Quality deliverables and integrity are behind Clarus engagements whether they take the form of defining and managing a new product initiative, building a business case to validate or refute project assumptions, or creating business processes to coincide with a customer satisfaction program. We pride ourselves on helping our clients come away with a clear solution to the situation at hand. Read on to learn about some of our successful engagements.

Product expansion: is the ROI there with the right technology?

Background
An alternative telecommunications provider for businesses in select markets and office buildings recognized Clarus Technology’s expertise in evaluating wireless product expansion capabilities. The client with a robust reliable and high performing broadband network wanted to provide their customers with some premium value added service as a differentiator and potentially a cash cow. Internally features had been debated, but they recognized the need for an objective outside assessment.

Challenge
Unified messaging was the service under consideration that would enable the client’s customers to receive and respond to messages through any number of communication devices. Clarus was asked to provide a technical assessment and corresponding business case that justifies adding unified messaging to the existing product suite. At this particular time, there were dozens of companies offering a unified messaging platform so the first step Clarus needed to do was pare down the list. From there they performed a feasibility study to determine if the vendors were technically compatible, what the economics were behind each feasible alternative, what the time to market was, and what would be the most effective business arrangement for the client.

Results
Clarus compiled a study that included a complex matrix of alternatives with evaluation criteria. Some of the business drivers included the financial stability of the vendor, length of time in business, costs, commercial availability, type of arrangement – partner, outsource, license or buy. Technical feasibility evolved around the compatibility of the product with deployment into the client’s broadband network. Other elements were reliability, scalability, support and time to market. After considerable evaluation of these elements and finding a technically suitable solution, a business case was developed to understand the ROI or if there was one. Since we consider ourselves to be "technology agnostic", as the messenger we communicated that no matter which path the vendor took, the numbers for profitability in the short or long term were not there to invest in unified messaging as a value added premium service.

Investing in an outside evaluation saved this client millions of dollars that was then applied to other product enhancements that met customer needs.

Are all the bases covered or are there too many bases?

Background
Upon arrival in Washington, the President defined a Management Agenda that included a set of initiatives with the objective to improve the efficiency and effectiveness of Federal Government services. The lead agency, Office of Management and Budget (OMB) for managing E-Government projects was tasked with oversight of 24 information technology projects that spanned multiple agencies.

Challenge
Each budget year, the E-Government initiatives funds allocation and phases vary. The engagement objective was to help OMB ensure that from both a business and technical perspective the project plans of the current years initiatives were in synch. Clarus was engaged to perform a technology and business audit of project plans, business cases and technical architectures to help ensure consistency and recommend improvements. Verify technical architectures comply with Federal Enterprise Architecture (FEA) guidelines.

Results
The first step was to review the project plans for consistency based on the 24 initiatives so that what was being built and launched this year was not replicated with another project managed elsewhere. If there was overlap we provided recommendations where economies of scale were financially prudent.

For several initiatives, we managed benchmarking tests for websites where there are business rules that state a user (citizen) should only have to click through a defined set of web pages to get to an enrollment page to sign up for any type of service. Does it depend on the service or should it be compared to industry standards. Was the process burdensome to the citizen or was it comparable to industry standards?

We have an idea, is there a business opportunity?

Background
The client provides statistical, data management, and organizational support to clinicians and biomedical scientists in government, industry, and university. The owners envisioned packaging in-house IT capabilities and best practices to help industry reduce the long-term costs of managing all phases of clinical trials.

Challenge
Provide Business Strategy and Management Consulting services for new product idea and define the market opportunities for this biotech IT services.

Results
We applied our "Concept->Clarity->Cash" approach to the client’s idea. Clarus built a business plan that provides the client with a definitive framework within which it needs to operate to succeed; generate revenue. The plan includes key success factors, competitive assessment, general market conditions, the fundamental go to market strategy and gaps. Each functional area contains a set of recommended next steps.

Time is money.

Background
A leading provider of voice, video and data services to millions of businesses and consumers wanted to expand its product portfolio with wireless and internet services. The underlying premise was that the client would partner as opposed to building the services. The scope of the project exceeded staff experience and required extensive order entry and billing system updates.

Challenge
Determine what value added services would be feasible such as unified messaging or web based conferencing. Incentives were provided to the participating vendors in the form of stringent contractual Service Level Agreements whereby the client guaranteed service turn-up in short intervals. If not the client would have to pay thousands in penalties for any delays.

Solution
Clarus presented a cost-saving model allowing a wireless provider to handle order entry and billing with no brand dilution. We applied structured project management principles and domain expertise enabling the client to meet the service level agreements (no penalties) and reduce overall project costs. The results were gratifying since the initial three value added products were turned up and launched on time and the projected conversion rates were achieved. The project and products received national press in such publications at Forbes and PC Week.

Phone: 301-215-4146
Email: info@clarustechnology.com