
Reporting international post merger integration environment.
Reporting
“ Program Management Office”. For a retailing JV. Set up
Economic and Change
Economic and Change
and leadership of PMO for implementation program (project
Financial Requests
Financial Requests
planning and control, budget control, risk management,
Control Management
Control Management
communication plan, issues management, change requests
management) of JV buying office.
War Room of the program office
War Room of the program office
“Competence Centre” . For an automotive components
manufacturing JV. The assignment consisted in analyzing
alternative governance models for a Pan European SAP Customer
Competence Center, preparing workshops to select the preferred
solution, weighting pros' and cons'.
“Buying Office set up” . For a leading retailer, coordination of
the organization, processes and systems design specifications of
Compile information for decision makers
Compile information for decision makers
a commercial shared services organization (master data,
Monitor progress against targets
Monitor progress against targets
purchasing and master agreements, assortments, promotions)
Collect data
Collect data
Collect environmental information
Collect environmental information
22

23. We welcome your questions
Marco Bicocchi Pichi Neil Fryer
Languages
Languages
Italian English
E Mail: marco@management3.com E Mail: neil@management3.com