Flevy Management Insights Case Study
Operational Strategy for Specialty Chemical Manufacturer in North America


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Divestiture to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

TLDR A mid-sized specialty chemical manufacturer faced declining profit margins and operational inefficiencies, prompting a strategic divestiture and technological upgrades to streamline operations. The initiative resulted in a 15% reduction in operational costs and a 20% increase in production efficiency, demonstrating the importance of aligning core competencies with strategic objectives for improved profitability.

Reading time: 10 minutes

Consider this scenario: A mid-sized specialty chemical manufacturer based in North America faces a strategic challenge in pursuing a divestiture to streamline operations and focus on core competencies.

The organization is experiencing a 12% decline in profit margins due to increased raw material costs and heightened regulatory scrutiny. Additionally, internal inefficiencies and outdated production technologies further exacerbate the situation. The primary strategic objective is to enhance operational efficiency and profitability through divestiture and technological upgrades.



This organization is a mid-sized specialty chemical manufacturer, grappling with internal inefficiencies and rising raw material costs. Regulatory scrutiny has also increased, contributing to a 12% decrease in profit margins. The primary goal is to improve operational efficiency and profitability through divestiture and technology upgrades.

Competitive Landscape

The specialty chemicals industry in North America is characterized by moderate growth and high competition, influenced by stringent environmental regulations and volatile raw material prices. We begin our analysis by analyzing the primary forces driving the industry:

  • Internal Rivalry: High rivalry among existing players, driven by price competition and product differentiation.
  • Supplier Power: Moderate, as there are limited suppliers for key raw materials, but long-term contracts can mitigate price volatility.
  • Buyer Power: High, due to the presence of large industrial buyers who demand customized solutions and competitive pricing.
  • Threat of New Entrants: Low, given the high capital requirements and regulatory barriers.
  • Threat of Substitutes: Moderate, with alternative materials and technologies posing a potential threat.

Emergent trends include a shift towards sustainable and eco-friendly products, increasing regulatory pressure, and technological advancements in production processes. Key changes in industry dynamics:

  • Increased demand for sustainable products: Opportunity to innovate and capture market share; risk of higher R&D costs.
  • Stricter regulations: Opportunity to lead in compliance; risk of increased operational costs.
  • Technological advancements: Opportunity to improve efficiency; risk of initial investment and integration challenges.
  • Supply chain disruptions: Opportunity to diversify suppliers; risk of increased lead times and costs.

PESTLE analysis reveals political and regulatory pressures, economic volatility, social demand for sustainable products, technological advancements, environmental concerns, and legal challenges.

For a deeper analysis, take a look at these Competitive Landscape best practices:

Strategic Analysis Model (Excel workbook)
Competitive Comparison Analysis (26-slide PowerPoint deck)
Analyzing the Competitive Landscape (33-slide PowerPoint deck)
Analyzing the Competitive Position of a Company (18-slide PowerPoint deck)
Guide to Competitive Assessment (122-slide PowerPoint deck)
View additional Divestiture best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Internal Assessment

The organization boasts strong technical expertise and a committed workforce but struggles with operational inefficiencies and outdated technology.

SWOT Analysis

Strengths include technical expertise and established customer relationships. Opportunities lie in adopting new technologies and expanding product lines. Weaknesses include operational inefficiencies and outdated production technologies. Threats include regulatory changes and rising raw material costs.

4 Actions Framework Analysis

Eliminate outdated production practices to reduce costs. Reduce reliance on a limited number of suppliers by diversifying the supply chain. Raise investment in R&D to develop eco-friendly products. Create an innovation culture to drive continuous improvement and efficiency.

Value Chain Analysis

Primary activities like inbound logistics and operations are suboptimal due to supply chain disruptions and outdated technology. Support activities such as procurement and technology development require enhancement to improve overall efficiency and reduce costs.

Strategic Initiatives

Based on the competitive nature of the specialty chemicals sector, the management decided to pursue the following strategic initiatives over the next 12 months .

  • Divestiture of Non-Core Assets: Streamline operations by divesting non-core assets to focus on core competencies. The goal is to improve profitability and operational efficiency. Expected value creation from reduced operational costs and improved focus. Requires minimal CapEx but significant management oversight and coordination.
  • Technology Upgrades: Invest in state-of-the-art production technologies to enhance operational efficiency and reduce costs. The goal is to improve production speed and quality. Value creation from improved efficiency and lower operational costs. Requires significant CapEx and skilled labor for implementation.
  • Sustainable Product Development: Develop and launch eco-friendly products to meet market demand and regulatory requirements. The goal is to capture new market segments and improve brand reputation. Value creation from increased market share and compliance. Requires investment in R&D and marketing.

Divestiture Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


A stand can be made against invasion by an army. No stand can be made against invasion by an idea.
     – Victor Hugo

  • Profit Margin: Measure impact of cost-saving initiatives and divestiture.
  • Production Efficiency: Track improvements in production speed and quality.
  • R&D Investment: Monitor spending on sustainable product development.
  • Customer Satisfaction: Assess market response to new eco-friendly products.
Monitoring these KPIs will provide insights into the effectiveness of strategic initiatives and guide necessary adjustments.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Stakeholder Management

Success hinges on the involvement of internal and external stakeholders, including employees, suppliers, and regulatory bodies.

  • Employees: Crucial for implementing operational changes and technology upgrades.
  • Suppliers: Important for maintaining supply chain stability and negotiating favorable terms.
  • Regulatory Bodies: Essential for ensuring compliance with environmental and safety regulations.
  • Investors: Provide financial backing for technology investments and product development.
  • Customers: Key for feedback on new products and satisfaction levels.

Stakeholder GroupsRACI
Employees
Suppliers
Regulatory Bodies
Investors
Customers

We've only identified the primary stakeholder groups above. There are also participants and groups involved for various activities in each of the strategic initiatives.

Learn more about Stakeholder Management Change Management Focus Interviewing Workshops Supplier Management

Divestiture Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Divestiture. These resources below were developed by management consulting firms and Divestiture subject matter experts.

Divestiture Deliverables

These are a selection of deliverables across all the strategic initiatives.

  • Operational Strategy Report (PPT)
  • Divestiture Plan (PPT)
  • Technology Upgrade Roadmap (PPT)
  • Sustainable Product Development Plan (PPT)
  • Financial Impact Model (Excel)

Explore more Divestiture deliverables

Divestiture of Non-Core Assets

The implementation team utilized the McKinsey 7S Framework to ensure alignment and effectiveness during the divestiture process. The McKinsey 7S Framework is a management model that examines seven internal elements of an organization—strategy, structure, systems, shared values, style, staff, and skills—to identify if they are effectively aligned and to facilitate organizational change. This framework was particularly useful in this context as it provided a comprehensive approach to ensure that all aspects of the organization were considered during the divestiture.

  • Assessed the current strategy to ensure that divesting non-core assets aligned with the organization’s long-term goals.
  • Evaluated the organizational structure to identify how the divestiture would impact reporting lines and responsibilities.
  • Reviewed existing systems to determine which processes and technologies would be affected by the divestiture.
  • Analyzed shared values to ensure that the divestiture did not conflict with the company’s culture and core values.
  • Examined leadership style to ensure that leaders were prepared to manage the transition effectively.
  • Assessed staff capabilities and skills to determine if additional training or recruitment was necessary post-divestiture.

The team also utilized the GE-McKinsey Matrix to prioritize which non-core assets should be divested. The GE-McKinsey Matrix is a strategic tool that helps businesses evaluate their business units or products based on industry attractiveness and competitive strength. This framework was instrumental in identifying which assets were underperforming and which were no longer aligned with the company’s strategic objectives.

  • Identified all non-core assets and mapped them against industry attractiveness and competitive strength.
  • Ranked assets based on their position in the matrix to prioritize divestiture candidates.
  • Developed action plans for divesting high-priority assets, including timelines and resource allocation.

The implementation of these frameworks resulted in a streamlined divestiture process, ensuring that the organization could focus on its core competencies. The divestiture led to a 15% reduction in operational costs and a more focused strategic direction.

Technology Upgrades

The implementation team employed the Lean Six Sigma methodology to drive the technology upgrade initiative. Lean Six Sigma is a data-driven approach aimed at improving efficiency and reducing waste by combining Lean manufacturing principles with Six Sigma’s focus on quality. This framework was particularly useful for identifying inefficiencies in the current production processes and implementing technology upgrades to address these issues.

  • Defined the scope of the technology upgrade project and identified key performance metrics.
  • Measured current performance levels and identified areas of waste and inefficiency in the production process.
  • Analyzed data to identify root causes of inefficiencies and areas where technology could have the most impact.
  • Improved processes by implementing new technologies and refining existing workflows.
  • Controlled the upgraded processes by establishing monitoring systems and continuous improvement protocols.

The team also utilized the Technology Readiness Level (TRL) framework to assess the maturity of new technologies before implementation. The TRL framework, developed by NASA, is a systematic metric that evaluates the maturity of a particular technology on a scale from 1 to 9. This framework helped ensure that the technologies selected for upgrade were sufficiently mature and ready for integration into the production process.

  • Assessed potential technologies using the TRL scale to determine their maturity level.
  • Selected technologies with a TRL of 6 or higher to ensure readiness for implementation.
  • Conducted pilot tests to validate the effectiveness of the selected technologies in a controlled environment.
  • Scaled up successful pilot tests to full production implementation.

Implementing Lean Six Sigma and the TRL framework resulted in a 20% increase in production efficiency and a significant reduction in operational costs. The upgraded technologies also improved product quality, leading to higher customer satisfaction.

Sustainable Product Development

The implementation team leveraged the Stage-Gate Process to manage the development of sustainable products. The Stage-Gate Process is a project management approach that divides the product development process into distinct stages, separated by gates where key decisions are made. This framework was particularly useful for ensuring that the development of sustainable products was systematic, efficient, and aligned with market needs.

  • Defined the project scope and objectives for sustainable product development.
  • Conducted market research to identify customer needs and regulatory requirements.
  • Developed initial product concepts and assessed their feasibility through preliminary testing.
  • Refined product designs based on feedback from initial testing and market research.
  • Conducted final product testing and validation before full-scale production.
  • Launched the products and monitored their performance in the market.

The team also utilized the Business Model Canvas to ensure that the new sustainable products had a viable business model. The Business Model Canvas is a strategic management tool that allows organizations to visualize and assess their business model, covering areas such as value proposition, customer segments, and revenue streams. This framework was instrumental in ensuring that the sustainable products were not only environmentally friendly but also commercially viable.

  • Defined the value proposition for the new sustainable products.
  • Identified target customer segments and their specific needs.
  • Outlined key resources and activities required for product development and launch.
  • Developed a revenue model to ensure the products were financially sustainable.
  • Established key partnerships to support product development and distribution.

The implementation of the Stage-Gate Process and the Business Model Canvas resulted in the successful launch of a new line of sustainable products. These products captured a 10% market share within the first year and enhanced the company’s reputation for innovation and environmental responsibility.

Additional Resources Relevant to Divestiture

Here are additional best practices relevant to Divestiture from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Achieved a 15% reduction in operational costs through the divestiture of non-core assets.
  • Increased production efficiency by 20% via the implementation of new technologies and Lean Six Sigma methodologies.
  • Launched a new line of sustainable products, capturing a 10% market share within the first year.
  • Improved product quality and customer satisfaction through technology upgrades.
  • Reduced profit margin decline from 12% to 5% by addressing internal inefficiencies and raw material costs.
  • Enhanced brand reputation for innovation and environmental responsibility with new sustainable products.

The overall results of the initiative indicate a successful implementation of the strategic objectives. The divestiture of non-core assets significantly reduced operational costs and allowed the company to focus on its core competencies, aligning with long-term goals. The technology upgrades not only improved production efficiency but also enhanced product quality, leading to higher customer satisfaction. The launch of sustainable products was particularly successful, capturing a notable market share and bolstering the company's reputation. However, the initiative faced challenges, such as the initial high investment costs for technology upgrades and the complexity of managing the divestiture process. The profit margin, while improved, still faces pressure from raw material costs and regulatory scrutiny. Alternative strategies could include further diversifying the supplier base to mitigate raw material cost volatility and investing in advanced analytics to better predict and manage regulatory impacts.

For the next steps, it is recommended to continue focusing on operational efficiency by leveraging advanced analytics and automation technologies. Further diversification of the supplier base can help mitigate raw material cost volatility. Additionally, expanding the sustainable product line and investing in marketing efforts can capture more market share and enhance brand reputation. Continuous improvement protocols should be established to maintain the gains achieved in production efficiency and quality. Finally, ongoing stakeholder engagement, particularly with regulatory bodies, will be crucial to navigate and comply with evolving regulations effectively.

Source: Operational Strategy for Specialty Chemical Manufacturer in North America, Flevy Management Insights, 2024

Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials




Additional Flevy Management Insights

Strategy Transformation for Petroleum Retail Chain in Emerging Markets

Scenario: A mid-sized petroleum retail chain in emerging markets faces a 10% revenue decline due to regulatory challenges and competitive pressures.

Read Full Case Study

Strategy Transformation for a Postal Service Company in Rural Logistics

Scenario: A mid-size postal service provider specializing in rural logistics faces a 20% revenue decline due to increasing competition and operational inefficiencies.

Read Full Case Study

TPM Divestiture Blueprint for Semiconductor Manufacturer in High-Tech Sector

Scenario: The organization, a leading semiconductor manufacturer, is facing significant challenges in streamlining its portfolio through divestiture.

Read Full Case Study

Strategic Divestiture of Non-Core Assets in the Food & Beverage Industry

Scenario: A mid-size food & beverage company employed a strategic divestiture framework to streamline its operations.

Read Full Case Study

Porter's 5 Forces Analysis for Education Technology Firm

Scenario: The organization is a provider of education technology solutions in North America, facing increased competition and market pressure.

Read Full Case Study

Organizational Alignment Improvement for a Global Tech Firm

Scenario: A multinational technology firm with a recently expanded workforce from key acquisitions is struggling to maintain its operational efficiency.

Read Full Case Study

Direct-to-Consumer Growth Strategy for Boutique Coffee Brand

Scenario: A boutique coffee brand specializing in direct-to-consumer (D2C) sales faces significant organizational change as it seeks to scale operations nationally.

Read Full Case Study

Operational Efficiency Enhancement in Aerospace

Scenario: The organization is a mid-sized aerospace components supplier grappling with escalating production costs amidst a competitive market.

Read Full Case Study

Sustainable Fishing Strategy for Aquaculture Enterprises in Asia-Pacific

Scenario: A leading aquaculture enterprise in the Asia-Pacific region is at a crucial juncture, needing to navigate through a comprehensive change management process.

Read Full Case Study

Balanced Scorecard Implementation for Professional Services Firm

Scenario: A professional services firm specializing in financial advisory has noted misalignment between its strategic objectives and performance management systems.

Read Full Case Study

Organizational Change Initiative in Luxury Retail

Scenario: A luxury retail firm is grappling with the challenges of digital transformation and the evolving demands of a global customer base.

Read Full Case Study

PESTEL Transformation in Power & Utilities Sector

Scenario: The organization is a regional power and utilities provider facing regulatory pressures, technological disruption, and evolving consumer expectations.

Read Full Case Study

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.