In Brief

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

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

Dilemma & Resolution

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

STRATEGIES

Subscribe to my free quarterly newsletter

“Strategies”

by emailing SCS@Sulgrave-LLC.com.

Business Value: Competitive Strategies From a Preventative Perspective

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