Getting the detailed facts with a structured
Our analysis and recommendations are fact based, balanced
with qualitative arguments.
Reviewing a problem creatively from every
We review every aspect from a cross-functional and a global
perspective, without assuming that the 'World is flat'.
appreciate projects or challenging/complex
We believe in facts but we are diplomatic in our delivery
validate our recommendations
With the world best
experts in each field that we are reviewing. We focus on
the key points, the so called 80/20 rule, of analyses and
accept responsibility for our
We share risks and rewards. We are very experienced in
making recommendations happen and implementing
We strive for the “optimal answer” that is
viable and can be implemented. Some examples are described
revenue growth, acquisitions of other companies are not
necessarily the optimal answer. The Brannan Consulting
approach is to evaluate and incorporate many other
alternatives such as acceleration of new product
development through better collaborating and/or hiring of
Growth accelerating should not automatically lead to
mergers. Selective mergers can increase a company’s
growth. If not carefully managed it can take an above
proportionally share of time of the management team.
Organic growth and leveraging internal competences and the
existing employee base is in most cases preferable over
teams and cutting staff by 20-30% before investing in new
growth are not necessarily the immediate answer that turns
companies around. The Brannan way is to accelerate
performance by a mix of balanced measures to increase the
knowledge levels and motivation of management teams and
employees. There is an inherent institutional knowledge in
the organization that has to be leveraged before it is
and marketing strategy
To increase sales
and marketing effectiveness radical changes are not
necessary the answers for all questions.
Loyalty marketing programs, radical re-branding, Customer
Relationship Management (CRM) programs need to be cross
functional and be integrated with other programs and
functions in the organization.
Pricing programs need to balance the need for charging
revenue maximizing prices with the customer’s
perspective. Pricing programs should never over estimate
the potential fit of pricing programs (for customers). Nor
should pricing programs be too complex.
performance of the supply chain, closing supply chain
locations and opening new other warehouses are not
necessarily the only or best solution. Resolving root cause
problems of supply chain issues are key. Not only looking
at the supply chain from a top down perspective but also
from a bottom up perspective that will create the key
optimal answers. Even if this means looking at stock
keeping unit (SKU) level root cause issues.
If a companies' raw material spend has increased,
outsourcing more activities is not necessarily the best
Reviewing root causes, material prices trends and the
creating of a material pricing model is potentially the
process reengineering (BPR)
standard best practice processes are not necessarily the
answer to becoming more competitive and accelerating
performance. The Brannan way is to mix and match legacy
processes, industry best practice processes and innovative
creative custom processes. Legacy processes in cases where
the legacy process works efficiently (if it is not broken,
why fix it) should not always be replaced. Industry best
practice processes don’t always provide a competitive
advantage to companies, because other companies also have
these “industry best practices”. Process
innovation is key to stay ahead of the competition.
Outsourcing of call
centers and back-office operations are not necessarily the
best solution. Outsourcing to off-shore and near-shore
locations can generally lower the operating costs, but if
not managed effectively this can also increase quality
problems and even increase costs. Brannan will not only
look at the near-short /off-shore low wages in the current
year, but also estimate wage inflation for the subsequent
5-8 years. The Brannan way is to evaluate other
alternatives that do not necessary alienate a major part of
the employee base. Innovation, performance improvement
projects, resolution of root-cause problems, increasing
employee motivation can increase productivity and
performance to justify local resources.
technology (IT) strategy
Solving Enterprise Architecture problems and legacy systems
consolidation does not necessarily mean that SAP and/or
Oracle are the optimal answer to every question. Firm wide
Enterprise Resource Planning (ERP) programs can become
objectives by itself. ERP programs require a major part of
corporate (IT) budgets. And it is often unclear what the
top-line and bottom-line impacts are of these ERP programs.
We evaluate a mix of system enhancements, smart workarounds, new systems (incl. ERP programs), custom
developments and BPR to accelerate company performance. We look at the IT and non-IT impact of programs.
We also incorporate the latest trends such as Social Networks, Cloud Computing, Mobile centric
applications, pervasive computing, big data and next generating analytics.