Strategic Planning and Implementation

Developing market and capabilities–based
strategies, and the plan to implement them.

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Business Issue 1: Manufacturer Faces Global Competition

Global industry leading manufacturer of fastening devices required a new strategy to address growing global competition and emerging product substitutes.

Business Issue 2: Security Firm Requires High-Growth Strategy

Global provider of security and investigations required a high-growth strategy in a turnaround environment, having executed numerous recent acquisitions.

Business Issue 3: Publisher Challenged to Develop New Business Model

Worldwide publisher was given a mandate by its board of directors to develop and implement a new business model in line with changing publishing trends, offshore printing options, and e-commerce opportunities.

Approach Used by Flow Consulting:

1. Analyzed company’s core capabilities
2. Collaboratively set goals with leadership team
• Long-term vision
• Strategic initiatives

3. Analyzed company industry
• Evolution and trends
• Competitors, customers, suppliers and business partners

4. Established and shaped value proposition and long-term strategy
5. Segmented customers by revenue and profit
6. Identified and evaluated opportunity tiers
7. Developed business plans for short- and long-term horizons
8. Constructed detailed implementation plans centered on profitable high growth

RESULTS:

Business Issue 1: Manufacturer Faces Global Competition

Fastening Manufacturer executed a new strategy with a high level of buy-in at all levels, which included implementation of lean manufacturing across consolidated sites and diversified product design resulting in innovative fastening solutions.

Business Issue 2: Security Firm Requires High-Growth Strategy

Security and investigations firm leadership team secured board approval and employee commitment to a strategic plan driving 15 percent compounded annual internal growth with a business-doubling acquisition strategy in third year of the plan.

Business Issue 3: Publisher Challenged to Develop New Business Model

Publisher adopted and executed a strategy shifting the business from a publisher/distributor model to a direct online-marketer-model achieving increased revenue with an 80 percent reduction in titles, 60 percent reduction in inventory, and 60 percent reduction in overhead costs.