​Strategic planning and marketing
The first often most obvious need or expectation of the company remains that of being able to broaden its commercial horizons towards other markets, understood as new geographic areas (internationalization) or other areas of use for its offer.
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This path is subordinate to the fulfilment or three pre-conditions:
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Verification of its organization
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Availability of specifc skills (in-house or outsourced)
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Availability of a budget
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When these conditions are fulfilled (or are brought to the attention of the entrepreneur), then the IBCD Group takes action to provide support for internat skills, offering experience, method, contents and relationships that are instrumental to concrete operational and business development.
Company checkup
Identification of the context: immersing the company and its characteristic activity in its economic and market reality.
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Collection of (perceived) needs: through an articulated discussion with owners and management.
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Financial Verification: to establish the soundness of the company.
Verification of the strategic vision: by comparing the scope of activities carried out with the market and the potential.
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Verification of the organizational level: throughttr process efficiency parameters and indices.
Planning
Based on the previous check-up and sharing it with the entrepreneur, the identificated perimeter of interventions, framed and inrerconnected in a unified vision, a plan is drafted that describes objectives and identifies priorities and synergis (Development Plan/Strategic Plan).
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This is followed by drawing up the Operational Path, with the timetable to develop the Plan, based on: the available resources and the need to maintain controlo and stability of the business activities (producion and sales); proceeding with reasoned and overall company re-organization.
Development Plan
Pursuant to a prospective approach and with a medium - to long- term horizon, the Plan starts from confirmation of the corporate Vision/Mission, to provide elements helping each internal responsibility optimize and integrate its activities within a comprehensive
vision, not only broader, but also updated, more consistent and profitable, including:
the definition of strategic objectives
the terms for planning the growth path, adapted to the different contexts
the support methods needed to implement the identified strategies
the development stages
the methods for analyzing results
Operational Plan
The Operational Path may consist of one or more sections, combined and assembled according to specific needs or opportunities:
- Marketing Plan (strategic and operational) / Commercial Organization
- Coordination with the technical and/or production organization
- Optimization of the internationalization process
- Direct support in commercial activity, in certain areas:
- network creation or development
- budget quantification methodology
- direct support (TEM,...)