Seminar:
Developing a strategy for your business
Any business develops up to some point thanks to the energy of its founder, owner. But over time, processes become more complex, the team grows, and goals become more global.
And then the understanding comes that it is necessary to form an image of the company’s future and create a clear plan on how to get there.
The problem is that top managers often have different understandings of what a business strategy is and what tools can be used to develop it. This leads to difficulties and lack of coherence at each stage: from forming an image of the future business to implementing specific initiatives that will lead to it.
If you are facing any of these problems, then you may want to consider how a strategy can help solve them:
- Price squabbles with competitors take a lot of energy, but you can’t break out of this circle.
- The business has several owners, and each of them has their own view of the future of the company, but I would like to form a common vision.
- The company operates with good profits, but business growth has been declining for several years.
- A new major player is entering the market, and this will change the balance of power in the industry - there is a lack of understanding on how to save your company.
- It is necessary to attract investment into the business, so it is necessary to work with its structure.
- Shareholders demand that the business grow - it is necessary to present them with alternatives on HOW to achieve this.
- There is a desire to scale the business and ensure its growth, but there is no understanding of how to do this.
WHAT WILL YOU GIVE
PARTICIPATION IN THE PROGRAM
WHO WE ARE LOOKING FOR AT THE PROGRAM
Business owners
Top managers
Heads of marketing departments
Business Development Directors
Heads of directions
PROGRAM CONTENT
1
Formation of a common approach
- What is a strategy? Let’s understand the terms.
- Is strategy just a ritual or an effective way to develop a business?
- Is strategy necessary in a changing environment and constant uncertainty?
- At what stage does a business need a strategy?
- Who should develop it?
Practice: “Approaches to forming a strategy development team”
- For what period should you develop a strategy?
- What to do if the company has more than one line of business? Is it possible to develop one strategy for all directions?
- What needs to be included in the strategy?
2
Formation of strategy development technology
- Creating a common information field
- We form a strategic vision for all business owners
Practice: “Analysis of cases with strategic vision”
- We collect the company information field:
- The state of the economy in countries where business is located
- Competitive environment
- Supplier companies
- Client base
- Substitute goods
- Trends and tendencies (global market, industry profile)
- Current internal state of the business
Practice: “Assessment of the internal state of a business”
- Generation of development alternatives
- Evaluating alternatives and choosing the most suitable one
Practice: "Assessment of development alternatives"
- Generating a risk map for the selected alternative
- Formation of strategy, strategic focus, description of main strategic goals
Practice: “How to formulate strategic goals”
- Formation of functional business strategies
- Formation of a list of strategic initiatives
- Transformation of strategic initiatives into a plan of specific activities for a period of 1 year
Practice: “Translating a strategic initiative into an action plan”
- Presentation of the final solution and transition to direct implementation of the strategy
3
Formation of strategy implementation technology
- How to create a framework for strategy implementation
- How to translate a strategic plan into objectives for each department
- Responsible for strategy implementation
- Approaches to control over strategy implementation
- What to do if the strategic change plan is not fully implemented
- Motivation to implement the strategy
4
Formation of technology, how to review the strategy and make adjustments to it
- What to do with strategy if external changes occur:
-
- Minor
- Strong
- “It won’t be like it was yesterday”
Practice: “Terms of reference for strategy revision”
5
What serious mistakes can you make when developing and implementing a strategy?
- Approaches to strategy
- Technologies
- Implementation of the strategy
6
Summing up and discussing the results of the program
What will you take with you after the program?
Step-by-step strategy development plan that can be applied in practice
A selection of major strategic mistakes
8 proprietary templates for working with strategy
Based on your training results, you will receive a personal consultation from the author and presenter of the program.
AUTHOR AND HOST OF THE PROGRAM
Alexander Pankov
Chairman of the Board of A.mase.S
Expert on Strategic Management
- Professional competencies include: developing a business development strategy, developing and developing business models, conducting strategic sessions, as well as training executives in management.
- Conducted more than 500 strategic sessions.
- He was a project manager for strategy implementation in 200 companies with a staff of 20 to 50 thousand people.
- Author of the book “8K Strategy Labyrinths” (publication of original techniques)
TAKE PART IN THE PROGRAM
After this, a consultant will contact you to answer any remaining questions.
Dates and location are agreed upon upon request.
HOW EVERYTHING WILL HAPPEN
Format
Offline training in classroom format. 2 days of active work in a group and individually (20 academic hours)
Theory and practice - 40/60
Workshops are conducted on live cases of the program author
General chat for the group
Support from the trainer, communication in the “answer-question” format, exchange of experience with colleagues
Seminar
