Our strategy consulting services are clustered under three groups:
A one-size-fits-all strategy implies vague indicators. But a specific plan is a successful plan. When you tailor your growth strategy to your business and customers, you’ll keep your focus and fulfil the required growth objective. Our Growth Strategy engagement is the service directed to achieve a company’s goals for expansion.
In general, there are two categories of growth, and these each contain their own strategies:
The Engagement with our client will be divided into these distinct phases:
Stabilization strategy is a kind of action that a company performs as a result of or to respond to market or business environmental changes. It could be also as a result of a period of aggressive growth and/or to respond to changes in the company shareholder structure.
The type of engagement is totally dependent on the type of actor that the company is responding to, this can be but not limited to:
Organizations need a stabilization strategy to respond to market/environment changes, after a period of aggressive growth, or to respond to changes to shareholder structure. The type of engagement depends on the nature of the factor that the company is responding to, which can be, but is not limited to: internal disruptors, market variances, or legal/regulatory changes.
Our Engagement is as follows:
We help our clients to address and identify their core competencies, the values they possess and leverage them to best suit the current business environment. In This engagement we try to isolate the domain of the renewal model, this is done by a comprehensive study of the company’s existing strategy, structure, operation and challenges, it is imperative that the engagement is performed by experts who have deep understanding of the line of business the organization is engaged in and a complete knowledge of the challenges typically faced by similar organizations.
We typically have to perform a renewal strategy on one or both of the following:
Our Engagement is as follows:
Competitive strategy is primarily concerned with how to create competitive advantage in each of the businesses in which a company competes. This level of Strategy development benefits from the findings of the corporate strategy and builds on it to define the way a particular business unit is going to be competitive.
The Competitiveness of the business unit is measured in terms of the following:
The Engagement is as performed in accordance with the following:
This is a process of conducting through analysis of the Business Unit operating environment in order to find the path of least resistance towards achieving it business objectives. This engagement s particularly applicable in preparation for changes in or in a response to a change in corporate strategy, but is also a very good health check exercise and is a tool for checking the compliance to strategy both corporate and that was set in previous exercise.
This engagement is performed by our team of experts either as a Strategy Maintenance exercise or within a broader package of services according to the following:
The Marketing strategy is the explanation of goals that need to be achieved through marketing effort to achieve the business goals, the marketing strategy ties together the marketing objectives of an organization to its strategic business objectives.
The focus of the marketing strategy is making sure that the organization’s products and services meet customer needs and developing long-term and profitable relationships with those customers. To achieve this, we help you create a flexible strategy that can respond to changes in customer perceptions and demand. It may also help identify whole new markets that can be successfully targeted.
Typically, the Marketing strategy would develop the following components:
A financial strategy establishes the guiding principles in all financial decisions and to help plan the organization financial future. Financial managers will need to assess what information they have, particularly costs and income projections, to be able to control or plan for the future. They will also help to provide accurate costings for business activities. These will show that you have researched any proposed project costs and can make well-informed projections about future turnover and the sustainability of the business.
In developing a financial strategy, the main factors considered include:
As well as the above the financial strategy also tackles the structure of the finance function and team, the finance function– whether that is a team or an individual– can add value to both planning and management. The key roles are:
IT Strategy is the overall plan which consist of objectives, principles and tactics relating to use of the technologies within the organization. it primarily focuses on the technologies themselves and the people who directly manage those technologies. It is mainly concerned with the efficiency of the company's spending on technology; how various stakeholders exploit technologies in ways that create value for the organization. It is also focused on the full integration of technology-related decisions with the company's strategies and operating plans.
A technology strategy is meant to explain how technology should be utilized as part of an organization's overall corporate strategy and each business unit strategy. A technology strategy typically covers developments somewhere between 3 and 5 years into the future.
The IT Strategy development usually covers the following:
The competitive landscape today is as fierce as ever. Companies find it increasingly difficult to meet their growth targets and must look for new solutions that can bring them additional revenue streams. R&D can be a source of competitive advantage. It can help companies to develop innovative products and new technologies that sustain innovative business models. It can also lead to operational improvements and increases in productivity; consequently, no single issue today should top the agenda of senior management than improving innovation performance.
R&D performance results from the interaction of many different decisions and choices, including the size and location of R&D facilities, the division of labour between various groups, the choice of technologies used inside the R&D organization, the selection of personnel, the allocation of resources, the design of processes for managing projects, and other factors.
In performing the R&D Strategy, our model is made up of the following elements:
HR Strategy is intended to integrate an organization’s culture, its employees and system by coordinating a set of actions to get the required business goals. Therefore, it must be aligned to organization’s mission, vision and goals. It is of critical importance to the overall corporate strategy, and an organization’s capability to adapt to change and the goals of the business.
The four key dimensions must be addressed in order to develop HR strategy:
Further, in Developing an Overall HR strategy, a set of sub-strategies are considered, mainly: