Strategic business plan

A large number of organisations base their business strategy on the intuition and industry experience of their managers. This form of management could fall on the short term and on the inputs that receive continuously, almost always based on the network of relationships that managers have.

In an environment as dynamic and changing as the current one, in addition to the short term, it is necessary to have a medium and long term vision. Directing involves making the right decision at the right time. Do I consolidate my position in the market, or do I risk growing? Will I hire more personal or do I resort to subcontracting? Will the regulatory framework of my product or services change? Invest? What subsidies do I have? Do we have to open up to new markets? With what guarantees? Is the absorption of a competing company a valid mode of growth? How do the leading companies in my sector work? When is it convenient to transfer the management of my company? How to do it in the best conditions? If something fails, what is the best contingency plan?

The continuous and agile adaptation of the company requires more than intuition and sector experience. It involves data, figures, external and internal information; in short, a strategic plan must clarify the current situation and facilitate the planning and monitoring of the company’s future positioning.

The increasing complexity of the financial world forces management to be active. You do not always have sufficient means or information to analyse all the implications; however, how these implications are resolved will lead to success or failure in the future.

OAK develops business strategy consulting projects. Our technical staff develops strategic plans for our clients, supported by an excellent work team.

• Analysis of the company’s current business model (markets and alliances, products and services, among others) allows obtaining a global and interrelated vision of the different factors that play a significant role in the company’s activity in the market.
• Analysis of assets, production system, tangible and intangible resources, and company skills.
• Reflection on the company’s real situation in terms of balance sheets and income statements, turnover, margins, structure costs, among others.

• Analysis of external forces (political, social, economic and technological) that influence and affect the company, including achieving the company’s objectives. We start from the SWOT analysis and Porter’s five forces analysis (customers, suppliers, competing products).
• Study of the area of influence of the company: Evolution of the population, trends in demand and consumption of the company’s products and services, trends in distribution channels, consumption habits, strategic lines of the leading sector companies, comparative of ratios with other sectorial companies, the situation of different markets, public action policies, the evolution of general socioeconomic indicators.

Based on the research work carried out in the internal and environmental analysis, we draw up a report of conclusions on the organisation’s current viability and the strategic positioning that the company should adopt in the future to ensure its viability. We also specify the structural needs that are going to be required.

Action plan following the conclusions obtained, which will define:

• Definition of the restructuring project: axes and strategic objectives.
• Production plan: definition and planning of technical and infrastructural needs required by the plan. Investigation and development. The operational program, strategic positioning and competitive advantages.
• Marketing plan: Communication, advertising, image and public relations strategy, pricing policy, customer loyalty, customer service and attention policy, market penetration strategy, marketing plan.
• Sales plan: strategy, salesforce, forecasts, sales objectives and conditions, sales budget.
• HR and organisational structure: key project personnel, working and remuneration conditions, HR plan, HR forecasts.
• Legal and corporate aspects: licenses and rights, legal obligations, permits and limitations.
• Calendar, launch and investments: operational calendar, launch plan, planned investments, budget.
• Expected results: Fundamental indicators, breakeven point, five-year results, cash flow, financial ratios, working capital, net worth, internal control systems.
• Financing Plan: Financial needs and financing plan.
• Risks and conclusions: Opportunity, the impact of changes. Strengths, security and profitability.
• Contingency Strategies