Corporate Strategy
How to grow and create value for a multi-business company in the long term?
Growing through an active portfolio management
How to grow and create significant value over the long term?
We assist clients in redefining a Group Strategy to accelerate growth and create value in the long term through redefinition of the business portfolio, major reallocation of resources, significant development in new business models, higher growth in high-growth businesses or countries, acceleration of diversified growth models (organic, bolt-on & strategic acquisitions).
End results are: the strategy for the Group with the key inflexions; the strategy to be implemented by business; the conditions for success; the financing consequences; the financial and organizational implications and the roadmap.
Growing through entering adjacent markets: New Territories
What are attractive new territories? What growth & value creation contribution do they represent?
What to do to enter them?
We assist clients in screening possible New Territories (upstream, downstream or adjacent businesses); in identifying and structuring adjacent growth segments (= new territories); in prioritizing them based on their attractiveness (size, growth, economics and profitability) and feasibility including their level of adjacency to existing activities; in validating the overall order of magnitude of growth contribution of new territories (vs. existing activities) and the definition of go to market approaches or acquisitions to develop sizeable and successful future positions in new territories.
End results are: the value to invest in New Territories; the prioritization of businesses; the strategy for the Company with the key characteristics to win; the conditions for success; the financial and organizational implications and the roadmap.
Growing through diversifying into new businesses
What are attractive diversifications which are both consistent and possible?
How to do it at the right speed and scale?
We assist clients in defining characteristics of possible diversification (size, growth, profitability, nature of business, location…); in defining playing fields significantly different from existing businesses in order to find additional pockets for growth either by surfing on a fast-growing market or consolidating a mature market (organically based on a platform or through acquisitions); in defining the approach to make it possible; in assessing financial implications and risks; in outlining a roadmap.
End results are: the value to diversify; the prioritization of businesses to be diversified in; the strategy for the Company with the key characteristics to win; the conditions for success; the financial and organizational implications and the roadmap.
Business Acceleration Strategy
How to grow competitively and profitably in a business in the long term?
- Business Model Optimization & Disruption
- Organic Growth Acceleration
- E-Commerce & Digital Strategy
- Value Chain Migration Strategy
- Sustainability Strategy
- Human Strategy
Growing through developing disruptive business models (and major modifications)
How to reach to changing market environments: business model disruption or modification?
We assist clients in identifying major industry trends; in analyzing potential levers for disruption (technology, new segments, regulation, integration…); in defining potential for business model disruption or optimization; in assessing the structural value of the business model change; in assessing the competitiveness of the new business model; in quantifying the market share gain and the required cost and investments; in defining a roadmap.
End results are: analysis of existing business models; levers where it can be optimized or disrupted; possible options and implementation issues; economics and financial implications of the new business models; new business models attractiveness and roadmap.
Growing through accelerating organic growth
Which levers to focus on for accelerating organic growth? With what speed and scale?
We assist clients in defining the best Opex and Capex allocation of resources for the Company by identifying the key growth levers; in defining the relationship between the growth levers and their impact on growth and margins, depending mainly on the strategic ambition by entity, the competitive structure and the nature of the growth levers; in comparing the theoretical perspective to management plan in order to create a consensus for action; in implementing a monitoring management.
End results are: impact of organic growth levers; prioritization; roadmap with objectives; resources and impact; follow-up and monitoring process.
Growing through accelerating e-commerce & digitalization
Where and which levers to focus on for accelerating e-commerce & digitalization? With what speed and scale?
We assist clients in the deep understanding of the target audience, their behavior and preferences; in defining the key success factors for an e-commerce strategy; in assessing competitors’ models; in defining and comparing the possible models (own site, platforms, specialist retailers, market place…); in quantifying the economics of the models at different maturity stage; in selecting the appropriate option; in defining the financial implications and the roadmap; in building the follow-up and monitoring process.
End results are: e-commerce and digitalization dynamics; key differentiating levers; key profitability and competitive levers; possible e-commerce & digitalization options; financial and operational impact; roadmap and monitoring process.
Growing and capturing additional value by migrating upstream or downstream on the value-chain
How to address successfully a larger market by integrating on the value-chain
while mastering different strategic levers?
We assist in defining the value-chain migration strategy and implementation plan; in analysing the complete value-chain of an addressed industry; in defining the different strategic levers of its different steps and the structural margins to be expected; in assessing the capacity of the company to enter different steps of the value-chain while increasing overall complexity of its business model vs. the benefit in terms of additional growth it might yield.
End results are: the value to migrate or not; the strategy and business model to succeed; the financial implications and the roadmap.
Growing sustainably through calibrating sustainability and ESG ambition in BtoC or BtoB businesses
Which sustainability / ESG ambition? Which key trajectories?
Which execution plan with impact and resources to meet key stakeholders’ requirements?
We assist in analyzing a company’s current ESG performance benchmarked to peers in its industry; in identifying additional expectations and ESG requirements by key stakeholders (clients, suppliers, regulators, financial institutions, etc.); in developing a fine-tuned approach and sustainability strategy; in creating a consensus and an impact aligning management with corporate growth strategies, financial objectives and human performance; in defining a clear sustainability ambition and timeline for implementation of key actions; in detailing execution plans.
End results are: sustainability ambition; financial and operational trajectories by key lever; mechanisms to make things happen; execution plan with actions, resources and impact; follow-up and monitoring process.
Growing sustainably by focusing and implementing on key Human Performance levers
Which Human Performance levers to focus on and how to accelerate implementation over the next 3 years in order to change speed & scale and create an impact for the company?
We assist in defining the key Human Performance drivers for a Company among more than 60 criteria; in defining the relationship between these drivers and the economic performance; in selecting the 5 most discriminating levers to be improved; in defining a roadmap to accelerate the implementation of Humain Performance specific actions; in analyzing the financial impact on value creation.
End results are: selection of 5 most discriminating Human Performance drivers; roadmap to accelerate Human Performance actions; financial impact of the Human Performance acceleration.
Operational Strategy & Organization for Growth
How to bridge the gap between next year’s budget and the 5-year strategic ambition? How to organize for growth?
- Full potential Plan & Must-Win Battles
- Monetization Strategy
- Marketing & Channel Management Strategy
- Organization for Growth & Company Heartbeat
Growing through unleashing the full potential of the Company for 3-to-4-years and through focusing & implementing key Must-Win Battles
What are the 10 Must-Win Battles to focus on with a consensus among Senior Management on actions, resources, impact, responsibilities and timing ?
We assist in defining key Must-Win Battles to implement a successful growth strategy; in creating a consensus among Senior Management in selecting the 10 most impactful Must-Win Battles; in defining the key actions to be implemented to make the Must-Win Battles happen; in defining the resources and the impact of the actions; in defining a follow-up and monitoring process; in creating a consensus between actions, resources, operational & financial impact.
End results are: 10 key Must-Win Battles; consistent actions, resources and impact to make it happen; follow-up and monitoring process.
Growing through monetizing products and services using the right models at the right price
What is an ideal monetization model for products or services? How to price it?
We assist clients in building insightful quantitative and qualitative marketing research to determine optimal monetization models and pricing levels across market segments; in employing the same rigorous approach to build a full understanding of customer-level costs and revenues; in optimizing profitability across operations and drive sustainable market-beating results by using the three main levers: Pricing models; Lifetime Value of Customers; Customer Acquisition.
End results are:
Pricing Models: selection of the right monetization models; setting of the right price levels; capitalizing on the strategic power of pricing to connect it to their business goals and the market’s competitive dynamics for optimized margin management.
Lifetime Value of Customers: understanding of the financial value of each customer segment by analyzing their sales and customer data to understand current customer lifetime value (LTV); identification of the total amount of revenue a potential client will generate; definition of actionable insights to increase customer loyalty and maximize the value of each customer segment; decisions optimization on how to acquire and retain those customers.
Customer Acquisition: identification of all costs, the obvious and the hidden, involved in attracting customers; definition of profitability of new revenue-generating customers; decisions optimization on how to acquire new customers.
Growing through superior Marketing & Channel Management
What are the right Marketing and Sales Channels for your products or services? How to optimize customer acquisition and retention?
We assist in achieving organic and consistent growth by ensuring that customers are the cornerstone of the company’s strategy. We focus on three main pillars:
Demand generation: combination of analytics, deep customer insights, and a trial-and-error approach; definition of the right message to customers; establishment of agile processes to continuously test and adapt, to guarantee a successful and continuous demand generation strategy.
Sales process definition: definition of sales excellence; optimization of sales force; definition of appropriate digital skills, technologies, and systems required to succeed; use of these tools to dynamically identify and prioritize the most valuable accounts, territories, and channel segments, and to drive sustainable sales growth across traditional and digital marketplaces.
Customer onboarding: crafting of every element of the customer experience to generate optimal interactions at every touchpoint of the customer acquisition funnel and to ensure the company earns the trust of customers from the very first interaction; deep understanding of customer needs; definition of thorough and flexible processes for welcoming customers; thorough evaluation of internal capabilities to optimize the customer onboarding journey, key driver for loyalty and retention.
Growing through accelerating organic growth
Which levers to focus on for accelerating organic growth? With what speed and scale?
We assist clients in defining the best Opex and Capex allocation of resources for the Company by identifying the key growth levers; in defining the relationship between the growth levers and their impact on growth and margins, depending mainly on the strategic ambition by entity, the competitive structure and the nature of the growth levers; in comparing the theoretical perspective to management plan in order to create a consensus for action; in implementing a monitoring management.
End results are: impact of organic growth levers; prioritization; roadmap with objectives; resources and impact; follow-up and monitoring process.
Acquisitions Strategy
What acquisition strategy (focus, magnitude & speed, value creation levers and targets) ?
Is it worth investing in a specific target (attractiveness of the market, competitiveness of the company and challenge of business plan)?
- Acquisitions Strategy
- Commercial & Strategic Due Diligence
- Vendor Due Diligence & Commercial Fact Book
Growing through Mergers & Acquisitions
Build, buy, or merge?
While product and service launches are often driven by internal initiatives, companies can lever partnerships, acquisitions or divestitures to accelerate growth. Mergers and Acquisitions (M&A), Carve-Outs, & Fundraising, when conducted methodically, are efficient tools to go to market in new sectors or geographies, eliminate potential competitive threats, or to divest from non-core business segments.
We assist in developing capabilities and providing clients with a systematic M&A program that logically extends from their corporate strategy with advisory services ranging from pre-screening target listing to post-merger integration (PMI) and carve-outs.
End results are: segments to focus for acquisition with strategic rationale; value creation levers; targets to be acquired with priorities; financial implications with acquisition value, synergies and value creation; organization, conditions for success and roadmap.
Commercial and Strategic Due-Diligence (CDD)
Should we invest in the target company (attractiveness of the market, competitiveness of the target, potential & risks)? What value creation – with growth beyond the business plan – can be expected?
We assist in realizing commercial and strategic due-diligence with a thorough, analytical approach, for which the target’s market is segmented from a strategic point of view, structural margins, market dynamics, competitive dynamics and trends are analyzed by segment, key potential risks evaluated, to then realize a detailed business plan challenge while reflecting on growth axis and potentials beyond and an “equity story” leading to superior growth and value creation.
End results are: investment rationale; conditions for success; segmentation, market and competitive dynamics; challenge of business plan; risks and upsides; Must-win Battles.
Vendor Due Diligence & Commercial Fact Book (VDD)
What is the future strategy of the target and what are key analysis and documentation to support the targets’ business plan in an objective way?
We assist in realizing VDD including a thorough approach to portray the strategy roadmap of a target along a clearly defined “red line”, along which strategic modules are organized and documented, objective reasonable analysis performed to support (or challenge) the business plan and to structure and portray compelling growth options beyond the business plan, with an integrated work mode between target, shareholders and M&A advisors along the due-diligence process, as well as the communication to potential buyers and financing parties.
End results are: investment rationale differentiated by type of acquirer; conditions for success differentiated by type of acquirer; segmentation, market and competitive dynamics; challenge of business plan; risks and upsides; Must-win Battles.