Temple develops and presents capital investment plans. We typically work closely with client-side champions and industry experts to develop the investment thesis to the point where an investment decision can be made by Boards and banks.
Examples of how we’ve worked with clients in this area:
Global professional services company
Identified ‘hot spots’ for investment by country
A rapidly growing, New Zealand domiciled and internationally operating professional services firm needed to identify markets to invest in. A rigorous quantitative assessment backed by qualitative analysis identified new markets and the capabilities required to capture these markets. The firm subsequently established new beachheads in South East Asia and the Middle East
Global food FMCG company
Global Market opportunity assessment and entry strategy
Identified opportunities in the USD32 billion Food Ingredients/Nutraceuticals market and evaluated entry options. Structured and set up analyses to test the hypothesis that the client should enter the Food Ingredients and Nutraceuticals market. Rigorous assessment of market players, market sizing, structure and trends. The outcome was a recommendation to enter selected high value markets and a ‘straw man’ view of options to do so through acquisition of identified targets and organic growth in priority geographies.
New Zealand energy sector company
Development of distributed energy business case
Identified and value prioritised opportunities to invest in the NZ$4Bn electricity generation sector through distributed, renewable energies. Developed viable business models with management, identified costs and expected uptake curves as a function of price as well as scenario driven valuations to facilitate the capital investment decision.
New Zealand Infrastructure company
Sales Channel Audit and business case development for major restructure
Engaged to identify priority improvement areas and strategies across the field sales force, telechannel, online and retail channels (collectively responsible for NZ$900m in revenues). Set-up and undertook structured analyses across the field sales force, channel economics (product/channel/customer profitability), customer facing processes and customer information systems. These analyses, combined with new Customer Value Propositions, have led to a restructure of the field sales model for corporate and government customers (NZ$500m in sales), the development of a dedicated training centre for sales people and a 3-year ‘straw man’ plan for the retail channel.