You've reached a place where the work is done with great thoroughness, and in the strategic field quality prevails over quantity.
Whether market research is required or information is gathered from secondary sources, we know how to accurately diagnose and analyze the existing situation and to draw conclusions from market data about what needs to be done, while building economic-marketing models and drawing on the deep understanding gained over our many years of experience.
Whether you need to expand an existing business or build a new one, receiving service from a company that specializes in economic and strategic analysis and has experience and top-tier clients is the right thing to do.
A strategic-marketing report is composed of many chapters, and each chapter requires a different kind of expertise. The initial strategic view is at the level of the vision and/or the business objectives, and then, in greater detail, the setting of goals and the way to achieve them. A strategic report cannot be built without expertise in diverse fields, and we are the ones who know how to cover all the topics involved in preparing the report.
Our approach is highly personal, thorough, in-depth, and based on market analysis and economic models built from that analysis.
We have no doubt that anyone who reads the report we prepare will be able to clearly understand the conclusions, the level of risks to which the business will be exposed as a result of its moves, and its chances of success after factoring in competitors' responses.
Usually, a large company has diverse connections, but it should be remembered that even these connections are not always available to the consulting client company, and therefore this issue should be examined and clarified in a conversation with the advisor. Most companies will boast of their connections, but in practice this is usually not possible due to business motives over which the advisory company has no control.
In addition, a large company is measured by the number of its advisors. Not every advisor, however nice, is suited to carrying out the advisory, and therefore it is necessary to ensure that the advisor assigned to the task is suited to the company. This is different from a company whose number of advisors is small but who are considered high-quality and are therefore able to advance the consulting client company in a better way.
Beyond that, regarding the matter of price, a large company has relatively high overheads and therefore the costs are usually higher than those of small companies. A large advisory company usually responds relatively slowly and the availability of its advisors is limited. A small and flexible company will usually respond faster to needs, and therefore one should not necessarily draw conclusions from the relative size. Each case on its own merits.
Although the interpretation of strategic advisory is sometimes a varied matter, there are several companies considered leaders in the field due to their size and the diversity of their activities.
There are companies in the field of local and international tax advisory, the financial field, accounting, and so on, that also provide strategic advisory to businesses due to their specialization in various fields and their ability to create integration between them.
A strategic advisor usually does not take direct responsibility for his recommendations, even though his reputation is built from his analytical ability and his capabilities in the field of strategic advisory.
Still, if a task fails for one reason or another, the advisor, as the one who charted the plan, will bear overall responsibility for it, and even if it is not his direct fault, since he was supposed to foresee possible obstacles.
This is a reason that creates reluctance among business owners toward strategic advisory, in which they feel they have no supporting and assisting pillar in decision-making. This view is mistaken, and a suitable strategic advisor can be dedicated to his work and provide great assistance.
Likewise, since business owners lack confidence in their business ability to realize the plans, whether in the planning and/or execution stage, they give up in advance on important and essential services for businesses interested in expanding and/or maintaining what exists and/or improving their profitability.
Businesses that are aware of the advisor's power and his abilities to chart paths that may propel the business to success derive great benefit from it.
Thoroughly knowing the market in which the business operates is an important matter that must be kept up to date on an ongoing basis.
Business owners are focused on an ongoing range of problems such as operations, financing, oversight and control, and so on. In certain businesses, time is required to understand the market and the changes within it. Business opportunity and threats are sometimes hidden and are not revealed in time, unless they are examined on an ongoing basis by the advisor and the business owners and through mutual feedback.
A strategic advisor should examine, as written above, the state of the existing market in terms of competitors, target audiences, opportunities, threats, and anticipated changes in the market.
A strategic advisor does not deal with the financial field and its implications, but rather with the tasks of market analysis and marketing strategy. Unlike a strategic advisor, business advisors deal with all the functions in the business, including finance, and do not focus only on the strategic-marketing field.
As written, the market examination is carried out by mining data from several sources: internal sources within the business, through conversations with sales, marketing, and management personnel; external and secondary sources appearing in the press, the internet, academic articles; as well as sources within the industry with whom the strategic advisor has working relationships.
In other words, the strategic advisor keeps up to date on an ongoing basis regarding the existing situation and draws conclusions about the business's preferred courses of action.
The strategic advisor draws conclusions and builds possible courses of action that suit both the existing operational situation of the business and the existing or new business concept that he will chart.
The number of options is large, but adapting to capabilities and finding an optimal path or method to advance the business is a part that requires great effort and creative thinking ability.
Not only does he have to plan, he is also required to navigate his way within the organization and convince the decision-makers why his approach is preferable.
Usually the strategic advisor submits a report detailing his conclusions, and management discusses it.
After a path has been chosen, the advisor's role is to guide all the functions in the business, their roles, and what is expected of them.
Read what the differences are between tactical advisory and strategic advisory »
Suppose the advisor identifies the entry of competitors with dumping prices from the Far East into the Israeli market.
He examines their price levels, the quality of their products, and the threat facing the business, relating to a possible departure of customers.
The strategic advisor is required to examine cases that occurred in the past and what their outcome was, ways to cope with the threat, and whether the target audience the business works with would buy products from the Far East as a substitute for the business's products. The number of options and solutions is large, but ultimately the solution that must be chosen is not always easy to attain.
The advisor may recommend opening a second line of products imported from the Far East, to be offered at prices lower than expected from the competitors, in order to dispel the threat.
Alternatively, or in addition, to launch an advertising campaign that creates a distinction between the company's products and imported products as mentioned.
Another option is to open a line for international marketing of higher-quality products, thereby reducing the need to compete in the local market, and many more options that take into account the business's positioning, its market share, and its budgetary capabilities.
Suppose a business in the field of martial arts. The business needs to open a branch and expand.
The advisor located a suitable place where there is demand for learning martial arts.
On the other hand, he discovered that a fitness center of a leading company operates at the location.
The advisor is required to weigh several alternatives while taking into account the market data.
He sketches a profile of a martial arts customer versus a gym consumer, analyzes the socioeconomic situation of potential customers, and whether martial arts constitutes a substitute product (instead of, or as an alternative) or a complementary product (in addition) to the activity of a gym.
After reaching conclusions, he is required to give thought to the preferred ways to increase the number of customers.
If we suppose he reached the conclusion that martial arts is a substitute product to gym activity, he can approach the customers and compete directly with the competitor.
If he reaches the conclusion that the product is complementary to gym activity, he may leverage the competitor's marketing lever and reach its customers in one way or another, and even create a collaboration with the competitor to strengthen both businesses, assuming that the customers' budget line allows for this.
If we take the complementary product option, he may examine a collaboration with the competitors in such a way that every customer who registers for a gym receives X introductory martial arts lessons at a reduced cost, and vice versa.
There are several options, but at their core, an in-depth analysis of the target audiences and competitors is required.
A business and strategic advisor does not himself carry out what is required after he has charted an action plan.
He submits the plan to management and oversees the manner of execution while continuously monitoring the course that was decided to be the appropriate one.
Certain businesses, after receiving the advisor's conclusions, may appoint a project manager whose task this is, and allow the advisor to continue his original work, thereby saving relatively valuable time.
On the other hand, the advisor will need to examine and guide those in charge of executing the project, since he charted it in cooperation with the decision-makers.
A good strategic advisor who is familiar with the field of activity of businesses in a particular industry is a substantial business need, since he focuses on analyzing markets, drawing conclusions, and charting plans. If business owners are wise enough to understand this, they may receive a return dozens of times greater than the cost of the advisory. In practice, most of the business successes of leading companies and businesses were attributed to the good and effective strategic advisory they received, even if they realized the plans charted by these advisors at a later stage in their business path
Dozens of successful deals and satisfied clients in the field of business advisory and brokerage.
We accompany you step by step, from the first meeting until achieving the result.
Maintaining absolute confidentiality of your business details and financial information.
Advanced economic models and decision-making based on precise data.
Leave your details or call now to schedule an introductory meeting - free of charge and with no obligation.
