BUSINESS OPTIMIZATION & DEVELOPMENT EXECUTIVE ASSISTANCE
Leveraging short and long-term market-back drivers with rapid evaluation of your company's and market's order to deliver standard processes to identify or optimize your tactical and strategic business development and execution strategies.
SUCCESSFUL B2B MANUFACTURING BUSINESS EXECUTION IS NAVIGATING A SAILING REGATTA
•The direct or initial path is rarely the winning path
•The winner leverages all elements within their control earlier, quicker, and more decisively to adjust better than their competition to the elements that can’t be controlled
FRACTIONAL FOCUS:
B2B Materials and Manufacturing
B2B Business Development/Optimization, AKA B2B Marketing, Product Management, Market Management, P&L Leadership, etc. have two relevant characteristics not seen in service or retail environments:
-
Business decisions are made over 99% of the time on a demonstrable and measurable value (whether you understand that value or not), and
-
All pathways lead to vertical value chains that are linked directly or indirectly to a consumer market.
01
FOCUS EXAMPLE: Contract Strategy
If you had to think a moment about what your contract strategy is, you don't really have one. Every B2B business has contracts and most even have contract templates, but that is not contract strategy. Contracting strategy should be an integral part of the business strategy that backstops downside risk and advances growth plans. It will change with market conditions as downside risk and growth plans also change.
02
FOCUS EXAMPLE:
Order-to-Deliver
Optimization
Industry and company supply chain standards and models evolve from the long-standing "normal market". The more complex the value chains the less likely these market norms and company models will function in transition or a down market. What to do? Any adaptation of the model first requires substantially more marketing forecast analysis than normal, which can't come from the sources used in normal conditions. Linking supply chain model changes to true market expectations become a matter of survival in bad enough conditions.
03
FOCUS EXAMPLE:
Alternative Value Propositions
What are you good at? "We make the best...". What your organization is good at is related to what you can or could do, not what you make. When your core market is challenged, in-market mitigation will be mostly about consolidation of demand and "adjacent markets". The problem with adjacent focus is all your competitors are pursuing similar mitigation. Maximizing value proposition ideas are not a guarantee of success, but dropping your hook in the same place as everyone else is not a differentiated approach.