TopRight Strategic Playbook

The leading foodservice packaging and consumer aluminum product manufacturing division of $30 billion Alcoa Inc. with 3700 employees the primary business base is in the US but also operates in Spain, Mexico, and Canada. This division provides a full line of baking, catering, deli, produce, meats, supermarket takeout, and vending product packaging applications.

Alstom is the world leader in integrated power plants for the production of electricity and air quality control systems. Alstom has solutions for all energy sources (coal, gas, nuclear, fuel-oil, hydropower, wind) and is a leader in innovative technologies for the protection of the environment.

As one of the leading fast food chains in the US, Arby’s wanted to grow yearly revenue from 2.4% to 10% in line with their competitors. Their growth had historically been fueled by promotional activity including coupons, bundle offers, and limited time offers.

Cives is a 60-year old employee-owned company providing steel fabrication and erection predominantly in support of commercial, industrial and municipal construction projects from operating divisions across the Eastern U.S. In 2006, acquired and successfully integrated a leading snow removal equipment manufacturing company. $440 million in revenue and $18 million in net income in 2008.

ConAgra Foods is a leading supplier / manufacturer of ingredients to food manufacturing / service industry. The $2 Billion division - manufacturer and full line supplier of flour, garlic, onion and specialty blended spices converted the GTM Strategy from product line to channel sales approach to better penetrate customers and develop specific value-added solutions.

Delta Air Lines offers customers service to more destinations than any other global airline with Delta, its Northwest subsidiary, and Delta Connection carriers service to 368 destinations in 66 countries. They wanted to ensure a high industry standard of customer satisfaction.

A leading sub-prime mortgage lender was interested in spinning off from their retail banking parent company (Regions Bank). The CEO believed that a premium valuation could be achieved from a strategic buyer who was interested in marketing lucrative sub-prime securitized assets. Needed to reposition the firm and make it more attractive.

Gap Inc. is one of the world's largest specialty retailers, with more than 3,100 stores and fiscal 2008 revenues of $14.5 billion. Gap has stores throughout the United States, as well as in Canada, the United Kingdom, France, Ireland and Japan and world headquarters based in the San Francisco. More than 150,000 employees around the world support Gap.

One of the world's leading manufacturers and marketers of tissue, packaging, paper, pulp, and building products with over 300 manufacturing sites globally. Georgia Pacific wanted to grow the Dixie business from $600M to $1.1B in 5 years and had significant brand equity in kitchen and bath disposable products.

Harland Clarke is a leading provider to financial and commercial institutions as well as individual consumers and small businesses. The company, headquartered in San Antonio, Texas, has a national presence with manufacturing facilities and customer service centers across the country.