From Strategy to Execution

Challenge

A multinational beauty group with 25 brands and more than 2,600 employees needed to relocate its corporate headquarters across districts. More than half the staff had over 15 years of tenure and digital skills needed strengthening. An aging office and a rather traditional brand image also made it hard to attract and retain young talent.

Solution

Led the planning of the group's seven-floor headquarters, bringing 60 years of brand identity into the workplace to strengthen market and employee identification with the brand. Planned a site-wide digital transformation, built a new office environment that combined space and technology, and ran organizational and employee change management and training in parallel to reshape the employer brand and raise employee wellbeing.

Challenge

The brand holds about 25.9% of the Taiwan market and has more than 100 overseas countries with thousands of agents and dealers. Under its sales contracts, replacement parts for in-warranty failures had to reach dealer premises within an agreed period. Because of differing work cultures around the world, parts sent urgently by air were often left waiting because overseas dealer staff did not actively clear customs or arrange pickup, generating NT$2 to 3 million a year in demurrage charges.

Solution

Understood the client's full requirements, compiled average receiving days at each delivery point, and analyzed freight costs and the staff cost of handling cross-border complaints. Helped the client redesign its international logistics strategy, achieving freight savings and a sharp reduction in the frequency and cost of cross-border communication while improving service quality.

Challenge

More than 500 document output devices across Taiwan were serviced by multiple equipment vendors, making management and cost control difficult.

Solution

Reviewed device usage needs across all sites, consolidated equipment, and introduced document management software and a unified nationwide device management mechanism, cutting costs and strengthening information security controls.

Challenge

Helped a 30-year-old traditional company, still running on manual and paper-based work, complete its digital transformation and second-generation succession within one year.

Solution

Refreshed the corporate identity to revitalize the brand image. Implemented Salesforce CRM to capture customer information from the sales team, strengthening sales development and performance management while using data to keep raising marketing ROI. Put the ERP system to full use in management to strengthen financial indicators. Implemented a service management system to optimize ordering of repair and spare parts, improving cash flow while shortening dispatch time and raising the first-time fix rate.

Challenge

Helped a food testing company and five environmental testing companies implement Microsoft Dynamics 365 CRM, raising sales target attainment and sales management performance.

Solution

Through multiple rounds of training, helped the sales teams understand the management logic of how a CRM supports hitting sales targets, then guided salespeople to use the CRM's data and charts to adjust their call plans and business development skills, steadily raising target attainment in every sales team across the group.

Challenge

With revenue growing, the company needed to add production lines and speed up delivery to retail stores across Taiwan. As the warehouse contract expired, it replanned warehousing and logistics for its southern and northern warehouses, expanding storage and throughput in the north so the southern site had room to grow production capacity.

Solution

Understood the client's needs and helped identify warehousing and logistics providers able to support future growth, communicating the critical project requirements to vendors. Beyond vendor selection, helped draft contract terms and provided data-based recommendations for post-signing service KPIs.