FUNCTIONAL EXPERTISE: STRATEGY & BUSINESS PLANNING
Helping business leaders with their toughest organizational needs
HOW WE CAN HELP YOU
Business Planning
A business plan is a critical document used to align a company around strategy, vision and organizational objectives. It is constantly shifting and evolving in response to macroeconomic conditions and competitive threats. Nonetheless, organizations should have some foundational document that drives actions and centers the organization and its people.
Strategic Planning
A Strategic Plan (STRAP) defines not only what a company does, but how it will grow and prosper. It outlines the tactics an organization will deploy to expand into new markets, new territories, new products as well as efforts to engage and retain existing client base.
A well-designed STRAP attempts to achieve a sustainable competitive advantage by preserving and augmenting what is distinct about a company and not simply doing as the competitors do.
We work with clients to define strategic plans that capture and define true competitive advantages – avoiding the “me too” plays while providing objective, unbiased insights on various activities.
A well-designed STRAP attempts to achieve a sustainable competitive advantage by preserving and augmenting what is distinct about a company and not simply doing as the competitors do.
We work with clients to define strategic plans that capture and define true competitive advantages – avoiding the “me too” plays while providing objective, unbiased insights on various activities.
Strategy & Business Planning
Defining corporate and business unit strategies that move the needle
Corporate Strategy
As an organization starts to grow and develop, it requires a more cohesive organizational strategy that unifies the company across its product lines, captures economies of scale to minimize costs and establishes equity that begins to transcend across the organization.
Many organizations have been moving so fast to deploy against their strategic plans that they don’t realize they may need to define a corporate strategy that captures economies of scale, maximizes profit while identifying new opportunities for growth.
We help our clients by providing an honest assessment of capabilities and areas of improvement so that we can begin to build out a new or updated corporate strategy.
Many organizations have been moving so fast to deploy against their strategic plans that they don’t realize they may need to define a corporate strategy that captures economies of scale, maximizes profit while identifying new opportunities for growth.
We help our clients by providing an honest assessment of capabilities and areas of improvement so that we can begin to build out a new or updated corporate strategy.
Mergers & Acquisitions
Every organization’s STRAP should contain some percentage of inorganic growth attributable to mergers & acquisitions (M&A).
Because of the complexity and confidential nature of M&A, many organizations benefit from using a firm that can do the following:
Because of the complexity and confidential nature of M&A, many organizations benefit from using a firm that can do the following:
- Identify business areas that could benefit from M&A
- Define acquisition targets & initiate a screening process
- Conduct due diligence on targets
- Build valuations & financial models
- Manage the transaction
Distribution & Licensing
An often overlooked but immensely valuable toolkit available to all businesses is to grow via license & distribution partners. However, many organizations are unfamiliar or uncomfortable with the idea of relinquishing IP control or client relationship management to third-parties.
However, this is an area that if developed in conjunction with a direct sales strategy, could significantly augment sales by providing broader reach into markets and regions that were previously unobtainable. The caveat being that these strategies do not run on auto-pilot and require some regular oversight – that which is different from a direct sales strategy.
However, this is an area that if developed in conjunction with a direct sales strategy, could significantly augment sales by providing broader reach into markets and regions that were previously unobtainable. The caveat being that these strategies do not run on auto-pilot and require some regular oversight – that which is different from a direct sales strategy.
Go-To Market Strategies
Go-To Market (GTM) Strategies require a practiced approach to understanding the markets, competitors, technology, customers and company capabilities (to name a few) in order to be successful and can be defined as a discrete set of activities to initiate a specific area of an organization’s STRAP – often in relation to a product or a business unit.
When we discuss GTM Strategies, we are referring to the very tactical set of activities required to move forward with a specific strategic initiative.
When we discuss GTM Strategies, we are referring to the very tactical set of activities required to move forward with a specific strategic initiative.
FEATURED INSIGHTS
Identifying Why Strategic Plans Fail
Competitive vs. Comparative Advantage
21st Century Competitive Forces
Related Client Impact Stories
Brand Transformation
Developing a cohesive and consistent brand strategy for a multi-billion dollar bioprocessing tools provider
