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The context
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A regional BU within the global specialty chemical division following conventional commodity approach (volume, pricing, contracts), and not seen to be effectively driving and leveraging R&D capabilities
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Revenues CAGR for last 3 years being @ 2% and EBIDTA @ 15%
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Leadership desired to establish the regional business strategy and the TOM towards realizing the market opportunities
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THE SOLUTION
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Conducted an E2E value chain, market attractiveness & competitiveness assessment and prioritized market satisfaction gaps
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Re-defined portfolio focused on differentiation and value based pricing, devised a sales & marketing control system, and detailed key customer account plans
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Established plans for supply chain debottle-necking and greenfield expansions; and defined a new customer focused organizational structure
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THE IMPACT
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Business plan to increase revenues from $ 750 mn. to $ 1.25 bn. @ 10% CAGR and EBIDTA CAGR @ 23%
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Improved new lead / opportunity conversion rate from 15% to 40%
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Enhanced levels of alignment between global R & D, regional Technical Services, Marketing & Sales, and Supply Chain organization