Commercial Strategy for Leaders

NEW This workshop is about providing you with an introduction to the world of strategy.

Course overview

Managers and leaders need to make decisions about the services their business offers. As a manager or leader, you will need to consider what services to bid for, what current services to hang on to, identify services you may want to consider not providing and what new services you could offer.

Do you want to defend your existing portfolio? Do you want to innovate and introduce new services, including new ways of meeting existing demands? Are there areas you want to stop operating in?

None of these are simple questions. They involve complex decision-making processes. These decisions are at the heart of business strategy and organisations and teams need to constantly revisit their strategy, or run the risk of becoming overtaken by competitors or, at worse, become obsolete.

This workshop is about providing you with an introduction to the world of strategy.

Your next step is to call us now on +44 (0)20 7729 6677 or email us at info@falconbury.co.uk or use our contact form and find out how we can help. There are no commitments, and if we cannot help our advice and recommendations are free of charge.

Why you should attend

Understanding and implementing strategy planning is important for all managers and leaders. This highly practical and interactive programme will give you the skills and knowledge to understand the challenges and opportunities available, and make the right decisions. Throughout the two days participants will have the opportunity to use tried and tested models on a range of scenarios to embed the learning.

Sample programme

1. Strategy versus planning: definitions and context

Strategy as a term is widely used, but often misused. In this opening session we look at what is meant by strategy and how it links with operational planning.

  • Strategy definitions
  • Strategy implementation and planning

*2. Where we are now *

As part of the strategic planning cycle, organisations need to be able to assess their current position to help them understand the challenges and opportunities they face. We look at two models to help start the process and how to use them correctly.

  • Greiner’s growth model: ages and stages of the organisation
  • SWOT analysis: taking stock of where we are now

3. Looking outwards: assessing the market and competition

Understanding the strength of competition and where threats are likely to emerge from in a market is essential.

  • Porter’s Five Forces
  • Innovation and creating new markets: Blue Ocean Strategy

4. Looking inwards: valuing our strengths

Successful organisations play to their strengths and make sure those strengths are hard to copy.

  • Valuing our internal strengths: core competence

5. Strategy and change

Change is often thrust upon us, but often needs to be planned better. Unfortunately many change initiatives fail. Here we look at some approaches to help maximise chances of designing and implementing strategic change.

  • Why change fails
  • Stakeholder mapping and commitment charting

6. Strategy and innovation

Everyone seems to want innovation, but few know what they mean by that. In this session we look at different types of innovation, and how to determine the right type of innovation for your strategy.

  • Types of innovation: incrementalism to step change
  • Cognitive style: individual preference for innovation types

7. Customers and strategy

When facing the market, an organisation needs to decide its customer offer. This means segmenting customers and services and deciding how best to support different segments to maximise sustainable profitability.

  • Product and service segmentation
  • Customer strategy

8. Contract strategy

With outsourcing the predominant busy model, organisations find themselves both as the customer and supplier throughout complex supply chains and need to develop a contract strategy for each of the commercial relationships they enter. Failure to develop an appropriate strategy can lead to risk and costly failure.

  • Elements of a contract strategy
  • Knowledge continuum

Recommended trainer

Robert Maguire runs his own consultancy and his experience spans the full range of outsourcing and vendor management issues from determining what to outsource, through developing an appropriate contract strategy and building a performance dashboard to negotiation and conflict resolution to deal with the inevitable management issues that arise in any long-term relationship. Through his consulting, coaching, mentoring and skills development interactions, he helps major organisations in the public, private and not-for-profit sector transform their thinking and approach to their commercial relationships. Robert’s clients span a range of industries including pharma, consumer products, telecoms, transport and public sector both in the UK, the US and the Middle East. He is an accomplished line manager and consultant experienced in all aspects of purchasing and supplier management. Prior to establishing his own consultancy Rob was European Purchasing Manager for Reckitt & Colman plc where he established a European procurement function for the purchase of raw materials and sub-contracted products. He has worked as a consultant at Price Waterhouse and Ernst & Young, and has worked with a number of pharma companies including Glaxo Welcome (GSK).