MC@skillnet.com
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Selected Skillnet Clients
3i, Advent, Avedya, Axel Springer Mediahouse, InteractiveMedia, InterSystems, Janosch Film und Medien, Otto, Qype, Ringier, SevenOne Intermedia, SevenOne Media |
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'SWOPP - Successful Crisis Management': To navigate the rough seas, we created 'SWOPP' in October 2008, based on Skillnet's Experiences from the crash of the TIMES bubble in 2001 and current activities in 2008/09 for our clients. If you want to learn more about SWOPP, please do not hesitate to contact us.
What's Next Consulting
Challenge:
Shareholders asking for higher growth? Disruptive changes in the existing business model ahead?
An increasing number of TIMES businesses experience either growth barriers or disruptive changes in existing markets or business models. Shareholders simultaneously demand superior growth in both top and bottom lines. Consequently, there is an increasing demand for TIMES companies to develop new growth areas and tools.
What We Do:
Skillnet’s proven and unique “What’s Next in TIMES” methodology helps TIMES companies to identify and develop growth opportunities. The approach focuses on internal/organic and external growth/acquisitions. The growth tools include vertical, horizontal, and lateral orientation. Our in-depth global industry expertise offers us a USP in providing this service.
Approach:
1. Dedicated team of specialists
A dedicated team of Skillnet specialists works with a team or a project lead from the client to implement the "What’s Next in TIMES" methodology.
2. Around 50 new business ideas boiled down to its best
Around 50 new business ideas are generated and described by us based on a global best practice review. Based on the criteria defined by the client, the new business ideas are scored and reduced to a short list of ideas. The ideas on this short list are then described in more detail regarding the nature of the business, market size and growth, target groups, selected best practices, competitive situation, existing assets of the client/approach/USPs, and market entry barriers. Given the more detailed ideas, the top 3 ideas are scored according to the criteria.
3. TOP 3 models in dedicated a business plan ready to "hit the road"
For each of the top 3 models, there is a dedicated exercise to build a deliverable business plan of circa 60 pages that describes the new business idea in great detail with an implementation scenario and detailed financial projections. The results are condensed to a board level presentation to aid in the implementation decision.
Results:
Running a "best of breed" process to identify new growth areas. Establishing a solid basis for a high quality board decision. Delivering "bullet-proof" material about new growth areas for investors and analysts to create demand and upsides in the company valuation.