№1 Formulation of the mission and strategic priorities of the company/product
Development of the document “Company Mission” (values, product, market, technologies, goals and principles of development).
Definition of three levels of strategic target priorities of the company for the next 3–5 years:
- optimal concentration, the implementation of which guarantees 60–80% of profit in the case of an unfavorable development scenario;
- sufficient minimum, the implementation of which guarantees 100% of profit in the most realistic/neutral scenario;
- residual principle, the implementation of which guarantees more than 100% of the planned profit in the case of a favorable scenario.
Result: The mission is formulated as a working management tool — as a summary of the strategic business plan in figures, linking the long-term vision with day-to-day actions.
№2 Analysis of the company/product positioning market
- Analysis of the near external environment: preparation of lists, resource analysis, forecasting opportunities and threats coming from clients, competitors, partners, suppliers.
- Analysis using the model of competitive forces and the “company–client–competitor” framework for in-depth industry diagnostics.
Result: a map of threats and opportunities in the market, identification of key and major players.
№3 Assessment of the company’s/product’s competitive advantages
- Identification of competitive advantages: key differences, competencies and success factors.
- Comparison of the company’s strengths and weaknesses and internal capabilities with the opportunities and threats of the positioning market.
- Construction of a profile matrix of weighted assessment of competitive capabilities.
Result: a matrix of strengths and weaknesses transformed into real market competitive advantages, a weighted assessment of competitive advantages, calculation of integral indicators and a profile of competitive advantages in comparison with competitors.
№4 Comprehensive strategic analysis of the company/product (SWOT–PEST–SNW)
- SWOT analysis of the internal and near external environment (strengths, weaknesses, opportunities and threats from clients, competitors, partners, suppliers).
- PEST analysis of the macro environment: political, economic, social, technological factors, as well as extended ecological and legal aspects.
- SNW analysis of the internal environment: strong, neutral and weak aspects of the organization.
Result: development of concrete strategic development plans based on a comprehensive situational analysis of the company/product, combining external trends and internal resources.
№5 Development of strategic plans to achieve three levels of priorities for the next 3–5 years
- Formation of three most likely development scenarios in the next 3–5 years: unfavorable, most realistic/neutral, favorable.
- Development of three specific strategic development plans of the company for the next 3–5 years:
- Anti-crisis plan (60–80% of profit).
- Basic plan (100% of profit).
- Intensive plan (above planned profit).
- Scenarios are formed taking into account opportunities to expand markets, develop new products and diversify.
- Inclusion of adaptive strategies that make it possible to adjust the course under uncertainty.
Result: within the standard service, three ready roadmaps/strategic development plans of the company applicable to different future scenarios.
№6 Formulation of the company/product strategy
- Integration of developed plans into a single comprehensive development program.
- Formation of a portfolio of strategies: corporate, business, functional (marketing, HR, financial, production, etc.), operational.
- Application of portfolio analysis to allocate resources between directions.
- Change management: balancing formal structure and flexible adaptation to changes.
Result: the corporate strategy of the company.
№7 Development of functional strategies of the company/product
- Product and marketing strategy: product profile, promotion, customer segmentation.
- Financial strategy: investment projects, capital sources, risk management.
- Human resources strategy: organizational structure, competence development, motivation.
- Production and technology strategy: efficiency of production processes, innovation management, implementation of digital solutions.
- Analysis of the application of modern practices of digitalization and functional transformations relevant to the company/product.
Result: specific plans for all functional areas and divisions of the company, aligned with the mission and corporate strategy.