When we at Tailor Business Consulting analyze the markets and formulate, design and execute strategies to support the growth of the business our customers, we have a firmly well-tested methodology. This methodology ensures the strategy development a rigorous link between ambition and action, and also it is tailored to the individual customer and market.
Market Position
Business Modelling
Strategy Statements
Strategy Design
Strategy Execution
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A good strategy must be as consistent and precise as a diet and exercise program, ie. having the inevitability of achieving the given result if you follow the "manual". And of course there are many variables here; but if the intake of calories is ensured and you are doing your exercising, you can monitor the impact of the plan on your body, which provides the option to regulate intake of calories and intensity of your exercise effort in line of the goals you want to pursue based on objectivity.
The great challenge of numerous strategies is that they leave the impression of being prepared very quickly; and of something a company "must have", and barely characterizes a realistic and concrete link between ambition and execution. Likewise, "strategy" is often made into something it isn't at all because the "sound" of the word: i.e. "strategy" = "high hierarchical level". This moves the discussions away from how to win to who is the wisest and whom decides what. At Tailor Business Consulting, we focus on the fact that a strategy is a tool to ensure the ambitions that our customers have; and we use the tool to describe the road to victory - ie. growth.
If you want a dialogue on how we can help you grow your business or solve other management-related challenges, please feel free to contact us for a noncommittal meeting.
Market Position
As the first step in our strategy development process, we join up with our customers to estimate the customer's basic position in the market, ie. the position of the company based on geography, industry, segments and size ratios. This gives us the ability to design the strategy based on realistic assumptions and not least build the strategy on a strong insight in the market development and the customers' needs. At Tailor Business Consulting, we help our customers design strategies towards the market that are tailored to create growth:
- Strategic reflections on the market, customers and competitors
- Industry and market data integrated with a view on mapping "facts"
- Insight into customer needs through customer satisfaction surveys and interviews
- Business analysis through Tailor Business Consulting's 360˚ Analysis
- Employee contributions
If you want a dialogue on how we can help you grow your business or solve other management-related challenges, please feel free to contact us for a noncommittal meeting.
Business Modelling
As the second step in the strategy development, the company's current and desired business model(s) are analyzed and tested - in order to subsequently keep the models up to market and organization.
In this process business "sharpness" and realism must really be the driver, simply because it is through this process that value is truly created.
If you want a dialogue on how we can help you grow your business or solve other management-related challenges, please feel free to contact us for a noncommittal meeting.
Strategy Statements
As the third step, we join up with the customer to formulate a solid vision that is ambitious and based on a solid knowledge and insight about the market. Importantly, the vision must be realistic or aligned with the company's core business. It is important that no vision is established where employees might end up losing focus on what it is all about, namely the core business and the company's main tasks.
Based on the vision statement, we formulate the mission for the company, and take a look at the values to ensure that they support a growth scenario for the individual customer; as well as we review all the competitive advantages (read differentiation) to determine whether these advantages are realistic benefits, which are likely to give improve competitiveness, or whether the benefits are based solely on a rhetorical narative, which you cannot substantively motivate.
We see companies, where the middle and top management have quietly lured themselves into a pseudo-differentiation as part of a cultural and organisational understanding. This can lead to a collective perception that "we are much better than our competitors and it should all employees think", but when you insist on getting this differentiation substantiated with facts, the arguments often fail to explain why one really is better.
- Vision
- Mission
- Values
- Competitive benefits and real differentiation
- Overall objectives for the next 5 years
If you want a dialogue on how we can help you grow your business or solve other management-related challenges, please feel free to contact us for a noncommittal meeting.
Strategy Design
As the fourth step, we design the strategy together with the customer, so that we can ensure a tactical and operational basis. Here we connect to the "growth part", ie. The Market Excellence strategy for marketing, sales, offers, customer management and partner management. And also the entire cost and production part of Operational Excellence.
In the design, all the respective subject managers are involved, so that the process becomes adaptable tactically and operatively executable. In the design process, all sub-areas of the strategy must be manned, process processes, described, illustrated, planned and quantified. This is to remove the worst knots before the design is brought to execution.
- The mission is broken down so that it can be executed tactical / operatively
- Market Excellence defines all the customer-oriented parts of the strategy - based on the 360° model
- Operational Excellence defines all the production-oriented parts of the strategy
- Supporting Excellence defines all support features of the strategy
- Specialist employees are organized according to the plan
- Organizational objectives are set per subject area
If you want a dialogue on how we can help you grow your business or solve other management-related challenges, please feel free to contact us for a noncommittal meeting.
Strategy Execution
When the strategy is to be executed, a rollout plan is prepared at strategic, tactical and operational level, which must be based on solid change management. Then, messages, means of communication and communication channels are decided, and, not least, the answers to why, what and how in relation to the initiation of the strategy process are outlined.
From here, the really hard work begins in the form of implementation plans for the various divisions. The vison, the values, the mission and the rest of the strategy plan are announced and presented. The Market Excellence section will be allocated to the respective Marketing, Sales, Tenders, Customer Management and Partners; and then kicked off for implementation. Here, each discipline must be treated professionally and in depth in a way that the full potential of the strategy is unfolded.
Key Performance Indicators (KPIs) are implemented on both process and results, so that in addition to financial capacity, it is also monitored whether progress is made in the step by step process, to ensure that you as top manager are not ending up just dreaming of being the customers' first choice, but instead work purposefully through streamlining the entire value chain to increase market shares, as well as lower costs and time consumption.
Each development process must have a realistic budget; and you only cheat yourself if this is not in place. In other words, you always get what you pay for.
- Rollout plan and organisation
- Market Excellence in numbers
- Operational Excellence in numbers
- Supporting Excellence in numbers
- Specialist employees in numbers
- Communication Plan
- Budgets
- Quarterly progress
- Annual audit and correction
If you want a dialogue on how we can help you grow your business or solve other management-related challenges, please feel free to contact us for a noncommittal meeting.
