You Exec - Strategic Case Study Complete

STRATEGIC CASE STUDY
Presented by YouExec
ABOUT US
Client Analysis
Strategy Implementation
Outcome & Roi

Our mission is to organize the most relevant information
and strategies to help our clients
ABOUT Our goal is to define the problem, propose the most feasible solutions, and
US find the best way to implement these changes and close the gap between our
clients’ current state and their desired state. Our team members are equipped
with decades of industry knowledge and have worked cross-functionally with
clients from small businesses to large corporations.
KEY CHALLENGES OF CLIENT
Functional silos prevent customer data sharing Culture not aligned around the customer needs
52% 39%
Missing key technology platforms to manage data No common definition of customer centricity
35% 79%
Support not equipped to manage customer issues Insufficient expertise in data analytics
63% 40%
CLIENT NEEDS –
Technology Changes GAP ANALYSIS
Rate of Change
Gap in Business Client Goal Overview

Performance Potential
Client struggled with legacy problems in adapting to

Business Productivity
new technological tools and as a result witnessed a
startling decrease in overall production output
TIME compared to competitors. Central teams have also
expressed reluctance in agile adoption.
About Us
CLIENT ANALYSIS
Outcome & Roi

COMPANY ANALYSIS - SWOT
S
STRENGTHS W O T
01 Conveniently visualize dynamic
platforms whereas fully researched niche platforms whereas fully researched niche
markets markets

Category 1 Category 2 Category 3
markets markets
Series 1 Series 2 Series 3
S W
WEAKNESSE O T
S

46% 54%
markets markets
Value Text Value Text

platforms whereas fully researched niche platforms whereas fully researched niche Conveniently visualize dynamic platforms whereas
markets markets fully researched niche markets

S W O
OPPORTUNITIES T
markets markets

Category 1 Category 2 Category 3
markets markets
Series 1 Series 2 Series 3
S W O T
THREATS

46% 54%
markets markets
Value Text Value Text

platforms whereas fully researched niche platforms whereas fully researched niche Conveniently visualize dynamic platforms whereas
markets markets fully researched niche markets

COMPANY ANALYSIS – RESOURCES & CAPABILITIES
Impact on
Resource or Inimitable and Organized to
Valuable Rare Competitive
Capability non-substitutable Exploit
Advantage
Realized
Strong Global sustainable
Yes Yes Yes Yes
Presence competitive
advantage
Realized
Specialty Products Yes No No Yes
competitive parity
Realized
Upscale Brand temporary
Yes YEs Yes Yes
Reputation competitive
advantage
Product
PRESENT NEW
Market Penetration Product Development
Trying to take a greater share of an Extending existing products within
PRESENT
existing product, for example by existing markets.
relaunching or increasing awareness.
COMPANY ANALYSIS
LOW RISK MEDIUM RISK
– ANSOFF MATRIX
Market
Market Development Diversification
Finding or creating new markets for Creating new product lines or ranges
existing products for sale in new market.
NEW
MEDIUM RISK HIGH RISK
INDUSTRY ANALYSIS – PESTEL
P E S T E L
POLITICAL ECONOMIC SOCIAL TECHNOLOGICAL ENVIRONMENTAL LEGAL
• Tax policy & labor law • Unemployment rates • Population growth rate • Technology incentives • Environmental policies • Consumer protection laws
• Foreign trade policy • Changing ownership • Health consciousness • Level of innovation • Pressures from institutions • Copyright & parent laws
• Government policy • Disposable income • Lifestyle attitudes • Automation Activities • Pollution regulations • Maritime certifications
• Trade restrictions • Economic growth • Career attitudes • Research & Development • Weather &climate • Health & safety laws
• Political stability • Exchange rates • Safety emphasis • Technological changes • Paris agreement • Discrimination laws
• Corruption • Interest rates • Cultural barriers • Technological awareness • Climate change • Employment laws
P E S T E L
P E S T E L
P E S T E L
POLITICAL ECONOMIC SOCIAL TECHNOLOGICA ENVIRONMENTAL LEGAL
P E S T E L
POLITICAL ECONOMIC SOCIAL TECHNOLOGICAL ENVIRONMENTA LEGAL
P E S T E L
Low Average High
Defer Customer Queries

to middle management
ELIMINATE
Produce data
for reporting
Seek approvals
v
for decisions
REDUCE
Complete forms
and reports
Deal with
underperformance
Know each
individual personally
Coach frontline
v
people for success

RAISE
Communicate relevant
information
Create and share tangible

business targets
Celebrate and reward

INDUSTRY ANALYSIS – STRATEGY CANVAS
positive results
CREATE
Cut through to
Clarify company strategy

Please the boss
serve customers
and how people fit in it

THREAT OF NEW ENTRY
• Not too expensive to enter the industry
• Experience needed, but training easily available

• Some economies of scale
• No technology protection
SUPPLIER POWER BUYER POWER
• Moderate number of suppliers COMPETITIVE RIVALRY • Few, large supermarkets
• Suppliers large • Maybe Co-operatives?

• Similar products
• Very many competitors
• Commodity products
• Very large orders INDUSTRY ANALYSIS
• Able to substitute • Homogenous product
• Low switching costs
• Able to change
• Neutral supplier power
• Low customer loyalty
• Extreme prove sensitivity
• Ability to substitute
–
• High cost of leaving market
• High Buyer power
PORTER’S FIVE
FORCES
THREAT OF SUBSTITUTION
• Some cross-product substitution

• Ability to import food
• Some geographical substitution

INDUSTRY COMPETITIVE ANALYSIS
FEATURES COMPANY ABC THE ABC CORP THE LIMITED CO
Competitive price point
Innovative product
Brand heritage/image
Leadership and talent
International markets
Government subsidies
About Us
Client Analysis
STRATEGY IMPLEMENTATION
Outcome & Roi
ISSUE TREE
OPTIONS FOR ACTION
Efficiency Improvement Program
Is product line competitive

in the market? Development of a new product
generation
Can a new product generation be
developed economically?
Can Competitiveness be Facelift for current product line
achieved within current

structures?
Restructuring program
Is it worth it to remove
structural weaknesses on Development of cooperation/
our own? acquisition strategy
Are there any attractive options for

cooperation or acquisition that will
remove structural weaknesses? Temporary acceptance of bases
Are there any synergy effects with
other product groups that together
would generate a positive result
Profit maximizing exit
KEY SUCCESS FACTORS
CUSTOMERS WANT COMPETITION PROVIDES KEY SUCCESS FACTORS
Features How other competitors are What needs to be placed for that
fulfilling features features to happen
Smartphones at Partner with carriers to offset Carrier deals in multiple markets

reasonable prices handset costs
Product that can easily be Good interface/ touchscreen User testing, UX professionals,
used technology prototyping
COMPARISON BETWEEN POSSIBLE SOLUTIONS
DECISION DECISION DECISION DECISION DECISION

CRITERIA 1 CRITERIA 2 CRITERIA 3 CRITERIA 4 CRITERIA 5
OPTION 01: TITLE HERE

OUR TEAM CAPABILITIES
John Smith John Smith

MANAGEMENT CONSULTANT MANAGEMENT CONSULTANT
Skillset A Skillset A
Skillset B Skillset B
Decade plus of experience in Decade plus of experience in

management consulting management consulting
John Smith John Smith John Smith

MANAGEMENT CONSULTANT MANAGEMENT CONSULTANT MANAGEMENT CONSULTANT
Skillset A Skillset A Skillset A
Skillset B Skillset B Skillset B
Decade plus of experience in Decade plus of experience in Decade plus of experience in

management consulting management consulting management consulting
MAIN STRATEGIC AGENDA
AGENDA NO. 01
AGENDA NO. 02 AGENDA NO. 03
Define the problem, propose the most feasible

solutions, and find the best way to implement Define the problem, propose the most feasible Define the problem, propose the most feasible
these changes. solutions, and find the best way to implement solutions, and find the best way to implement
these changes. these changes.
AGENDA NO. 04 AGENDA NO. 05 AGENDA NO. 06
Define the problem, propose the most feasible Define the problem, propose the most feasible Define the problem, propose the most feasible
solutions, and find the best way to implement solutions, and find the best way to implement solutions, and find the best way to implement
these changes. these changes. these changes.
AGENDA NO. 02

Define the problem, propose the most feasible solutions, and find the best way to implement Define the problem, propose the most feasible
solutions, and find the best way to implement these changes. solutions, and find the best way to implement
AGENDA NO. 03

Define the problem, propose the most feasible Define the problem, propose the most feasible solutions, and find the best way to implement
solutions, and find the best way to implement solutions, and find the best way to implement these changes.
AGENDA NO. 04
Define the problem, propose the most feasible Define the problem, propose the most feasible
Define the problem, propose the most feasible solutions, and find the best way to implement solutions, and find the best way to implement
solutions, and find the best way to implement these changes. these changes.
these changes.
AGENDA NO. 05
solutions, and find the best way to implement Define the problem, propose the most feasible solutions, and find the best way to implement
these changes. solutions, and find the best way to implement these changes.
these changes.
AGENDA NO. 06
solutions, and find the best way to implement solutions, and find the best way to implement
solutions, and find the best way to implement
these changes.
Keep Satisfied: Engage closely,
Influence actively:
 Partners and suppliers
High
 Government and regulators  Customers
 Owners
 Employees
 Investors and creditors

POWER
COMMUNICATION
Monitor (Minimal Keep
effort): Informed:
PLAN
Low
 NGOs  Companies being analyzed
 Professional Associations  Standards bodies (GRI, CDP,
 Media ISO 26000)
 Competitors
Low High
INTEREST
RISK ASSESSMENT/CONSIDERATION
IMPACT COST TIME QUALITY
Manageable by exchange against Slight slippage against internal Slight reduction in quality/scope, no
VERY LOW
Internal budgets targets overall impact
Require some additional funding Slight slippage against key milestones or Failure to include certain ‘nice to
LOW
from Institution published targets have’ elements
Requires Significant additional Delay affects key stakeholders – loss of Significant elements of scope for functionality
MEDIUM
funding from Institution confidence in the project will be unavailable.
Requires Significant reallocation of Failure to meet key deadlines in relation to Failure to meet the needs of a large
HIGH
Institutional funds (or borrowing) academic year or strategic plan proportion of stakeholders
VERY HIGH Increases threaten viability of project Delay jeopardizes viability of project Project outcomes effectively unusable
IMPLEMENTATION TIMELINE - OVERVIEW
PHASE I PHASE II PHASE III
JUN-DEC
Reposition brand image Delay product launch until Strategic goals set,
Restructure teams introduce
with elevated digital current offering increases implemented, and revised
change management
values profitability
in iterations
SHORT TERM MEDIUM TERM LONG TERM

IMPLEMENTATION TIMELINE - DETAILED
Kick-off Meeting Steering Committee meetings (Monthly) Implementation assessment
JANUARY 8 MARCH – MAY AUGUST
JAN FE MAR APR MAY JUN JUL AUG SEP

B
JANUARY MAY – JULY
One-on-one interviews & Strategy design team meetings (Monthly)

small group interviews
JULY – SEPTEMBER
1
Research Priority Meetings
Conduct environmental scan – interviews,

focus groups, surveys
2 Describe all vision and overall direction
IMPLEMENTATION TIMELINE - DETAILED
Final Steering Committee meeting Presentation to Provost
OCTOBER – NOVEMBER APRIL – MAY
OC T NOV DEC JAN FEB MAR APR MAY JUN
NOVEMBER – FEBRUARY MAY – JUNE
Strategy Prioritization, Implementation Planning, Resource Requirement Strategic Plan Launch
3 Develop strategic direction
4 Finalize plan
5 Strategy prioritization, implementation plan,

resource identification
About Us
Client Analysis
OUTCOME & ROI

FINANCIAL IMPACT
$900 AVERAGE $ SALE $1,200
3 # OF SALES 4
20.00% GROSS PROFIT % 30.00%
608 PROFIT PER CUSTOMER 1,440
7,594 TOTAL GROSS REVENUE 24,000
1,709 TOTAL GROSS PROFIT AMOUNT 7,200
1,875 MARKETING INVESTMENT 1,500
-166 RETURN ON INVESTMENT 5,700
-9% BEFORE AFTER 380%

NET PROMOTER SCORE
0 1 2 3 4 5 6 7 8 9 10
DETRACTORS PASSIVES PROMOTERS
STATUS 0-6 7-8 9-10 Total NPS
Before 140 450 250 840 13

NPS = % of Promoters - % of Detractors
After 90 365 425 880 38
KPIS AND DELIVERABLES
DELIVERABLE 1 DELIVERABLE 2
10
21,664 NEW ACTIVATIONS

9%
INCREASE IN 30 DAYS
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Active Inactive Null 0 100 200 300 400 500 600 700 800 900 1000 1100 1200
Active
Total 133,784 2,398 1,297 Bounced
Unsubscribed
Today 108 17 13
Unconfirmed
Deleted
This Month 788 93 67
DELIVERABLE 3 DELIVERABLE 4
OUTCOME (GRAPHS)
100%
28% 30% 35% 32% 32% 37% 33% 27% 28%
90%
80%
70%
60%
72% 70% 65% 68% 68% 63% 67% 73% 72%
50%
40%
30%
20%
10%
0%
A B C D E F G H I
leading products others

CONTACT US
L O C AT I O N C O N TA C T U S OFFICE HOURS
123 Main Office Street Fax: 123 456 789, Mail: admin@gmail.com Monday - Friday 9am - 6pm
San Francisco, CA 12345 Saturday - Sunday Closed

+4 ( 684 ) 579-1879
THANK YOU

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STRATEGIC CASE STUDY

Outcome & Roi

Gap in Business Client Goal Overview

Client struggled with legacy problems in adapting to

Outcome & Roi

02 Conveniently visualize dynamic

01 Conveniently visualize dynamic

Value Text Value Text

02 Conveniently visualize dynamic

markets markets fully researched niche markets

02 Conveniently visualize dynamic

01 Conveniently visualize dynamic

Value Text Value Text

02 Conveniently visualize dynamic

markets markets fully researched niche markets

Market Penetration Product Development

Trying to take a greater share of an Extending existing products within

Defer Customer Queries

people for success

Create and share tangible

Celebrate and reward

Clarify company strategy

and how people fit in it

• Not too expensive to enter the industry

• Experience needed, but training easily available

SUPPLIER POWER BUYER POWER

• Moderate number of suppliers COMPETITIVE RIVALRY • Few, large supermarkets

• Suppliers large • Maybe Co-operatives?

• Some cross-product substitution

• Some geographical substitution

FEATURES COMPANY ABC THE ABC CORP THE LIMITED CO

Competitive price point

Leadership and talent

Efficiency Improvement Program

Is product line competitive

Can Competitiveness be Facelift for current product line

achieved within current

Are there any attractive options for

CUSTOMERS WANT COMPETITION PROVIDES KEY SUCCESS FACTORS

Smartphones at Partner with carriers to offset Carrier deals in multiple markets

DECISION DECISION DECISION DECISION DECISION

OPTION 01: TITLE HERE

OPTION 02: TITLE HERE

OPTION 03: TITLE HERE

John Smith John Smith

Decade plus of experience in Decade plus of experience in

John Smith John Smith John Smith

Skillset A Skillset A Skillset A

Skillset B Skillset B Skillset B

Decade plus of experience in Decade plus of experience in Decade plus of experience in

Define the problem, propose the most feasible

AGENDA NO. 04 AGENDA NO. 05 AGENDA NO. 06

Define the problem, propose the most feasible

AGENDA NO. 04 AGENDA NO. 05 AGENDA NO. 06

Define the problem, propose the most feasible

AGENDA NO. 04 AGENDA NO. 05 AGENDA NO. 06

AGENDA NO. 01 AGENDA NO. 02 AGENDA NO. 03

AGENDA NO. 05 AGENDA NO. 06

AGENDA NO. 01 AGENDA NO. 02 AGENDA NO. 03

AGENDA NO. 04 AGENDA NO. 06

AGENDA NO. 01 AGENDA NO. 02 AGENDA NO. 03

AGENDA NO. 04 AGENDA NO. 05

 Government and regulators  Customers

 Investors and creditors