• As part of its 3-year strategic planning exercise (2024-2026), this leading manufacturer of electrical equipment is examining the contribution of deploying a“customer-centric” strategy to its two core businesses.
• It is facing severe tensions on its supplies, generating major challenges for its ability to meet delivery deadlines.
• At the same time, it plans to expand into new professional market segments, requiring ad hoc solutions (rather than product sales) with larger players.
• The Group also operates in intermediated markets where installers, both large and small, are both users and prescribers of its products and services.
• Faced with this situation, it needed support to frame its“customer-centric” strategy to support the development of its business lines in a B2B2B context.

• Based on the “Discipline of market leaders” model (M. Traecy / F. Wieserma), formalization of a“customer centricity” strategy via 6 strategic framing workshops.
• Definition of 40 discriminating criteria to qualify the Group’s positioning according to the level of appreciation of each market segment by its customer groups (buyers, users, specifiers, etc.).
• Assessment of the valuation levels of each customer segment on each criterion, to date and at the desired 3-year target (what do you want your customers to value in 3 years? which customer segments do you want to address in 3 years?).
• Assessment of operating performance on each of the selected criteria, by market and customer segment.
• Formalization of a strategic positioning target (3-year horizon) by major customer and market segments, supporting a voluntary strategic approach.
• Impact analysis oncustomer centricity strategy to date and formalization of priority action areas to support business development in each market segment over the next 3 years.

• The work, analyses and recommendations highlighted inconsistencies in positioning, and helped managers (responsible for market segments) to orient their investment decisions in terms of“customer centricity” initiatives, serving ambitious sales growth and market penetration objectives.
• This strategic planning exercise highlighted the need to clarify the customer segments to be addressed as a priority, and to clearly define the priority areas for improvement in relation to the segments to be addressed.
• A demanding exercise, the work carried out has enabled us to clarify the course to be followed over the next 3 years in terms of the lines of force to be activated in order to deploy a differentiating “customer”-oriented strategy across all links in the value chain.

* this project was led by one of our Partners before joining Antheus