An Orrery consultant partnered with a function executive responsible for brick-and-mortar points of sales of a German carmaker brand. Following the COVID-19 pandemic, market studies have shown the consumer preferences for buying vehicles have shifted towards a more proactive, educated and digital stance.

The client, wishing to keep its position as one of Europe’s Top 3 carmakers in terms of sales, required an overhaul of its point of sale (PoS) process guidelines, which would then be distributed to the operators of their brick-and-mortar sale locations functuoning under a franchise deal. Orrery and client stakeholders in tandem revised the current PoS guidelines in context of Orrery-supplied market analysis, and produced a set of succession processes which Orrery then helped roll out through workshops on physical PoS locations.

Since the engagement coincided with a roll-out of the brand onto several new markets, these workshops included teaching these processes to new employees in several new markets in Middle East and Oceania.

Orrery consultants led the design and implementation of a Target Operating Model (TOM) for several functional areas focusing on misalignment between holding process guidelines and subject business units’ day-to-day practice, along with finding a solution to a long-standing employee dissatisfaction with their team organisation.

Working directly with the COO, the team analysed existing state of downstream adoption of process guidelines and rationality of roles and responsibilities and then designed new business processes and team units to bring regional and local operations in line with headquarters’ strategic objectives.

These proposed changes were supported by a new Operations TOM to ensure a more efficient, cohesive, and strategically aligned cooperation between individual teams on both local and holding levels.

An Orrery consultant advised the Operations Manager of a multinational industrial manfuacturer with plant locations in multiple European countries and a principal plant in Germany. While its German operation was running smoothly and was under sufficient supervision, its other locations were unable to replicate the same efficiency in manufacturing products on the shop floor.

Through a series of workshops with shop floor personnel and IT specialists responsible for supply and orders systems communicating with the shop floor, the issue of misaligned processes and shadow IT ecosystem was identified.

Within 6 months, Orrery brought all shop floors across the group to the same process and reporting standard using the same set of tool through a series of alignment sessions with each shop floor lead individually.

A team of Orrery consultants advised the board of a local business unit of a major Asian logistics company whose main business revolved around building supply chains between South East Asia and Europe and facilitating B2B transactions on where the supply chain reached.

The client’s executives faced a challenge of discerning the market potential of products they had under control. The Orrery team produced a two-part solution, one part centered around sizing the market for client’s transported goods and analysing their potential, and another part focused on improving the client’s B2B sales and pre-sales processes.

The client’s sales process was optimised for sales work in South East Asia and their account managers struggled to deliver in European markets. The B2B sales process was overhauled and successfully piloted within a 1-month deadline set by the client.

An Orrery consultant was engaged as a partner to the CEO and the VP of Product in the efforts to reverse the company’s downwards trajectory, with them being unable to successfully counter the fast improvement development and rollout rate of competitor products.

This multi-year engagement saw Orrery aid in creating a brand new go-to-market strategy, competitor analysis methodology, and customer satisfaction reporting processes from scratch.

At the end of the engagement, the client was able to have almost real-time visibility into updates by its key competitors, was able to react to crucial customer feedback by improving their product within 24 hours after notice and successfully established itself with paying customers on 5 new markets.