B2B manufacturing and industrial businesses face a distinctive strategic challenge: growth options are constrained by capital intensity, customer concentration, and technology cycles that move faster than strategy can keep pace with. As a B2B strategy consultant with deep experience across auto ancillaries, electrical equipment, cables, and industrial manufacturing, I understand the structural pressures — OEM dependency, aftermarket erosion, commoditisation — and the capability gaps that prevent diversification from becoming a viable escape. The three sample cases below cover business planning for market share recovery, growth strategy and diversification, and full corporate transformation — all in Indian manufacturing contexts.
CASE 1 : BUSINESS PLANNING | INDIA
Business Plan — Automobile Ancillaries Manufacturer
Summary – A South India engine bearing manufacturer — part of one of India’s largest industrial groups — was facing intensifying OEM competition, a shrinking aftermarket share, and declining margins. A Voice of Customer exercise across both segments informed a detailed market-product strategy covering product mix, pricing, dealer network, and a redesigned sales organisation. Financial projections modelled the recovery path. The outcome was a comprehensive business plan with a clear route to rebuilding market share and the commercial structure to execute it.
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CASE 2 : GROWTH STRATEGY | INDIA
Growth Strategy & Diversification — HT Transformer Manufacturer
Summary – A second-generation Mumbai transformer manufacturer was being squeezed by larger competitors on innovation and purchasing economics, with slow-paying State Electricity Boards further eroding margins. Rather than defending a weakening position, leadership chose to assess adjacent opportunities in the electrical sector. The engagement mapped the sector, assessed capabilities against each opportunity, built business cases for the strongest matches, and stress-tested them across demand scenarios — delivering a prioritised diversification roadmap matched to existing strengths.
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CASE 3 : STRATEGIC PLANNING + CHANGE MANAGEMENT | INDIA
Strategy & Transformation — HT & OFC Cable Manufacturer
Part of India’s largest industrial conglomerate, this high-tension and optical fibre cable business had been formed by combining several manufacturing firms. The challenge was to build a coherent corporate strategy for the newly integrated business and re-engineer its processes accordingly.
The engagement ran from strategy to implementation: vision and mission workshops, market assessment across customer segments and competitors, manufacturing cost reduction analysis, and organisation redesign. A functional structure was replaced with an SBU-based model better aligned to the diverse customer base.
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