The ‘outside perspective’: what our clients expect. New forces are transforming markets and customers. Our role is to help them adjust to these changes and emerge as one of the leaders in their industry. Our global experience and wealth of business knowledge helps our clients to create strategic advantage for their businesses.
We work with our clients to stretch the boundaries, push past the limitations tp see the world as it is – changing.
Creating Strategic Advantage / Business Strategy Development
|Too much attention has been spent on competitive analysis, at the expense of the broader strategic analysis. Creating strategic advantage is a series of strategic steps with focused guidelines that demand specific actions – an intuitive methodology with built-in checkpoints. It’s a process that successfully mandates strategic change throughout the company. It’s a process that forces dynamic change. It’s a process of strategic steps that is both systematic and powerful; an approach to focus your company’s position in the markets you must control and demands the development of new and creative strategies (revenues) in the shortest possible time.|
|Business Continuity Planning (Risk Management)||Business continuity is the uninterrupted availability of all of the resources necessary to operate your enterprise at a level acceptable to senior management. There’s a subtlety in the way that definition is structured – the focus is positive. It concentrates on maintaining uninterrupted availability, not just reacting to disasters. Business continuity of every business function may not and probably will not, be necessary to meet senior management’s requirements for an acceptable level of operation. Degraded levels of service by certain business functions may also be acceptable, within a given timeframe. So, in the event of some form of disruption, the enterprise is not trying to maintain normal operation, but is trying to maintain acceptable operations. “Acceptable” can varies with the enterprise, the required cost and with management’s objectives.|
|Raising Capital & Funding (Winning Business Plans)||The hard part is done! – the product and the first customer. Now seed capital is needed to launch the business, and to get that capital, the sources of investment are banks, venture capitalists or an angel investor. Most of these sources of investment require a business plan, which for many business owners is most difficult part of launching the business: translating your idea, your vision, into a formal document designed to convince a skeptical investor to provide the seed capital you require. The first step is writing a formal business plan, which forces you to answer the tough questions – it really forces the business owner to address the “holes” in their plans.|
|Life Cycle Marketing||Geoffrey Moore, in his two books “Crossing the Chasm” and “Inside the Tornado” expounds of the need to recognize and understand technology adoption life cycles. This applies not only to technology but to most products and product lines. Expanding on this concept, management needs to recognize that Life Cycle Marketing is the methodology to link the diverse worlds of sales and marketing to the real world of the customer. It is critical to recognize that new tools, processes and techniques will be required to achieve the business goals going forward.|
|Product Management / Product Development||Product Management normally consists of two disciplines: (1) product development and (2) product marketing, focused on a product lifecycle, essentially driving new product development. Product Management initially develops the preliminary market analysis, defining the features or functions of a product and manages the product development through the key stages of the product lifecycle. Product Management can be organizationally separate or a part of marketing or engineering. Product Management often performs an inter-disciplinary role, bridging gaps within an organization between teams of different expertise, most notably, between engineering-oriented teams and commercially oriented teams.|
|Sales & Business Development||Companies face turbulent economic conditions, shortages of talents, increasing revenue expectations, on-going cost management requirements and globalization. To succeed, managing the sales and business development effort to ensure superior company performance and sales growth are key to a company’s ability to thrive in an ever-changing marketplace. Companies devote much time and money to managing their sales forces. But few companies have the expertise to manage and effectively execute the sales and business development functions and at the same time maintain focus on the highest-value activities. Getting the most from time spent with customers is crucial to strengthening results and improving efficiencies.|
|Sales & Sales Management Skills||Companies recognize that ‘more of the same’ does not work any longer and have realized that their interest in customers must be first and foremost. Achieving this goal is the problem. Companies have the responsibility to ensure their sales teams have the right sales skills, not only in the company’s products, but in effective sales techniques and processes. The problems that we encounter relate to not having: (1) a consistent sales approach, (2) a consistent determination of where the sales process stood and (3) a common sales ‘language’ – what did a 40% opportunity really mean? It has reached this point due to the fact most sales executives are too busy ‘running the numbers’ and are not focusing on the real job.|
|Business Strategy Development||Creating strategic advantage is a series of strategic steps with focused guidelines that demand specific actions – an intuitive methodology with built-in checkpoints. It’s a process that successfully mandates strategic change throughout the company. It’s a process that forces dynamic change. It’s a process of strategic steps that is both systematic and powerful; an approach to focus your company’s position in the markets you must control and demands the development of new and creative strategies (revenues) in the shortest possible time.|
|Winning Sales Teams||There’s no question about it: companies have spent a lot of time focused on nurturing and retaining their talent. And these same companies may have spent the last decade insisting ‘our people are our biggest asset.’ Perhaps that’s not the real story, is it? A company’s sales talent is their biggest asset. Some companies do not do too bad a job, and some … well, at least they’re keeping them off the streets. What’s needed is a refocusing from a competency-based model, which based expectations of future potential based on past performance, to one where there’s a better balance between the individual’s aspirations and the future needs of the company. The world has changed – but have companies hiring practices?|
|Business Management Systems||Companies spend years to select ‘best practices’, lock them into the corporate ethos, focus on execution, thereby increasing predictability and getting things under control. This creates the performance measurement. As a result, organizations are built to support enduring values, stable strategies and bureaucratic structures, BUT not to change. Unfortunately, customers do change. They want new, differentiated products and services, and they want to be able to buy them in different ways. But companies find it hard to register and respond quickly to this. The need for effective business management systems has never been greater and the ability to change with customers, markets and economic conditions has never more critical.|