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Achieving Competitive Advantage
By strategically guiding you, we organize your business in its entirety, beginning with strategy to the organizational structures and resources including your corporate culture.
Strategy development is a top management undertaking ---we do not offer you cookie cutter solutions or strategies. We also do not write books filled with formulas. We invest in creativity, the generation of alternatives and options as well as new ideas.
For us, strategtic thinking and development means actively developing the future, and not simply allowing it to happen. For every future possibility, there is an viable alternative - if one is convinced by it and actively decides to employ it.
This not only holds true for the future of businesses.
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Corporate strategy:
The main basis for success already exists at the firm level and is achieved by ensuring a basic competitive advantage, if the three main categories for competition -- productivity for today, skills for tomorrow, and ideas for the future -- remain in sync and are developed for internal use.
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Competitive Strategy: Three critical success factors remain decisive
Corporate strategy deals with the organizaton of the three critical success factors - volume -- a basis for efficiency and cost degression - productivity - to avoid pseudo-differentiation - and time - so that the right thing happens at the right time.
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Strategy Creation: Doing the right thing at the right place
The future client structure and with it the associated quantity structures determine the total value creation for the business. The neccessary strategy contribution of all of the value creating components and locations as well as the specific necessary value creating concentration determine the creation of the optimum amount of value across locations.
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Functional strategy: Everyone pulls together
The goals of all functional areas are derived from corporate and competitive strategies. For each business area, a measurable strategy contribution is defined. The functional strategy ensures that in the case of strategic errors and goal varations, problems are transparent and that related counteractive metrics can be readily understood.
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Strategic alliances: Bridging strategic gaps
Strategic alliances exist in order to bridge strategic gaps, if the firm is unable to do it alone. Alliances always make sense, or are rather neccesary, if the critical success factors for competitive strategy are effectively and positvely impacted.
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Industry Transformation: Reallocating value creation
Even historically developed industries and value chains display great strategic and operational potential for success, if value creation can be allocated across locations.
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Specialized Services: Strategically answering questions correctly
In addition to the basic strategic principles, there are a multitude of questions, especially when it comes to dealing with specialized concepts, strategic corporate direction or questions regarding portfolio management.
Corporate success is the result of new ideas and actions. With respect to innovation management, we understand it to be a multiple dimensional concept of innovative corporate governance.
Innovation Management requires a management system that promotes ways to be prepared for new happenings and business change. Both top management behavior and corporate culture have a hand in shaping it. Innovation Management must be exemplified; it cannot be forced.
At Dr. Wieselhuber & Partner, Innovation Management also includes ensuring that the implementation of the innovation is an economic success, improving one`s competitive position as well as the selective use of innovation cycles. We develop the cultural basis, the correct method and application, or rather instruments; thereby implementing a professional innovation process.
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