CEO RetreatEuropean technology company – Corporate Strategy
A European technology company found itself at a strategic crossroads:
– Its competitive advantage was shrinking due to R&D by much larger competitors
– Competitors were finally moving from North American to European markets, the company’s revenue driver
– Disruptive technologies in the sector were advancing rapidly
– New markets were opening up with more industrial applications, as opposed to B2C
The company was convening a series of executive retreats with a cross-functional team of experts to deal with what they perceived as a major threat to their existing business model – and perhaps even greater potential on the other side. They engaged Competitive Futures to future-proof their next business model.
Competitive Futures accompanied the CEO and expert team to present strategic-level trends to give them the larger context of their decisions. After all, the likely outcome of these meetings would not simply be the change in management of a few products, but a revolution in the corporate strategy of the entire enterprise.
Macroeconomic trend research
Executives are frequently hyper-focused on the daily management of a company, so Competitive Futures provides hard data about what areas were specifically changing their industry.
We investigated potential new markets for their existing product mix to see if the upcoming competitive threat could be avoided.
Once the size of the competitive threat was established and potential new markets explored, we broke the potential choices out into distinct future scenarios for corporate strategy.
Client ValueThe executive retreats resulted in a major overhaul to corporate strategy. The leadership team came away from the meetings realizing that the B2C markets were about to be dominated by a much better-resourced competitor, and that the major growth would come from a shift to B2B industrial markets for their technology portfolio. Moreover, the company decided to shift even further toward professional services and consulting, making use more of their intellectual property rather than compete on economies of scale in manufacturing.