MARKET DRIVEN STRATEGY DEVELOPMENT & DEPLOYMENT

For most companies ‘potential’ performance is more than 2x that of ‘realized’ performance.  Typically, this is because existing ‘strategic planning’ processes do not ensure a focus of top management time on what matters most – the needle moving priorities.  This fragmented focus translates into management forums that don’t produce quality decisions, breakdowns in accountability for strategy execution and resource allocation that is poorly aligned with headroom for growth and prospective value creation. 

 

TRC works with leadership teams to build alignment around those strategies, priorities and actions most likely to move the needle on performance.  We operationalize those priorities via an agenda management framework that separates the immediate ‘delivery’ priorities (those high priority initiatives and investments ‘in the plan’) from medium-term ‘decision’ priorities (those high value at stake opportunities that represent upside to the plan).  And – importantly – these priorities are informed by combining existing management perspectives with better, externally-oriented insight into market profit pools, our client’s competitive positioning, and accessible headroom for growth or profit improvement.

 

 

Cascading Delivery & Decision Agendas

BU Segment  #4

Nature of the Opportunity

Preliminary Options

BU Segment  #3

BU Segment  #2

Strategic Agenda

Nature of the Opportunity

Preliminary Options

Inc. EBITDA (2016)

Total Value

($M)

Investment

Required ($M)

Key Dialogue Dates

BU Segment  #1

Strategic Agenda

Nature of the Opportunity

Preliminary Options

Inc. EBITDA (2016)

Total Value

($M)

Investment

Required ($M)

Key Dialogue Dates

 

1. Invest in 3 lines in Miami

2. Retrofit 2 lines in Boston

3. Outsource production

 

 

 

 

1. Establish leadership in all types of plastics seals

2. Double down on organic

 

 

1. Invest in 2 new lines

2. Pursue EU partnership

 

 

 

1. Reduce overhead only

2. Exit bad actors and replace with attractive volume in existing plants

3. Enrich mix & consolidate plants

4. Reconfigure into new plants (Buffalo, DC)

10

 

 

 

 

 

 

4

 

 

 

 

12

 

 

 

 

10

 

 

 

 

 

68

 

 

 

 

 

 

77

 

 

 

 

54

 

 

 

 

76

 

 

 

20

 

 

 

 

 

 

16

 

 

 

 

9

 

 

 

 

10

 

 

February 2014

 

 

 

 

 

 

February 2014 / May 2014

 

 

 

June 2014

 

 

 

 

December 2014

 

 

 

1. Canned

Goods

 

 

 

 

 

2. Cheese

 

 

 

 

3. Fresh

Food

Pouches

 


4. Portfolio /  Network Optimization

Identify best means to leverage technology and service advantage as a basis for materially accelerating growth in canned goods market

 

 

Profitably manage plastic seal business and conversion from plastic seal to fresh seal & composite formats

 

Invest and grow in attractive Fresh Food Pouches (e.g., Big Food Co.)

 

 

Better align capacity and cost structure with the most profitable mix of customer demand

TOTAL

36

275

55

Key Dialogue Dates

Investment

Required ($M)

Total Value

($M)

Inc. EBITDA (2016)

Preliminary Options

Nature of the Opportunity

Strategic Agenda

Strategic Agenda

Inc. EBITDA (2016)

Total Value

($M)

Investment

Required ($M)

Key Dialogue Dates

  • Externally grounded, market-driven understanding of profit pools, competitive positioning and accessible headroom for growth
     

  • Clearly established – and cascaded – Delivery (in the plan) and Decision (upside to the plan) agendas that reflect the most significant growth and/or profit enhancement priorities across the organization
     

  • A tight linkage between strategic planning, budgeting, target setting and resource allocation processes
     

  • A continuous agenda driven process that ensures effective deployment of existing priorities as well as an ongoing refresh of the agendas over time

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