Reduction of complexity and quality improvement thanks to a high performance business model

Industry: Publishing house

Annual sales: ~1,400 mCHF p.a.

Challenges:

• Slow recovery of advertiser’s market
• Continuous squeeze on margins by publishers and advertisers
• Decreasing marginal utility of cost cutting

Approach:

• Strategy and performance check-up
• Design of the ideal business process model in the Macro design phase (ModelingPlan 5M©)
• Optimisation of business processes and IT-systems in the Micro design phase (ProcessPlan 7P©)

Results:

• Performance gaps and levers for performance and quality improvement identified
• High performance business model defined
• Business processes and IT systems optimised

Otto Meier CEO, PubliPresse AG

With a high performance organisation operating for our customers in a profitable way

"Requirements in our services significantly have grown with regards to comprehensiveness and specification over the last years. At the same time we feel obliged to give consideration to publishers as well as advertisers with our high quality standards. It is our aim to be the benchmark in the market for advertising space here in Switzerland. Simultaneously, we have to present attractive financial results within the PubliGroupe in order to remain a rewarding investment for our shareholders. Our way to integrate these partly diverse requirements is the establishment of a high performance organisation PubliPresse. We have deliberately chosen this name in order to send a clear message.
Inclusion of the external consultants from HPO as provider of methodology and project manager has been very beneficial to our intention. Most likely, the result would have been worse otherwise as we had no internal knowledge of the methodology applied. Our expectations with regard to the achievement of our objectives have been excelled by far."

Turnaround and interim management at a media corporation

Industry: Media and communication, publishing company

Client size: Over 800 mio. in sales p.a. (Europe)

Challenges:

• Drastic drop in sales at a subsidiary
• High losses
• Unclear processes and responsibilities

Approach:

• Deployment of an interim turnaround manager to assume the responsibility of CEO / CFO at the subsidiary
• Launch of a Sales Stimulation Program to increase sales as well as immediate measures to reduce costs
• Definition of a process-based business model clarifying responsibilities for processing and for profits

Results:

• Measures to improve results by around mEUR 1.8 have been initiated, loss in liquidity has been stopped
• Market share of subsidiary increased from less than 50% to over 60%
• New management in place