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Industrials Case Studies

Our Client, a Japanese manufacturer, was considering making an investment in a foreign-based industrial company.  L.E.K. conducted commercial due diligence on the Target, to help our Client make an informed business decision, and developed a post-merger integration plan helping to ensure a smooth integration between the two companies after closing.

A leading U.S. private equity firm, whose portfolio company provided repairs for light vehicles engaged L.E.K. to identify growth opportunities, including  a D2C offering, F&I (finance & insurance) plan offerings and an adjacent service line. L.E.K. helped the client develop a five-year roadmap to guide its growth strategy.

A national automotive aftermarket retail and service center was suffering from price competition by online tire retailers and had tried a range of different pricing, promotion and other strategies with little success. L.E.K. helped them develop a turnaround strategy and an implementation playbook to return the company to historical profitability levels.

Following the acquisition of a manufacturer of automotive appearance products and engine additives, our client, a private equity firm, engaged L.E.K. to conduct a comprehensive review of the company’s international distribution portfolio. As a result, we recommended a prioritization of international opportunities, including the specific markets to pursue directly and a specific go-to-market strategy in each that reflected key success factors.

A leading European private equity firm was evaluating the potential acquisition of a high performing global manufacturer of ceramics for the medical, automotive, industrial and electronic sectors. As part of its decision-making process, the firm engaged L.E.K. to assess the commercial growth prospects and the positioning of the potential target and provide critical commercial insight to the investment team.

The client is a leading U.S. manufacturer of plastic horticultural containers. The client has grown in recent years, resulting in a product portfolio that consisted of more than 20,000 SKUs produced in two plants. Despite historical efforts to reduce costs, the client had not been able to earn its cost of capital. Retail distribution pressures, industry over-supply and varied weather seasons all contributed to underperformance. The client sought to implement a cost reduction plan to ensure that it earned its cost of capital by reducing manufacturing overhead and indirect plant costs through simplifying its product line and rationalizing its SKUs.

The client is a global manufacturer serving North America, Europe, Asia and South America. Historically, the company’s manufacturing operations were primarily based in North America and Europe, but it shifted some manufacturing capacity to emerging markets over time. The company believed it was losing or had lost its competitive advantages on cost and design while falling far behind on inventory management, sourcing capabilities and in-house manufacturing know-how. 

The client, a leading provider of aluminum cable and management, believes this business is underperforming. The client is looking for sustainable opportunities to drive top-line revenue growth and increase plant capacity utilization.

The client is a diversified industrial company with a division focused on developing and commercializing renewable feedstocks and hydrocarbon substitutes. The client identified hundreds of end-use applications for these technologies which appeared to have commercial merit, but needs help understanding the true commercial opportunity associated with these applications.

The client, a leading global chemical distributor, wanted to expand its chemical distribution business in an emerging market. In order to reach its revenue goal, the client tried to obtain a better understanding of the chemical distribution landscape in this emerging market and considered potential acquisition opportunities.

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