Many companies think that strategy development is such a verbal exercise that results in a vision, mission, and values statement. In fact, this is far from enough. Strategy development is based on clearly structured and painstaking work to determine the company's position in the market, identify new areas for your business and assess their potential, seize opportunities to maximize profits, and determine the status of all the functional departments of the company and their ability to hold market positions and explore new areas.

Stratton Business Consult is a strategy consulting company that qualified by European Bank for Reconstruction and Development (EBRD). The EBRD's SME Support Program provides an opportunity to receive a grant to pay for our company's consulting services, covering 65% to 75% of the cost of the services.

Why is it better to develop the strategy with external consultants?

There are three reasons:

1 - Objectivity

External consultants do not have a "tired eye"; they look at your company in an unbiased and independent manner. Internal experts and managers, firstly, are too long and deeply immersed in the internal environment of the company and lose objectivity, and secondly, they have their own interests and comfort zones, which they do not want to leave. This will inevitably have an impact on strategy development.

2 - Broad experience

External consultants have broad industry and business expertise. They work with different companies and industries all the time, which gives them experience in solving problems that every individual client encounters once a decade or even less. They also have their finger on the pulse of the latest business and economic trends.

3 - Special skills

External consultants are trained in special skills: analysis and synthesis, solution generation, evaluation, and choosing the best solution to deliver the benefits that matter to a particular company.

Case

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Furniture company

The client, a well-established furniture company in Bishkek, approached us when it began experiencing the effects of the crisis that had engulfed the construction and related industries. Like many others in the furniture industry, the company felt the decline in sales and the corresponding decrease in profitability, despite the presence of a well-known brand and a good base of regular customers. In the course of the diagnostics and working out of the strategic growth plan our consultants revealed that the branches of the activity the company developed in addition to the main one were not only unprofitable and absorbed a great amount of resources, but the most important thing - they did not correspond to the strategic vector of the company's development. Consultants managed to identify the main problematic points, the elimination of which allowed the company not only to focus on the development of the main strategic direction, to achieve operational efficiency, but eventually to increase the profitability of the business.
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