Strategic Maps: a solution focused on the systematization of the diagnosis of the strengths, weaknesses, opportunities and threats of the company, the definition of an improvement strategy and the detail of the commercial impact that said strategy will have.
- To be able to carry out an environmental diagnosis and to evaluate threats and opportunities (Matrix of Competitive Forces) To be able to evaluate the Strengths and Weaknesses of the company and its competitors, in order to be able to build their respective value chains (Value Chain Matrix) With the Results obtained from 1 and 2 build a Strategic Map of the company and its competitors Recommend strategies to follow (Matrix of Strategic Decisions) Adjust the resources of the company to be able to implement the best strategy (Adjustment Matrices)
Business Commands: a systematized methodology, through dynamic worksheets. to be able to clearly define your business, skillfully manage your portfolio of business units, know the perception of your brands and those of your sector in the minds of consumers, and dynamically define a generic cost or differentiation strategy.
- Be able to determine the boundaries of your business in time, under three perspectives: Market - Product and Technology (Trilogy of Axes) Have the ability to know the perception of your brands - products in the minds of consumers through the mandatory maps (Attribute Matrices) Business Units: Represent their positioning and evolution in a grid of consumer needs - product attributes (Positioning Matrix) Evaluate the best generic strategy to continue relating market demand and company resources (Establish one-to-one correspondence between the Attitudinal Demand Matrix and the Generic Strategies Matrix)
Behavior of Sales Channels: a dynamic tool that allows evaluating the efficiency of sales channels, and making them effective.
- Survey and quantify (through a question meter) the different parameters that make each of the functions of the channels (Connection, Promotion, Distribution Costs, Accessibility; Competitive Strategies; etc.) Weigh the years of experience of the Manager to position and information available to the Company of each of the functions of the channels. In this way, you ensure that the probability of presentation of the qualified behavior (in step 1) is built based on the reality of the company. Feed the Behavior Matrix of the Sales Channels with the information obtained in steps 1 and 2 Obtain an evaluation of the efficiency of all the company's Sales Channels Take corrective actions to make its channels effective
Product Strategies: set of dynamic matrices that will allow you to:
- Choose the best strategy to apply, identifying the stage of the life cycle of your product.Have the tool to evaluate the balance of your product portfolio
- Survey and quantify (through a question meter) the eight factors that describe the behavior of the product (profitability, market coverage, learning penetration, competition, customers, sales volume, technological evolution). Weigh the final result in a matrix, to determine the stage of the product life cycle Associate the result of 2 in one-to-one correspondence with the BCG and Ansoff matrices Recommend the strategic actions to be applied with your product
Price Strategy for Perceived Value: establish the prices of your products, in a balance between marginal contribution and perception of your customers
- Determine the basic attributes that define your product (the reasons why they are demanded) Weigh the contribution of each attribute in the purchase decision Quantify the weight of the attributes for the set of competing products Obtain the matrix of perceived values Audit the average price of the product in the market One-to-one correspondence between Prices and Perceived Values Recommend the appropriate pricing strategy
How to create a smart organization?: basically it is a tool based on the application on the contracting company of the system dynamics and its systemic archetypes, for:
- Configure the interrelationships of forces that guide the current rhythm of the organization Understand the complex feedback processes that generate problematic behaviors within the organization and large-scale human systems Identify the leverage points that generate the internal limits to the company's growth Deactivate the “brakes” to growth ”to restore the rhythm of the organization
Important note: these models are applicable by Strategic Business Unit.
