Strategic Planning
Developed strategy for short- and long-term horizons.
Case Studies
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
Analyzed company’s core capabilities
Collaboratively set goals with leadership team
Long-term vision
Strategic initiatives
Analyzed company industry
Evolution and trends
Competitors, customers, suppliers and business partners
Established and shaped value proposition and long-term strategy
Segmented customers by revenue and profit
Identified and evaluated opportunity tiers
Developed business plans for short- and long-term horizons
Constructed detailed implementation plans centered on profitable high growth
Results
Business Issue 1
Manufacturer Faces Global Competition
Results
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
Results
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
Results
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.