Value-based planning

Competitive Strategy

Strategic planning has different purposes at different levels of the organization. At the Corporate level, the central purpose is planning for growth. At the level of the Business Unit or Division, the purpose of planning is to identify strategic opportunities for future investment.

Corporate planning asks how the organization grows, business unit planning asks where the organization chooses to compete, and product-market planning asks how the organization competes.

Sustainable advantage

Focus first. Then compete on value.

Once those business opportunities are identified in terms of the organization’s key product lines and markets served, the real planning for a sustainable competitive advantage can begin.

One process, three planning levels

Value-Based Planning answers the key question at every level.

Market Value Solutions’ Value-Based Planning Process is designed to answer the key question posed at each level of business planning.

Corporate

Selected growth options are informed by the tools of customer value analysis.

Business Unit

We work with the management team to develop a Product/Market Matrix in order to achieve strategic focus.

Product / Market

We work with a cross-functional team to identify value-based, market-driven strategies for a sustainable competitive advantage.

From priorities to action

A disciplined competitive planning process.

Research, customer value evidence, strategy, objectives, and action programs move forward as one connected effort.

Five-stage competitive planning process: evaluate strategic priorities, design research, evaluate the competitive value proposition, develop strategy and objectives, and implement action programs over approximately three months.

Built with your team

Why we engage a cross-functional team.

We engage a cross-functional team from the organization in the development of the actual competitive marketing plans for two important reasons.

First

The value-based market opportunities typically require changes to the product or service itself, new methods for marketing communications, changes in operations, and/or changes in pricing. Managers from each of those functional areas need to be directly involved with the development of strategies, objectives, and actions for which they will, ultimately, be responsible.

Second

The goal of MVS is to teach our way out of the consulting relationship. We do that by providing the planning tools and techniques, then teaching your organization’s managers how to use them so that they can develop future competitive marketing plans independently.

Choose where and how to compete

Build strategy around customer value.

Let’s identify the product-market opportunities that can create sustainable competitive advantage.

Start a conversation