Strategy, a practical approach in defining your company strategy.

1. Strictly Confidential November 2016 Slide 1
Franky Van Damme
Managing Partner, PSX Advisors
Franky.vandamme@psx-advisors.com
Strategy, a practical Approach

2. Strictly Confidential November 2016 Slide 2
Guideline
 This set off templates is made to guide your thoughts towards making a
set of discrete choices with respect to the near and medium term
strategic direction and identify the outstanding issues that form the
barriers to making these choice.
 The provided templates are based on exercises, so the content may not
always be relevant to you, just read it as an example.
 Management should inform the Strategy Committee about the As-Is
situation.
 A Strategy Workshop is not exact science, so make use off your
imagination and wildest dreams.
Use the templates as a way to …
 Together this should land in a down to earth/executable approach.

3. Strictly Confidential November 2016 Slide 3
What is a Strategy
Strategy is about getting from where you are now to a place
where it is worthwhile being. Strategy is also about
getting there through competitive advantage,
with least difficulty and in least time.
A strategy is an integrated set of choices
which positions the firm in its industry so
as to create sustainable advantage
relative to competition and superior
financial returns

4. Strictly Confidential November 2016 Slide 4
Strategy, is about….
 Making a set of choices
 Create superior shareholder value
 Formulate an answer to Key questions
from Board members and Shareholders
 Setting the Management agenda

5. Strictly Confidential November 2016 Slide 5
The Cascade of Choices
How will we
win in
chosen
markets?
What
management
systems are
required?
What are our
goals and
aspirations?
What
capabilities
must be in
place to win?
Where will
we play?
 In what market space(s)?
– Products
– Channels (partners)
– Customer segments
– Geographies
 What is our unique value
proposition to the target
markets?
 What are our sources of
competitive advantage  Organizational
strategy

6. Strictly Confidential November 2016 Slide 6
 Range of options considered
 Real tradeoffs made
 Resources focused
Genuine
Robust
Actionable
Compelling
 Strategic logic tested
 Valid, asymmetrical data utilized
 Translated into concrete action plans
 Implementable in relevant time frame
 Management team cognitively and emotionally
committed
Characteristics of a Good Strategy

7. Strictly Confidential November 2016 Slide 7
Challenges to Making Strategic Choices
 Choices do not get made
– Continual study of unresolved “issues”
– Decision / gridlock
 Choices appear to get made, but fall apart
– False consensus
– Weak consensus
 Choices are not robust
– Invalid data
– Untested inferences
 Choices get made, but action is not timely
– Drawn-out choice process
– Time consuming “buy-in” process

8. Strictly Confidential November 2016 Slide 8
The Strategy Framework
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
© PSX nv
Initiation
Implementation

9. Strictly Confidential November 2016 Slide 9
Provide input to Key Questions
•Which subjects need to be tackled by the
Strategy Committee?
•Which critical issues/questions need to be
resolved by the Strategy Committee?
•What do you see as the major
Value Drivers for The Company?
•…
Board involvement is required
Agreement on
•Mission of the Strategy Committee.
•Team members of the Strategy Committee.
•…
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
© PSX nv

10. Strictly Confidential November 2016 Slide 10
Goals and Aspirations
 Mission – Vision - Goal
 Values – Non Negotiables
 Timing
 Financial objectives
 Non-financial objectives
 Quality objectives
 Value drivers
 Critical issues – Key questions

11. Strictly Confidential November 2016 Slide 11
Key Figures
•Where did The Company generated revenue in
the past years?
•Which business segments are the most
attractive?
•What's our Relative Market Share?
•Where does The Company invest in?
•What amount of new business does The
Company creates?
•Which Products/Clients generate the most
ROI?
•…
The Achievements
Clients
•How happy are the Clients?
•Why do Clients buy?
•Why do we Win/Lose business?
•How do prospects view The Company?
•…
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
© PSX nv

12. Strictly Confidential November 2016 Slide 12
Knowing Your Business
 Revenue
 Order Intake
 Investments
 Financials
 Staff
 SWOT
 Customer Satisfaction

13. Strictly Confidential November 2016 Slide 13
The Market
•What’s on the agenda of the … Institutions?
•What are the Trends in the … Market?
•Where does the Market invest in?
•How big is the market?
•What is the most attractive market?
•…
The Market
The Competition
•Where is the Competition active?
•Where have they invest in?
•Why do they Win business?
•Who will be the future Competitors?
•…
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
© PSX nv

14. Strictly Confidential November 2016 Slide 14
The Market
 Industry Attractiveness
 Customer Purchasing Criteria – Key Success Factors
 The Five Forces – Porter
 PESTEL
 Total Market Demand
 Demand Forecasting

15. Strictly Confidential November 2016 Slide 15
Competitiveness
 Market Players
 Competitive Advantage and Position
 Competitors Key Figures
 Grant Analysis

16. Strictly Confidential November 2016 Slide 16
Creating Scenarios
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
© PSX nv

17. Strictly Confidential November 2016 Slide 17
Creating Scenarios
 Mapping your ideas
 The Critical Uncertainties
 Portfolio Strategies – Mc Kinsey
 Relative Market Share – BCG
 Market Strategies – Ansoff
 Competitive Strategies – Porter
 Market Positioning – Treacy & Wiersema
 Blue Ocean Strategy – Kim & Mauborgne
 Progressive Approximation

18. Strictly Confidential November 2016 Slide 18
Developing Scenarios
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
© PSX nv

19. Strictly Confidential November 2016 Slide 19
Developing Scenarios
 Vision and Value Proposition
 Market potential and Attractiveness
 Business Model Canvas
 Operational and Financial aspects
 The competitive position
 Key Performance Indicators and Key Success Factors
 Acceleration and Fall back
 Risk assessment
 Potential Roadblocks

20. Strictly Confidential November 2016 Slide 20
Evaluating Scenarios
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
© PSX nv

21. Strictly Confidential November 2016 Slide 21
Evaluating Scenarios
 Points of Tension
 Data Validation
 SWOT assessment
 SAF assessment
 Missing Data and Information

22. Strictly Confidential November 2016 Slide 22
The Chosen Strategy
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
© PSX nv
Initiation
Implementation