Revenue enhancement and expenditure reduction can follow from exercises in industry benchmarking of on-going businesses. For mergers and acquisitions, identifying value to be captured or problems to be avoided is a critical step. Business improvement engagements usually begin with a diagnosis and planning phase that encompasses a benchmarking activity. Benchmarking, when coupled with an industry outlook, can lead to a clear picture of the internal strengths and weaknesses of a business as well as its external opportunities and threats. The Strengths-Weaknesses-Opportunities-Threats (SWOT) evaluation can point to areas for concentrating improvements. The second phase of such engagements is usually a design and blueprinting phase, where we use our modeling and analytics capabilities to evaluate strategic alternatives. We are adept at choosing and executing decision-appropriate analyses so as to avoid over-analysis and simply highlight the key options and their likely implications. The third phase of such engagements focuses on implementation of the selected paths. We are able to act as program manager, making sure that value is captured and pitfalls are avoided.