M3 En 03 2009 Selected Projects

1

March, 2009

Selected Projects and Experiences

2

Our experience and expertise is based on a large set of assignments in different functions, companies and geographies

Management3 Partners Project and Experience Portfolio

OperationsOrganization and Technologies

Channels

Strategy

Sales & Marketing Branding Strategy

Customers

• Corporate & BU Strategy• Mergers & Acquisitions• Contract Negotiations• Product Line Strategy

• New Product Development• Sales & Marketing B2B – Key Account Management• Brand Equity Management

• Brand Communities• Customer Relationship Management• Multichannel Strategies – Internet• Channel Strategies – Retail Marketing• After Sales – Customer Service

• International Business Operations• Business Process Reengineering• IT Strategy – IT Outsourcing• Large Scale Program Management

Project and Management Experience

Strategy

Execution

Markets

3

Corporate and Business Unit Strategy: business to business and business to consumer industries

“Hardware, Software & Services Customer Service Division at Country level ” Design and execution of the Italian customer service division restructuring plan "Regain Competitiveness". Operated within the framework of Pan European turn around plan.

“I/T and Outsourcing Services at EMEA Region level”Development of three years strategic plan with a Pan European team detached at UK HQ; reporting to the Executive Board.

“Grocery Retailer at Country Level” Strategy design: led the President and the executive board in strategic planning work. Prepared and led the discussion sessions and residential off-site seminar, guided the decision process to completion. Prepared presentation for the shareholders board. Led communication effort to stakeholders.

“Business Consulting Division at Country Level” Start up of a consulting division for a leading system integrator and Internet services provider, defining marketing strategy, service offering, go-to-market model, sales planning and control, account management

SELECTED PROJECTS

4

Mergers & Acquisitions : Business Due Diligence and Venture Capital experiences

“Business Due Diligence”. Led business due diligence management consulting assignment to evaluate target manufacturing company. Analysis of virtual data room documents, target company CEO and CFO face to face interviews, market research, business model valuation, scenario analysis, reporting to co-investors (deal was approved: largest size PE deal in country in the year).

“Acquisition Opportunity Business Due Diligence”. Lead business valuation for an acquisition and a JV opportunity for I/T services companies.

“Goodwill Amortization” . Prepared document for auditors to verify revenue generation expectations to justify goodwill amortization for the acquisitions of two large I/T services companies (execution of market entry strategy by acquisition)

“Angel Investing” . Led several investment opportunity evaluations and participated in several screening groups, examined over 100 business plans.

SELECTED PROJECTS

5

Product Strategy: make vs. buy and supply chain strategies

SELECTED EXPERIENCES AND PROJECTS“Product Range Supply Chain Strategy ” For a leading automotive components manufacturer, reviewed manufacturing, logistics and sales and marketing activities for a product range where the market had contracted by 30% in 10 years. Closed one manufacturing plant, reengineered logistics processes, restructured organization to reflect requirements in smaller size market.

“Sourcing for Competitiveness” . For a leading automotive components manufacturer identified lack of competitiveness of in-house produced products and urgent need to become more competitive. Since development and production of new in-house products would take a long time to achieve, won agreement to source a range of products from 3rd party suppliers. This meant the company could become competitive rapidly and avoid losing ground to competitors who already had aggressively priced products available. Identified a suitable supplier, tested products for quality conformance, negotiated supply agreement, organized product homologation, produced marketing materials and launched new range within 3 months.

00/00 00/00 00/00

• Manufacturing• Logistics• Marketing• Sales

Review Reengineer Restructure Re launch

BUY

MAKE

SELECTED PROJECTS

6

Contract Negotiation: complex operations agreements within extraordinary finance deals

SELECTED EXPERIENCES AND PROJECTS“Termination of Pan European JV ” For a leading vehicle manufacturer negotiated agreement to dissolve Joint Venture covering all aspects of after sales. Reviewed original JV agreement and identified all issues to be addressed. Articulated and agreed company position on contentious issues and negotiated agreement with partner representatives leading all discussions and involving specialists as necessary. Negotiation completed within 3 months to meet timescale for overall unwinding of JV.

“Negotiation of outsourcing of manufacturing division”Negotiated contract with buyer of manufacturing division which allowed company to purchase and continue to sell products carrying its brand alongside products produced in the same factory but carrying the brand of the acquiring company. Negotiated directly with purchaser and provided detailed input to lawyers to write contract. Created marketing materials explaining new agreement for internal use and for communication to customers. Executed communications strategy.

JV

time

time

Sold Manufacturing

Buy Products

SELECTED PROJECTS

7

New Product Development: Innovation and development of new products and services

“Service Diversification”. Developed diversification strategy option in the emerging energy trading and carbon finance markets for a leading service provider to the banking and financial markets industry

“Product Extension” . Product extension option for a leading service provider to the credit card industry. Evaluation of partnership options and service innovation based on smart card technologies.

“New Product and Process Development”. Study on systems support for the implementation of NPSP (Focus on Engineering Change Order Process, Target Costing) for a leading vehicle manufacturer.

“Automotive Niche Products Financing” . Development together with ING Bank of innovative structured finance approach to support niche new product development and negotiate with partners and capital market. Concept feasibility tested with low volume coupé model.

“Mobile Virtual Network Operator” . Contributed to launch of MVNO services in grocery retail chain (100 stores) liaising with national program office. Analyzed results and implemented changes to increase sales.

InherentCosts

InherentInherentCostsCosts

StructuralCosts

StructuralStructuralCostsCosts

SystemicCosts

SystemicSystemicCostsCosts

RealizedCosts

RealizedRealizedCostsCosts

G1G2

G3 G5G4

VALIDAZIONE

CONCETTOIDEAZIONE

VALUTAZIONE

PROGETTO

PROTOTIPO

LANCIODIFFUSIO

NESPERIMENTAZIONE

PILOTA

A B C D E F

SELECTED PROJECTS

8

Sales and Marketing Management in Business to Business: Strategies, Processes and Systems

SELECTED EXPERIENCES AND PROJECTS

“International Business Development” Account marketing and sales plan definition, negotiation of International Master Agreements and international deals, coordination of international sales force and distributorships agreements for a European leading hardware, software and services provider

“International Business Development” Customer account planning and sales plan definition, negotiation of internationalmaster sales agreements, negotiation of national sales agreements, management and coordination of international sales force to achieve both national and international targets for a leading global automotive components manufacturer

“Key Account Management” Experience in implementation and management of several structured account management and strategic selling approaches with applied knowledge of Miller Heiman, Siebel (ON Target) and SPIN Selling methodologies.

“Industrial Marketing” Developed industrial marketing plans for hardware and service providers. Adapted to Italian market and implemented “Value Based Marketing” methodology and PMSO “Plan Marketing Sectoriel Opérationnel” approach

Has well trained service personnel

Assigns an account manager to service my needs

Guarantees the performance

Total Attribute Ratings by Knowledge Buyers

Satisfaction with Company

Importance of Attribute

STRENGTHSTRENGTH

CRITICAL TO IMPROVE

CRITICAL TO IMPROVELESS

IMPORTANTLESS

IMPORTANT

REPRIORITISE EFFORT

REPRIORITISE EFFORT

Below average Above average

Above average

Below average

Provides diagnostic servicesOffers

solutions minimising

cost per unit volume

Offers timely maintenance and spare parts

Lead time from order to

delivery

Provides consultan

cy

Segmentattractiveness

One segment

One segment

Performance

Segmentneeds

VALUE BASED MARKETING

SELECTED PROJECTS

9

Brand Equity Management in Automotive: define, measure and influence brand equity in Europe

SELECTED PROJECT“Brand Equity”. A leading Japanese automotive manufacturer in Europe faced a substantial price gap in blind tests comparingbadged and unbadged versions of a new vehicle model. The project defined the framework for Brand Equity measurement and development to answer the following strategic questions:

•What is brand equity?

•How can brand equity be measured?

•What is the VMs brand equity at this moment?

•What instruments are available to influence brand equity?

•What strategies can VM formulate to increase its brand equity?

•What are the implications of these strategies in terms of communication strategies on a pan-European basis ?

The project was based on extensive data analysis to define drivers of consumer behaviour and provided the client with tools to apply corrective actions and measure results. Brand Equity progress measures were defined to increase relative pricing and improve communication spending effectiveness. Within the project a new briefing framework for the marketing communication agency was developed to increase the link between creativity and marketing business objectives

Awareness and purchase intention measurement

BRAND EQUITY

ATTRIBUTE BASED

COMPONENTS

THE ATTRIBUTE BASED EQUITY INCORPORATES THE DIFFERENCE BETWEEN SUBJECTIVELY PERCEIVED AND OBJECTIVELY MEASURED ATTRIBUTE LEVELS.

BRAND EQUITY

NON ATTRIBUTE BASEDCOMPONENTS

THE NON-ATTRIBUTE BASED EQUITY CAPTURES BRAND ASSOCIATIONS UNRELATED TO PRODUCT ATTRIBUTES .

ATTRIBUTE - SPECIFIC ADVERTISING CAN CREATE THE ATTRIBUTE BASED COMPONENT OF BRAND EQUITY

IMAGE - ORIENTED ADVERTISING CAN CREATE THE NON- ATTRIBUTE BASED COMPONENT OF BRAND EQUITY

Attribute Specific and Image Oriented Advertising roles

UNAWARE OF BRAND

BRAND RECALL

BRAND CONSIDERATION

PURCHASEINTENTION

MEASURE from EBITS Phase 1

SPONTANEOUS AWARENESS = NOT AWARE

SPONTANEOUS AWARENESS = AWARE

1. PURCHASE CONSIDERATION

2. RELATIVE PURCHASE CONSIDERATION(PURCHASE CONSIDERATION / AWARENESS)

1. PURCHASE INTENTION

2. RELATIVE PURCHASE INTENTION (PURCHASE INTENTION / AWARENESS)

SELECTED PROJECTS

10

Brand Communities Marketing in Automotive: identify and act on new opportunities and threats

“Brand.com” Design and implementation of the on-line strategy for a leading luxury and sports car manufacturer. The assignment consisted in defining the strategy for the brand on-line presence for different targets (institutional, fans, owners) and the strategy and business case for e-commerce and the development of merchandising and licensing

“Share of Dream and Share of Market” Design and implementation of brand community strategy for a leading motorcycle manufacturer and racing team, to create a gravity attraction force for the communities of interest of owners, riders, pilots, sport fans, sponsors, dealers, and develop new business

“Tribal Marketing” Study of Tribal Marketing and Brand Communities Marketing experiences and frameworks to develop brand loyalty and dialogue with community members

“Marketing 2.0” Study on the role of social networks and new issues of brand reputation, the impact on communication and the quest for speed in the on-line world

Participants

Adherents or Devotees

Sympathizers

Practisings

Occasions(Gatherings)

Institutions(Associations &

Sects)

Imaginary

(Trends)

Everyday Life(Day-to-Day Practices)

VIS

IBLE

& C

OU

NTA

BLE

INVISIBLE & UNCOUNTABLE

The time of Tribes: the decline of individualism in mass societies

new tribes (urban nomads, computer networks, clubism, etc.)

techno(logical) culture

games and amusement (homo ludens)

new developments and aspects of an urban city, technology and human beings

real life / digital world

SELECTED PROJECTS

11

Customer Relationship Marketing in Automotive and Retailing: Strategies, Processes and Systems

SELECTED EXPERIENCES AND PROJECTS“CRM - Marketing Information Database”. Analysis of the CRM Business Requirements or the different Business Units of an automotive Vehicle Manufacturer (including B2B fleet sales and Light Commercial Vehicles) and identification of guidelines for the IT Systems Support Strategy, with focus on cost/performance.

“Automotive Brand Customer Satisfaction” For a leading VM top brand, took broad customer satisfaction measurements and broke them down to understand real causes of dissatisfaction with Aftersales performance. Analyzed business processes using six sigma, identified areas for improvement, developed and implemented action plans. Checked improvements using monthly CSI research and implemented corrective actions as necessary.

“Loyalty Card”. For a leading grocery retailer analyzed competitive positioning, quantitative and qualitative information on customer base and results of loyalty program to develop businessintelligence platform for CRM and implement changes to increase loyalty

“CRM Study”. Lead research teams performing market surveys, literature research and software analysis to produce strategy report on Customer Relationship Marketing opportunities and pitfalls. Analyzed feasibility, ROI, organization requirements .

VM

DEALER

CUSTOMERS PROSPECTSData &

InformationData &

Information

RelazioniScambio dati Archivi dati

SELECTED PROJECTS

12

Multi Channel Strategies: Role and opportunities of Internet as a distribution channel in Retailing

“Industrial Association Service Delivery”. Internet role in the service delivery strategy for the Association of Builders and Construction Companies (national 101 local associations, a publishing house and a professional schools system). Analysis ofthe value proposition, definition of the services for the members, business case.

“FMCG Food” Study on e-business opportunities for a leading Italian FMCG producer and study on a food & tourism portal.

“Multi Channel Grocery Retailing” . For a leading retailer analysis of strategic options and associated value of developinge-commerce capabilities. Analysis covered the integration of physical and on-line channels and formats, customer relationships impact and profitability.

“Station Opportunities” For railway stations real estate company analysis of the business model and identification of topline growth opportunities and possible business synergies between on-line and off-line (click & mortar).

“Media Retail Chain” For a books, music and videos retail chain, marketing strategy and technology opportunities and threats. Analysis of competitors, customer segmentation, usage of Internet and emerging alternative distribution channels.

Cucinare

Gestione risparmi

Casa e famiglia

Viaggiare

Intrattenimento

Attualità

Curiosità Interesse Preferenza Acquisto Fedeltà

Ambienti di vendita

Contenuti / Servizi a supporto della vendita

Siti analizzatiServizi mappati

Livello diservizio

RAPPRESENTANZAPOLITICA E SINDACALE

SERVIZI ALLEIMPRESE

AMMINISTRAZIONE

PERSONALE

DIREZIONE GENERALE

SISTEMI INFORMATIVI

PROCESSIDI SUPPORTO

PROCESSIPRIMARI

VALORE PERLE IMPRESEASSOCIATE

SELECTED PROJECTS

13

Channel Strategy and Dealers Management in Automotive: Cars, Agricultural Tractors and Motorcycles

SELECTED EXPERIENCES AND PROJECTS“International Distribution Strategy”. Distribution strategy and dealer profitability model in international markets for a world leading agricultural machinery manufacturer.

“Pan-European Distribution Process and System ".Sales and distribution systems application selection and program implementation for a leading agricultural tractors manufacturer.

“Multi Channel Strategy”. Development of channel strategy for a motorcycle manufacturer, defining Internet and Dealers roles to achieve sales growth and extend geographic coverage.

“DMS and DCS: Dealer Management and Communication Systems” Requirements analysis and dealer segmentation, evaluation of make or buy options for a leading VM.

“DMS Marketing Strategy”. Strategic Plan for a DMS software solutions provider. Evaluation of strategic options and market scenario, analysis of OEM and dealers policies and requirements.

“DCS Emerging Markets” Design of a web based solution to support dealer integration with Fiat Auto India.

“EU Competition Law Change Impact”. Implications for IT Business Support of the changes in the EU Competition Law Block Exemption Regime for car distribution.

UnitSold

Market Size

DEALERS POSITIONING

CustomerBIKE.com

Other web-sites(Affiliate Program)

• Referral Products• e-Tickets• Financing Services• Insurance Services

Referral Products / services

• Pays for services

• Pays for goods delivery

• Manages on-line services

• Manages on-line catalogues of .com branded products

• Buys the goods to be sold on-line

Stock keeping and fulfilment feesfor BIKEcom branded products

Dealers& BIKEStoresBIKEMotor

BIKE LogisticOperator

Who pays what to whom

Who delivers what to whom

Affiliation fees

Auction fees

Delivery fees

.com branded product full price

• Keeps .com branded products

• Ships .com branded products

.com branded products

• Sponsorship• Permission E-Mail

OPERATING MODEL E-COMMERCE

SELECTED PROJECTS

14

Channel Strategy in Automotive After Sales: alternative, innovative channels for part sales

“Older Vehicles Spare Parts Sales”. For a leading VM, identified opportunity to increase sales of parts for older vehicles outside the dealer channel. Developed programme to exploit thisopportunity by encouraging dealers to sell to independent garages. Identified specific product range, developed pricing strategy, implemented specific standards for participating dealers, hired specific sales and marketing team to launch initiative. Result: increased sales to independent garages by 40% over 2 years.

“Alternative Incremental Sales Channel” . For a leading car parts manufacturer, identified attractive market opportunity to sell a product range outside the channel traditionally used by the company into a new channel which had grown up and was gaining a dominant position. Competitors were already using thenew channel and company had lost its market leading position. Overcame internal resistance to open the new channel and develop customer relationships. Result: Increased sales by 35% in first year, without losing sales or customers in the traditional channel.

0%

100%

VM Market Share IAM Market Share

HighlyCompetitiveParts

CaptiveParts

CompetitiveParts

Semi CaptiveParts

SELECTED PROJECTS

15

After Sales in Automotive, Hardware and Retailing: Strategies, Processes and Systems

“Product Maintenance Delivery” . For a leading hardware, software and services provider, review of economics of mass products (PCs and Printers) maintenance operations based on geo-marketing data analysis; design and execution of spin-off of the operations to mixed model of controlled and franchised operating units.

“Fiat Auto India After Sales” . Study of business process and I/T solution for spare parts management in India World Car Program 178.

“Distribution Model Redesign” . For a leading Vehicle Manufacturer. The project objective was to define and implement a new Pan European logistics vision for after sales parts to improve both cost and service level: reduce inventory and logistics-related costs by optimizing the entire logistics value chain from supplier to dealer: inbound, warehousing, and outbound and improve service levels, in terms of parts availability, lead times measured at the dealer site.

“Customer Care” . For a leading grocery retailer process and organization design of customer care services and after sales products management: warranty and repair for durable consumer goods, quality and recall of perishable products. Multichannel communication and customer satisfaction monitoring.

Car Manufacturers

Market Share

Car Manufacturers

Market Share

Car manufacturers

Market Share

Car manufacturers

Market Share

Authorized dealers

Market Share

Authorized dealers

Market Share

40-50% margin

margin

Component Manufacturers

Market Share

Component Manufacturers

Market Share

Independent WholesalersMarket Share

Independent WholesalersMarket Share

Independent repairers

Market Share

Independent repairers

Market Share

End customers44 Bln. Euro at retail price

End customers44 Bln. Euro at retail price

SELECTED PROJECTS

16

Retail Marketing: strategic management of retail mix levers in grocery retailing

For a leading multi format grocery retail chain (over 1.2 Billions €turn over and 100 stores):

Network Development Plan. Led introduction of geo-marketing tools and techniques and developed the long term plan and the budget for network development. Conducted field visits and assessed competitive situation.

New Stores Opening. Led design of several new stores (different formats from Hypermarkets to Mini Markets) to be opened. Introduced innovations in format, layout and in-store communication. Adopted space management software tools.

Pricing Management. Led competitive analysis and major price repositioning, analyzed best practice and conducted software selection for introduction of state of the art pricing and promotion optimization systems.

Non Food Assortment. Led project to redefine assortment of non-food in a multi format environment considering variables of profitability, market positioning and inventory management.

Private Label. Development of strategic role for private label products in loyalty and profitability management. Analysis of price scale positioning, sales, assortment role, contribution tosales and margin.

Format andProduct Life Cycle

1Point of Sale

Communication

2Location and

New Openings

3

Competitive Positioning

Analysis

4 Strategic Pricing

and CommercialPolicies

5ClientsLoyalty

6

Decision Support and Tools

Innovation

8Private Label

Sales

7

SELECTED PROJECTS

17

International Business Operations in Automotive: World Car program implementation of Fiat Project 178

ITALYITALY

POLANDPOLAND

TURKEYTURKEY

INDIAINDIA

BRASILBRASIL

ARGENTINAARGENTINA

MAROCCOMAROCCO

RUSSIARUSSIA

SOUTH AFRICASOUTH AFRICA

VENEZUELAVENEZUELA

EGYPTEGYPT

PRODUCTION & PURCHASING

ASSEMBLY(CKD) Year: 1999

Palio Palio Week End Siena Strada

SELECTED PROJECTS“178 Argentina Turnaround”. Process and systems mapping, business assessment in Fiat Auto Argentina. Recommendation for systems project turn around.

"Organization readiness". Business transformation of Premier Automotive Ltd. (Mumbai, India) into a fully functioning Fiat Auto subsidiary.

"Reporting". Analysis of the reporting requirements to Fiat aAto SpA for sales and marketing and finance functions of Fiat Auto India.

"RSV Localisation". Analysis of the localization processes and design of a prototype for Tracking and Reporting localisation.

"Starting Kit Concept". Design of business process model and I/T application portfolio for start up of operations in new markets.

"After Sales Spare Parts". Study of business process and I/T solution for spare parts management in India.

World Material Flow (WMF). "Indicators WMF". Design of reporting system (Planning, Sourcing, Packaging, Shipment, Invoicing and Custom). Analysis of "EVA Economic Value Added" drivers

178 Complex Logistics – Multi Model Platform SELECTED PROJECTS

18

International Business Operations in Automotive: market entry strategy and logistics infrastructure design

SELECTED PROJECTS“China Aftermarket” For a leading car parts manufacturer after market division ccarried out review of the Automotive Aftermarket in China. Identified gaps in market, key players and customer needs. Developed market entry strategy and implementation plan.

“Parts Logistics Infrastructure re-design”. For a leading car parts manufacturer, reviewed logistics infrastructure in Western Europe and designed a new infrastructure in line with needs in amarket in which volumes had contracted by 50% in 10 years. Closed warehouses. Created alliance with non competing company in the same industry to combine logistics, reducing costand saturating available capacity. As a supplementary benefit acommercial alliance was created which enabled the company to sell new products and improve its competitive position. RESULT:reduced logistics costs by 10%.

SELECTED PROJECTS

19

Business Process and Organization Reengineering: reinvention of business models and organizations

“Business Model Strategic Change”. For an Italian apparel manufacturer analysis of business model strategic change following acquisitions: from outsourcing to contract manufacturers, to vertical integration including direct manufacturing in Romania and franchising sales.

“Format Reengineering in Retail” . Led redesign of product and processes for the hypermarkets format applying “lean manufacturing” concepts. Moved from vertical category oriented organization to an horizontal process organization. Decreased costs, increased control, quality and responsiveness.

“Post Merger Integration of I/T organization of JV operating in EMEA and South America”. For JV of two leading vehicle manufacturers. Post merger integration support to CIO. This assignment consisted in PMO support to the CIO in post merger integration activities for the governance of programs, activities and tasks leading to successful implementation of the “I/T Vision” that was previously defined with the consultants support.

“Management Change” . Following the appointment of a new CIO the assignment aimed at redesigning the IT organization scope and mission. Recommendations where defined with the Organization Director and presented to the CEO.

PIATTAFORMA DEDICATADI IPER (riserva remota)

PIATTAFORME MULTICANALE e PIATTAFORMA NAZIONALE (NO FOOD)

FORNITORE

AREA VENDITARISERVA

IPER

D2D1

P1

P2

RICEVIMENTO E ACCETTAZIONESTOCCAGGIO IN RISERVA

PRELIEVO DA RISERVARIFORNIMENTO IN AREA VENDITA

RITORNO IN RISERVA

MOVIMENTAZIONEE SCARICO

MOVIMENTAZIONEIN RISERVA

MOVIMENTAZIONEIN AREA VENDITA

BALANCING DEMAND AND SUPPLY OBJECTIVES

High

High

BU

SIN

ESS

DEM

AND

FO

CU

S

IT SUPPLY FOCUS

Low Increasing Focus on IT Supply Optimization

Incr

easi

ng F

ocus

on

Bus

ines

s N

eeds

FOCUS ON DEMAND

• Maximize value with customized solutions

• Operates at high cost / does not allocate resources optimally

STRATEGIC BALANCE

• Balance between value creation and cost of service

• Equilibrium based on the separation between demand and supply of IT services

FOCUS ON SUPPLY

• Standardization of IT services

• Objective of cost reduction

Low

SELECTED PROJECTS

20

Information Technology Strategy and Governance : strategic support to Chief Information Officer

“Demand Supply Model for I/T”. For CIO of a leading aerospace components manufacturer, Business Process Reengineering of Information and Communication Technology based on IT business value approach and Demand - Supply model for IT Organization.

“International Developments BU IT Strategy”. For a leading vehicle manufacturer, development of the IT Strategy and support to implement priority actions for the CIO of the International Developments BU (responsible for emerging markets and world car platform).

“Organization transformation” . For a leading vehicle manufacturer CIO in the light of the business re-organization from functions to business units. The assignment consisted in redesigning the IT organization and updating IT Systems Plan.

“Strategic Systems Plan”. For an automotive metal stamping leader, analysis of strategy, markets, client, capabilities and processes to define priorities for process and systems evolution.

“IT Strategic Roadmap” . For the newly appointed CIO of a leading directories service company design of the strategic three years systems plan in a changing business environment impacted by the digitalization of the industry

Stra

tegi

es a

nd

Bus

ines

s O

bjec

tives

Stra

tegi

es a

nd

Bus

ines

s O

bjec

tives

IT Im

plic

atio

nsIT

Impl

icat

ions

ApplicationsApplications

ArchitectureArchitecture

IT OrganizationIT Organization

IT – Business Objectives Alignment SELECTED PROJECTS

21

Information Technology Outsourcing: buyer and seller sides experience in management and consulting

“I/T Outsourcing bid manager – sell side”. Led the bid management for large scale I/T outsourcing program for a strategic prospect (holding organization with four sub-holdings operating in Media, Publishing, Financial Services and Retailing). Led bidding team consisting of specialists (Technology; Human Resources; Finance; Real Estate; legal; Tax ..) and account management (interface with Holding Group and Sub-Holding CEO and negotiation team). Preparation of client proposal and Board of Directors bid approval package preparation and presentation.

“I/T Outsourcing advisory”. Management consulting assignment for a leading publisher of newspapers, magazines and books consisted in the negotiation support of an applicationmanagement outsourcing contract and the issue and management of the tender (RFI, RFP, Evaluation) for an infrastructure outsourcing contract.

“I/T Strategic Sourcing”. Management Consulting assignment to define the strategy for outsourcing I/T services in a complexpost merger shared services environment, and conducting the selection of the ESP (external service provider) from the RFI (request for interest) to RFP (request for proposal) and negotiation phase

Program Management & Value Capture

1.Scope

& Objectives

2.Internal Preparation

3.Negotiation & Transition Plan

191 20

1804811

268776

47 384

4528

12734

0500

100015002000250030003500400045005000

CountryA

CountryB

CountryC

CountryD

CountryE

CountryF

CountryG

CountryH

DatacenterK euro

Mainframe IBMMainframe UnisysMidrange VAX/Unix/NTHW MaintenanceSW Purchase

EDS HQs Plano (TX)

SELECTED PROJECTS

22

Large Scale Programs : program management office design and implementation set up

“Program Management Office”. For an automotive components manufacturing JV. The assignment consisted of PMO support to the Program Director in the execution of a major SAP implementation program. The Program was aimed at realizing a package enabled post merger integration in a very complex international post merger integration environment.

“ Program Management Office”. For a retailing JV. Set up and leadership of PMO for implementation program (project planning and control, budget control, risk management, communication plan, issues management, change requests management) of JV buying office.

“Competence Centre” . For an automotive components manufacturing JV. The assignment consisted in analyzing alternative governance models for a Pan European SAP Customer Competence Center, preparing workshops to select the preferred solution, weighting pros' and cons'.

“Buying Office set up” . For a leading retailer, coordination of the organization, processes and systems design specifications ofa commercial shared services organization (master data, purchasing and master agreements, assortments, promotions)

Issue Management

Issue Management

Risk Plan Management

Risk Plan Management

Change Requests

Management

Change Requests

Management

Communication Plan

Communication Plan

Economic and Financial Control

Economic and Financial Control

Project Progress Reporting

Project Progress Reporting

War Room of the program officeWar Room of the program office

Compile information for decision makersMonitor progress against targetsCollect data Collect environmental information

Compile information for decision makersMonitor progress against targetsCollect data Collect environmental information

PMO

SELECTED PROJECTS

We welcome your questions

E Mail: [email protected]

English Lang

uage

s

E Mail: [email protected]

Neil Fryer

Italian

Marco Bicocchi Pichi

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uage

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