Strategic Management
Defining and validating how the company creates, delivers and captures value is a constant exercise in maintaining competitiveness. In the financial model design key performance indicators are identified and defined, allowing the financial simulation for diverse scenarios.
The Competitive model is the tool that gives managers the ability to foresee and simulate the size of changes that are required for different business scenarios, identify the busines impact of partnerships, the product portfolio possibilities, and the necessary structure, all translated into the company operational numbers and consolidated financial reports.
A competitive evaluation process comprises an evaluation of two or more options under a common evaluation framework. The common evaluation framework would address a range of criteria, which could include matters such as products portfolio, structures, prices, costs, capability, and commercial issues.
The internal structure is also evaluated, aiming at its adequacy to the business development stage, and the operational GAPS or excesses in the organizational architecture.
Competitive Evaluation
In the strategic planning, specific methodologies are applied for data collection and analysis that facilitate the selection of business variables and the definition of long-term objectives. As a result of the exercise a strategic map is generated with detailed guidelines which broadly defines: what, how, who and when, in line with the proposed objectives.
The strategic planning exercise relies on a variety of tools used by the consultant team to assist in identifying alternatives and converging ideas for problem solving and opportunity creation.
Plan implementation is managing the “make it happen” process
In this stage, the actions, responsibilities, deadlines and numbers to be reached are detailed.
Financial requirements, prices, cost objectives, investment plans, etc. are defined.
Detailed schedules and monthly follow-ups are defined. Investment appraisals, goals for KPIs, definition of compensation for results among other measures are also part of this stage of the planning cycle.
Making it Happen
There are times when correcting directions is necessary for a company to regain its financial health.
A well-conducted restructuring process should identify and take advantage of the historical assets of the company that made the venture succeed in its market while preserving its identity in choosing a new path.
In a “Turn Around” process, the consultancy conducts a complete survey of the company's numbers and structures, discussing and presenting an immediate impact action plan that can quickly stop losses. Short-term actions include debt renegotiation, rationalization of resources and product portfolio, asset management, and other measures identified as priorities for increasing cash generation.
In parallel, a plan is developed to make the business viable in the long term. The restructuring plan will depend on the severity of the financial state and the reasons for the current situation. It may range from process readjustment to sale or whole reinvention of the business.
In this process the consultancy makes use of its partners and networking in the market that can be triggered to help overcome management or technical deficiencies, sewing partnerships, obtaining resources, among others