5-year strategic plan to uplift recurring revenue by 80% through organic growth within four years
Outcomes
Strategic Organic Growth Development & Implementation Planning
- Identified multiple growth pathways to reach 80% revenue growth within four years
- Developed a balanced framework of win strategies to drive incremental revenue and EBITDA growth
- Generated a 5-year strategic plan, go-to-market launch and implementation roadmap to capture the identified incremental income
Background
Curzon was tasked with developing a 5-year strategic plan for a leading distributor of medical consumables in the UK, who were faced with significant changes in the largest customer segment, leading to a material decline in client revenues and EBITDA fell below business case targets
Curzon Approach
- Sized the UK medical consumables by market segment (Private acute, NHS, Care homes)
- Created a vision for the organisation in collaboration with the client senior leadership team
- Shortlisted target segments to drive organic growth
- Developed win strategies, differentiated value propositions and business model options for each segment
- Identified approaches to extend treatment and care pathways into a patient’s home
- Developed a 5-year financial plan including revenue projections and investments required
- Developed a strategic sourcing business case leveraging GPO model
CASE STUDIES
Read some of the client problems we have solved!
Scalable strategy for growth at a UK private hospital group to unlock self-pay revenue
Outcomes
Driving self-pay growth through a data-led go-to-market strategy
- Identified a £67m revenue opportunity by producing a detailed, location-specific market model
- Brokered a strategic partnership which alone is forecasted to generate up to £10m in additional self-pay revenue
- Reduced NHS wait times for elective procedures by redirecting PMI-ineligible patients to private care
Background
In response to rising NHS wait times and increasing demand for private care, a leading private hospital group set out to expand its self-pay offering, and sought a strategic partner to drive this growth and wanted to leverage Curzon’s expertise in healthcare strategy
Curzon Approach
- Built a granular, hospital-level revenue model which integrated NHS wait list data with socioeconomic and financial assessments
- Initiated a first-of-its kind smart distribution partnership between the hospital group and broker to covert PMI-declined leads into self-pay patients, creating a new scalable growth channel
- Identified and addressed pain points in the customer journey, including recommendations to improve pricing transparency, digital lead capture and broker confidence
- Proposed enhancements to the value proposition and operational improvements to boost lead conversion and brand perception
- Created a business case to recommend a strategic partnership
CASE STUDIES
Read some of the client problems we have solved!
From one-size-fits-all to specialist rewards: Curzon builds a smarter fee structure for a private medical insurer
Outcomes
The UK’s first, data-driven, value-based reimbursement fee structure
- Crafted a should-cost model encompassing key factors: surgical time, variations based on specialism, surgeon expertise, clinical risk cost, and admin costs
- Delivered benchmarking insights showing client reimbursements compared to market averages, and specifically against another larger insurer
- Compiled a comprehensive report highlighting key findings, outlining urgent need for changes, and providing an initial should-cost model design
Background
Consultants complain about the client’s current reimbursement structure for surgeons and anaesthetists, citing rising practice costs and other unaddressed factors
- Current fee structures do not reflect specialism levels, patient complexities, or actual procedure lengths
- A “one-size-fits-all” approach fails to account for the varying time demands of different consultations
- We used an initial sample set of 20 pre-agreed CCSD codes as the basis for our investigations and interviews
Curzon Approach
Benchmarking Analysis
- Comparing the client’s reimbursements on a like-for-like basis across 4 major competitors for surgeons and anaesthetists
Should-Cost Model
- Consulted surgeons and anaesthetists through interviews and survey to understand their views on fees, and used thematic analysis to map key points of consensus and divergence
- Leveraged data on the number of surgeons in different UK specialisations, NHS bands, typical procedure time,, and private practice costs to develop should cost model
CASE STUDIES
Read some of the client problems we have solved!
Unlocking >£20M in Increased Gross Margin at a Major Health Insurer
The issue
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Shrinking customer base
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13 legacy books and numerous policy variants causing customer and staff confusion
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Operationally complex to manage – high cost to serve
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Existing proposition and pricing created trigger points for customer exit
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Customers not segmented by value
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No differentiated renewal or save strategies
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Not pricing for risk or maximised value retention
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Poor customer journey: passed from function to function, advisors not empowered
Solution
- Designed and executed a pricing, product and service migration of all policyholders to one new modular product
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- Developed new proposition which drove retention of high value customers and higher return from lower value customers
- Built in upgrade/downgrade ‘right-size’ choices to mitigate competitor switching
- Created pricing engine enabling all business to move to NCD-based policies and set renewal premiums to optimise gross margin
- Cut expected IT lead time to launch from 12 to 3 months
- Changed customer communications and management processes to de-risk customer disruption and loss
- Engaged Legal and regulator on ‘automatic renewal’ plans throughout
- Piloted the transition on 2 highest lapse-risk books to ensure error-free process and no adverse increase in lapse rates
The results
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Exceeded the £20Mpa gross margin improvement target
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Reduced customer loss by 25%
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Improved operating cost ratio from 30% to 16% with greatly improved IT flexibility
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Excellent customer and FSA feedback
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Successfully rolled out from personal to SME & Group schemes
Find out how we can solve the key challenges facing your organisation
Leveraging effective negotiation to deliver up to 50% more value for a major international airport
The issue
- Frontline ‘negotiators’ not trained – Teams lacked clarity on effective, strategic negotiations
- Power balance leaning to suppliers – Although the airport had leverage, suppliers secured favourable contract terms
- Costs above benchmark – Costs were identifed as 20% to 40% above benchmark for critical success
Solution
- Benchmarking & Research
- Gained clarity on the as-is situation. Conducted supplier forum
- Build Strategy
- Tenders, direct negotiations, demand management
- Deliver Negotitations
- Reduced costs, and aligned supplier contracts with strategic goals
- Train Stakeholders
- Equipped them with best practices to ensure long-term value in contracts
- Operating Model Change
- Ensured cost savings are locked in the organisation for the long term
- Build Future Roadmap
- So the organisation can use the training and model to deliver further savings
The results
- Training and Development of Client Team
- Empowered the client team with strategic procurement and negotiation skills, resulting in more balanced contracts and enhanced decision-making capabilities
- Client – Supplier Power Dynamic Changed
- Rebalanced power dynamics, shifting leverage back to the client and achieving more favourable contract terms
- Cost Reductions Delivered
- Achieved over $7 million (AUD) in savings and improved negotiation outcomes by up to 50%
Find out how we can solve the key challenges facing your organisation
5-year strategic plan to uplift recurring revenue by 80% through organic growth within four years
The issue
- Our clients was experiencing significant changes in the largest customer segment
- Leading to a material decline in client revenues
- EBITDA fell below business case targets
Solution
- Sized the UK medical consumables market for 10 segment, including private acute, NHS, care homes
- Created a vision for the organisation in collaboration with the client senior leadership team
- Shortlisted target segments to drive organic growth
- Developed win strategies and business model options for each segment
- Identified approaches to extend treatment and care pathways into a patient’s home
- Developed a 5-year financial plan including revenue projections and investments required
The results
- Identified multiple growth pathways to reach 80% revenue growth within four years
- Developed a balanced framework of win strategies to drive incremental revenue and EBITDA growth
- Generated a 5-year strategic plan, go-to-market launch and implementation roadmap to capture the identified incremental income
Find out how we can solve the key challenges facing your organisation
Award-Winning Procurement Transformation Programme
Background & Challenge
After a challenging year where the Covid-19 pandemic impacted activities and financials, our client launched an ambitious strategic initiative focused on becoming more efficient, concentrating on growth and delivering sustainable value for consumers and doctors.
The pandemic exposed an over-reliance on a ‘single’ income source. All elective activity (e.g. joint replacements, cataracts), the primary income source, was halted overnight, but a high fixed cost base remained. As a response, Curzon Consulting was engaged to design and deliver a Procurement Transformation Programme.
Overall Approach
Over nine months, we took a pragmatic, agile and “together” approach to accelerate benefit delivery, particularly in high spend / high complex clinical spend categories
- Conducted a full review and defined a new procurement organisation aimed at maximising value to the business
- Conducted a review of the external spending and identified cost savings opportunities within complex medical categories
- Implemented a full strategic programme that delivered multi-million £ cost savings to the business
Our Solution
1 FULL PROCUREMENT ORGANISATION REVIEW
We assessed the existing procurement organisation against eight dimensions and highlighted several data-driven insights
- Quantitatively and qualitatively assessed the procurement team, conducted time analysis, salary benchmark & reviewed performance
- Business partnering and perceived value: Interviewed key business stakeholders across all divisions
- Assessed procurement influence across all spending areas
- Defined and costed new (to-be) procurement organisation
Our Results
- A complete procurement maturity assessment highlighting strengths and weaknesses of the current procurement organisation
- A new procurement organisation was designed, profiled and costed.
- A procurement organisation designed to maximise value to the business and stakeholders
2 FULL EXTERNAL EXPENDITURE OPPORTUNITY ASSESSMENT
We conducted a full opportunity assessment on Ramsay’s external expenditure to define adequate sourcing strategies and identify cost savings opportunities
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- Cleansed, categorised and analysed spend data; Providing full spend transparency.
- Conducted category deep dive for each key medical category, assessed current category management and supplier management
- Defined adequate sourcing strategy, identified opportunities and sourcing levers
- Identified and quantified savings potential via internal and external benchmarking
Our Results
- Category strategy for all key medical categories
- Multi-million cost saving opportunities identified
- Prioritised sourcing plan with saving targets by spend categories
- High level 3-year business plan
3 THE IMPLEMENTATION
We implemented procurement transformation and a cost reduction program
- Our methodology was specifically adapted to address demand-side cost optimisation levers. Whilst we addressed a range of spend categories and redesigned the PO, we delivered sizeable benefits in difficult clinical areas such as Orthopaedics.
- A key benefit in orthopaedics came from ensuring the surgeon selected the appropriate implant system (metal or ceramic) to match the patient’s profile (e.g. age, gender).
- Our analysis showed surgeons implanted costly ceramic hip systems in a high percentage of older NHS patients. With fixed NHS reimbursement every incremental switch impacted the bottom line.
- Our insights directly influenced the Orthopaedic Steering Group’s new policy which required surgeons to utilise lower-cost metal hip systems in older NHS patients.
- Fundamentally, a key part of the relationship was to ensure recommendations on cost improvements would not compromise clinical outcomes and patient satisfaction.
Our Results
- Delivered £multi-millions in incremental savings and a new procurement organisation
- Engaged with all key medical stakeholders and instilled a cost-consciousness culture
- Ramsay Health Care UK will benefit from the savings over multiple years
“Curzon helped us obtain the confidence and operational ‘can-do’ to drive incremental savings sooner than we could have expected, and then to push on to best practice performance.
Their skill was in balancing pace of change and the results imperative with the need to take the organisation with them on the journey.
A key achievement was building the necessary collaboration between the many functions that needed to act together to drive benefits in complex clinical spend categories.
Curzon’s strong analytical expertise, and ability help us to take a critical view on the “art of the possible” and bring the team along on the journey to demonstrate benefits delivery was a critical success factor.
The result was a tangible and ongoing commercial win, and a new Procurement Organisation to drive cost leadership, profitability and sustainability going forward”
Peter Allen
Chief Financial Officer
Ramsay Health Care UK
Contact our Procurement service line lead,Stephane Boroncelli, to find out more
Driving market focused resource allocation decisions
The issue
- A business unit of a global speciality chemicals producer supplying catalysts for industrial applications to multiple markets across all geographies
- Capacity constrained and being challenged to improve overall business profitability
- Shared manufacturing assets serving multiple market-facing business units
- Upcoming regulatory changes required product recipe changes with implications on the existing production process
- Limited attempts to address supply constraints in an effective manner, with over-stated demand and poor sales & operations planning disciplines
Solution
- Establish & exploit true production capacity of existing assets:
- Identification and elimination of bottlenecks in supply chain & productions
- Drive for OEE in existing plant (batch size & sequencing, down time & maintenance etc.)
- Identify options to reallocate capacity use to more profitable customers
- Identification of customers & volumes yielding below average contribution allowing for either renegotiation or re-allocation
- Establish cross-market segment view of long-term demand
- Markets & functions created fact base & presented in facilitated cross functional sessions to build cross markets view & build priorities for overall business
- Revamped S&OP including product profitability of prospect pipeline to ensure capacity is utilised for highest financial returns
The results
- CAPEX spend avoidance of £18m with extrapolated implications to the whole division of c. £100m
- Improved joint-management understanding on the levers of capacity & profitability, supported by a cross-market decision making governance process to make data based trade-offs
- Increased production capacity through de-bottlenecking (e.g. batch sequence & maintenance optimisation) with potential resulting contribution uplift of ~ £ 10m p.a.
- 235 tonnes of unlocked capacity through selective elimination of low margin product variants and Sales re-alignment
An award-winning team
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Framing the requirements for developing a customer-centric approach and service model
The issue
- With a re-focusing of the organization on energy transition and a strategic objective to grow B2C Mobility and Convenience revenue streams, the current, largely B2B, customer care service model was increasingly being asked to meet needs beyond core capabilities and capacity, putting a strain on service and cost to serve
- With limitations on internal capability, business units have chosen to outsource services, leading to a proliferation of suppliers, models and customer experiences
- No cohesive corporate narrative of the customer promise exists and the internal focus was on fixing service failings to reduce the noise within the organisation
- The need for a future-proof operating model that is aligned to the projected steep growth in the B2C customer base was recognized
- Gaining an appreciation of leading external practices in customer care delivery was considered an essential input to framing the right future state operating model
Solution
- Current state assessment of customer care and customer centricity capabilities against a set of standard dimensions to establish current maturity and points of commonality or difference across business groups
- Established current state maturity of each business against an industry reference benchmark
- Developed design criteria to frame a future operating model and as a reference against which to benchmark external leading practices
- Undertook competitor and cross-sector benchmarking to identify areas of Customer Care differentiation, including desktop research, expert input and interviews with Customer leaders within major organisations (both B2B and B2C).
- Defined the priority levers to drive improved customer-centricity and articulated the linkages between the dimensions
- Developed an initial roadmap to outline how the Customer Care capability should evolve
The results
- Mobilised the senior stakeholders to want to move beyond fixing performance failings in Customer Care to evolving a business-wide Customer-centric operating model
- Delivered a customer centric maturity assessment across three representative businesses against a series of capability levers
- Multi-industry, international benchmarking exercise, highlighting customer-centricity maturity and leading practices
- Identification of priority levers to increase customer centricity maturity and approach options to achieve a viable system model
- Development of a roadmap to move beyond operational fixes to a strategically customer centric approach
