Our client's product line was at a mature stage in its lifecycle, and its sales growth was stagnating. This situation put the company's future growth targets at risk. They were at a point of saturation with their incumbent customer base, and their cost of new customer acquisition was on the rise. They needed a plan to develop new products and expand into new sales channels. However since they hadn't introduced a new product line in several years, the client did not have the capability to manage the complexities of a launch.

The client sought a coherent strategy that would resonate across the organization and enable the prioritization of cross-functional resources focused on expanding the product mix. This required that UA build relationships across the enterprise and deepen its understanding of cross-functional business challenges. The client needed to foster global (HQ) and regional buy-in to implement a product launch structure that could accelerate from zero to several launches in a given year.