Strategic System | The Maritime Consulting Group

Strategic and Business System
> Innovation and Growth

“Because the purpose of business is to create a customer, the business enterprise has two–and only two–basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business.” (Peter F. Drucker).

So, let’s try a new approach...

We all have one or more talents, and our businesses too. Especially when they are the creations most resemble to ourselves, its creators. It’s a matter of finding those talents (lost, or never imagined) and visualize and conceptualize the real Unique Selling Proposition (USP), distinctive and exclusive to the company, known by its creator or not, has in his DNA, and on which to base and reinvent their market positioning. And despite the obvious joke that always makes external advisors and consultants, we must to say that only an external advisor to the company, and therefore oblivious to the anguish that from within the decisions are taken that affect their vision reality and external to company policies, is able to objectively identify their competitive advantages, and realistically defects and threats, but the strengths and opportunities of each company as well. Analysis is only useful if we have the courage to listening, and face it.

Our Strategic system and proposal only deals with the commitment to the successful future of the company within our sector. And has more to do with the possibilities for orderly growth on Strategic Business Units, re-identified and re-defined in simple and useful Plans Business. It is an original and innovative Strategic method, we have had the opportunity to put into practice in recent years in several companies that have relied on the potential of this growth and the expansion from its own previous brand building, based on this strategic innovation plan and focused on a real commercial pressure.

It is about our proposal, therefore, more innovation and commercial dimension, in a very broad sense -indeed in the broadest sense-, and we have forgotten… parking dreams and opportunities, hounded and pressured, and many times embittered by the pressure of the immediate economic and financial difficulties of the company.

We conceive it as a business set-point. So the effectiveness of our Strategic Model of Innovation and Growth, for the renovation of companies in the transportation sector, is mainly based on:

1 Simplicity

Simplicity for the strategic approach and its implementation, based primarily on one’s own life and business experience of our consulting team, and behold our differentiator key. We can not perform these functions with high responsibility and commitment to success involved, if only have learned from technical manuals, and have not experienced first a business life intensely, by definition subject to constant change.

2 Low investment -high impact actions but low cost

Strategic rationalization and optimization of company resources, which does not mean a reduction in branding. Even in the case of large corporations, they are “forced” to major investments in advertising, and because its brand is one of its main assets, if not the most important, we have innovative formulas, high impact and low cost. In any event, with Henry Ford, we think “stop advertising to save money is like stopping the clock to save time”. Our strategic model certainly does not consider another scenario that the rationalization of resources and minimal economic investment, with actions of high impact but low cost arising from the outlined strategic vision, to pursue increasing brand value, its precise market positioning, with service differentiation and segmentation of the offer.

3 Experience and professionalism

Previous life experience in professional and business matters as a differentiating element of our model, which results from the actual life experience of the consulting team, and derived from his extensive professional and business career. Our partners have extensive and often recognized professional sucess prior to the advisory activity, previously holding positions of managerial responsibility, either as managers or as entrepreneurs, as well as members of Boards of Directors of several companies within the industry transportation. This is undoubtedly one of the key elements of our strategic model, and a significant added value to our Strategic Consulting services.

4 Innovation

Strategic Innovation. All that is not innovation … is an expense. So committed to the provision of a service, and a service of minimum cost for our industry, which needs all the help in these difficult times, could not stay out of the equation the broader innovative sense. But we would say more: innovation, commercial pressure, strategic vision, creativity… common sense, they are some of the key skills of our strategic model.

5 Externality

6 Capacity for Strategic Management

7 Ability to Strategic decision

True differentiator of our strategic model. And above all these skills, resources, and creative innovations of the modern school of Business Consulting, our added value is the subjection to our own criteria, as we said, based in our prior life experience; which was “wrong” first and often at the expense of our own pockets, and has learned from real situations, then rationalized taking valid and beneficial findings to share. This means that, although we have also trained in technical matters and in prestigious management schools, not always exist in our approach an exclusive or strict subject to scientific manuals, technical criteria, ratios enslaving many times… especially when it is in these days we have seen fall seamlessly all economic references that believed so solid. And very few “scientifics” and “technicians” had quickly notified the disaster when so many companies are now mired. This and no other is the cruel reality that we live in right now. We left the purely “technical or scientific” vision for the “technicians and scientists”, and we prefer to combine it with the widest vital, changing and enriching, life and professional experience. Yes, and of course, with Ray Kroc we also believe it is necessary “quantify” and to pass to ratios and critical indicators the reality with which we work. But without limiting the capacity for strategic decision, nor the inspiration and the business acumen and commercial nous, which is essential to meet certain processes.

8 There are no miracles…

Please check out our full proposal without obligation, regarding our strategic model innovation and growth, there is much to gain: the future of your company. If interested, please do not hesitate to contact us as soon as possible and we will work with your management team about the possibilities of a better future for your company. Whatever your situation, with the highest sense of responsibility, and aware that miracles do not exist… at least not without the daily effort and inspiration that leads it rationally and efficiently: as Thomas Edison said indeed “success is 1% inspiration and 99% perspiration.”

Strategic and Business System> Innovation and Growth

Strategic and Business System
> Innovation and Growth