Business Value: Competitive Strategies From a Preventative Perspective

Sigrid Caroline Schroder - Call US/CAN (888) 317-1364 - By Appointment 24/7/365

Welcome
In Brief
Contact
Highest Clarity
Reconnaissance
Relativity & Conciliation
Revival
Corner Office Confidence®
Clear Counsel®
Sigrid Caroline
What I Can Do For You
What My Clients Say
About STRATEGIES
Site Map

© 2006-2010. Sigrid Caroline Schroder. All rights reserved.

 

Sigrid Caroline Schroder

(888)  317-1364

 

 

Competitive Strategies from a Preventative Perspective    

                                                                                                                                 

                                                                                                                             ©Sean Gladwell.Fotolia 
AN INTRODUCTION TO WHAT I DO:                                                                                                                          
 The problem with business is that risk and opportunity connect seamlessly.  Whether you are assessing risk, defining an opportunity, or resolving a dispute, you can't work just by the numbers.  Every analysis and every decision is dependent upon factors of performance, personality, politics and perception from every angle.  The real value of strategy to business is not in knowing the minutiae of the numbers but in the critical analysis which gathers data, focuses on the anomalies, and balances facts, factors, costs and benefits to derive strategy or define solution.  Preventative analysis looks at your business questions not only from both sides of the table but from the angle of all the stakeholders in the room.  It analogizes between situations and sets of facts in order to predict--and generate--an outcome.  The more complex the world becomes, the more business requires critical judgment, not to close just any deal or dot the "i's" and cross the "t's," but to comprehend real opportunity and real risk, to balance cost and benefits, and to generate sound business judgments.  The real value of critical analysis is in a classic prudence which does not idly dismiss countervailing facts and forethought in the interest of real or potential present gain and unbridled action.  

 

While to our regret we overlook it in the go-go years of economic boom, a bit of bridle steers action to a better end.  Without a bridle, there's no getting past the wall or through the welling crisis.  Most importantly, one has to acknowledge the edges of a problem and seek solution, rather than willing unpleasant facts away.  

You must admit existence of the downside or resolution will come the hard way.                                                                                                             

 

People confide in me.  No matter how determined and fast the action, they confide their doubt and their crisis.  They explore the boundaries of facts and problems and begin to edge out the parameters of solutions.   They confront their greatest crisis, their current wall.  Together we identify future paths amid creeping problems quickly, quietly and confidentially.  People seek me out during times of change and transition to a new regime. I help bridge the gaps.  I bring resolution and new direction.  From energy to technology to new media, I understand many sectors.

  
 Clarity at the Highest Levels® Critical Guidance
Corner Office Confidence® See Around Corners
Reconnaissance Relativity & Revival® Develop Your Model
And Clear Counsel® Special Notes for Counsel
 
 
Copyright © 2006-2009. Sigrid Caroline Schroder. All rights reserved.  

    Guidance For:

    Identify Opportunities:

    Develop Solutions:

    Founders:

    • BUILD THE MODEL
    • DEVELOP TEAM & BOARD
    • DEVELOP STRUCTURE
    • DEVELOP PRESENTATIONS
    • FORM OPERATIONS
    • PROTECT IP
    • SURVIVE 

    Developing Companies:

    • HONE THE MODEL
    • MOVE TO THE NEXT LEVEL
    • BUILD THE PRESENTATION
    • MOTIVATE THE BOARD
    • BUILD ALLIANCES
    • ADAPT TO CHANGE
    • ADAPT TO REALITY
    • OPEN NEW ROLES
    • DIVERSIFY NICHES
    • APPROACH NEW MARKETS
    • ADAPT THE WORKFORCE

    SME Established Companies:

    • ADAPT TO CHANGE & REFOCUS
    • DIVERSIFY ORGANICALLY
    • ELIMINATE TANGENTS

    • DIVERSIFY BY ACQUISITION
    • ADAPT THE WORKFORCE

    Internationals/Multinationals:

    • EXPAND RADAR TO OUTLIERS
    • CXO SOUNDING BOARD
    • IDENTIFY X-CULTURAL SOLUTIONS
    • IDENTIFY NEXT WAVE TRENDS

     
     
     
     

     Business Models / Plans

    • CONSTRUCTION

    • EARLY DEVELOPMENT
    • EXECUTION
    • NEW NICHES/APPLICATIONS
    • NEW ALLIANCES
    • INVESTOR ATTRACTION 

    Competitive Analysis:

    • PRODUCT
    • MARKET
    • OUTLIER NICHES
    • VACANT NICHES
    • ALTERNATIVE APPLICATIONS
    • NEXT WAVE APPLICATIONS

    Products:

    • ACQUISITIONS
    • COLLABORATION
    • CODEVELOPMENT
    • CROSS-MARKETING
    • DISTRIBUTIVE PRODUCTION
    • LICENSING

    Workforce:
    • OPERATIONAL INNOVATION
    • FUNCTIONAL INNOVATION
    • BEHAVIOR TRAINING
    • TRADE SECRET TRAINING
    • IP TRAINING
    • COLLABORATION TRAINING
    • CROSS TEAM COMMUNICATION

    Customers:

    • CUSTOMER INNOVATION
    • INNOVATIVE SUGGESTIONS
    • MARKET SUGGESTIONS
    • CUSTOMER PERSPECTIVE
    • NEW CUSTOMER NICHES 

    Business Models / Plans: 

    • RE-CONSTRUCT MODEL/PLAN
    • REFINE STRUCTURE
    • DEBUG FLAWS
    • ADAPT TO CHANGED WORLD
    • REVIEW & CHALLENGE
    • FUNCTIONAL GUIDANCE
    • CONTRACTS/LEASES/LICENSES

    Regulatory Analysis:

    • SINGLE ISSUE / ISSUE SET
    • MONITOR LEGISLATION
    • MONITOR REGULATION
    • DEFINE TRENDS
    • MONITOR ENFORCEMENT
    • ANTICIPATE THREATS
    • IDENTIFY PROBLEMS
    Products:
    • MARKETING REVIEW
    • ADVERTISING GUIDANCE
    • PROBLEM IDENTIFICATION
    • PROCESS FLAW SCRUTINY
    • PRODUCTION ANOMALIES 
    Workforce:
    • NONCOMPETE REVIEW
    • FCPA TRAINING
    • RISK TRAINING
    • CONFLICT RESOLUTION
    • TEAM SOLUTIONS
    Customers:
    • COMPLAINT RESOLUTION
    • COMPLAINT AVOIDANCE
    • COMPLAINT TO INNOVATION
    • ADAPTATION
    • NEW NICHES
    • DEVELOP ALLIANCES

     Directors' Strategy

    • FILTER REPORTS
    • FLAG FACTS FOR RISK
    • DEVELOP/BALANCE FACTS/FACTORS
    • DEVELOP COST/BENEFIT ANALYSIS
    • IDENTIFY OUTSIDE TRENDS
    • ANTICIPATE CHANGE
    • PREPARE ADAPTATIONS
    • PLAN/EXECUTE TRANSITION
    • DEBUNKER LEADERS IN CRISIS
    • CONTROL PANIC IN CRISIS
    • REBALANCE DEBATE FOR ACTION
    • GUIDE IMPLEMENTATION OF ACTION
    • DEVELOP TEAMS FOR SKILLS
    • ALIGN PERSPECTIVES
    • DEVELOP PATH AND EXECUTION

    Develop Secure Brands:

    • DEVELOP BARRIERS TO ENTRY
    • ASSESS MARKET RELATIONSHIPS
    • ASSESS INTELLECTUAL CAPITAL
    • ENCOURAGE INNOVATION
    • CAPTURE DEVELOPING IP
    • SECURE TRADE SECRETS
    • SECURE IP
    • INNOVATE PROCESSES
    • RENEW AND RENOVATE STRUCTURE
    • ANTICIPATE SHIFTS IN IP TRENDS
    • MONITOR REGIONAL & GLOBAL IP
    • IP RISK TRAINING
    • BRAND VALUE TRAINING

    Train to Monitor Competition:

    • DIRECT/INDIRECT/POTENTIAL
    • ID MARKETING THREATS
    • ID PATENT INFRINGEMENT
    • ID PRODUCT THREATS
    • ID TECHNOLOGY THREATS
    • ID SENTIMENTAL THREATS
    • PRESERVE COMPETITIVENESS
    • PRE-EMPT OBSOLESCENCE
    • PATROL COMPETITION
    • MONITOR EX-EE'S NEXT GIGS

     
     
     
     
     

     Entrepreneurs:

    • RATIONALIZE MODEL FOR SKILLS
    • ASSESS REALITY OF POTENTIALS
    • SURVEY EXTERNAL FACTS/FACTORS
    • RATIONALIZE CORE COMPETENCIES
    • FORESEE CHANGE
    • BALANCE  RISK 
    • ADAPT TO CHANGE
    • CONTROL PANIC IN CRISIS
    • DEVELOP SITUATIONAL RESPONSES
    • IDENTIFY SYNERGIES FOR ALLIANCE
    • OVERVIEW PLANS/EXECUTION
    • BALANCE & COORDINATE TEAMS

    Groom For Sale.   Raise Capital:

    • HONE THE MODEL
    • RATIONALIZE THE PLAN
    • RATIONALIZE THE ASSETS
    •  DEVELOP THE PRESENTATION
    • IDENTIFY OWN BEST BUYER
    • IDENTIFY IDEAL INVESTOR 
    • PRESET PARAMETERS
    • KNOW THE BUYERS/INVESTORS
    • FILTER BUYERS/INVESTORS 
    • OVERVIEW EXECUTION
    • OVERVIEW INTEGRATION

     

    Scout for Acquisitions:

    • DEVELOP PARAMETERS
    • BUILD SCREENS
    • RETHINK FUTURE PATH
    • IDENTIFY TECH TRENDS
    • IDENTIFY INDUSTRY TRENDS
    • IDENTIFY  COLLABORATION
    • SIZE UP POTENTIAL TARGETS
    • ASSESS RISKS/BENEFITS
    • ASSESS CLIMATE FOR CHANGE 
    • FOCUS ON TARGET
    • OVERVIEW DILIGENCE

       

     

     Expats E, L, EB-5

    Lever Cultural Trends, Synergies  

    Pre-empt Cultural Dissonances

            © 2006-2010.  Sigrid Caroline Schroder. All Rights Reserved. 
     

    Dilemma  &  Resolution 

       © RadiantByte.iStockPhoto       © Lise Gagne.iStockPhoto      

     

    I KNOW WHAT WAKES YOU UP AT NIGHT, . . . OR WILL.

     

    STRATEGIES

    Subscribe to my free quarterly newsletter

    “Strategies”

    by emailing SCS@Sulgrave-LLC.com.