It may be via the 3C model of Kenichi Ohmae or through Michael Porter's models, certainly we know how to deeply analyse where you srat from
"The essence of strategy is choosing what not to do." Michael E. Porter
STRATEGY: EXPECTED BENEFITS OF OUR COLLABORATION
- Exciting Value Proposition
- Proper Market sizing
- Feasable Roadmap
- VC oriented Pitch
- Credible Company evaluation
- Executive summary
- Full Business plan
Developing a Strategy is not an Art or “good sense”, but a mix of Analysis, Tools, Market knowledge and Business acumen, everything wisely mixed with state-of-the art Methodology. Every single step of a Business Plan or a strategic analysis incapsulates an incredible amount of analysis details and reason-why deductions. The final result? A go-to-market strategy or a honest suggestion to give-up before losing time and resources in infeasible projects.
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1. ANALYSIS
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2. PLANNINGSWOT development and Strategic Guidelines design are not a common approach for those with just "a long expereince". And this is a quite critical missing point...
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3. EXECUTIONIt's driven by planning: Waterfall, Agile or Hybrid system, I understand since day 1 what is the model of Project Management that fits your organization and resources
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4. FINE TUNINGKPIs: it's all in the numbers, and I know how to read them and transform data in real-life decisions.
It’s a long path, full of question marks and difficulties, but I’ve gone through it many times, so I know the right way, the hidden traps, the “too easy” shortcuts, the pitfalls and the “too early” exaltation… Let me drive you into the complexity of Strategy, because it’s not only a matter of Strategy, it’s also a matter of “everyday” changing technologies.
Is this a problem or an opportunity? Both: it’s a problem if you stay behind or under evaluate the speed of evolution, it’s an opportunity if you’ll be able to leverage what is good and discard what is unusefull.
TYPICAL OUTPUTS
- Planning of the resources needed to draw a formal and reliable Business Plan
- Development of detailed Cash Flow analysis with sustainability check (includes all eCommerce hidden costs, like payment channels, expected return rates and refunds, standard additional apps costs)
- Price positioning (Top-down and Bottom-up methods with competitive price reporting (2-5 competitors)
- Extended List of DOs/DON’Ts
- First planning about GTM and Financial needs (Investments and/or Grants)
Gianni Leone – CIO @Sephora (former CIO @Gucci Group)
“Stefano is a very dynamic manager that always kept a great balance between an entrepreneurial approach to the problems and a structured discipline to business strategy, planning and development. We had the opportunity to work together in Gucci but we kept close contacts also later on.”
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