Avalon Consulting worked with a top Fast-Moving Electrical Goods (FMEG) company in India, managing three major brands—one flagship and two acquired. Despite backend integration, the brands’ front-end operations led to overlaps, inefficiencies, and internal competition.

Avalon identified and addressed four synergy areas—product portfolio, marketing communication, sales organization, and distribution network. Our recommendations led to unified operations, stronger marketing impact, and better market penetration. The roadmap unlocked ₹1 Bn in EBITDA impact and ₹2.5 Bn in potential revenue synergies

This case study highlights how Avalon helped drive digital transformation for a leading synthetic rubber manufacturer.

Avalon led a digital-led transformation for a leading synthetic rubber and latex manufacturer with applications across industries such as paper, carpets, textiles, construction, and automotive. As the company planned to double its manufacturing capacity, it recognized the strategic need to adopt digital ways of working to ensure scalable efficiency. Avalon conducted a diagnostic to assess digital maturity, developed a focused digitization roadmap, and drove execution by selecting technology partners and managing change post-implementation.

The impact of these interventions led to:

• Enhanced sales team efficiency with a 360-degree real-time view of customer profiles, including purchase and payment histories.
• Improved customer experience by reducing lead times for sample requests and complaints, with real-time updates delivered via WhatsApp.
• Streamlined knowledge management with digitized workflows for NPD projects, field visit reports, and customer queries.
• Improved execution of the innovation funnel through a cost-effective solution embedded within the existing CRM platform.

Dive into 2025 with Raj Nair, Chairman at Avalon Consulting, as he delves into the global complexities of the year ahead. In his 18th annual paper, Raj draws a vivid parallel between the turbulent Drake Passage and the unpredictable global landscape of 2025.

Titled “2025: The Drake Shake or Drake Lake,” this examines the interplay between economic uncertainty and geopolitical shifts, from the resurgence of Trumponomics to the enduring technological race with China. Raj highlights key themes like the evolving energy landscape, AI’s groundbreaking potential, and the challenges facing emerging markets.

With insights that challenge conventional wisdom, Raj explores the counterforces that might stabilize a volatile global economy and the transformative potential of AI, including the advent of Liquid Neural Networks and Agentic AI.

Join Raj Nair on this intellectual journey to better understand the forces shaping our world and uncover actionable insights for navigating the dynamic landscape of 2025.

This case study highlights how Avalon conducted detailed process review and utilized it for transforming critical processes of an ICT service provider

The Client is a publicly traded tech service provider in the middle east offering ICT services but faced difficulty in prioritizing high impact processes from a portfolio of over 50, leading to resource misallocation and missed opportunities. Also Complex workflow structure led to process delays, along with lack of adherence to process guidelines and lack of visibility into progress monitoring.

Avalon stepped in to deploy its proprietary Process Criticality Assessment Framework to tackle process prioritization. Avalon further assessed process performance using Avalon’s process health index framework and standard KPI methodology. This was followed by organizational process and guideline defination and documentation completing Avalon’s end-to-end Business Process Management tailored to client’s needs.

The impact of these interventions led to:

• Direct cost saving of ~$9 million over time efficiency and ~$14 million through invoicing processes
• 46 full time employees were freed through coninous monitoring of 12 critical processes
• 80+ major implementation corrections innovating 20+ new processes in two years