Strategy

SCORA steps in when a market, a portfolio or a positioning needs to be revisited, or when management must choose between several trajectories. The analysis starts from the facts and ends in a quantified decision, not a general recommendation.

Diagnostic and strategic choices

• strategic diagnostic, market attractiveness, competitive analysis;
• positioning, strategic choices, prioritisation, roadmap;
• corporate and business unit strategy.

Segmentation

• market, customer, application, geographic and value-based segmentation;
• segment portfolio and prioritisation of opportunities.

Product portfolio

• rationalisation, repositioning, product mix;
• R&D trade-offs, contribution and profitability by segment;
• resource allocation.

From strategic choice to the numbers

Planning and scenario modelling tie choices to their economic consequences: market assumptions, volumes, prices, mix, EBITDA, investment, cash, scenarios and sensitivities, through to the investment case and the presentation to the board or investors.

Executive decision support

Structured support in the face of complex decisions: decision under uncertainty, strategic options, prioritisation, scenario planning, executive-team alignment, governance, board communication. The common logic: Problem, Facts, Options, Economics, Risks, Decision, Execution.

Examples

• DOMO Chemicals: ten-year strategic plan for an integrated Nylon 6 business, at group and business unit level (consulting, 11 months).
• Soleil Metals (OCIM Group): strategic repositioning of a precious metals player, roadmap and target integration model (Chief Strategy Officer, 5 months).

Typical deliverables: strategic diagnostic, market assessment, market segmentation, business plan and financial model, board presentation.