Identifying Profit Multipliers

The first step is to undertake sensitivity analysis of the Income Statement to identify potential profit multipliers. There are cost-effective software packages that can assist you to easily change one variable and examine the impact on bottom line profitability. In the absence of having a software package, it is possible to create an Excel Spreadsheet template in which you create a base case Income Statement that is populated with current figures. To be absolutely thorough, you should take each line item in turn and change each variable by one percent (1%). Using double entry bookkeeping practices, follow the impact of a one percent change on each variable upon profits. If a one percent change in a variable results in a far greater percentage change in the bottom line (profits), then you have identified a potential Profit Booster.

When making your one percent change, it is important to decide whether you are adding or deducting one percent.  The table below will provide a guide on whether you should add or deduct one percent.

Align Your Strategy with the Business Model

Once you have identified the variables that make the biggest impact on profits, review your strategy to ensure that you are capitalizing on the multipliers that can Boost your Profits.

The following case study illustrates the application of this approach.  We were working with a wholesale hardware distributor that supplied all the major hardware retailers across the country. The Chief Executive believed that the investment in inventories was too high. The Senior Leadership Team (SLT) decided to reduce this investment in all of its Distribution Centers (DCs) across the country.

As prudent business people, they had undertaken an intensive analysis of their inventory holdings. They had turned all obsolete and slow moving stock into cash by selling these items off in a fire sale.

They had also undertaken a Pareto Analysis to highlight the twenty percent of their inventories that accounted for eighty percent of their sales. They were focusing on these slow moving stock keeping units (SKUs) i.e. the eighty percent.

There were some unintended consequences of this strategy.

1. The cost of moving some of these items around the country to outlets that had higher unit sales of these items outweighed the benefits of the sale; and
2. The level of discounting required to move some items frequently was at a price below cost; and
3. Ultimately, they were unable to support some products as they no longer carried these spare parts. This impacted negatively upon their brand and total sales declined.

We undertook the analysis described above to identify Profit Boosters. We discovered that a one percent (1%) change in inventories created a three (3%) change in profits. A one percent (1%) change in price would likely result in a ten percent (10%) change in profits, provided that the quantity demanded was unaffected by the change in price.

We therefore examined the price elasticity of demand, which is a measure that  shows the responsiveness of the quantity demanded of a good or service to a change in its price. If a one percent (1%) increase in price results in a fall in the quantity demanded of more than one percent, then we conclude that the item is price elastic. If a one percent (1%) increase in price does not impact the quantity demanded, we conclude that the item is price inelastic. Our research indicated that the ultimate consumer would not change their buying behavior if prices were increased by up to five percent.

Armed with this information, we presented what was considered a radical idea at that time.  We suggested that the company test market the following strategy before rolling it out country-wide:

1. Instead of focusing all of management’s efforts in reducing inventories, we recommended that the company do what was, at that time, considered to be counter intuitive. We proposed that the company buy back all unsold inventory in the retail pipeline.
2. All inventories would be supplied on a consignment basis until sold, at which time, the company would invoice the customer
3. The company would take full responsibility for merchandising product in store. This means that company staff would work in the retail store to ensure that shelves are always fully stocked, properly marked and priced and looking good
4. Company representatives in store would all be fully trained to sell all products, trade customer up and cross-sell their products. This would result in a win-win outcome for the supplier, the retailer and the consumer.  The supplier would create constant stock pressure and support all retail advertising with a ‘push’ strategy in store. The retailer would simplify its business, reduce costs, improve cash flow, maintain margins and improve customer loyalty. The consumer would be the recipient of better and more informed service, thereby increasing perceived value in exchange
5. In this way, the company would better understand consumer needs and expectations and align the product mix in each store with local consumer demographics and psychographics.
6. This knowledge would also assist the wholesaler with new product development and refreshing existing products.
7. Being in store, company representatives would see and hear competitor activity, thereby improving competitive intelligence

As this was an innovative retail strategy, the wholesaler would derive all the benefits of first mover advantages in the industry.

In exchange for all of these benefits, the company would ask the retailer for a three percent increase in price to cover the increased cost of holding the inventories and the cost of having retail service assistants in store. We anticipated that the retailer would want to preserve its margins and would therefore mark up products by more than the three percent to maintain its profitability. We felt that this price increase to the consumer would be less that the threshold at which volumes demanded would decrease.

One of the objections that we felt that retailers may raise would be the fear of losing control of the customer. We pointed out that the retailer would still ‘own’ the customer as most retail sales were cash or credit card sales and the trade retained merchant accounts with the retailer. Therefore, the company would not be building a database of customers that they could communicate with directly.

The client rejected the strategy on the basis that it wasn’t industry conventional wisdom. They felt that, even in a test market,  it would be too difficult to reverse the strategy.

In today’s retail environment, it has become common practice in some departmental stores to allow manufacturing brands to fully manage branded kiosks within their stores, thereby reaffirming that the strategy was sound but was ahead of its time for a conservative leadership team.

Identifying your Profit Boosters is likely to spurn new and different thinking that could reinvent your strategy and deliver a much healthier bottom line.

1. Have flexible and adaptable goals
2. Act quickly and decisively
3. Focus on what really matters
4. Ensure you have reliable and timely information
5. Take all stakeholders with you

To assist you in developing strategies that are relevant and appropriate for your business at this time, we have compiled a brief list of critical questions in each area of focus that may be helpful to you and your team.

1. Have flexible and adaptable goals

a. How do you know that everyone understands where you are going and is committed to how you plan to get there?

b. Is what you are currently doing making, saving or losing you money?

c. Have you identified what would ‘trigger’ a change in direction?

d. Are you ‘going with the crowd’ or charting your own course?

e. Are you challenging everything – current assumptions, biases, conventional wisdom, sacred cows?

2. Act quickly and decisively

a. Do you have the right people in the right roles?

b. Do you have a decision making framework that prevents inertia?

c. How quickly are you identifying and acting on critical issues?

d. How frequently are you monitoring the impact of your decisions?

e. Are you prepared to change previously taken decisions quickly and in mid-stream?

3. Focus on what really matters

a. Have you identified the real drivers of performance and cost in the business?

b. Are you focusing on the 20% of customers that account for 80% of the revenue, and the 20% of inventories that account   for 80% of sales?

c. Have you agreed no more than 5 top priorities that are both important and urgent? Do these priorities focus on root cause not symptoms?

d. Are you managing all elements of working capital effectively to maximise generation of cash?

e. Have you reviewed current work practices and eliminated or reduced processes that only add cost or marginal value? Have you identified and alleviated process chain bottle necks?

 4. Ensure you have reliable and timely information

a. Do you have confidence in the integrity of the information you receive?

b. Can you interrogate your database beyond standard reporting formats?

c. Have you decided what information is ‘mission critical’? ‘Nice to have’?

d. Have you identified, and are you managing or mitigating all key risk areas?

e. Are you turning qualitative information into intelligence and insights?

5. Take all stakeholders with you

a. Do you have a plan to manage conflicting stakeholder objectives?

b. Are you communicating frequently and effectively with all stakeholders, (including your people and customers)? How do you know that your ‘high flyers’ and key customers know how much you value them and why?

c. If you have been forced to downsize your workforce, have you responded appropriately to and managed the ‘survivors’ emotional reactions of surprise, denial, and anger?

d. Have you considered deploying the skills of your people differently to reflect changing priorities and revenue streams?

e. When last did you have large group, small group and one-on-one ‘coffee’ chats with your people?

1. Your business model;
2. Where your business sits on the industry growth (evolution) curve; and
3. The dynamics in your current operating environment

The first step, is therefore to subjectively review each of the Profit Boosters within your context and decide on whether the potential impact on your bottom line is likely to be high, moderate or low. Once this decision has been made, you then rank order each Profit Booster relative to each other starting with the high impact Boosters and migrating to the moderate Boosters. In this way, your will focus your time, effort and resources on the Profit Booster that is likely to deliver the highest profit leverage.  Low Boosters should be ignored as the cost:benefit is likely to be too small.

Each Profit Booster can be linked to a generic strategy^[2]. A generic strategy(ies) is/are selected because it is believed that the strategic platform will add disproportionate value to the business and create competitive advantage. Generic strategies are intuitively selected based on the same three criteria described above. There is therefore a correlation between generic strategies and Profit Boosters.

The Profit Boosters and their Generic Strategies appear in the table below.

In each of the articles that follow in this series, we will address one of the Profit Boosters in some detail and provide you with a template for developing a logical approach towards implementation.

a. the current position on a map (current state),
b. the ultimate destination (desired state),
c. the route (how management intend getting there),
d. the estimated time it should take to navigate to the intended destination.

It also allows the driver to monitor his or her progress towards the destination. If the driver meets an unexpected obstacle, such as an accident, road closures or a traffic jam, then the GPS can calculate an alternative route (contingency or scenario planning).

The business plan provides the organization with a road map for the future. If it is well crafted, it will inspire and unite everyone, engage and involve them.

How detailed should it be?

The business plan should contain enough information to provide a basis for action and for monitoring progress but not too detailed that it becomes a ‘paper weight’ that is never referred to.

What information does it contain?

1. Vision statement (What we ultimately want to become)

The vision provides a vivid mental picture of our desired state. It is perhaps one of the most challenging and difficult leadership tasks because it needs to be short, imaginative and aspirational. It is a statement of what the business will look like, feel like and be like once the vision is achieved. It needs to unite and inspire every person such that they understand what they need to do day-by-day to move towards achieving the vision. People need to become emotionally invested in the vision such that they are motivated to focused action.

Regrettably, many companies spend millions of dollars creating visions that have no meaning to its people.

An example of an inspirational vision is “We Make Unique Places in Sydney that the World Talks About.”

An example of an unimaginative vision statement is “We will be the Best Property Manager in Sydney”

2. Mission Statement (What we do and where we do it)

Our mission is a clear statement of our business boundaries. It clearly articulates what we do and the markets in which we operate – both now and in the future.

3. The Context within which the Business Operates

This is a summary of the current state of the marketplace and how it is likely to unfold in the future. Businesses undertake an ‘environmental scan’ that analyses and evaluates the relative attractiveness of the macro-environment and the business’s marketplace.

Analysis of the macro-environment includes the political, economic, social, ecological, technological, and international or global environments.

The marketplace will include an analysis of our customer groups and the competitive landscape.

Because this can be a really detailed analysis, you will want to have a summary of the key points in the business plan and place the detail in an appendix.

4. Our Key Objectives

This section talks to the desired future state in the short, medium and longer-terms. In order to ensure that we have focus, there should be no more than 3 – 7 key objectives. To qualify as an objective, each must comply with the SMARTE acronym so that management can effectively navigate from the current state to the desired state by measuring and managing performance to the objective. A SMARTE objective is:

- Specific
– Measurable
– Achievable
– Realistic
– Timely
– Ecological

5. Our Strategies and Action Plans

How management will move from the current state to the desired state is covered by our strategies and action plans. A precursor to developing strategies and action plans is to identify the Critical Strategic Issues. These are the issues that are preventing you from achieving more of your objectives.

We use the critical strategic issues as a point of reference to develop our strategies and action plans.

When developing strategies, management should consider every potential undesirable outcome or unintended consequence of their initiatives. These take the form of what is called contingency planning or scenario planning.

Strategies should contain:

-  Critical issues (why)
-  The assumptions we have made (what)
– The steps we will take (how)
-  Those responsible (who)
-  The timing of each strategy and action step (when)
-  Resources required, including capital expenditure, people, materials etc. (what)
-  Key performance indicators – KPIs (what)
-  Contingency plans (what if)

6. Financial Information Including Budgets

This section shows how the strategies and action plans will translate month-by-month into cash flow, profit or loss and a balance sheet for the business. Budgets showing income, costs and expenses and capital expenditure are prepared by function or division.

What’s Next?

Once you have developed your business plan, it is important to realise that “the map is not the territory”. It just helps you navigate the territory. To get to the desired destination, we must flawlessly execute, execute, execute.

No organisation can achieve excellence in all areas. Attempting to do this will result in trying to be all things to all people and nothing to anybody. Therefore, to achieve sustainable competitive advantage, every organisation needs to choose a few (2 to 4) areas that are important to its customers that it can focus on and achieve excellence in these areas.

So what happens to all the other areas? The figure below assists us to determine when partnering is appropriate and when it is not.

By mapping all the key processes that create value for customers in each product/service area, we can make a distinction between processes that are core or distinctive and processes that are non-core. Core processes that are unimportant to customers probably need to be re-engineered to minimise cost or increase customer value. Non-core processes that are unimportant to customers should be discontinued as they add cost to the business and no value to customers.

We distinguish between core and distinctive processes that are important to customers because they may be core (everyone must have them just to play the game) or they may be distinctive to us, providing us with some competitive differentiation. We need to maintain parity on the core capabilities and build excellence in areas that are distinctive.

Areas that are non-core but critical, such as the logistics of collecting milk from farms for milk production, need to be outsourced to organisations who can do these activities more efficiently and cheaper than you can. Once non-core but critical activities have been identified, we then seek to identify potential organisations to partner with that are cost-effective, reliable, financially stable and are aligned with our culture and philosophy.

Adding Value Through Strategic Partnering

1. Strategic partnering can potentially add value for you in one or more of the following areas:
2. Shorten time frames
3. Create new or improved performance
4. Lower costs and risks
5. Provide more value-in-use
6. Offer a stronger product line
7. Increase product appeal
8. Leverage complementary technology, knowledge or competence
9. Shape or influence industry forces

Case Study: A Management Consultant and a Publisher/Distributor

A Management Consultant in Australia wanted to commercialise some of its proprietary intellectual property (IP) for distribution to large organisations, government and other consultants both domestically and abroad. Its business model was to provide bespoke business-to-business (B2B) turnkey solutions to individual clients with a high level of personal service. It did not possess the capabilities to package standard products for distribution into mass markets.

The Publisher/Distributor believed that the IP was leading edge and world class, provided synergy with its existing product range and could easily be repackaged in standardised form for distribution through its broad marketing channels. Both parties believed that there was significant potential synergy and leverage. The Strategic Partnership could add value in several ways. It could potentially:

• Create new or improved performance
• Lower costs and spread risks
• Provide more value-in-use
• Offer a stronger product line
• Increase product appeal
• Enhance both parties through complementary technology, knowledge or competence

Choosing the right strategic partner is fundamental to a successful alliance

Four conditions are necessary to develop a successful alliance. Each, in and of itself is necessary but insufficient to sustain a strategic partnership. It requires the presence of all four necessary conditions for any chance of success. The four necessary conditions are:

1. Having a shared Vision and common objectives
2. Mutual commitment
3. Willingness to share risk
4. Willingness to build a a forgiving long-term interdependent relationship

A Framework for Strategic Partnering

Present/Future Internal/External Analysis

It is assumed that both parties to the partnership have done their homework and undertaken significant and rigorous analysis of both the external and internal operating environments. The parties will have concluded that the Strategic Partnership is necessary to strengthen their relative competitive positions and keep both parties relevant to their customers.

Building a Shared Vision

As a carefully constructed vision will unite, inspire and motivate both parties, it is one of the fundamental underpinnings necessary for a sustainable partnership that can withstand the storms of a dynamic environment over time. The joint vision statement must support and reinforce each party’s corporate vision yet be subservient to each.

The joint vision presents a dynamic picture of the future state of the partnership and venture, a description of what it will feel like, look like and be like in a numbers from now. It is a statement of destination. It will need to be developed collaboratively to ensure that it is ‘owned’ by all parties.

Critical Issues Management

When both parties are heavily dependent on the success of a partnership, the Critical Issues will be driven by each party’s needs and fears. Needs will be driven by the requirements and rules of the market place and financial targets. Needs motivate through inspiration and hope of potential gain. We want to move towards achieving our needs.

Fears will arise from the perception of vulnerability and will be driven by each party’s culture. Fears motivate us to move away from perceived pain or loss and are an example of motivation through desperation.

When the avoidance of fear is greater than the potential gains from satisfying the needs, then the strategic partnership is likely to dissolve in the near-term. When the potential upside (gain) exceeds the maximum downside (fear), the parties have a solid basis upon which to build a partnership.

In the above case study, the needs and fears of each party were articulated as follows:

Protecting each Party’s Interests

There are 8 areas that the parties must work on to protect their interests and nurture the partnership.

1. Protect key product features and values
2. Retain control of key relationships
3. Hold on to vital operating strengths
4. Safeguard critical technology
5. Preserve growth options
6. Maintain a strong organisation
7. Sustain financial strengths
8. Plan for unreliable relationships

Conclusion

Notwithstanding the difficulties associated with cultivating Strategic Partnerships, if managed diligently and in accordance with the above framework, both parties will benefit long-term. They will each be able to better leverage their own distinctive competences to sustain competitive advantage, unlock many synergies from collaborating, better manage and mitigate joint risk and deliver better returns for the shareholders of both companies.

Learn how you can obtain the benefits of Strategic FIT for your company and/or your alliances

Review by Robert Morris of Dallas Texas

This is an especially thought-provoking book which, as have so many others, evolved from an article published in the Harvard Business Review. According to Kim and Mauborgne, “[in italics] Blue ocean strategy [end italics] challenges companies to break out of the red ocean of bloody competition by creating uncontested market space that makes the competition irrelevant…This book not only challenges companies but also shows them how to achieve this. We first introduce a set of analytical tools and frameworks that show you how to systematically act on this challenge, and, second, we elaborate the principles that define and separate blue ocean strategy from competition-based strategic thought.” There are six principles which are introduced and then discussed on pages 49, 82, 102, 117, 143, and 172, respectively.

Frankly, I was somewhat skeptical that this book could deliver on the promises made in its subtitle. In fact, the material provided by Kim and Mauborgne is essentially worthless unless and until decision-makers in a given organization accept the challenge, are guided and informed by the six principles, and effectively use the tools within appropriate frameworks. The responsibility is theirs, not Kim and Mauborgne’s. To assist their efforts, Kim and Mauborgne focus on several exemplary companies which have dominated (if not rendered irrelevant) their competition by penetrating previously neglected market space. They include the Body Shop, Callaway Golf, Cirque du Soleil, Dell, NetJets, the SONY Walkman, Southwest Airlines, Starbucks, the Swatch watch, and Yellow Tail wine.

Of greatest interest to me is Kim and Mauborgne’s assertion that the innovations which enabled these companies to succeed with a Blue Ocean strategy did NOT depend upon a new technology. Rather, each company pursued a strategy which enabled it to free itself from industry boundaries. For Dell, that meant mass production of computers sold directly to consumers per each customer’s specifications. Quite literally, each sale is “customized.” For Callaway, creating an enlarged sweet spot to increase the frequency of solid contact for new or infrequent golfers just as, years ago, the enlarged Head racquet did so for new or infrequent tennis players. For Starbucks, creating a congenial environment within which to socialize, go online, or read while consuming coffee. All of these Blue Ocean strategies created new or much greater value for customers. Their emphasis is on the quality of experience, not on the benefits of a new technology.

According to Kim and Mauborgne, their research indicates that “the strategic move, and not the company or the industry, is the right unit of analysis for explaining the creation of blue oceans and sustained high performance. A strategic move is the set of managerial actions and decisions involved in making a major market-creating business offering.” The cornerstone of a Blue Ocean strategy is value innovation which occurs “only when companies align innovation with utility, price, and cost positions. If they fail to anchor innovation with value in this way, technology innovators and market pioneers often lay the eggs that other companies hatch.” For Kim and Mauborgne, value innovation is about strategy that embraces the entire system of a company’s activities. It requires companies to orient the whole system toward achieving a “leap” in value for both buyers and themselves. Kim and Mauborgne explain HOW to create uncontested market space wherein competition is essentially irrelevant.

To paraphrase Henry Ford, whether decision-makers think they can or think they can’t do that, they’re right.

To achieve sustainable superior performance a business must attract more loyal customers than its competitors. Every business attempts to achieve this but not many succeed.

Many organisations focus on attracting new customers whilst under-servicing their current customers. The result – customer defection. The cost of customer ‘churn’ can be crippling. This reminds me of a story.

One night a man dreamed that he had past away. He found himself standing in front of a lift and was considering whether to push up or down. He had been told so many stories about hell that he said to himself. “This is only a dream, why don’t I go down and see what hell is like”. So he pushed ‘down’.

When the elevator doors opened, he was greeted by voluptuous young women in grass skirts with bare tummies. Hawaiian necklaces were placed around his neck and a drink was put into his hands. He was wined and dined, played golf on terrific courses and had never been so well looked after in his entire life. He was brought back to reality by his wife shaking him and calling his name. She was telling him that he would be late for work if he didn’t get up immediately.

A few days later he really died and found himself in front of the same lifts that he had dreamed about a few days earlier. So naturally, he pushed the ‘down’ button. When the doors opened, he was greeted by the Devil. It was unbearably hot and he was given a large hammer and immediately put to work in atrocious conditions. He turned to the Devil and said, “what’s going on? A few nights ago, I came down here in a dream and was treated like a king. Now I come down here forever and you are treating me like a criminal. What happened?” The Devil replied “that was when you were a prospect. Now you are a customer”.

There are many reasons as to why customers defect:

1. Their patronage may not be valued

2. The company may be too internally focused

3. The product is seen as a commodity

4. Customers’ have no emotional attachment to the supplier

5. The value proposition may not be appealing to customers

6. The price that they pay may be perceived to be too high in relation to what they receive in exchange for their money

7. Competitors are better at some or all of the above

To achieve sustainable superior performance any company must consistently present win-win outcomes. See the figure below.

If customers feel that they are giving more than they are getting from the supplier, this results in a win-lose outcome from the perspective of the customer and is not sustainable. The customer feels ‘ripped off”.

If the supplier feels that it is giving more than it is getting, this is a lose-win outcome from the perspective of the supplier. This too, is not sustainable as the supplier feels it is not worthwhile.

The worst case is where both parties feel that they are giving more than they are getting, resulting in a lose-lose scenario. That is definitely not sustainable.

The only sustainable position is where both parties feel that they are receiving value for money.

The Strategic FIT Program will guide you to achieving a consistent win-win outcome. It will help you to build a large, strong and loyal customer franchise.  Loyal customers may even be prepared to pay a small premium for the real or perceived value that they receive. Loyal customers also help the supplier reduce its costs because it does not have to incur huge marketing expenditure to entice its customers. Furthermore, loyal customers will tell their friends, providing word of mouth advertising for the supplier. Not only is this free, but it is more powerful than traditional advertising approaches.

Furthermore, one of the cultural traits of superior performing businesses is that they continuously look for ways to reach more and more customers with the same or less infrastructure, time, effort energy and cost. They are also continuously seeking new or different ways to add value to the people that they reach.

We assist you to achieve a state of Strategic FIT walking and guiding you step-by-step through a process that starts with the customer, aligns the company’s service delivery to meet or exceed expectations and keeps the organisation relevant to its customers over time.

The Customer Module helps you to align service delivery to meet customer needs. It is our experience that over 80% of organisations get this wrong. They think that they understand customers’ needs and “talk passed their customers”. In this module we show you how to uncover current needs and how to elicit latent or unknown needs.

The Operating Environment Module recognises that no organisation operates within a vacuum – that it depends upon and is dependent upon its environment to succeed.  To deal with turbulence and uncertainty, we need to understand the forces driving and shaping our markets and how these are most likely to unfold over time. We walk and guide you through a process to scan your environment, understand your competitors and build potential scenarios.

Most companies today operate in slow growth, mature markets. Yet all players want to achieve growth that exceeds that of the market. The only way to achieve this, is to “take lunch away from the competition”. The Strategy Module assists you to develop  strategy to win in a competitive environment. We want to develop an offer that ‘customers cannot say no to’,  motivate and unite our people with an inspirational vision and position the business to achieve a sustainable competitive advantage. Most executives find this very challenging. We show you how it can be accomplished.

Unless the business powerfully engages its customers by mirroring their requirements and ‘speaks’ to them in a language that they understand, the company is unlikely to succeed long-term in winning and keeping customers. The organisation’s culture reflects its current capability to deliver customer and shareholder value. Accordingly,  The Culture Module helps leaders create and manage appropriate organisational change.

Leadership shapes the organisation’s future capabilities. The Leadership Module helps you build and nurture powerful and effective leadership coalitions at all levels within the business to shape, guide and lead the business to its desired or preferred future.

It is relatively easy to formulate strategy. It is far more difficult to execute well. The final Taking Action Module provides ongoing processes for keeping activity on track, deploying scarce resources effectively, and navigating towards the future – turning vision into reality.

“To know but not to do, is not yet to know“. Knowledge in and of iteself is useless! It is the effective application of that knowledge that makes the difference. Strategic FIT is the difference that makes the difference. We provide the knowledge and the support to give effect to the knowledge that you acquire on the Strategic FIT Program.

You can buy these Modules individually for US$395 each.

Or for a limited time we have an exclusive offer – All six Modules for US$1580. That is a saving of US$790.

ACT NOW and BUY THE BUNDLE!

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By consistently applying 3 universal principles, Ivan asserts that any organisation can leverage its results. Check out the Strategic FIT Program in the store for more information

Ivan Nurick talks to ING on Thinking Strategically from Strategy Workshop on Vimeo.

The Competitor SWOT is a simple way to evaluate your strengths and weaknesses relative to a specified competitor and inform appropriate action you should take to close any performance gaps.