Client Background

• Industry: Automotive Glass Manufacturing

• Overview: Our client is a global leader in vehicle glass repair and replacement, operating under multiple brands across 40 countries, with over 12,500 branches and mobile units serving millions of customers worldwide. As part of plans to expand its footprint in New Zealand, the client was in the process of acquiring a locally operated franchise network comprising approximately 25 franchisees. Cyma was engaged to support the technology due diligence process, providing insights to inform both operational planning and investment decision-making.

The Challenge

The target business had grown organically over time, with limited structure around technology planning or governance. Systems had been introduced on an as-needed basis, resulting in a fragmented application landscape and no formal architecture or IT policy framework.

Most technology knowledge was held by a single subject matter expert (SME), who also maintained and supported the systems. Cyma had limited access, approximately five hours of interview time with the SME and one hour with the General Manager to discuss commercial and contractual matters. Only a small number of internal documents were made available.

With no existing business capability model in place, Cyma needed to build one from the ground up using publicly available information, including website content, customer feedback, and social media activity. This model was then validated with the SME under tight timeframes.

The Solution

Cyma developed a tailored solution based on our expertise in digital transformation and CRM solutions. The process included:

• Business Capability Assessment: Cyma conducted a high-level capability assessment to define the current digital and CRM business functions.

• Application Catalogue and Mapping: Cyma created an application catalogue, mapping it to the client’s business capabilities to identify gaps, overlaps, and opportunities.

• Strategic Roadmap Development: A digital and CRM roadmap was built, highlighting initiatives to address key gaps and aligning them with the business’s strategic goals.

• Architectural Principles: To ensure consistency and direction, Cyma established guiding architectural principles that would oversee the implementation of the roadmap initiatives.

Through these steps, Cyma simplified our client’s complex systems and created a clear path for future development.

Cyma’s Solution / Approach

The first step was to define the business capabilities that underpin the franchise model at both the franchisor and franchisee levels. This capability model provided a framework for analysing systems and processes in more depth.

Key activities included:

• Developing a business capability model to define core functions and services

• Creating an application catalogue capturing operational cost, criticality, and coverage

• Mapping applications to the defined business capabilities

• Documenting core processes across sales, order fulfilment, customer engagement, invoicing, finance, and supply chain

• Conducting a risk and gap analysis with a focus on alignment to future-state strategy

This structured approach ensured that the acquiring organisation had a clear understanding of the strengths, risks, and investment opportunities within the target’s technology environment.

Results / Outcome

Cyma’s work gave the client a clear, objective understanding of the technology landscape they were about to acquire. By mapping the current state in detail, Cyma helped uncover critical risks, legacy system dependencies, and areas of inefficiency that could impact post-acquisition integration.

More importantly, the engagement provided the client with:

• Confidence in their investment decisions, with clear visibility into where technology spend would be required and which assets could be retained or improved

• Insight into capability gaps that could hinder future growth, enabling early planning for system upgrades or replacements

• A strategic foundation for integration, ensuring the acquired business could be aligned with the broader group’s technology direction and standards

• A shared understanding across stakeholders, using clear models and visuals that translated technical complexity into actionable business insight

This early clarity helped the client move forward with the acquisition knowing exactly what they were taking on—and how to unlock value from day one.