FMCG company (SME+)
Conducting a strategy meeting
Client situation
- Increased competition from IT platforms and ecosystems, dynamic changes in customer preferences, restrictions on access to foreign content, and the loss of exclusives have led to a slowdown in the company’s revenue growth and risks to the achievement of shareholder goals
Approach
- Analysis of the Russian market (trends, challenges, prospects), global trends and case studies in the digital book market, assessment of the company’s current situation and strategic position
- Preparation of materials for the strategic session
- Development, assessment, and prioritization of strategic initiatives
- Conducting a two-day strategic session with the participation of top management and key employees
1
Over
Over 100 strategic initiatives were generated within three areas of development
2
Initiatives
30 priority initiatives were selected based on a comprehensive assessment
3
Initiatives
An action plan was prepared to implement the priority initiatives
Ministry of Industry and Trade of the Russian Federation
Development of a strategy for the perfume and cosmetics industry in the Russian Federation
Client situation
- The definition of state policy for the perfume and cosmetics industry in Russia within the framework of general documents on the development of the chemical complex, combined with high growth potential in domestic and overseas markets and a range of problems at each stage of product value creation, led to the need to develop a separate strategic planning document
Approach
- Analysis of the Russian market for perfumes and cosmetics and prospects for development until 2030
- Review of international experience in the development of the perfume and cosmetics industry and government support measures
- Definition of strategic development directions and mechanisms for implementing the strategy with the participation of key industry players within the working group
- Formalization of the draft strategy and implementation plan
1
The current
The current situation and target vision for the development of the Russian perfume and cosmetics industry were described
2
A set
A set of measures for state support of the industry at all stages of the product value chain was developed
3
A draft strategy
A draft strategy for the development of the perfume and cosmetics industry in Russia until 2030 and an implementation plan for 2018-2020 were developed, providing for a 3.6-fold increase in Russian production, including through increased exports
Major food retailer
Franchising strategy development
Client situation
- The company needed to design a strategy for developing franchise stores in order to increase market share and achieve higherRTO and EBITDA for the chain
Approach
- Assessment of the market for potential franchisees in Russia, the potential for entering other countries’ markets, and the company’s current status in terms of franchising
- Conducting several workshops with various participants to discuss franchising strategy
- Formulation of franchise development benchmarks (strategic, operational, financial)
- Development of scenarios for achieving strategic goals (by number of stores, regions, formats)
1
A franchise
A franchise strategy for the retail chain was developed
2
A presentation
A presentation was prepared for the Management Board, indicating key KPIs for the franchise strategy: RTO, number of stores
3
Options
Options for achieving the strategic goal for the franchise were worked out
Manufacturer and retailer (SME+)
Development of a management system
Client situation
- Following the company’s bankruptcy proceedings, the new team needed to quickly develop a functional organizational structure and business process system that would meet the objectives of increasing business profitability
Approach
- Development of a target organizational structure with a clear division of powers and responsibilities at all levels of management
- Development of maps of key cross-functional business processes and corresponding KPI maps for managers
- Development of draft job descriptions for managers up to N-3 level
1
The proposed
The proposed organizational structure was approved by the owner
2
Descriptions
70 job descriptions were prepared for managers up to N-3 level
3
Optimization
A 15% optimization of staffing levels was agreed upon during the transition to the new organizational structure