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Top Brand Developing New Avenues of Revenue

A company with one of the most recognized brands in the world found themselves in a deep financial crisis. Struggling to innovate and evolve new product lines, they sought our perspective and engaged McMann & Ransford to support them in developing new avenues of revenue.
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Industrial Giant Undergoes Strategic Transformation

A large, global industrial conglomerate was grappling with the challenges of commoditization: Product maintenance service revenue, the company’s primary financial lever, came under financial pressure due to new competitors. As a result, the company was forced to actively pursue and invest in new opportunities.
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Portfolio Strategy Refinement Revives Medical Device Manufacturer’s Approach to Differentiation

A leading medical device manufacturer was striving to maintain its price differentiation strategy. Due to the age of innovation, the importance of the company’s brand and first mover advantage was beginning to debase.
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Leveraging Solutions Structured Around the Executive Buying Mindset to Gain Foothold in U.S.

A high-tech company based outside of the United States struggling to attain meaningful market share in the United States. During this transition to the U.S. market, the company faced several challenges: competing in highly-saturated markets and maintaining a technological advantage in a fast-paced innovation-driven industry.
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Healthcare Software Company Builds Professional Services Capabilities to Increase Valuation

The corporation, which offered healthcare software, was wrestling the challenges of competing with an aging product. The company was determined to continue selling the declining software to its end, minimize overall cost, and reap the service revenue as the business deteriorated and disappeared.
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Building Infrastructure Firm Shifts Approach to Overcome Pricing Challenge

A major corporation that provides building infrastructure found themselves in a situation where their prices were 16% above their competitors, eliminating their offerings from two large growth markets: hospital construction and schools.
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Hospital Group Grows Professional Services Capabilities to Advise Other Providers

A large hospital group decided to take its shared services organization to the market to advise other providers. Growth, however, was stunted due to operational challenges. The business model for a shared services organization is drastically different than the business model for a healthcare provider.
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Global Technology Firm Combats Commoditization

One of the largest global technology companies was caught in a downward spiral. As their products commoditized, their revenue, margin, and market value plummeted.
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Business Model Transformation Enables High-Value Offer Delivery

The client, a healthcare products and services firm, had defined its primary offers around provider cost management. In spite of success in this space, the business was seeking to sell higher-value products and larger outsourcing deals.
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Accounting and Audit Firm Capitalizes on Cross-Sell Opportunities

A large accounting and consulting firm was struggling to compete with larger first tier companies and increase customer spend due to its inability to cross-sell. Capturing competitor market share required a multi-focused transformation.
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Complex Services Outsourcing Firm Enhances Margin through Integrated Offers

A large outsourcing firm was capitalizing on a low-price strategy, enabling it to secure RFP work. The company was seeking to expand its offerings and reposition the way it appeared to the market.
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Call Center Innovates to Re-Capture Market Share

The client, a leading largest call center technology and outsourcing firm, found itself deadlocked at the end of sale cycles. Its competitors’ technology had progressed beyond its own.
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Leveraging PS Best Practices Across the Globe to Overcome Commoditization

A large office products firm was attempting to build a professional service organization across the globe to provide differentiation as their products commoditize. They lost the bottom of the market to Japanese competitors and, in an effort to stay relevant, found themselves out-innovating the market.
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Technology Giant Leverages Professional Services as a Differentiator

One of the largest computer technology companies was beginning an effort to differentiate through professional services. Unfortunately, after several years, they found themselves with a mediocre professional service business that did not differentiate nor pull through their technology products.
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