Specialty Automotive Aftermarket High Roller
The Client and Situation
Following a contentious financial restructuring, the newly-appointed external directors of closely-held company wanted to know how the CEO and senior managers planned to grow revenues and profits over the next several years. The Company had no current strategic plan.
The board expected a level of experience and professionalism that was not available within the company
Business Question
The question of where to invest for growth was complicated by the company’s ownership of multiple brands, vertical integration, and presence in multiple levels of distribution.
Our Approach / How We Helped
How to define expectations for growth of revenue and profit to the a new Board of Directors
In what elements of this multi-brand, multi-channel enterprise should the company invest for growth … within a tight capital constraint
Develop a strategic plan to guide budgeting for the next three years
Results Delivered
New strategic plan and structured approach to ensure accountability across the management team for growth strategy
Defined and implemented a strategic planning and management process that engaged not only the board and CEO, but individual members of the management team accountable for results.