A large manufacturing company had performed strongly over decades, however a significant deterioration in market conditions had significantly impacted revenue forecasts and ultimately the projected NPAT for 2016/17 and 2017/18. This forced the company to re-assess its strategy to address the headwinds.
The company had strict Bank Covenant ratios (around debt) and needed to be pro-active, otherwise they would exceed these ratios. To ensure they remained in a strong financial position, the Board supported a management proposal to implement a Transformation Program.
Launching a new product in a crowded market
Launching a new product in a crowded market was always going to be a tough ask. It was obvious that if Suncorp wanted to add a new product to their range and into the market, it was going to have differentiate itself from the CBA Dollarmites product.
Being an exclusive provider of insurance services did not prevent our client from looking for ways to enhance the customer experience. Tough Problem assisted the niche government agency using Human-Centred Design techniques to help design and deliver a unique member experience. As the client stated “We wanted to position the organisation to become a valuable partner for our customers, based on a strong mutually-beneficial relations”
Recently Dry Hire Online engaged toughproblem to help them better understand their customer.
Applying the [toughproblem] Human-Centred Design approach, we challenged Andrew to think through the issues from a customer perspective to ensure that the value proposition was solid enough to enter his desired market.
During 2012 Peoplecare a niche player in the Health Insurance sector engaged toughproblem to help it design and deliver a unique member experience.
At some stage, even a niche player is bound to attract attention if they consistently demonstrate industry outperformance.
One of our clients, Midway Sales, is Australia’s largest importer and retailer of Chinese tractors and a fully Australian owned and operated family business.
Using the A two B process Midway Sales was able to refocus its core purpose, re-energise the directors as well has a clear strategic roadmap with planned goals to reach success.
The Starting @ RSL Care project team formed in late 2009 to understand what was happening in the space of induction and orientation. The team began to learn and apply a new methodology – Human-Centred Design, to understand the problem. At this point in time, the team has been through the first three phases of the Design process: Problem Definition, Discovery-Immersion and Creation.
The current New Employee Pathway has been designed based on the findings from interviews conducted with new employees in July. This pathway outlines the current experience a new employee has when starting at RSL Care. This has led the team to a number of insights/principles that any solution must meet to improve induction/orientation at RSL Care. Ideas have been developed based on this pathway and the findings from the interview process.
Launching a new venture in a tough market (www.ridgy.com.au)
Launching a new business venture will always be a difficult and risky proposition for an entrepreneur. But launching a clothing brand in the highly competitive sports-fashion industry is almost cut-throat. The margin for error is very small. Our client’s personal experience and know-how in that industry inspired them to exploit a gap in the market.
They discovered that finding fashionable, functional and affordable ‘active wear’ is more difficult than you might expect – especially in the young adult market. They believed there were opportunity areas along the value chain that would allow them to build a unique value proposition and establish a reputable brand in a global market.
The goal - Design a better experience for new employees using Human-Centred Design.
Our client is one of Australia's largest (not for profit) provider of Aged Care Services. In an competitive employment environment, attracting and retaining talented staff is a major focus for organisations. The problem is extremely acute in health and aged care, one of the fastest growing sectors in Australia.
For an employer, developing a ‘differentiated’ employee value proposition has become a strategic priority. An area of concern for our client was the high churn rate of new employees compared to industry averages and extensive analysis revealed that this was having a significant business impact.
Our client who is a not for profit came to toughproblem with the following question…
“How might we engage all Australians in helping solve tough community problems”