Flevy Strat Dev Discussion Deck

Strategy Development
Discussion Deck Template
This is a discussion deck template for a corporate strategy development session.

In this discussion, we go through a 2-prong approach to growth and evaluate the
merits of various growth drivers. From the 2-prong approach, various scenarios
can be generated in the discussions and dashboards are used to evaluate each
scenario.
Flevy (www.flevy.com) is a marketplace for
business documents—specifically, documents
used by folks who work in a business function
(e.g.Marketing, Corporate Finance, IT, etc.).
These documents can range from Excel
Financial Models to customizable PowerPoint
Templates to "How-To" Business Frameworks.
Flevy was founded under the principle that Contact Us

companies waste a lot of time and money Please contact us with any questions you may have
about our company.
recreating the same foundational business
• General Inquiries
documents. Our vision is for Flevy to become a support@flevy.com
comprehensive knowledge base of business • Media/PR
press@flevy.com
documents. All organizations, from startups to
• Billing
large enterprises, can use Flevy— whether it's billing@flevy.com
to jumpstart projects, to find reference or
comparison materials, or just to learn. Write to Us
Flevy.com
315 W. 33rd St., Ste. 35C
New York, NY 10001
Page 2
Contents
• Introduction to Prong 1 and Prong 2 Concept
• Prong 1 Overview
• Prong 1 Scenarios
• Prong 2 Scenario
Page 3
Introduction to Prong 1 and Prong 2 (1 of 3)
High
urgency
TODAY TOMORROW DAY AFTER
OPTION A
Boost performance of • COMPANY can either work on

boosting the performance of its core
existing business model business and let the business
(STAY WITH THE CORE) continue as is
• This is LOW RISK
OPTION B
• COMPANY can further the
First, boost performance of Next, transform the business into a first option by transforming
the business into a
existing business model Technology Manufacturing Company Technology Manufacturing
(STAY WITH THE CORE) (GO FOR MORE) Company
for sustainable growth
• This is MEDIUM RISK
OPTION C
• The final option is for COMPANY
Immediately transform the business into a to immediately begin its
Technology Manufacturing Company transformation into a Technology
Manufacturing Company
(GO FOR MORE)
• This is HIGH RISK
Page 4
Our options essentially boil down into 2 sets of scenarios:

Stay with the Core (AKA Prong 1)
Go for More (AKA Prong 2)
PRONG 1 PRONG 2
Stay with the Core Go for More

• Extend beyond the core business of ible circuits
• Continue to develop COMPANY’s core business of
ible circuits • Any M&A will operate outside the current
organization
• Any potential M&A will be a tuck-in
• The primary objective is to grow COMPANY’s
• The primary objective is to boost the performance of
portfolio of offerings and transform it from a ible
COMPANY’s existing business model, which is an
circuits manufacturer to a Technology Manufacturing
immediate need
Company
Page 5
Our business has 3 primary drivers of value—these drivers provide a

framework to evaluating growth and transformation scenarios
Manufacturing Process & Product

Customers
& Operations Engineering
• We are nearing its manufacturing • We currently have process and • We have great customers,
capacity, so there is an impending engineering IP associated with including the 2 largest customers
need to expand capacity—either ible circuit products • However, on of our biggest risks
through building a new plant or • To transform into a competitive is also customer concentration,
acquiring one Technology Manufacturing with 1 contributing 80% of our
Company, we should increase our gross margin
process and product engineering
IP
Page 6
Contents
Page 7
Prong 1 – Stay with the Core
PRONG 1
Stay with the Core
How
should we
grow?
Grow Grow
organically inorganically
EXAMPLE 1 What do we
Stick to your knitting, acquire?
grow organically
Acquire Acquire
facility like company
Process &
Manufacturing Manufacturing
Product
& Operations & Operations
Engineering
EXAMPLE 2 EXAMPLE 3
Stick to your knitting, Stick to your knitting,
acquire facility acquire like company
Page 8
Scenarios
Example 1: Stick to your knitting, grow organically
PRONG 1 PRONG 2
STAY THE COURSE
EXISTING EXISTING EXISTING

Customers
Organic growth of customers if

incremental (and not proportional to
the increase in capacity)
Reaches capacity limits due to organic
Benefit
growth—build new plantrication facility
Page 9
Scenarios
Example 2: Stick to your knitting, acquire facility
PRONG 1 PRONG 2
XXXX MODEL

Customers
Acquire new circuit plant to meet

Acquired plant also brings new
Benefit
growing capacity demands for

customers
COMPANY’s existing products
Page 10
Scenarios
Example 3: Stick to your knitting, acquire like company
PRONG 1 PRONG 2
XXXX MODEL

Customers
New plant brings engineering

capabilities beyond circuits
Acquire a new plant that can produce
Acquired plant also brings new
COMPANY’s current circuit products,
Benefit
customers
as well as new related products
Page 11
Contents
Page 12
PRONG 1 PRONG 2
Scenarios Stay with the Core Go for More
<SCENARIO X> Dashboard

IMPACT ON CORE DRIVERS OF VALUE
OVERVIEW
• Filler text Manufacturing Process & Product

Customers
• Filler text & Operations Engineering
• Filler text
• Filler text • Filler text • Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
Revenue growth 1  3 4 5 (Highest)
FINANCIAL ANALYSIS
• Filler text
Margin growth 1 2 3  5 (Full satisfaction)
• Filler text CORPORATE RISKS
• Filler text
Direct labor unrest 1 2 3 4 5 (Full satisfaction)
Customer concentration 1 2 3 4 5 (Full satisfaction)
Pricing and margin pressures 1 2 3 4 5 (Full satisfaction)
Technology innovation 1  3 4 5 (Full satisfaction)
Talent management, BCP 1 2 3 4 5 (Full satisfaction)

TECH MFG COMPANY 1 2 3 4 5 (Full satisfaction)
Page 13
PRONG 1 PRONG 2

OVERVIEW

Customers
• Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
FINANCIAL ANALYSIS
• Filler text
• Filler text

Page 14
PRONG 1 PRONG 2

OVERVIEW

Customers
• Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
FINANCIAL ANALYSIS
• Filler text
• Filler text

Page 15
Contents
Page 16
Prong 2 – Go for More
PRONG 2
Go for More
Grow
inorganically
What is our
strategic
goal?
Extend Manufacturing
Capabilities Financial
Extend Design/
buy
Engineering
Manufacturing Capabilities
& Operations
Process &
?
Product
Engineering
EXAMPLE 4
Transform the business, extending
your value chain
Page 17
Scenarios
Example 4: Transform the business, extending our value chain
PRONG 1 PRONG 2
CISCO MODEL

Customers
Manufacturing Engineering Customer

synergies & IP synergies base synergies
NEW NEW NEW
Acquire new company with existing

manufacturing facilities and Acquired company brings IP and Acquired company has existing
capabilities; and management team engineering capabilities established customer base
and capabilities
Page 18
Contents
Page 19
PRONG 1 PRONG 2

OVERVIEW

Customers
• Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
Revenue growth 1  3 4 5 (Full satisfaction)
FINANCIAL ANALYSIS
• Filler text
• Filler text

Page 20
PRONG 1 PRONG 2

OVERVIEW

Customers
• Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
FINANCIAL ANALYSIS
• Filler text
• Filler text

Page 21
PRONG 1 PRONG 2

OVERVIEW

Customers
• Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
FINANCIAL ANALYSIS
• Filler text
• Filler text

Page 22
Appendix
Have you downloaded our free primer on Strategy Development &
Strategy Execution?
Download our primer on Strategy Development

Strategy Execution for Free here:
http://flevy.com/strategy-frameworks
DESCRIPTION PARTIAL PREVIEW

• Strategy without execution is merely theory.
Many companies develop robust strategies, but
struggle with operationalizing their strategies
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• This 54-slide presentation introduces 12
powerful business frameworks spanning both
Strategy Development and Strategy Execution.
• Topics covered include: Porter's Five Forces,
Consolidation-Endgame Curve, Hoshin Kanri,
Product Lifecycle, Consumer Adoption Curve,
Balanced Scorecard, Blue Ocean Strategy,
BCG Matrix, SWOT, PEST, Marketing Mix,
Organizational Hurdles.
Page 24
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amount of the sales? What if you were to only hire the “best of the best?”
Download the Fiaccabrino Selection Process

Primer for Free here:
http://flevy.com/fiaccabrino-selection-process
DESCRIPTION THE 16 HUMANISTIC ATTRIBUTES + BEHAVIORAL QUADRANT

• In most sales organizations, there are 2
crippling truths—1) 80-90% of sales are
generated by only 20% of the sales team and
2) turnover is abysmal.
• The Fiaccabrino Selection Process (FSP) is a
proven methodology for increasing sales and
reducing turnover. It teaches you how to select
only the "best of the best" for your organization.
• Whereas the methodology was originally
developed for a sales organization, it can easily
be modified and tweaked for other functions.
• The core of the framework is to understand 16
critical Humanistic Attributes.
Page 25
Flevy (www.flevy.com) is a marketplace for
business documents—specifically, documents
used by folks who work in a business function
(e.g.Marketing, Corporate Finance, IT, etc.).
These documents can range from Excel
Financial Models to customizable PowerPoint
Templates to "How-To" Business Frameworks.
Flevy was founded under the principle that Contact Us

companies waste a lot of time and money Please contact us with any questions you may have
about our company.
recreating the same foundational business
• General Inquiries
documents. Our vision is for Flevy to become a support@flevy.com
comprehensive knowledge base of business • Media/PR
press@flevy.com
documents. All organizations, from startups to
• Billing
large enterprises, can use Flevy— whether it's billing@flevy.com
to jumpstart projects, to find reference or
comparison materials, or just to learn. Write to Us
Flevy.com
315 W. 33rd St., Ste. 35C
New York, NY 10001
Page 26

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Strategy Development

Discussion Deck Template

This is a discussion deck template for a corporate strategy development session.

Flevy was founded under the principle that Contact Us

• Introduction to Prong 1 and Prong 2 Concept

TODAY TOMORROW DAY AFTER

Boost performance of • COMPANY can either work on

Our options essentially boil down into 2 sets of scenarios:

Stay with the Core Go for More

Our business has 3 primary drivers of value—these drivers provide a

Manufacturing Process & Product

• Introduction to Prong 1 and Prong 2 Concept

Stay with the Core

Stay with the Core Go for More

STAY THE COURSE

EXISTING EXISTING EXISTING

Manufacturing Process & Product

Organic growth of customers if

growth—build new plantrication facility

Stay with the Core Go for More

EXISTING EXISTING EXISTING

Manufacturing Process & Product

Acquire new circuit plant to meet

growing capacity demands for

Stay with the Core Go for More

EXISTING EXISTING EXISTING

Manufacturing Process & Product

New plant brings engineering

• Introduction to Prong 1 and Prong 2 Concept

Scenarios Stay with the Core Go for More

<SCENARIO X> Dashboard

• Filler text Manufacturing Process & Product

Talent management, BCP 1 2 3 4 5 (Full satisfaction)

Scenarios Stay with the Core Go for More

<SCENARIO X> Dashboard

• Filler text Manufacturing Process & Product

Talent management, BCP 1 2 3 4 5 (Full satisfaction)

Scenarios Stay with the Core Go for More

<SCENARIO X> Dashboard

• Filler text Manufacturing Process & Product

Talent management, BCP 1 2 3 4 5 (Full satisfaction)

• Introduction to Prong 1 and Prong 2 Concept

Stay with the Core Go for More

EXISTING EXISTING EXISTING

Manufacturing Process & Product

Manufacturing Engineering Customer

NEW NEW NEW

Acquire new company with existing

• Introduction to Prong 1 and Prong 2 Concept

Scenarios Stay with the Core Go for More

<SCENARIO X> Dashboard

• Filler text Manufacturing Process & Product

Talent management, BCP 1 2 3 4 5 (Full satisfaction)

Scenarios Stay with the Core Go for More

<SCENARIO X> Dashboard

• Filler text Manufacturing Process & Product

Talent management, BCP 1 2 3 4 5 (Full satisfaction)

Scenarios Stay with the Core Go for More

<SCENARIO X> Dashboard

• Filler text Manufacturing Process & Product

Talent management, BCP 1 2 3 4 5 (Full satisfaction)

Download our primer on Strategy Development

DESCRIPTION PARTIAL PREVIEW