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Colonial State Bank Retail Turnaround Innovation & Marketing

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T | M | G was asked by Colonial State Bank to advise on several aspects of the conversion of the State Bank of NSW to Colonial State Bank. This followed the sale of the troubled bank by the NSW government to Colonial.
Radical and speedy changes were needed to overcome the many problems undermining the performance of the bank.
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Ambit Recruitment Competitive Advantage Strategic Alignment

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T | M | G was invited to assist the newly appointed CEO at Ambit to pull together both strategy and branch diversity.  The business was poised for growth in its segment but restrained by a lack of strategic clarity and divergent priorities by State.
T | M | G was asked to help develop both a powerful and aligning strategy for successfully capturing strong earnings growth. The new CEO was very, very candid in briefing TMG, including setting a stake in the ground for a national management conference in 2 months time.
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Telstra Mobilenet Networking Services

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T | M | G had recently expanded its field operations division and the use of outsourced warehousing and distribution. It had also been successful in winning a place on the distribution list for an RFP issued by Telstra for the largest integrated retail network services Tender believed to exist at that time in Australia. Telstra sought to amalgamate several supply contracts into one and test the market for the best quality, service and price.
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Compaq Connect Competitive Advantage Supply Chain Strategy

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T | M | G  was invited into discussion with Compaq Australia to review channel strategy. The largest PC brand in Australia was "other" - the white box, no branded product sold through thousands of resellers around Australia. The Dell Direct model had made inroads into "white"box and Compaq Australia wanted to beat Dell to gains from the "white"box.
T | M | G  was asked to help develop strategy for successfully capturing strong financial returns from penetrating "white"box.
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AUSCO - Hypothetical case study

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Management consultants often confuse a lack of terminology as a lack of strategy development.  Even worse, if they don't see strong evidence of their own preferred "strategy framework", they can mistakenly think a client lacks strategy and inadvertently, consultants can destroy a great deal of effective strategic planning and implementation.
Read more... [AUSCO - Hypothetical case study]
 
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Testimonials

“The executives were impressed by the careful and considered manner by which he got us to consensus and ultimately to a quality outcome”
Darryl Thompson
CSC Australia
 
“Peter’s contribution to our deliberations was invaluable. He was able to guide the groups to consider opportunities more broadly while encouraging rigour and analysis to our interpretations”
Rachel Holthouse
RMIT Publishing
 
"The strategy you facilitated us to drive out at our conference played a very significant role in the subsequent 3 year success of dramatically growing the business value"
Peter Acheson
CEO Ambit Recruitment
 
"TMG were instrumental in the creation and roll-out of Optus World, often working well beyond expectations."
Paul O'Sullivan
Optus Communications
 
"TMG provides companies with strategic development support with a client friendly methodology that focuses on getting the strategy right and making sure implementation is mapped out and deliverable."
Sue MacLeman
Benitec
 
"TMG has been a committed and productive resource"
 Geoff Wallace
 Procter & Gamble
 
"As we roll out ...the work you are doing is invaluable"
 Michael Rogers
 Colonial State Bank
 
"... we respect your dedication to working with us relentlessly to achieve our goals"
Laura Taylor
Pepsico Restaurants International
 
"We've been very impressed by the professionalism of TMG in all our dealings"

Philip Dows
 Intel Semiconductor

 

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