Business sharks

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Business sharks

  1. 1. Strategic gameplan for SPGBusiness Sharks Team12 December 2011
  2. 2. Our team is chosen and trusted among others because of strongpersonalities, diverse experience and portfolio of projectsBusiness Sharks Alex Sergey Alex Denis MSU ‘12 MIREA ‘11 RBS, London ‘11 MSTU ‘11Education Applied math Cybernetics Global Mgmt Engineering & Mgmt Intern, BIG4 Audit 2.5Y IT consulting Intern, project-mgmt. 1.5Y IT consulting 2Y of teaching IT 1Y Mentoring in IT Organized logistics 2Y accountingExperience 2Y of software dev. 1Y IT Support of Formula1 events 0.5Y retail salesExecuted Coached a winner of Participated in Team leader of McKinsey case All-Russia applied logistics startup Russian student’s championshipprojects research competition launch & growth society at Science-Po semifinalist  Clearly understand business situationStrategic gameplan for SPG growth Find real drivers Generate bright ideas Provide tailored solutions 2
  3. 3. Agenda Executive Summary Our Approach Detailed Recommendations  Human capital  Client relations  Focus on practices  Brand promotion  Process excellence  Geo expanding  Partnership synergies Implementation Plan & Risks The BonusStrategic gameplan for SPG growth 3
  4. 4. Several interview sessions were conducted with SPGemployees, competitors & experts to collect essential facts Interviewee Company Position Idrisov Alexander SPG Managing partner Modiano Philip SPG Partner Chumak Sergey SPG Principal Kudinova Veronika SPG Training specialist Elena Chizhenkova SPG HR specialist Evgeniy Top 3 Manager Alexander Top 3 Manager Andrey Top 3 SBA Petr Top 3 SBA Lev Vilyaev PwC Partner Andrey Recruitment Manager consultingStrategic gameplan for SPG growth 4
  5. 5. SPG should raise human capital, dive into attractive industries,promote brand actively, develop processes excellence, buildlong-term client relations Management goals Recommendations By 2016 SPG plans to Raise To have the right people on the right projects 4 Human  Target hiring of experience staff Capital  Significant increase of graduate hiring Business Build long- To increase client satisfaction and retention value term client  Deliver superior client service relations  Focus on repeatable clients To gain new projects & market reputation Dive into  Strong future focus on Operations practices attractive Leading  Retain current industry focus, develop Media and industries national Consumer Goods strategist Promote To increase brand awareness & value 3 brand  Actively use promotion mix such as direct sales, actively publications, pro-bono, events and advertising Develop To deliver services in a highly efficient manner Professional processes  Develop internal methodologies staff excellence  Conduct internal optimization projectsStrategic gameplan for SPG growth 5
  6. 6. Process of finding right paths for growth is composed of 3phases: problem analysis, initiatives development, synthesis II. Initiatives development III. Recommendations Develop Conduct Develop Create Deep growth risk implementation monitoring analysis of programs analysis plan activities each area Develop success Current matrix situation analysis I. Problem Understand Build up Analysis gaps future vision* team analysisStrategic gameplan for SPG growth 6
  7. 7. SPG success matrix helps to determine high value actions in key areas of improvement SPG Human Brand Processsuccess Clients Practices Geo Synergies capital power excellenceformula  Find  Attract new experienced clients focusing# of teams people on further in firm  Increase client  Get projects in retention  Hire whole satisfaction and RB & Ukraine teams  Establish PE retention rate  Consider fund with  Offer trainings &  Attract large opening local support of MBA clients offices SBRF & TD  Hire brand name  Expand into  Develop existing &Team cost people  Receive  Develop feedback from cons.goods, create new Kazakhstan per year media, methodologies clients office strengthen  Improve long-  Expand knowledge  Compete for positions in term relations  Increase brand database large projects in current building industries awareness via  Run internal East high effective projects focused on  Strong focus on promo activities:Utilization process Operations direct sales, pro rate optimization  Involve experts bono, events, with insights & multinational publishing, ads. experience  Develop corporate culture Costs to attract staff * Case data, team analysis, interviews with partners & competitors Strategic gameplan for SPG growth 7
  8. 8. SPG should pay extra attention to its talent supply chainprocesses Hiring enough qualified personnel is a SPG should review its hiring challenging task approach  There is tough competition for staff between  SPG needs a few senior staff consultancies  SPG will experience high demand in  SPG plans 3x bigger than now what means junior staff bigger than McKinsey Role Focus 6 Partner level Selected practices 2 Manager level Efficient delivery track +40% Current staff in Russia, 2010 Proven experience Consultants 27 Selected practices 10 150 6 Structured mindset 160 24 Fit into profession 90 Analysts 125 Enthusiasm Motivation 65 75 45 55 60 30 40 Mon Booz Bain ATK RB BCG McK SPG 2012-2013 2014-2015 100 125 Staff to hire* Case data, team analysis, interviews with partners & competitorsStrategic gameplan for SPG growth People Clients Practices Brand Processes Synergies Geography 8
  9. 9. SPG should actively attract & develop graduate hires tosupport strategic growth Brand Perception  Faster promotion  Lower salary than Top3  Less prestigious than Top3 Recruiting Communicate through the web (e.g. Futuretoday.ru)Development Help & support case clubs in topWeekend trainings universities(e.g. MSTU Bauman)Qualified professional trainers Popularize consulting in regionalConnect with promotion universities Conduct workshops at office site* Case data, team analysis, interviews with partners & competitorsStrategic gameplan for SPG growth People Clients Practices Brand Processes Synergies Geography 9
  10. 10. To grow repeatable business SPG should increase clientsatisfaction and retention by delivering superior client service AS IS 2011 TO BE 2016 Try to engage every Focus on long- single client term relations • Spreading between clients • Focus on loyal clients • Low activity in building long- • High retention rate term client relations  Repeatable contracts mean ↑margin If done well..  More important & valuable projects  More money Why to  Easier to staff with recent hires  + Reputation focus?  Satisfied clients  Developed employees  Lower risk exposure  References, leads  Focus on clients with higher chance to return  Interact with client at their site more often How to?  Improve partners & managers skills in client-relations building  Use project feedback* Case data, team analysis, interviews with partners & competitorsStrategic gameplan for SPG growth People Clients Practices Brand Processes Synergies Geography 10
  11. 11. Since last economic crisis SPG has changed its revenuestreams. It has focused on: manufacturing, gov., energy $, MM Practice 3Y diff. 18 16 4,1 4,7 Manufact. + 15% 14  SPG revenue came back to 12 pre-crisis level 3,6 3,3 4,3 Gov. + 19% 2,6 10 2,2 1,6  Only 3 industries have grown 8 2,2 more than pre-crisis level 2,5 3,9 3,4 Energy + 112% 1,2 4,2 &Mining 6 1,8 1,7 2 FMCG - 20%  SPG restored losses by 4 3,4 1,3 2,3 1,1 1,4 Financial - 47% Gov. & energy practices 1,8 Services 2 1 1,3 1,9 2,7 1,8 1,2 1,4 TMT - 33% 0 2007 2008 2009 2010 2011 Total 12 18 11 13 18 revenue SPG industry revenue decomposition* Case data, team analysis, interviews with partners & competitorsStrategic gameplan for SPG growth People Clients Practices Brand Processes Synergies Geography 11
  12. 12. While retaining its current focus on manufacturing, gov. andenergy sectors, SPG should develop consumer goods & media SPG should set up target mix of industries & practices to develop High Energy Media MiningAttractiveness for SPG Manufacturing Consumer Gov. Goods Insurance Banking Utilities Telecom/ Infocom Healthcare Airlines & Transportation Low High Competition  New customers should be targeted in selected industries.  Experienced staff should be hired with selected industries background* Case data, team analysis, interviews with partners & competitorsStrategic gameplan for SPG growth People Clients Practices Brand Processes Synergies Geography 12
  13. 13. To meet client’s needs SPG should develop operationspractice & build strong expertise in this field AS IS 2011 TO BE 2016 Low focus on Ops Significant projects revenue stream • Over demanded on market • Competitive product • Add-on for classic products • Standalone product  Logically continue strategy project If done well.. Why to  Projects are more standardized  Chance to sell to current clients expand  Close collaboration with client  Chance to develop recent hires practice?  Results easy to be judged  Build relations and knowledge base  More popular in crisis times  Client satisfaction, market reputation  Sell project to current clients proactively  Develop & spread around methodology How to?  Involve PROs with multinational experience  Show deep knowledge of Russian specifics* Case data, team analysis, interviews with partners & competitorsStrategic gameplan for SPG growth People Clients Practices Brand Processes Synergies Geography 13
  14. 14. To increase brand awareness among clients & potential hires SPG should use balanced mix of direct sales, pro-bono, publications, targeted events and Ads. Covers target Assists in Proves the audience collaboration expertise Direct 1  Main focus for partners sales  Social impact consulting Pro 2  Public health improvement bono  Higher education development Targeted  Industry forums, conferences events 3  Workshops, case competitions  Career fairs  Industry’ pain-point reports Insights & 4  Interactive web solutionsPublications  Release business books  High business concentrated areas Ads 5  Top universities  Case clubs * Case data, team analysis, interviews with partners & competitors Strategic gameplan for SPG growth People Clients Practices Brand Processes Synergies Geography 14
  15. 15. SPG should constantly continue optimizing overall internalprocesses to deliver services In highly efficient manner Strategy Corporate Service Strategy Business Risk & Performance Portfolio Processes management planning Compliance Management Management Business Account Service Delivery Billing Development management & Sales Core Lead- -to-cash Business Development, Client Project & Engagement Management Processes & Opportunity Management Business & Service Management Talent supply Strategic Operational Recruiting & Training & Performance & chain workforce workforce On-boarding Development Compensation Processes management management Support Finance, Human Resources, IT, Subcontractor management, Procurement Processes* Case data, team analysis, interviews with partners & competitorsStrategic gameplan for SPG growth People Clients Practices Brand Processes Synergies Geography 15
  16. 16. SPG should use its capabilities in synergies with SBRF andTroika to establish and develop PE fund and attract new clients Sberbank Troika Dialog Personal & Retail IBD Corporate Asset IBD alternative banking products bank management products investments Attract new clients  IPO pretenders  Financing pretenders  Target companies Invest & Corporate Pre-IPO Operations Strategy Sell finance Private Equity Strategy Fund Partners Group* Case data, team analysis, interviews with partners & competitorsStrategic gameplan for SPG growth People Clients Practices Brand Processes Synergies Geography 16
  17. 17. SPG can manage projects in RF from Moscow office whiledeveloping Kazakhstan & considering expansion to UA & RB Russia Moscow Eastern part of RF RB Ukraine Kazakhstan Growing economies Growing consulting market Attractive native market  Get projects  Develop existing business  Compete for large-value projects  Consider new offices  Expand office  Manage projects from Moscow office* Case data, team analysis, interviews with partners & competitorsStrategic gameplan for SPG growth People Clients Practices Brand Processes Synergies Geography 17
  18. 18. Strategic initiatives in key areas should be alignedbetween each other through the implementation roadmap 2012 2013 2014 2015 Actively focus on recruiting experienced staffDevelop the plan of Actively recruit graduate staffgraduate recruitmentDetermine prospective clients(current & future) Build strong client relations to grow project retention Publications, Insights & Ads Special events, pro-bono Develop Kazakhstan Try RB&UA expansion Build Operations practice experience Grow number of Operations projects Constantly work on internal process optimization* Case data, team analysis, interviews with partners & competitorsStrategic gameplan for SPG growth 18
  19. 19. During the strategic transformation SPG can face to numerousrisks and should provide risk mitigation activities Risk Exposure Mitigation activities Speed of changes will be not Constant monitoring of project KPI enough to achieve goals Loss of staff due to competitive Regular feedback collection from response staff. Adaptive project booking. After the growth SPG will be Strategy reactions adaptive to destabilized situation Significant loss in Gov. sector Not hesitate to shift people to due to political crisis other practices/projects Risk of new losses due to new Insure support from Sberbank. economic crisis Repositioning of services Unacceptably low margins after Focus on repeatable clients and turnaround high-marginal products* Case data, team analysis, interviews with partners & competitorsStrategic gameplan for SPG growth 19
  20. 20. Valuable information for consulting companies who wantto engage effectively with graduate studentsConsulting- Case-interview Workshops, case- Web related activities practice studies discussions  5-20 experienced  10-30+ motivated  Active discussions students gather & students share about career Details practice cases in their experience opportunities 1-1 sessions & crack live cases together  Ilya Fomin, Partner,  Anton Domakhin,  www.Yuptalk.ru HSE Case Club Initiative Founder, Multinational career Contacts MSU Open Case Club discussions in • Koffein Café “Chekhovskaya”, consulting, internship, Strastnoy Boulevard, 6 IB, audit (very experienced, on weekends)* team analysisStrategic gameplan for SPG growth 20
  21. 21. Our team is chosen and trusted among others because of strongpersonalities, diverse experience and portfolio of projectsBusiness Sharks Alex Sergey Alex Denis MSU ‘12 MIREA ‘11 RBS, London ‘11 MSTU ‘11Education Applied math Cybernetics Global Mgmt Engineering & Mgmt Intern, BIG4 Audit 2.5Y IT consulting Intern, project-mgmt. 1.5Y IT consulting 2Y of teaching IT 1Y Mentoring in IT Organized logistics 2Y accountingExperience 2Y of software dev. 1Y IT Support of Formula1 events 0.5Y retail salesExecuted Coached a winner of Participated in Team leader of McKinsey case All-Russia applied logistics startup Russian student’s championshipprojects research competition launch & growth society at Science-Po semifinalist  Clearly understand business situationStrategic gameplan for SPG growth Find real drivers Generate bright ideas Provide tailored solutions 21

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