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CASES
Newspapers and business magazines have been reporting on the worrying reduction in orange juice consumption in mature markets such as the United States and Europe. Citrosuco hired Luzio Strategy to go to the United States to conduct Imprinting Sessions with 75 consumers, in order to map the real causes not captured by traditional qualitative research processes, and to go to Europe to talk to the CEOs and Marketing Directors of the largest beverage manufacturers and retailers in the region to understand the Mix Strategy. On our return, we designed a new Portfolio and Growth Strategy to react effectively to the changing scenario.
The paperboard segment, which packs specialty pasta, frozen foods, notebook and book covers, toys and gifts, among others, had been losing the war to flexible plastic. The annual tons sold were declining year after year, contrary to what was happening in Latin American and European countries. The five (5) largest paperboard manufacturers, in a consortium led by Bracelpa, hired Luzio Strategy to understand the phenomenon and design a sector strategy to reposition paperboard and promote the resumption of its growth in Brazil's consumer goods industry.
In 2001, Bematech was a monoproduct company, leader in the development and manufacture of mini-printers and fiscal printers. The company, which in its first ten years had surfed on the shock of demand for tax printers resulting from the Coupon Law, began to face fierce predatory competition. Thus, what had once been its “Blue Ocean” began to face price wars that led to a progressive decline in its margins. Luzio Strategy helped design the migration strategy to Complete Commercial Automation Solutions for Micro, Small and Medium Retailers, providing a new sustainable platform for the organization's expansion and growth.
Fras-le is a Brazilian multinational, a global leader in the design and manufacture of friction materials (brakes) for commercial vehicles. The company has traditionally focused on brake lines for trucks and buses, and has a niche business producing brake pads for passenger cars in South America. In 2014, the company applied the 80/20 Business Process to its brake pad unit, optimizing the product portfolio and simplifying manufacturing (separating high and low volume production). As a result, Fras-le was able to resume its growth and leadership position in brake pads, while reducing complexity (fewer SKUs) and increasing its margins.
In a Turnaround Project led by Luzio Strategy, we controlled Casa&Video's economic-financial and institutional crises, restructured and rebuilt the company, ensuring that it resumed its growth. We left the company after the stabilization of the Group and the approval of the Judicial Recovery Plan at the Creditors' Meeting. Casa&Video is one of the largest retail chains in Brazil - at the time, its turnover had exceeded R$1.9 billion, with more than 6,800 employees and 80 stores in Rio de Janeiro, Espírito Santo and Minas Gerais.
The BNDES Assistance and Social Welfare Foundation - FAPES manages a pension fund of around R$9 billion in assets and provides health care for thousands of employees throughout Brazil and the world. The sector has been undergoing profound transformations over the last three years, and Luzio Strategy was hired to update its Strategy and mobilize a new Strategy Governance Model in order to create discipline and agility in the execution process. We set up a Strategy Management Office, with our Project Manager based in Rio de Janeiro for a year and a half to mobilize the effective formulation of initiatives and organize the meetings of the Strategic Committee, which we actively participated in during this period.
Veltec, a young company from Paraná, was born from the development of a technological solution for remote fleet tracking and management. In this way, freight and passenger transport companies could follow the progress of their vehicles in logistics operations and monitor mechanical problems in order to anticipate preventive maintenance calls. They only used one channel to serve all types of customers, their own Sales Force. We segmented the market into two profiles of fleet owners who would be served by different channels - over 20 vehicles via their own Sales Force, and under 20 vehicles via Authorized Representatives. This created a new Avenue of Growth that expanded our revenue generation and customer service capacity.
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