"The greatest source of benign neglect is disregarding a company's strategic opportunity cost"
PROCESS
1.) Analysis Phase: The present "holistic setting" of a company is comprehensively determined
2.) Option Phase: The alternatives associated with realizing synergy are identified and evaluated
3.) Mandate Phase: An optimal proposition is determined and a Strategic Agenda is confirmed
4.) Execution Phase: Any and all required transactions are engaged and concluded
5.) Absorption Phase: Any integration plan is completed, and earnings and company value are increased
CONSIDERATIONS
From the company owner having a dormant idea buried by the demands of daily responsibilities, to the few management teams that meet regularly to address strategic positioning, most companies only think about Value Creation activities, and usually in a highly compromised manner. Formalizing this activity by exploiting Growth Partners capability will afford opportunities and advantages enjoyed only by large companies without the fixed overhead cost of a permanent strategic development function or department. Since Growth Partners is a turnkey lifecycle resource, a company is afforded with the efficiency and effectiveness of one ongoing relationship, vs. the usual multiple relationships at different inflection points. It is suggested the results of any risk-reward, or cost-benefit analysis regarding commencing some, or all Value Creation activities will prove to be insightful, if not compelling.
EXPECTATIONS
The following can reasonably be expected if Growth Partners is retained to engage Value Creation activities:
• Expect exceptional strategic engineering via strategic analysis and a set of value-producing propositions
• Expect top investment banking merger & acquisition, and/or capital formation transaction execution
• Expect a greater ability to geometrically increase or insulate revenues over a sustained period of time, and/or
• Expect a greater ability to geometrically increase margins and quality earnings over a sustained period
• Expect the intended impact of any Value Creation activity to increase Enterprise and Equity Values
• Worst-Case: Expect to understand your company's strategic opportunity cost, best strategic practices, etc.
• Best-Case: Expect new competitive advantages, increased earnings, and higher Enterprise and Equity Values