Edengene is a strategy and innovation consultancy that works with some of Europe’s largest companies to achieve sustainable growth.
Since 2000 we have successfully helped our clients address a wide range of strategic & organisational challenges. How do we this? By developing great strategies that deliver lasting, impactful results.
At Edengene we appreciate the importance of combining deep industry expertise with business acumen and the skills required to translate energy into results. In addition to developing executable strategy, we collaborate with clients to deliver market leading customer propositions and build sustainable innovation capacity, with a focus on developing lasting capability for our clients.
Building new revenue streamsIn 2005, npower faced an uphill battle to grow value in an increasingly commoditised market for power and energy provision. British Gas had taken advantage of its former monopoly position to build a home services business (installing, maintaining and insuring domestic gas-fired heating systems) earning £800m revenue at good margins from UK...
New Online Channel Transforms B2B SalesE.ON B2B was about to re-brand and was undertaking detailed customer segmentation. They wanted to leverage the customer insight to build a portfolio of market-leading propositions that would further differentiate them in a commoditised industry and help them build the brand, significantly increase SME acquisitions, and reduce cost to serve.
However,...
Building a major new sustainable energy businessBy 2007, companies in the UK retail electricity and gas markets faced two major challenges. First, intense price competition combined with sharply rising wholesale prices was creating significant pressure on margins. Secondly the entire industry was under duress from customers, government and other stakeholders to respond to climate change and in particular...
Brand Strategy for GrowthIn 2008, Coca-Cola EU Group recognised it had a challenge with growing the POWERADE® business in Europe. Slowing sports drink category growth, poor consumer understanding of sports drinks, pressure from cheaper supermarket brands and poor differentiation from the category leader, PepsiCo’s Gatorade and other local brands, combined to form...
Creating a New Healthcare Service BusinessBT is one of the leading providers of network based services to the National Health Service (NHS) in the UK. In 2005 BT was seeking to extend its positioning within the health sector, leveraging its capability and knowledge to identify and build a valuable new healthcare-related communications business
The emerging patient self-care market presented...
Driving ‘New Wave’ Income Growth across BT Group plcIn 2001, BT faced revenue and margin threats to its core telephony markets due to regulation promoting competition in a deregulated market. BT recognised that improving core competitiveness would not be enough to sustain growth; a large and profitable stream of ‘new wave’ revenues needed to be created to offset core market losses and create...
BT Click and BuyBT was looking for new market opportunities in and around its core business. There was a strong desire to leverage key assets, taking existing capabilities, combining them with new ideas and approaches and generating additional, new revenue streams. In addition, BT was increasingly active in the ‘online’ world, so opportunities in the digital...
Developing a market-breaking customer propositionBT is the leading incumbent provider of telephony services to small and medium-sized enterprises (SMEs). However, in late 2003 BT was rapidly losing market share of the SME telephony market due to ferocious price competition from new entrants.
Restricted by regulation in the scope of its response, and fearful of a price war that could result in £1bn...
Putting the chemist back into Boots the chemist’In 2004, Boots undertook a strategic review, and concluded they needed to re-energise their pharmacy business – ‘Putting the chemist back in Boots the Chemist’. Pharmacy, a £1.2bn business segment driven by medical prescriptions, was at the core of Boots heritage, and was believed by Boots’ management to have significant...
Putting the customer at the centre of Standard Life’s strategyOver the years, the group had built up an exceptionally strong reputation for customer service during the years of mutual ownership, with strong product innovation and growth performance from its small subsidiary bank, Standard Life Bank.
With demutualisation looming, the CEO of the Bank recognised that the bank would come under the spotlight during...
Building new revenue streams npower is the UK arm of the leading global energy company RWE, and is positioned as a challenger brand in a home energy market previously dominated by the ex-monopoly British Gas.
Challenging the ‘Big 4’ in Business BankingHBOS had a stated aim to achieve 15-20% market share within their competitive key markets.
Business Banking was significantly lower than this, and a new approach was required to close out the gap.
Identifying that this could not be achieved using internal resources solely, they wanted find a suitable collaborative partner.
After a provocative...
E.ON B2C commercial propositionsWhen the new MD of E.ON’s consumer division began his new role, he identified an opportunity to develop a world class propositions capability to address gaps in the overall customer value proposal and create a new pipeline for sustainable growth.
He enlisted the help of Edengene to assess the situation, develop a robust propositions process...
Developing new propositions for the credit card marketEdengene developed a portfolio of initiatives for the short, medium and long term.
We worked with teams from across the business in three areas:
1. Acquisition initiatives
2. Retention initiatives
3. Service initiatives
We followed this with our highly successful Dragons Den-style process, working with senior executives to prioritise the best ideas...
Rapid Innovation DiagnosticCollaborating closely with the bank, Edengene conducted a rapid analysis of their innovation capability, using a proprietary methodology developed with over 60 FTSE 100 companies in other industries. By surveying both customers and staff, we identified hot-spots for change, seven major opportunity spaces for the business, and specific initiatives...
Innovation programme design and executionEdengene designed an integrated structure for innovation, with a centralised team working closely within the business units to develop new propositions and deliver them to market. We focused on getting early success for the programme to demonstrate value, creating radical market propositions such as the first personalised banking card in...
