A seven year old technology manufacturing company developed a new product and received a large breakthrough order from one of its major customers.  They were faced with the task of raising $6 million to fund the required operational scale up in a very short time frame.  We found a source for our client that not only was willing to provide the funding, but that had specific experience in the client's market and was capable of providing introductions to other customers and ongoing advice and support.

Strategic acquisition

A publicly traded corporation selling to the government had already secured capital for making a strategic acquisition but was unable to identify a suitable candidate through normal channels.  Within three weeks, Accretive presented three suitable candidates.  Two offers were made and one deal was closed in 60 days increasing the revenue of the company by five times. 

Revenue growth

An old line machinery manufacturer selling into a narrow, slow-growth market tied into the general economy was tired of the revenue swings and the costly layoffs and re-hires.  Accretive identified three new markets into which the same machinery could be sold.  The new markets were 10 times larger and had 6 times the growth.  It was only through Accretive’s deep technical industry knowledge that these opportunities, that would otherwise have gone undiscovered by our client, were identified.  Minor modifications to the existing machinery also increased their existing market share by increasing its output by 20%.

A major manufacturer of electronic controls was selling into a highly fragmented $200 million market with 2-3% annual growth.  Using the existing strengths and competencies of the business, a new market and product were identified that represented a $2 billion market with 11% annual growth.  In addition, the client's organization was restructured and manufacturing relocated to a lower cost location tripling profits in one year.

Profit improvement

A major materials manufacturing business was struggling to remain cost-competitive with Asian competition.  Reconfiguring the manufacturing process and adding some new equipment the required head count was reduced by 50%, the number of locations was reduced from 5 to 1, the cycle time was reduced from 2 weeks to 30 minutes and scrap and rework were reduced.  Not only was cost greatly reduced (7 profit points) but having a shorter cycle time gave the company a competitive advantage being able to respond to short lead time customer demand.
 

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