Download to read offline
![[NameRedacted] “Phoenix”
Strategy Paper
Board Meeting XX.XX.20XX](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-1-320.jpg)
![Purpose of this paper
• To analyse current strategic position of
[NameRedacted]
• To provide ideas for the future direction
of the organisation](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-2-320.jpg)
![Current position
Based on current trends [NameRedacted] will achieve XXm in sales this year;
X.Xm under target!
0'000
2'000'000
4'000'000
6'000'000
8'000'000
10'000'000
12'000'000
April June August October December February
Budget Actual Projected
Not actual data](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-3-320.jpg)
![Cause
Can we identify the cause of [NameRedacted]
business decline?
Based on my research, the following
interconnected causes exist:](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-5-320.jpg)
![Compelling Vision
[NameRedacted] is the best [typeof
business] in [market].
We work with people that provide [ourproductsandservices] to
[theenduser], to make sure [corevalueproposition].
Get to know us.](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-23-320.jpg)
![Once upon a time, [oldstory].
[Expositionofoldstory,descriptionsofrealitythen].
Since then [historysummarised.Whathashappenedsincethebusinessstartedthathas
reshapedtheworld.Fillertext,tofillupthespace.Morefiller.Alittlebitmore.].
Today, [descriptionofthecurrentreality,whathasdominatedattheexpenseofthe
business.Somefillerspace,tofilluptheextraspaceinthisline.].
But [whythebusinessisstillrelevant.Howalackoffocusontheindustrythebusinessisin
hascreatednewopportunitiestoservepeopleinatotallynewway.Descriptionofhow
importanttheproductsandservicesareeveniftheyarenolongersexy.].
That's why, [thenewdirectionthebusinessistaking.Alengthydescriptionofhowweadd
significantvaluetocustomersthatallowsthemtodothesexythingsintheirbusinessthat
generateslargeamountofvalue.Withoutthisbusiness,thecustomerscouldn’tdoanything.
Mostothercompaniesthatdowhatthisbusinessdoes,domanyotherthingsbesides,insteadof
tryingtospreadoutlikethem,thisbusinesscoulddoubledownandbecometheabsolutebestat
whatitdoes].](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-24-320.jpg)
![Compelling Vision
[NameRedacted] is the best [typeof
business] in [market].
We work with people that provide [ourproductsandservices] to
[theenduser], to make sure [corevalueproposition].
Get to know us.](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-29-320.jpg)
![Clear Business Model
Value proposition: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
Customers: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
Channel: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
Customer relationship: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
Revenue: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
Costs: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
Key resources: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
Key activities: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
Key partners: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-32-320.jpg)
![Clear Business Model
On the next two slides I have [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz
abcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
[abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyz
abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz
abcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
[abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyz
abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz
abcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
[abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyz
abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-33-320.jpg)
![Next Steps
[abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijkl
mnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz
abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijkl
mnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz
abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijkl
mnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijkl
mnopqrstuvwxyz]](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-36-320.jpg)
![Infographic
What might [NameRedacted] look like over the
next few years through this dip?](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-38-320.jpg)
![Is [NameRedacted] a Phoenix?
Can [NameRedacted] be reborn as
the Number #1 [businesstype] in
[market]?](https://image.slidesharecdn.com/companystrategypaper-160410215943/85/Real-Turnaround-Strategy-Paper-40-320.jpg)
Uploaded byJosh Levent
Real Turnaround Strategy Paper
[Nameredacted]'s strategy paper outlines the organization's current challenges, revealing it is experiencing a decline in sales and facing multiple interconnected issues such as low morale, ineffective sales techniques, and a damaged brand image. The document discusses the need for a clear business model and compelling vision to regain market position and improve credibility. It emphasizes the importance of addressing root problems to turn the business around and suggests that a rebirth, akin to a phoenix, is possible for [nameredacted] in its market.
Real Turnaround Strategy Paper
- 1. [NameRedacted] “Phoenix” Strategy Paper BoardMeeting XX.XX.20XX
- 2. Purpose of thispaper • To analyse current strategic position of [NameRedacted] • To provide ideas for the future direction of the organisation
- 3. Current position Based oncurrent trends [NameRedacted] will achieve XXm in sales this year; X.Xm under target! 0'000 2'000'000 4'000'000 6'000'000 8'000'000 10'000'000 12'000'000 April June August October December February Budget Actual Projected Not actual data
- 4. Current position Xm lessthan last year. 0m 5m 10m 15m 20m 25m 30m 35m 05 06 07 08 09 10 11 12 13 14 Not actual data
- 5. Cause Can we identifythe cause of [NameRedacted] business decline? Based on my research, the following interconnected causes exist:
- 6. Lowmorale Badcustomer service Ineffectivesales techniques Notenough generalsales training Losinglarge customers Not working together well DamagedBrand Image, lacking credibility MarketSaturated , heavy competition Organisational structure not adapted Pricestoohigh Nocompelling vision for company Motivation to do great work missing Our offering to the market is not clear Wehaveno unique market position Not winning good newcustomers Attempting to be everything to everyone Noclearbusiness model Attempting to servemarkets that do not exist Losingmoney Pressureto reducecosts Pressureto increaserevenue Stress
- 7. Lowmorale Badcustomer service Ineffectivesales techniques Notenough generalsales training Losinglarge customers Not working together well DamagedBrand Image, lacking credibility MarketSaturated , heavy competition Organisational structure not adapted Pricestoohigh Nocompelling vision for company Motivation to do great work missing Our offering to the market is not clear Wehaveno unique market position Not winning good newcustomers Attempting to be everything to everyone Noclearbusiness model Attempting to servemarkets that do not exist Losingmoney Pressureto reducecosts Pressureto increaserevenue Stress
- 8. Lowmorale Badcustomer service Ineffectivesales techniques Notenough generalsales training Losinglarge customers Not working together well DamagedBrand Image, lacking credibility MarketSaturated , heavy competition Organisational structure not adapted Pricestoohigh Nocompelling vision for company Motivation to do great work missing Our offering to the market is not clear Wehaveno unique market position Not winning good newcustomers Attempting to be everything to everyone Noclearbusiness model Attempting to servemarkets that do not exist Losingmoney Pressureto reducecosts Pressureto increaserevenue Stress
- 9. Lowmorale Badcustomer service Ineffectivesales techniques Notenough generalsales training Losinglarge customers Not working together well DamagedBrand Image, lacking credibility MarketSaturated , heavy competition Organisational structure not adapted Pricestoohigh Nocompelling vision for company Motivation to do great work missing Our offering to the market is not clear Wehaveno unique market position Not winning good newcustomers Attempting to be everything to everyone Noclearbusiness model Attempting to servemarkets that do not exist Losingmoney Pressureto reducecosts Pressureto increaserevenue Stress
- 10. Lowmorale Badcustomer service Ineffectivesales techniques Notenough generalsales training Losinglarge customers Not working together well DamagedBrand Image, lacking credibility MarketSaturated , heavy competition Organisational structure not adapted Pricestoohigh Nocompelling vision for company Motivation to do great work missing Our offering to the market is not clear Wehaveno unique market position Not winning good newcustomers Attempting to be everything to everyone Noclearbusiness model Attempting to servemarkets that do not exist Losingmoney Pressureto reducecosts Pressureto increaserevenue Stress
- 11. Lowmorale Badcustomer service Ineffectivesales techniques Notenough generalsales training Losinglarge customers Not working together well DamagedBrand Image, lacking credibility MarketSaturated , heavy competition Organisational structure not adapted Pricestoohigh Nocompelling vision for company Motivation to do great work missing Our offering to the market is not clear Wehaveno unique market position Not winning good newcustomers Attempting to be everything to everyone Noclearbusiness model Attempting to servemarkets that do not exist Losingmoney Pressureto reducecosts Pressureto increaserevenue Stress
- 12. Lowmorale Badcustomer service Ineffectivesales techniques Notenough generalsales training Losinglarge customers Not working together well DamagedBrand Image, lacking credibility MarketSaturated , heavy competition Organisational structure not adapted Pricestoohigh Nocompelling vision for company Motivation to do great work missing Our offering to the market is not clear Wehaveno unique market position Not winning good newcustomers Attempting to be everything to everyone Noclearbusiness model Attempting to servemarkets that do not exist Losingmoney Pressureto reducecosts Pressureto increaserevenue Stress
- 13. Pilots might callthis a graveyard spiral
- 14. This is anaccidental maneouver in low visibility that is difficult to recover from because the intuitive response (pulling up), increases the problem.
- 15. Lowmorale Badcustomer service Ineffectivesales techniques Notenough generalsales training Losinglarge customers Not working together well DamagedBrand Image, lacking credibility MarketSaturated , heavy competition Organisational structure not adapted Pricestoohigh Nocompelling vision for company Motivation to do great work missing Our offering to the market is not clear Wehaveno unique market position Not winning good newcustomers Attempting to be everything to everyone Noclearbusiness model Attempting to servemarkets that do not exist Losingmoney Pressureto reducecosts Pressureto increaserevenue Stress Rather than attempting to solve the biggest problem, you must solve the most root problem. The one that is not caused by any of the others.
- 16. Lowmorale Badcustomer service Ineffectivesales techniques Notenough generalsales training Losinglarge customers Not working together well DamagedBrand Image, lacking credibility MarketSaturated , heavy competition Organisational structure not adapted Pricestoohigh compelling vision forcompany Motivation to do great work missing Our offering to the market is not clear Wehaveno unique market position Not winning good newcustomers Attempting to be everything to everyone clearbusiness model Attempting to servemarkets that do not exist Losingmoney Pressureto reducecosts Pressureto increaserevenue Stress Solving these problems will create positive domino effect, making it easier to turn the business around.
- 17. Lowmorale Badcustomer service Ineffectivesales techniques Notenough generalsales training Losinglarge customers Not working together well DamagedBrand Image, lacking credibility MarketSaturated , heavy competition Organisational structureadapted Pricestoohigh compelling vision forcompany Motivation to do greatwork Our offering to the market is not clear Wehaveno unique market position Not winning good newcustomers bespecialisedto specificcustomers clearbusiness model servemarkets thatdoexist Losingmoney Pressureto reducecosts Pressureto increaserevenue Stress
- 18. Lowmorale Greatcustomer service Ineffectivesales techniques Notenough generalsales training Losinglarge customers Not working together well Restorebrand, improve credibility MarketSaturated , heavy competition Organisational structureadapted Pricescompetitive compelling vision forcompany Motivation to do greatwork Our offering to the market is not clear Wehaveaunique marketposition Winning good newcustomers bespecialisedto specificcustomers clearbusiness model servemarkets thatdoexist Losingmoney Pressureto reducecosts Pressureto increaserevenue Stress
- 19. Positivemorale Greatcustomer service Ineffectivesales techniques Notenough generalsales training Retaininglarge customers Not working together well Restorebrand, improve credibility MarketSaturated , heavy competition Organisational structureadapted Pricescompetitive compelling vision forcompany Motivation to do greatwork Our offering to themarketis clear Wehaveaunique marketposition Winning good newcustomers bespecialisedto specificcustomers clearbusiness model servemarkets thatdoexist Makingmoney Pressureto reducecosts Pressureto increaserevenue Stress
- 20. Positivemorale Greatcustomer service Ineffectivesales techniques Notenough generalsales training Retaininglarge customers Working together well Restorebrand , improve credibility MarketSaturated, heavy competition Organisational structureadapted Pricescompetitive compelling vision forcompany Motivation to do greatwork Our offering to themarketis clear Wehaveaunique marketposition Winning good newcustomers bespecialisedto specificcustomers clearbusiness model servemarkets thatdoexist Makingmoney More money to spendonthe business Excitementto increaserevenue Stress
- 21. Positivemorale Greatcustomer service Greatsales techniques Lots of stimulating salestraining Retaininglarge customers Workingtogether well Restorebrand , improve credibility MarketSaturated , heavy competition Organisational structureadapted Pricescompetitive compelling vision forcompany Motivation to do greatwork Our offering to themarketis clear Wehaveaunique marketposition Winning good newcustomers bespecialisedto specificcustomers clearbusiness model servemarkets thatdoexist Makingmoney More money to spendonthe business Excitementto increaserevenue Energised
- 22. Positivemorale Greatcustomer service Greatsales techniques Lots of stimulating salestraining Retaininglarge customers Workingtogether well Restorebrand , improve credibility MarketSaturated , weenjoyhealthy competition Organisational structureadapted Pricescompetitive compelling vision forcompany Motivation to do greatwork Our offering to themarketis clear Wehaveaunique marketposition Winning good newcustomers bespecialisedto specificcustomers clearbusiness model servemarkets thatdoexist Makingmoney More money to spendonthe business Excitementto increaserevenue Energised
- 23. Compelling Vision [NameRedacted] isthe best [typeof business] in [market]. We work with people that provide [ourproductsandservices] to [theenduser], to make sure [corevalueproposition]. Get to know us.
- 24. Once upon atime, [oldstory]. [Expositionofoldstory,descriptionsofrealitythen]. Since then [historysummarised.Whathashappenedsincethebusinessstartedthathas reshapedtheworld.Fillertext,tofillupthespace.Morefiller.Alittlebitmore.]. Today, [descriptionofthecurrentreality,whathasdominatedattheexpenseofthe business.Somefillerspace,tofilluptheextraspaceinthisline.]. But [whythebusinessisstillrelevant.Howalackoffocusontheindustrythebusinessisin hascreatednewopportunitiestoservepeopleinatotallynewway.Descriptionofhow importanttheproductsandservicesareeveniftheyarenolongersexy.]. That's why, [thenewdirectionthebusinessistaking.Alengthydescriptionofhowweadd significantvaluetocustomersthatallowsthemtodothesexythingsintheirbusinessthat generateslargeamountofvalue.Withoutthisbusiness,thecustomerscouldn’tdoanything. Mostothercompaniesthatdowhatthisbusinessdoes,domanyotherthingsbesides,insteadof tryingtospreadoutlikethem,thisbusinesscoulddoubledownandbecometheabsolutebestat whatitdoes].
- 25. Infographics of BusinessStrategy
- 26. Infographics of BusinessStrategy
- 27. Infographics of BusinessStrategy
- 28. Infographics of BusinessStrategy
- 29. Compelling Vision [NameRedacted] isthe best [typeof business] in [market]. We work with people that provide [ourproductsandservices] to [theenduser], to make sure [corevalueproposition]. Get to know us.
- 30. Ineffective Implementation: TopDown One person writes the vision for the organisation Board approves new vision Team is informed of new vision Nobody finds the vision compelling
- 31. Effective Implementation: BottomUp Example: Appreciative Inquiry Design • Determine what should be • Create a strategy based on input and gather feedback, iterate. Discover • Appreciate what is • Interview colleagues to determine what we are best at Dream • Imagine what could be • Lead positive workshop to play with what could be Destiny • Create what will be • Symbolically commit entire team to strategy and adopt execution plans
- 32. Clear Business Model Valueproposition: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz] Customers: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz] Channel: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz] Customer relationship: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz] Revenue: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz] Costs: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz] Key resources: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz] Key activities: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz] Key partners: [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
- 33. Clear Business Model Onthe next two slides I have [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz abcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz] [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyz abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz abcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz] [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyz abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz abcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz] [abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz][abcdefghijklmnopqrstuvwxyz abcdefghijklmnopqrstuvwxyzabcdefghijklmnopqrstuvwxyz]
- 34. Infographics for MarketStrategy
- 35. Infographics for MarketStrategy
- 36.
- 38. Infographic What might [NameRedacted]look like over the next few years through this dip?
- 39. In Greek mythology,a phoenix is a long-lived bird that is cyclically regenerated or reborn. Associated with the sun, a phoenix obtains new life by arising from the ashes of its predecessor.
- 40. Is [NameRedacted] aPhoenix? Can [NameRedacted] be reborn as the Number #1 [businesstype] in [market]?