Where should we play, and how do we win there?
Chooses the markets, customers and businesses the company competes in, and the initiatives that take it from today's value to the target.
What you receive
The strategy: where to play, how to win, the initiatives that close the value gap and the roadmap.
Today's value, the contribution of each initiative and the target value, step by step.
When to open it
- Your strategy team prepares the next strategic plan.
- Results drift away from the targets the plan set.
- A shift in technology, regulation or competitors changes the market.
What the project covers
- Market trends and profit pools by segment
- Competitive position and the sources of advantage
- Strategic options: where to play and how to win
- Value of each option and the initiatives behind it
- Targets, resource allocation and the roadmap
What your team brings
- Financial statements and the current strategic plan
- Revenue and margin by business, product and region
- Market and competitor data already on file
- Customer research and satisfaction surveys
- Investment limits and the company's financial targets
In your report
- Exhibit 1
A value bridge links today's value to the target
Today's value, the contribution of each initiative and the target value, step by step.
- Exhibit 2
Strategic options compared on value, risk and fit
Each option scored on the value it creates, the risk it carries and its fit with current capabilities.
Where it applies
- Asset and wealth management
Should we build a private markets business, or stay focused on listed equities and bonds?
Demand from our existing clients, the team and track record we would need and the fees each asset class earns.
- Agriculture and food
Should we move into processing and our own brands, or stay a supplier of fresh produce?
The margin at each stage of the chain, the capital each step needs and how our retail customers would respond.
- Automotive and mobility
Which powertrain technologies should we keep developing, and which should we buy in or drop?
Demand by region and segment, our cost position against rivals and the investment each technology still needs.
- Technology and software
Should we stay a horizontal platform or build versions for two or three industries?
Win rates and retention by industry, the product work each version needs and the price each one can command.
- Telecom and media
Should our media group invest in its own streaming service or license its content to platforms?
Revenue and cost per subscriber, the licensing income at stake and the content budget each path requires.
- Transport, logistics and infrastructure
Which segments should we grow in: contract logistics, freight forwarding or parcel delivery?
Margin and growth by segment, our cost position against rivals and the assets each one ties up.
- Travel, tourism and hospitality
Should we keep owning our hotels, or sell them and run them under management and franchise contracts?
Returns on owned property against fee income, the buyers for the assets and control over the guest experience.
- Real estate and construction
Should we enter build-to-rent housing as developer, owner or both?
Rental demand by city, available land and the return from developing to sell against holding to rent.
Start with this engagement
Write to hello@tacitude.com with the project you have in mind, and we frame the engagement with your team.