BUILDING A STRATEGY

BUILDING A STRATEGY

In the current situation, business management is becoming an increasingly demanding task, especially in the face of a changing environment. Difficulties related to making adequate decisions and setting the appropriate development direction for the business may have a significant impact on the company’s results in the coming years.
A properly formulated strategy allows you to increase the efficiency of your business by providing the organization with knowledge that allows you to avoid potential threats that are not visible to managers “at first glance”.

STAGES OF STRATEGY IMPLEMENTATION

1. Analysis of the current state

In each case, the introduction to formulating a strategy should be a preliminary definition of the company’s ambitions. By ambition we mean the key goal or goals that the company wants to achieve. The goal or goals may be very different depending on the “appetite” of the managers and the current condition and human and financial capabilities of the company. This may be, for example, doubling the value of the business in the period of X years, gaining the number

Appropriate understanding of the situation in which the company is currently located is the next step in building a strategy to achieve previously defined goals. The analysis should cover both issues related to the market in which the company operates, its competitive environment, and the internal sphere of activity – product, know-how, organizational culture, resources at the company’s disposal, etc. It is important to understand which factors are crucial for business development and which factors cannot be ignored when formulating a strategy. The result of the analysis stage should be an agreement on the current situation of the company by both the company’s representatives and the advisory team.

2. Identification of strategic challenges

Based on the analysis carried out, the aim of which was to understand the current situation of the company, it is necessary to identify potential areas in the organization whose activities are ineffective, but also areas that provide a potential opportunity for development and possible threats to the business. This is the stage at which the direction of changes to be included in the company’s strategy is shaped. It is important that specific strategic challenges are supported by the management’s belief in the need to take appropriate steps that will allow for further development of the business. The challenges discussed should be precise and based on reliable data, not just intuition and hunches.

3. Designing strategic initiatives

Once you obtain agreement on the direction of changes, you should move on to designing strategic goals. This is the stage of detailed strategy building. For this purpose, various tools are used, selected depending on the defined issue, which allows for maximizing effectiveness. From the point of view of the strategy, it is important that it is complete, therefore the design process should be appropriately structured. The participation of company managers is also important at the design stage so that the initiatives developed inspire their trust and belief that taking the agreed steps will translate into measurable benefits for their business.

4. Implementation plan

Even the best-developed initiatives can be ruined by errors at the implementation stage, which is why a reliable and meticulous approach to the final stage is extremely important. The implementation plan should include specific, measurable steps assigned to specific people that will allow the developed strategy to be translated into company results. It is also important to properly time the project, divide responsibility, and set priorities. The prepared strategy, along with a complete implementation plan, should be presented to both owners and managers, as well as lower-level employees who will be responsible for the implementation of individual initiatives. Good communication, explaining the need for actions taken, presenting goals and benefits resulting from their implementation allows for better motivation of employees at various levels to make often significant changes in the way they currently operate.

Case study

Developing a strategy for a player from the FMCG market

Project background
  • The client (the leader of the sterilized food market in Poland), despite the continuous increase in sales, did not generate satisfactory financial results and was at risk of losing its market position at the expense of the retail chain’s own brands.
  • The company expected NBC’s support in developing and implementing a strategy focused on the implementation of product innovations
    and significant improvement in results.
Project goal
  • Developing a new market strategy together with the management team
  • Preparing the Company to implement a market strategy and internal development in key functional areas, which will translate into higher financial results
Our approach
  • A strategic analysis of the Company’s environment showed that the Company should build its growth thanks to new products and foreign expansion, while focusing on its key competences.
  • The organization’s analysis identified gaps in operational processes
    and management, the removal of which was crucial for the further development of the business
  • As part of the operationalization of the strategy, necessary initiatives were launched and planned in detail with project managers
  • Management of the strategy implementation was planned in the form of the Project Office
Results
  • Comprehensive analysis of the Company’s market position and possible development directions
  • Development of the Company’s mission and vision for the next 4 years of operation
  • A specific product portfolio for the next 4 years, assuming the development of current products and the implementation of new products
  • Designated operating strategy in key sales channels
  • Identified necessary improvements in operational and business processes, including quality management
  • Developed Strategy implementation program consisting of over 40 initiatives scheduled for 4 years of operation along with expected effects, budgets, owners and schedules
  • Financial model presenting the impact of the Strategy on the Company’s results
  • A built sense of “ownership” and responsibility for the implementation of the Strategy at the level of the Management Board and management staff

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