As in a game of chess, like business, knowing the rules is just the beginning.
It takes strategy and execution to win the game.
"The definition of insanity is doing the same thing over and over again and expecting different results" - Albert Einstein
As an analysis-driven process, BRANDTECH, using classic tools and extensive industry experience, will facilitate your strategic planning process via environmental analyses, development, translation and execution of a successful strategic plan that is competitive and implementable, achieved through alignment, commitment building, continuous review and flexibility.
A strategic plan (roadmap) created and owned by all who participate in the process, that aligns all your organisation’s operational units with key business objectives (KBO’s), action plans and key performance indicators for the next one to three years. This strategy will guide development of other strategies relating to new business development, market access, reimbursement and key accounts management.
"A brilliant strategy, blockbuster product or breakthrough technology can put you on the competitive map, but only a solid execution can keep you there." - Nelson et al, HBR June 2008
We will interogate:
- Where is the business trying to be in the long term? (direction)
- Which markets do you want to compete in and what kind of relevant activities are involved? (markets; scope)
- How can the business perform better than the competition in those markets? (advantage)
- What external and internal environmental factors affect the businesses' ability to compete? (environment)
- What are the values and expectations of those who have power in and around the business? (stakeholders)
- What resources (skills, assets, finance, relationships, technical competence, facilities) are required in order to be able to compete? (resources)
We will action (including, but not be limited to):
- Strategic analysis of internal and external environment (industry analysis; competitive analysis; SWOT etc.)
- Interrogation of current business models, strategies and relevancy.
- Defining of vision, mission and major goal(s).
- Development of KBO’s and measurable goals per KBO.
- Identifying critical success factors in the market segment required for achieving KBO’s.
- Developing action plans to drive KBO’s.
- Alignment of business processes (e.g. new product introductions to market access strategy; key account management to market segmentation).
- Developing strategy roadmaps for each of the respective business units each with specific goals and objectives with key measurements (i.e. developing a “dashboard”).
- Translating business strategy into an effective sales plan, designed to execute strategies.
- Development of territory planning tools for purposes of objective setting aligned to business unit and company strategic plans linked to the other components of the strategy.
- Coaching at all levels for development and execution of strategy.
We will challenge:
- How realistic is your strategy for long-term success?
- What can be learned from past experience?
- Whether you have assessed true advantages – and liabilities – that come with scale?
- Whether you have considered all options.
- Would you bet your house on your final strategy?