| Strategy • Finance • Process • Economics |
| Home | Our Promise of Value | Services Matrix | Management & Finance Toolbox |
| Strategy | |
Industry Evolution: |
Analysis of how a specific industry will evolve in the future and the possible end-states it will achieve. |
| Industry Structure: |
Determination
and analysis of the structure of the industry, including the players,
their relationships, their relative strengths and weaknesses, their
power hierarchy, their value share, and their potential to capture
value (i.e., of the total amount value created generated by the industry
who claims how much of it and why). |
| Competitive Intelligence: | Analysis
of the competition in the industry and sources for acquiring data.
The analysis involves determining the strategies of the competitors,
predicting how they will play the game, and how their actions affect
you. |
| Strategic Initiatives: | Developing
strategy. Facilitating strategy discussion in top management teams.
Facilitating strategy development initiatives for organization from
overall corporations to small business units. Many times, strategy
initiatives employ a multidisciplinary team and a standard process
that provides some framework and structure for team members to hold
on to while putting no constraints whatsoever on their thinking or
creativity. |
| Business Processes | |
Corporate Planning: |
All elements of corporate planning including - developing corporate financial models, allocation of capital, assessment of strategic & operating plans, etc. |
| Business Plan Development: | Preparing
business plans for anywhere from a new business idea to a start-up
company. |
| Project Evaluation, Selection, & Planning: | Developing
standardized business process that significantly increase the efficiency
and accuracy of decision-making of your project evaluation, selection,
and planning, while making sure that employees are never burdened
with unnecessary administrative chores. These business processes will
specifically tailored to the needs of your organization and you strategic
and financial goals. |
| Operational Effectiveness: | Determining the functional needs of the organization consistent with your company's strategy, defining roles and responsibilities and implementing methods to optimize performance and the interaction between various disciplines. |
| Operational Systems Assessment: | Complete evaluation of a company's operating systems for both manufacturing and service companies. Assessment and analysis of your company's strengths and constraints in all functional areas. Development, recommendations for short- and long-term improvements and facilitation of implementation of those recommendations. |
| Corporate Finance & Finance | |
Capital Allocation: |
Process and methodology for allocating capital among competing programs, projects, initiatives, etc. |
| Economic Evaluation: | Economic evaluation and valuation of programs, projects, initiatives, etc.
Very often, these evaluations can be doe using a standardized process
& methodology. |
| Company-Wide Risk & Liability Assessment: | Measurement
and assessment of all risks in a company (business, financial, environmental,
etc.). Measurement and articulation of these risks for ease of understanding
using various metrics. Consolidation of all risks to determine overall
"portfolio" risk and risk profile of the company (or any
business unit). Strategies for mitigating these risks. |
| Project Selection: | Methodologies
and processes for selecting project to progress or implement from
a pool of competing projects. |
| Real Options Valuation & Analysis: | Educating
the audience about Real Options, its strengths, and its drawbacks.
Valuation and analysis of projects, deals and situations using the
theory of Real Options. Promoting options thinking into looking at
various business situations. Developing a standardized process for
your organization too screen situations where Real Options analysis
can (and should) be used, and implementing a Real Options analysis. |
| Risk Measurement & Analysis: | Measuring
risk using various metrics, analyzing risk structure & profile,
communicating level of risk to management, facilitating comparison
with other risks or rewards. |
| Risk-Reward Assessment: | Determining
risk-reward profiles for programs, projects, deals, and situations.
Comparing multiple risk-reward pairs. Determining appropriate methodology
selecting one or more pairs for implementation from a pool of competing
pairs. |
| Portfolio Theory: | Use of
portfolio theory in measuring the performance of a company's portfolio
of programs and projects, using portfolio theory to make go-no-go
decisions for new programs and projects. (Also see Project Selection,
Risk-Reward Assessment). |
| Derivative Valuation: | Valuation
of various derivatives such as options, forwards, stock warrants,
convertibles, swaps, etc. and any combinations thereof. Many times,
a realistic business situation is analogous to a financial derivative
and can be easily valued as such (see Real Options Valuation &
Analysis). |
| Deal & Situation Valuation: | Valuation
of deals and business situations. Many times we can use principles
of derivative valuation and game theory to analyze and value deals
and situations. |
| Fair-Market Valuations: | Fair-market
valuation of contracts, projects, business units, etc. Fair-market
values provide a benchmark for buy-sell-hold decisions. For example,
by assessing the fair-market value of an insurance contract, decision
can be made on the disposition of that contract. |
|
Contact Rajeev
Sane, Ph.D. |