Clients often ask for help to define a ‘strategy’, demanding a ‘business strategy’ or ‘business plan’ or ‘strategic plan’.
Regardless of what they call it, we get it! What they mean is that they are serious about growing their organization, and want to take thoughtful decisions about their organization’s future.
What they require is a framework, written, discussed and agreed; that captures the vision and aspirations of the owners and/or leaders, examines what they know about their markets, products, competitors and competencies; and suggests a way forward to achieve their ambitions.
We therefore call this a Growth Strategy or a Growth Plan, and our approach combines the best elements of business planning and strategic planning into one comprehensive framework, which you can review below.
Steps for a great Growth Plan
(The following is a non-exhaustive list of engagements provided as a sample. We do not reveal client names.)
Strategic Planning for a India market leader in luggage, toys and furniture. The assignment involved the analysis of the overall portfolio through a business-level analysis of the industry environment, consumer preferences and purchasing, channel partner dynamics, and a projection of inputs costs over the next five years. This allowed to assess each business in terms of market attractiveness and competitive position, and the creation of a position on the long term potential for the group with subsequent decisions per segment on investment and exit.
Corporate Planning for a producer of ceramic building products involving an analysis of the industry potential, competitive structure and operating norms, an examination of the client firm’s capabilities and the design of appropriate competitive strategies.
Business Strategy and Corporate Transformation for a member of one of India’s largest and oldest corporate groups in the automobile ancillaries sector. After reviewing markets and customer needs through a Voice of Customer exercise, a detailed market-product strategy was drawn up and implemented along with structural and systemic changes to marketing, manufacturing, human resource management and purchase functions.
India Country Strategy for US NGO – Operating for 15 years in India, this NGO had grown erratically, with 7 programs spread over 4 themes. This affected both funding as well as operational efficiencies. The engagement therefore rethought its rationale for existence in India, the thematic and program approach to be followed, proposed a shift in the operating model in terms of organization structure and support capabilities, and identified key factors required by changes in the internal and external environment to be addressed.
Strategy Review for a MNC dyes and chemicals manufacturer The project involved a review of the business strategy of the organization in light trends in the macro-environment and in user industries, and the formulation of recommendation addressing strategic and operational issues.