In a digital world, your true and sustainable competitive advantage is your speed in discovering customer’s needs and your organization’s ability to respond with innovative solutions. Work with us and benefit from our experience, our pragmatic strategy development process and our tactical know-how.
> Business Strategy:
As society and the markets go through fundamental paradigm shifts, a company’s strategy needs to evolve and seize opportunities when they arise. For some that means a game changing disruption, for others a fast follower strategy. In any case, no change cannot be an option.
> Corporate Governance:
Complying with article 716a III of the CO and with the Swiss Code of Best Practice for Corporate Governance is certainly not a guarantee of successful Corporate Governance; it’s only the foundation, which does not address key areas of the business.
> Investment Strategy:
To keep up with market demand, time-to-market and to be able to respond with an innovative business strategy, anorganic growth through merger and acquisition can become a necessary measure.
> Value Proposition:
Evolving market demand and a competitive landscape forces a company to review their value proposition from their target customer’s perspective, re-defining the product components, bundles, operation options, as well as verifying the problem-solution match, pricing, benefits and the client’s business case.
> Product & Market Strategy:
When the cards are remixed and new disruptors challenge the incumbents’ positions in the market, the product and market strategy need to be reviewed. Therefore, how to differentiate yourself in a way that your target customers understand your unique selling proposition and how to communicate to management and boards needs to be reconsidered.
> Technology Strategy:
As technology moves from IT departments to the center of products, services, communication and client satisfaction, managing and leveraging technology as a competitive edge becomes crucial. Therefore, technology competence becomes core to any company and an overall technology strategy is required.
> Ecosystem Strategy:
As loyalty diminishes and clients no longer opt for a single provider/partner for any service, but rather actively pick the products and services from the ecosystem providers that bring the best value, cooperating with the ecosystem becomes vital in order to strengthen client retention.
Expersoft ist ein führender internationaler SW-Dienstleister im Bereich Wealth Management, mit heute über 650 Kunden in 35 Länder mit Sitz in Zug. Ein gewichtiges Kundensegment bestand aus grösseren Unabhängigen Vermögensverwaltern (UVV). Die Herausforderung, welche mas gestellt wurde, war ein Offering für das Segment der ca. 2’000 kleineren und mittelgrösseren UVVs in der Schweiz zu entwickeln, das kostenmässig den Möglichkeiten der Zielkunden entspricht.
Die Centris AG ist die führende IT-Dienstleisterin im Bereich des Aufbaus und Betriebs von Branchenlösungen für Kranken- und Unfallversicherer in der Schweiz. Für ihre Kunden und ihren 7’000 Sachbearbeiter(innen) betreibt sie zentral in Solothurn die Swiss Health Platform zur Verwaltung eines Prämienvolumens von über 5 Milliarden Franken.
mas advisory wurde vom Verwaltungsrat und vom CEO der Centris beauftragt, die strategische Nachhaltigkeit der Centris sicherzustellen. Als 100%ige Tochter einer Stiftung, sah sich nämlich die Centris in ihrer Weiterentwicklung stark limitiert, was ihre Konkurrenzfähigkeit auf die Dauer entscheidend gefährdet hätte.
The technology and process maturity of an organization is key to enable its business strategy. Rigid organisations won’t be able to cope with evolving and innovative business strategies, as change is not an integral part of their company’s DNA. Agile and lean organizations with strong process orientation improve stakeholders engagement, service quality, time-to-market, and team productivity. This, ultimately grants organizations a long-term edge with faster and more manageable growth. Read more below about our offerings and how we can support you.
> Business Process Management:
Modeling your organization to embrace agility and flexibility in order to respond faster to market and cultural demands, requires your company to incorporate operational excellence, collaboration, responsiveness and customer satisfaction into your daily culture and processes.
> Operational Risk Management & Internal Controls:
As a financial organization, you constantly face risks related to technology, business processes, human resources, third parties, data and their respective control. Regulatory requirements, performance targets and know-how management place cumulative pressure on the organization to manage operational risks and controls.
> IT & Outsourcing Contract Management:
Contracting with technology service providers and software editors is a challenge in itself, as the definition of the scope, the SLA’s, the risks of delays, budget overrun, change request processes, responsibilities between client and providers are not always clearly defined, let alone which Terms & Conditions shall prevail.
> Go-to-Market:
A company’s value proposition must evolve with the market in order to match customers’ needs. The value of the offering migrates over time, initially as innovative, then transitioning to commodity and pricing as the main differentiator. While the technical aspect of products evolves, the packaging of product elements into bundles, operation options, the problem-solution match, communication, the client’s benefits, and the business case often remain unclear.
> Business & IT Alignment:
Aligning interests and objectives between stakeholders, perspectives and teams is a prerequisite for the successful implementation of your business strategy, both top-down and bottom-up.
> Business Architecture:
As a financial institution, you evolve in a tech-enabled industry and you must become, at least in part, a software company. Industry and business model disruption, rapidly evolving customer expectations, global markets and government regulations, as well as competition for talent creates the necessity for transformation, however the market has changed and the urgency is greater than ever.
> Process Excellence:
Realizing your strategic objectives of reducing your bottom-line and increasing your top-line is, to a great extent, a function of the degree of automation and quality of your processes on the one hand and your capacity to position yourself within the ecosystem’s value chain with technology on the other hand.
Die aus dem Merge von HPE und CSC entstandene DXC Technology ist eine Fortune 500 Firma und einer der weltweit grössen IT-Dienstleister. Im Bereich Financial Services Schweiz zählt die Berner Kantonalbank (BEKB) zu ihren wichtigsten Kunden. 2010 übernahm die HPE das Kernbankensystem IBIS3G der BEKB mit dem Ziel, dieses als zukunftsfähiges offenes System am Markt zu etablieren.
Die Aufgabe von mas advisory bestand darin, die Rahmenbedingungen zur Erreichung dieser Zielsetzung in einem sehr kompetitiven Markt zu erarbeiten.
