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What we do

What is strategic growth management and value-based management? It is the combination of strategic thinking techniques with shareowner wealth creation methodology.  And what is it useful for?  By applying this approach with  retailers, and grocery supermarket retailing in particular, significant transformational improvements have been achieved in both growth and operational efficiency.

Helping enterprises to create greater wealth for shareholders through delivery of stronger customer value propositions is at the core of everything we do at myRetailStrategy.  Part of our methodology to to apply the relevant analytical tools and technique while training your key personnel in how to work with these going forward, integrating them with how your business operates.  Our four-step transformational model is comprised of the following steps:

Strategic business review​

  • Business model review
  • Competitive analysis
  • Value driver sensitivity and goal seeking analysis

Retail business model visioning
​

  • Trends, predictions
  • Buy-in through workshops
  • "Big dream" articulation

Business strategy development

  • Vision and mission
  • "Playbook to win" development
  • "Culture as engine" for successful execution

Implementation formulation

  • Target setting
  • Implementation planning
  • Key success factor development

What you get

Фотография
  • Detailed enterprise value analysis - EP & EV drivers
Фотография
  • Customized key value driver framework​
Фотография
  • Senior leadership team buy-in and training
 Фотография
Workshop and planning reports - vision and plan​
Фотография
Key performance indicators and targets​​
Фотография
Incentive compensation plan design (option)​

Our expert

Roland Burgman,
​Director of Strategic Growth

Roland Burgman’s advisory work focuses on strategic growth management.  He brings extensive board experience, including the role of Chairman, Deputy Chairman, Audit Committee Chair and executive and non-executive director for publicly listed and private companies. He currently has three Board roles; two of these as chairman working with Inc 500 startup company CEOs and the other as independent director on a privately-held retail company. His advisory work is focused on strategic growth management and in particular on strategy and structure issues which require identifying, measuring, valuing and managing and reporting on the organization’s value drivers.​

Impact story

Strategic growth management and value-based management provide a strong value ethos for shareowners

Value creation is a powerful lens for identifying the initiatives that will have the greatest impact on a company’s transformation agenda and for understanding the potential value of the overall program for shareholders.

DCF Inc. offers a compelling example of a company using a sharp focus on value creation to chart its transformation course. In the early 2000s, DCF was a good company with strong management but limited organic growth.  Its supermarket groceries business, although responsible for 80 percent of the company’s revenues, was mature in all its segments, producing low-gross-margins.  And the company’s cost-cutting initiatives were delivering diminishing returns.  DCF’s top line was essentially flat, at about $500 million in annual revenues, with an unclear path to future growth.  DCF’s management focus had been on improving its operational efficiency (cost down and cost out), yet, to the frustration of management, DCF had a low valuation for its potential sale.

With myRetailStrategy's help, DCF assessed its options and identified key levers to drive a stronger and more-sustainable value creation ethic.  The result was a transformation comprising four components:
  • A Strong Commitment to Value Creation as the Company’s Focus.  Initially, DCF cut back its growth guidance as a signal - to potential investors, employees and other stakeholders - that it would not pursue growth opportunities at the expense of profitability.  And as a sign of management’s commitment to balanced value creation, the company increased its dividend to shareholders by 90 percent.
  • Relentless Cost Management.  DCF built on its long-known operational excellence to develop an operating model focused on leveraging scale and synergies across its stores through initiatives in sourcing, supply chain processes, and private label products.
  • A Major Transformation of the Business.  To help fund its journey, DCF divested product lines worth about $100 million in revenues, including its frozen products business. It used those resources to acquire nearly $200 million worth of higher-growth, higher-margin brands.  Overall, this shifted the balance of its portfolio from 70 percent low-growth brands to 65 percent higher-growth lifestyle brands.
  • The Creation of a High-Performance Culture.  DCF has created an ownership mind-set in its management ranks.  More than 20 managers across all key businesses and locations received training in the underlying principles of value creation, and the performance of every brand and store is assessed in terms of its value contribution.  In addition, DCF strengthened its management bench through a dedicated talent-management program and selective hires.

Insights & Thoughts

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