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We are usually hired to help solve problems like these:
Strategy
- Weve stopped growing. We need an unbiased view and fresh
thinking on how we can profitably grow top-line revenues.
- Weve grown organically, and so most of our senior management
team is operationally focused. We need to learn to think strategically
and do a lot more analysis on growth options that we can implement.
Risk and Portfolio Management
- We need to improve our understanding of how risk and portfolio management can improve our business.
- We’re stuck on P/I ranking and IRR hurdle rates. There’s got to be a better way.
Pricing/Value-Selling
- At the commodity end of our product line our salespeople are
really getting beaten up on priceeven though we know we deliver
plenty of value beyond the competition.
- Whenever we deliver true innovation we have a hard time capturing
price premiums that are even a small fraction of the value we bring
to the table.
Strategic Accounts/Business Development
- There are some monster accounts that weve never been able
to really crack open. Theres got to be a way for us to win that
business.
- There are substantial market sectors where we could add value,
but were not even playing. There must be a low-risk business model
that will let us get going there.
- Some of our oldest customers who understand the value we bring
best are also relatively low margin. Shouldnt it be the other
way around?
Organizational Development
- We need to become more marketing driven and get our R&D
and sales organizations working much more effectively with marketing.
Product Launch
- This big product launch later this year is a make-or-break for
us. Weve got to get this one right and improve our batting average
on new products.
- Last years product launch was kind of a fizzle, but we
cant afford to let the opportunity pass. Lets figure out
what went wrong and give it another good shot.
- Were guilty of leaking our products into the market. We
dont have the skills to develop a real commercialization plan
and stick with it.
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