Bain & Company is a global management consulting firm headquartered in Boston, Massachusetts, with offices in 30 countries. Bain is considered one of the most prestigious management consulting firms in the world,[1] and for eight consecutive years has been named the "Best Firm to Work For" by Consulting Magazine.[2]





We work with top management to beat their competitors and generate substantial, lasting financial impact.
We look at a business as an integrated, cohesive whole. This means we bring a strategic mindset to everything we do. We start by defining the right questions. Then we dig deep into the numbers, as the basis for creating solutions.

We are pragmatic and open-minded. That's why we find solutions that others miss.



Automotive
Chemicals
Consumer Products
Energy & Utilities
Financial Services
Healthcare
Industrial Machinery
Media
Mining
Nonprofit, Public Sector & Higher Education
Retail
Technology
Telecommunications
Transportation Services


Change Management
Corporate Renewal
Cost & Supply Chain Management
Customer Strategy & Marketing
IT
Mergers & Acquisitions
Organization
Performance Improvement
Private Equity
Strategy






Industries

Automotive


Chemicals


Consumer Products


Energy & Utilities


Financial Services


Healthcare


Industrial Machinery


Media


Mining


Nonprofit, Public Sector & Higher Education


Retail


Technology


Telecommunications


Transportation Services


Capabilities

Client successes

Hot topics




The automotive industry faces major structural change. With global overcapacity topping 25%, most OEMs are hard pressed to keep plant utilization rates up, resulting in heavy pressure to sell more vehicles. Yet growth remains low - only 2-3% annually - and the bright spots are few and far between, primarily in emerging markets and a few product segments like premium models and "cross-over" utility vehicles that drive like cars. The price incentives that OEMs rely on to protect market share wreak havoc with their bottom lines, threatening the viability of some of the biggest companies in the world.
The successful players in this industry share a common trait: they manage to offer the right products to customers. Yet, providing a product that fulfills the customer's true needs - a capability that should be at the core of every OEM - is easier said than done and difficult to sustain. While some niche products hit the bulls-eye, all too often OEMs have invested in vehicles and features that miss the mark, sometimes by a wide margin. Understanding what target customers want, designing a product that clearly fulfills their needs and delivering the brand promise have become make-or-break capabilities for all OEMs.

That challenge is compounded by the pressure on OEMs to continuously improve their cost position by restructuring operations. With broad and expanding product lines, OEMs need to manage the cost of complexity carefully as they build their strategies around vehicle platforms and modular sub-assemblies. Alliances and mergers are likely to continue shaping the industry as key players look for benefits from increased scale. But the added complexity that arises from combining product lines and aligning different company cultures can undercut the benefits of a big merger or acquisition that lacks a strong investment thesis and the right approach to integration.

As product quality improves and vehicle features steadily converge, it's becoming harder for automakers to appeal to customers by offering unique and distinctive products. Increasingly, the big opportunities for differentiation are downstream, along various customer touch-points in sales and services. Because most OEMs operate with independent dealer and service networks, delivering a strong, consistent brand experience at these points of contact is challenging - but the benefits are equally large. Using Bain's unique Net Promoter ® Score (NPS) disciplines for building customer loyalty, we have identified significant opportunities for OEMs to grow by improving the customer experience.








The chemicals industry continues to face unparalleled market and competitive turbulence. Low-cost players and feedstocks are changing the fundamental economics of the industry in unexpected ways, forcing established competitors to rethink their existing footprint and operating models. Dynamic end-markets, shifting profit pools and highly variable demand are leading companies to reevaluate time-tested strategies. And all of this is occurring at a pace that leaves little time for managers to reflect on their options.

Companies have responded with a variety of growth and defensive strategies: some have shed traditional lower-margin operations in favor of new markets or products, other companies have pursued wrenching cost reductions to ensure near-term profitability and some have simply retreated from the market either through sale or bankruptcy. Still other organizations have moved aggressively to drive top-line growth by doubling down on serving their best customers to gain share, shifting asset portfolios to attractive future markets and building new go-to-market capabilities.

This turmoil is painful, and the results of these efforts have been mixed. Companies that have been successful in increasing revenue and profits focused on the development of core businesses to their full potential and conducted selective expansion into attractive adjacencies.

Bain's experience in Chemicals

Bain has undertaken hundreds of projects in the chemicals industry and we have chemicals experts in every region who serve clients locally. Our deep experience extends across every segment of the market including polymers and plastics, specialty and performance products, agricultural products, and general and basic chemicals. We perform a broad spectrum of work across these verticals, including strategy development (at both the corporate and business unit level), performance improvement and merger integration. This global experience combined with motivated client management teams helps develop proprietary insights that unlock significant value for our clients.

At the corporate and business unit level, our strategy work focuses on the most important sources of business value based on a keen understanding of the regulatory and competitive environments. At the business-unit level, Bain helps clients retain and expand their customer base through marketing and sales and technology excellence. We also help improve operating performance by increasing the effectiveness and efficiency of each of the key elements of the value chain, as well as deploy assets and IT investments for maximum return and instill a high-performance culture throughout the organization.
 
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Bain & Company is a global management consulting firm headquartered in Boston, Massachusetts, with offices in 30 countries. Bain is considered one of the most prestigious management consulting firms in the world,[1] and for eight consecutive years has been named the "Best Firm to Work For" by Consulting Magazine.[2]





We work with top management to beat their competitors and generate substantial, lasting financial impact.
We look at a business as an integrated, cohesive whole. This means we bring a strategic mindset to everything we do. We start by defining the right questions. Then we dig deep into the numbers, as the basis for creating solutions.

We are pragmatic and open-minded. That's why we find solutions that others miss.



Automotive
Chemicals
Consumer Products
Energy & Utilities
Financial Services
Healthcare
Industrial Machinery
Media
Mining
Nonprofit, Public Sector & Higher Education
Retail
Technology
Telecommunications
Transportation Services


Change Management
Corporate Renewal
Cost & Supply Chain Management
Customer Strategy & Marketing
IT
Mergers & Acquisitions
Organization
Performance Improvement
Private Equity
Strategy






Industries

Automotive


Chemicals


Consumer Products


Energy & Utilities


Financial Services


Healthcare


Industrial Machinery


Media


Mining


Nonprofit, Public Sector & Higher Education


Retail


Technology


Telecommunications


Transportation Services


Capabilities

Client successes

Hot topics




The automotive industry faces major structural change. With global overcapacity topping 25%, most OEMs are hard pressed to keep plant utilization rates up, resulting in heavy pressure to sell more vehicles. Yet growth remains low - only 2-3% annually - and the bright spots are few and far between, primarily in emerging markets and a few product segments like premium models and "cross-over" utility vehicles that drive like cars. The price incentives that OEMs rely on to protect market share wreak havoc with their bottom lines, threatening the viability of some of the biggest companies in the world.
The successful players in this industry share a common trait: they manage to offer the right products to customers. Yet, providing a product that fulfills the customer's true needs - a capability that should be at the core of every OEM - is easier said than done and difficult to sustain. While some niche products hit the bulls-eye, all too often OEMs have invested in vehicles and features that miss the mark, sometimes by a wide margin. Understanding what target customers want, designing a product that clearly fulfills their needs and delivering the brand promise have become make-or-break capabilities for all OEMs.

That challenge is compounded by the pressure on OEMs to continuously improve their cost position by restructuring operations. With broad and expanding product lines, OEMs need to manage the cost of complexity carefully as they build their strategies around vehicle platforms and modular sub-assemblies. Alliances and mergers are likely to continue shaping the industry as key players look for benefits from increased scale. But the added complexity that arises from combining product lines and aligning different company cultures can undercut the benefits of a big merger or acquisition that lacks a strong investment thesis and the right approach to integration.

As product quality improves and vehicle features steadily converge, it's becoming harder for automakers to appeal to customers by offering unique and distinctive products. Increasingly, the big opportunities for differentiation are downstream, along various customer touch-points in sales and services. Because most OEMs operate with independent dealer and service networks, delivering a strong, consistent brand experience at these points of contact is challenging - but the benefits are equally large. Using Bain's unique Net Promoter ® Score (NPS) disciplines for building customer loyalty, we have identified significant opportunities for OEMs to grow by improving the customer experience.








The chemicals industry continues to face unparalleled market and competitive turbulence. Low-cost players and feedstocks are changing the fundamental economics of the industry in unexpected ways, forcing established competitors to rethink their existing footprint and operating models. Dynamic end-markets, shifting profit pools and highly variable demand are leading companies to reevaluate time-tested strategies. And all of this is occurring at a pace that leaves little time for managers to reflect on their options.

Companies have responded with a variety of growth and defensive strategies: some have shed traditional lower-margin operations in favor of new markets or products, other companies have pursued wrenching cost reductions to ensure near-term profitability and some have simply retreated from the market either through sale or bankruptcy. Still other organizations have moved aggressively to drive top-line growth by doubling down on serving their best customers to gain share, shifting asset portfolios to attractive future markets and building new go-to-market capabilities.

This turmoil is painful, and the results of these efforts have been mixed. Companies that have been successful in increasing revenue and profits focused on the development of core businesses to their full potential and conducted selective expansion into attractive adjacencies.

Bain's experience in Chemicals

Bain has undertaken hundreds of projects in the chemicals industry and we have chemicals experts in every region who serve clients locally. Our deep experience extends across every segment of the market including polymers and plastics, specialty and performance products, agricultural products, and general and basic chemicals. We perform a broad spectrum of work across these verticals, including strategy development (at both the corporate and business unit level), performance improvement and merger integration. This global experience combined with motivated client management teams helps develop proprietary insights that unlock significant value for our clients.

At the corporate and business unit level, our strategy work focuses on the most important sources of business value based on a keen understanding of the regulatory and competitive environments. At the business-unit level, Bain helps clients retain and expand their customer base through marketing and sales and technology excellence. We also help improve operating performance by increasing the effectiveness and efficiency of each of the key elements of the value chain, as well as deploy assets and IT investments for maximum return and instill a high-performance culture throughout the organization.

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