Consultants‘!

Quelques éléments
Toolbox d’introduction

Some consulting rules "

1. Introduce yourself. Thank the client for the opportunity (personalize…)"
2.  Say what you’re gonna say, say it, say what you said. Underpromise and overdeliver."
3.  Lay down the problematique, the issues («#here’s how we’ve understood your situation,
your assignment…#»)"
4.  Analyze, position strategically, organizationally, conceptualize, benchmark (personalize)"
5.  Contextualize (general issues, sociocultural issues, issues particular to Element Fresh)"
6.  Identify the «#gap#» to address, explain dynamics"
8. List what he does well, evoke areas of improvement"
9.  Present your unique proposition, explain it, what’s it uniqueness? How does it link to the
gap"
10.  Justify, legitimate, credibilize… then roll it out with concrete examples"
11.  Explain how you would finance it"
12.  Close, summarize. Repeat unique proposition. Share credit widely, honor your sponsors."
 Macro-Environment
Macro-Environment

Industry

Competition

Company

Markets

Slide conçu par F. Fréry"

Strategic Positioning"
Stability, complexity,!
Mega-Trends"
Segmentation!

Influences" PESTEL !
Scenarios!
(macro-environmental)"

Competitive Forces" Life Cycle!

5(+1) forces!

Competitive Position! Strategic Groups!

SWOT:"
Opportunities and Threats" Key success factors!
 The PESTEL Model "
Political"
Legal" Govt stability"
Tax politics" Economic"
Monopolies" Cycles, GNP evolution"
Export "
Labor laws" Interest rated"
Health regulations" Social protection"
Monetary politics"
Safety norms" Inflation, unemployment"
Disposable income"

Company"

Ecology"
Laws on environm. Protection" Sociocultural"
Energy consumption" Demography"
Technonogy" Social Mobility"
Public spending R&D" Lifestyle changes"
Private vs. public investments" Consumerism"
New discoveries" Education levels"
Speed of technology transfer"
Obsolescence rates"

Which are the environmental factors that influence our company?"

Which of these factors are the most important?"
Today? In years to come?"

SWOT Analysis ! TOWS Matrix!

see: http://www.mindtools.com/pages/article/newSTR_89.htm"

What one can do"

strengths"
Internal analysis"

weaknesses" Strateg.Cap."
Action"
KSF"
opportunities"
external analysis"
threats"

What one must do"

Steps in Strategy Development Analysis"

Generic strategies!
Definition of direction"
Ansoff Matrix!

Method of strategy Internal: Through levers of organization,

development" leadership, business development, learning, HR,
communication!
External: partnerships, win-win (transactional)
joint development (transformational)!

Success criteria"
Suitability!
Acceptability!
Feasability!
Economic Value!
Societal Value!

Comparative Industry Structure Analysis "

 The Competitive forces can be thwarted"

hierarchy Buyer‘s bargaining power"

Branding, transfer costs, "
multiple distribution channels"
of 5 (+1)! Suppliers‘ bargaining power"
Forward integration"
Multiply supply sources, "
deter- generic technology"
and parts, backward integration"

mines ! Threat of substitutes"

Improve price/performance ratio,"
Bind clients (quality, reput), "

the! transfer costs, disruptive techn., "

be own substitute, destabilization"

FCS "
Threat of entry"
Price war, bind clients,"
Bind clients (quality, reput), "
transfer costs, disruptive techn., "
Patent protect, resources control"
Innovation capacity, bind clients "
Competitive rivalry" (quality, reput), transfer costs, "
disruptive techn., patent,resource "
Control, reduce fix costs"
Government power" Lobbying capacity"

Life Cycle Analysis "

Development Growth Shake-out Maturity Decline"

What‘s this? Where can I buy one? Which one to buy? How much? "

More, Saturation
Users/ Few,
Product/services Purchase of demand, Abandoning,
early adopters selectivity Use of substitutes
Buyers offers Replacement
purchases

Numerous entrants, Numerous Battle for Exits of

Competitive Few,
battle for Competitors, market share, some competitors,
market share, Price reductions, Difficulty to grow
conditions innovators
undiffrentiated Disappearance Accent for
Selective
distibution
offers of the weekest cost efficiency
Une structure fonctionnelle

Une structure divisionnelle

 Exemple de structures matricielles

Slide conçu par F. Fréry"

Identifying Strategic Capability"

Threshold resources!
Resources" Unique resources!

Threshold competences!
Competences" Core competences!

Robustness" Value, rarity, imitability, organization!

Value & Competitive Value chain!

Advantage"

Strengths and ! SWOT!

weaknesses"
Strategic Capability, Competitive Advantage "

Resources Competences"
Threshold resources"
Threshold capabilities" . Tangible" Threshold competences"
. intangible"
Unique resources"
Capabilities for "
. Tangible" Core competences"
competitive advantage"
. intangible"

Resources Analysis"

•  Identify and classify the resources to which an organization

has access (internally and externally) in order to implement
its strategies"
"  human, financial, intangible (e.g. goodwill)"

•  Unique resources are those that create a competitive

advantage and that are difficult to imitate"

•  Cave: Do not limit the analysis to internal resources

(especially in entrepreneurship)!"
 Source : Profs. Kjell Grønhaug / Joyce Falkenberg"

Strategy: how the firm allocates its resources!

to cope with its environment to achieve its goals"

What the firm" What the firm "

might do." can do."
Environment" Y" Resources"
Y = entrepreneurial"
opportunity not yet "
X" Z"
seen"
X = environment " Goals & "
consistent with" Strategies" Z = resources "
goals and strategies" consistent with"
but inadequate" goals and strategies "
resources." What the firm wants " but inconsistent "
to do." with environment."

What makes the value of a competence?"

•  It has VALUE : it allows the Value?"

company to reduce costs and to
increase its differentiation"
•  It is RARE : few companies possess Rarity ?"
it"
•  It is INIMITABLE : it is difficult to
copy"
Inimitable?"
•  It is ORGANIZED : the company
has a process in place that permits
the management and dvelopment
of this competence" Organized?"
Sources of Efficiency "

Economies of scale" Experience"

Efficiency"

Process and/or "

Supply costs"
product innovation"

Experience Curve

Unitary "
cost

Total units produced

Four sources of strategic capabilities "

Complexity" Culture and history"

-  internal ties" -  implicit thought schemes"
-  external ties -  path constraints

Robustness of
strategic capabilities

Causal ambiguity"
-  intrinsic"
-  relational

The Value Chain "

The Analysis of the Value Chain permits:"
•  Calculate how the input costs build up toward the output costs"
•  Compare each step’s performance with that of other companies
(benchmark)"
•  Identify core competencies"
•  Improve the transitions within the value chain"
•  Analyze the impact of an environmental trend on the «#business
model#»"
•  Decide on your externalization policy (make or buy)"

Every industry transformation generates an explosion and "

recomposition of the industry’s value chains"

Value System "

The management of ties as a competence"
TYPE OF TIE" TYPE OF FUNCTION"
INTERNAL TIES" Primary-Primary"
Primary-Support"
Support-Support "
EXTERNAL TIES" Vertical integration"
Specification and control"
Total quality"
Trade marketing"
Value chain reconfiguration"
Strategic alliances "
EXAMPLE "
Coordination between
departments"
Informatization of procedures"
Acceptance of the innovation by
collaborator"
Value chain extension "
Toward suppliers"
Toward distributors"
Collaboration with suppliers and
distributors so as to improve their
performance"
Suppress some activities"
 Slide conçu par F. Fréry"

Identify core competencies"

Primary reasons for success"

Brand" SUCCESS" Innovation"

Service" Range,
Quality" portfolio"
Reliability of"
Supply"
Secondary"
Reasons for"
Success"
Flexibility" Logistics"
Resolution of
buyers’" Distribution"
problems" Services"
Speed"
of reaction"
Good relations Tertiary
with buyers" Reasons for
Take back Success"
delivered Use of
messages" Fast treatment of subcontractors for
urgent orders" transportation"
Circumvention of Niveau de stocks"
rules is tolerated"
Delivery on time"
Factory in
undercapacity"

Activity chart "

 Steps in Stakeholder Analysis"

Cultural context"

Business ethics" Ethical stance!

Corporate governance" Governance chain!

Stakeholders! Stakeholder salience!

expectations" Stakeholder mapping!

Tensions and Paradoxes!

Organizational purposes"

Power/interest Matrix "

Level of interest

weak strong

weak A B
Minimum effort Keep informed

Level of power

strong
C D
Keep satisfied Key actors
 Les quatre niveaux de la culture organisationnelle

Les
stratégies
génériques:
l’horloge
stratégique "
 Les étapes des choix stratégiques par
domaine d’activité

La robustesse de l’avantage concurrentiel "

 Compétition et collaboration "

Les configurations organisationnelles : structures, processus de coordination et interactions

 Quelques dilemmes organisationnels

Stratégie et
ressources
humaines
 L’avantage
concurren-
tiel grâce aux
ressources
humaines

Stratégie et information
 Communiquer efficacement le changement

Ready for the Client"

1. Introduce yourself. Thank the client for the opportunity (personalize…)"

2.  Say what you’re gonna say, say it, say what you said. Underpromise and overdeliver."
3.  Lay down the problematique, the issues («#here’s how we’ve understood your situation,
your assignment…#»)"
4.  Analyze, position strategically, organizationally, conceptualize, benchmark (personalize)"
5.  Contextualize (general issues, sociocultural issues, issues particular to Element Fresh)"
6.  Identify the «#gap#» to address, explain dynamics"
8. List what he does well, evoke areas of improvement"
9.  Present your unique proposition, explain it, what’s it uniqueness? How does it link to the
gap"
10.  Justify, legitimate, credibilize… then roll it out with concrete examples"
11.  Explain how you would finance it"
12.  Close, summarize. Repeat unique proposition. Share credit widely, honor your sponsors."