The following business case studies demonstrate typical strategic engagements for L.B. Day & Company. If we may be of assistance with your company's unique problem, contact us for a discussion about how our strategic consultants might help.

Company 1: Realigning Organization for New Corporate Goals

A mid-sized company was over-reliant on its major customers, and was facing a new challenge in its business environment. Concerned that the company might not survive the loss of its main customer, the CEO hired L.B. Day & Company for strategic assistance. L.B. Day & Company guided the executive team in developing corporate goals to respond to the new business environment, and a new business model. They then led each department in planning and committing to actions to reach the corporate goals. The corporation’s performance has since improved, and the company has expanded its market share and reduced dependence on its largest customers

Company 2: Uniting Internal Divisions Around a Strategic Direction

A company with superior expertise in a particular technology permanently lost business to lesser-priced competitors, so decided to add production capacity to create a design/build capability as a saleable commodity. However, when they tried to combine the design and manufacturing subcultures, everyone resisted. The possible new markets had no waiting customers, and people were unwilling to take the resources to develop them from their present (remaining) business. The executive team called on L.B. Day & Company to help develop a marketing strategy that would effectively reposition the company. Working with key members of the design and manufacturing functions, L.B. Day & Company helped them define their corporate identity, position the company into several high-potential markets, and develop an effective branding strategy. The company’s efforts have been rewarded with success, and it has been able to maintain its U.S.-based design and manufacturing jobs

Company 3: Uniting Corporate Vision After M&A

Intent on market domination, a large company acquired a smaller technical organization. However, the large company and the smaller one were such a misfit that the top talent of the acquisition threatened to quit en masse. L.B. Day & Company led key executives of both companies through a strategic-planning process in which they developed a plan to move ahead that everyone felt was strategically and culturally satisfactory. All key players have remained with the company, and it is rapidly gaining market share in the segments targeted by the new acquisition

Company 4: Overcoming Executive Discord Through Accountability

The executive team of a company was in turmoil. A disgruntled CFO had attempted to lead a coup against its CEO in a time of extreme market disarray. The board of directors called in L.B. Day & Company to unite the team and get them to define and commit to a winning market plan. Concentrating on the need to address the market, L.B. Day & Company worked with the executives on their team issues and helped them develop a plan that addressed the issues of the fast-changing market. The executive team, including the same CEO and CFO, now functions well, and the plans they set carried the company through its worst times

Company 5: Business Improvement and Operational Realignment Following M&A

A Fortune 500 consulting firm called on L.B. Day & Company to design and lead a strategic planning process for a client company that had just acquired a division located 12,000 miles from its headquarters. The new division was experiencing tremendous conflict with its new parent company over lack of profitability and the parent company’s management style. L.B. Day & Company assessed the organization and led the acquired division through an in-depth operational alignment and strategic planning process. As a result of the plans they laid, in the next year the new division was the most profitable in the company

Company 6:  Resolving Complex Customer / Supplier Conflicts

Two of the world’s top technology companies had been successful partners until a series of mishaps caused them to question whether to have a continued relationship. The downturn in their joint operations was so severe that both companies’ CEOs made resolving their differences top priority. L.B. Day & Company was called in to work with the two companies, and over several weeks with a carefully chosen team representing both companies worked to create a new, business model that both companies could agree to. Over the next year this model was followed by the joint operations of both companies. The results were so successful that the companies held a celebratory dinner meeting to crown their success and to toast their bright future.