Growth is determined less by the industry a company is in than by the everyday choices managers make about how to serve key markets and customer segments. This dynamic takes on greater significance today as traditional industry boundaries become blurred by competitors crossing into adjacent markets to take advantage of advancements in technology, alternative business models, and emerging consumer trends. Companies need to keep their best customers close, but they must also be sensitive to shifts in marketplace value and alert to disruptive forces that can build just beyond management’s line-of-sight.
We help business leaders, pressured by day-to-day performance requirements, take a step back to understand why their best customers buy, who they could sell to but do not, and whether current plans will meet long-term strategic aspirations. Then we help them decide what to do and provide support through the implementation process, including assistance with M&A projects.
- Phil McFarren, President of McFarren Group
Does your company’s growth program lead to differentiation?
Corporate strategy boils down to understanding a business’ marketplace value and describing what must happen to be able to deliver that value over time. The details about a strategy are more general at the enterprise level, with plans becoming increasingly specific at the levels of individual business units and market segments. Strategic plans at all levels need to be mutually supportive and provide the necessary framework for the interim annual operating plans of the business. A good strategic plan is like a story told in a series of flashbacks from some well described future. Each flashback represents an important milestone in the company’s journey. It should have enough detail to guide the future choices that will lead to the mission being realized.
DENTON/NEELY helps facilitate this process with leadership teams by taking a hard, objective look at market trends and other internal and external factors driving a firm’s revenue and overall development. Once consensus around a plan emerges, we help executives sort out the relevant considerations related to having a business model capable of delivering the value proposition to customers, effective processes for sensing and responding to competitive forces, and measurement systems that ensure the right things get done without adding complexity.
Acquisitions and divestitures can be useful tools for accelerating corporate strategic development. Acquisitions can be means of achieving scale in target markets, repositioning to exploit the potentials of adjacent markets, or buying rather than building new competencies. Divestment can bring sharper business focus while lowering complexity, and it can be a source of cash. Effective corporate development in either case starts with strategic clarity that must be supported by a robust M&A process to mitigate risk and ensure value capture.
DENTON/NEELY can help improve your likelihood of successful transactions by assisting in the development of an M&A game plan that includes criteria for decision-making, ranked options and situational contexts to advance the strategic plan. We can help validate assumptions through the due diligence process and provide transaction and post close integration support, including temporary management services.
Effective marketing strategy thoroughly dissects the external environment facing a company. Megatrends and economic cycles drive big picture demand, influencing competitive intensity, while market and customer segments determine winners and losers. Companies need to address both ends of this continuum, yet many limit their focus to only broad macro factors or anecdotal information from sales staff.
DENTON/NEELY consultants provide deep analyses of markets and customer transactions necessary for differentiated, solutions-oriented strategies so that clients can capitalize on market shifts for growth, increase customer loyalty, and dictate competitive developments. Our work leads to discoveries about unmet customer needs, creating new options for the firm to sell more to existing customers, penetrate new markets, or expand on the value chain with innovative solutions. We help develop an effective field sales - marketing interface to ensure managers at all levels have the full picture when making decisions.
Great strategies need great commercial follow through comprised of the right go-to-market models, skills in communicating value concepts, and measurement systems for tracking results and market developments. We have installed successful, collaborative approaches across direct and indirect selling platforms, and we have improved front-line selling capabilities in consumer and industrial markets worldwide.
DENTON/NEELY combines in-field observations and analyses of the Sales-Marketing department interface to help clients improve territory and account management, call planning, preparing for negotiations and delivering compelling presentations, handling objections and closing sales. These are specific skills that can be learned. Moreover, capabilities in these areas can be measured and steadily improved through in-field training and monitoring processes.