One of the client’s billion-dollar-plus products was facing significant new competition and was losing market share and revenue.

The client asked MattsonJack to evaluate its current development strategy and help the firm regain a competitive advantage. At the start of the engagement, the client intended to:

• execute a non-traditional industry
  "franchise strategy" at the individual
  brand level
• implement this strategy as the
  company's overall enterprise strategy

MattsonJack concluded the brand-level strategy is on target but that implementing the "franchise strategy" as the enterprise's overall strategy would be too limiting and supported that conclusion with detailed analysis and supporting documentation.

The engagement was completed over a period of eight to 10 weeks and included numerous client meetings and regular feedback throughout the process.