Strategy planning changed quite deeply and is no longer defined as “the way from point A to point B”. Now, when you must move from point A, either the point B or ways and means leading to point B are unclear. Almost everything is in rapid motion. In this “hyperturbulance” environment, strategy planning changed and developed enough not to be reduced to linear concepts of the past and war strategy analogies. In the new era, strategy planning is full of art analogies and "exploration" of dynamic point B which is invisible from point A and new tools used to reach point B.
We are committed to agile principles in our strategy development efforts. Our top priority is to present strategies, projects and recommendations that create value to our customers early and to sustain these presentations. Our preference is to offer our clients frequently, in shorter time frames, applicable strategies, projects and recommendations.
In our strategy development efforts, participation and interaction are above process and methodologies. Responding to change is more important than following a plan.
Strategy is divided into two as corporate strategy and business unit strategy.
Corporate strategy is the strategy of a company, group or a holding. According to us the essence of corporate strategy is accurate allocation of resources and skills. The key question is in which market the company should play and in which markets it should not play.
The business unit is a meaningful part of the institution but has different goals. It can target different customers, customer segments from other parts of the organization, or offer different products and services to the same customers, and reach through different channels. A company of the holding company can be defined as a business unit, or a meaningfully differentiated part of a company can be defined as a business unit.
In our opinion, the concepts of business unit strategy and business model have the same meaning. Its essence is to deliver unmatched value to key stakeholders. The key question is how to win without competing.
The most important components of the business model are value propositions offered to key stakeholders (customers, employees, shareholders, business partners, society), key resources, key capabilities, key assets, revenue model, cost structure, and key channels.
Business model development is the art of increasing advantage and value by making simultaneous and mutually supportive changes both in the value propositions an organization offers to its key stakeholders and in other components of the business model. We believe we are in different and new era now and we think that frontrunner of this era is the ability to keep pace with technology and people. Therefore, in our strategy planning approach we align the skills and resources of company’s value network with value proposition presented to key stakeholders and we formulate strategy by getting strength from technology and human dimensions.
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