1. Discussion Deck Template
Strategy Development
Discussion Deck Template
This is a discussion deck template for a corporate strategy development session. In this discussion, we go through a 2-prong approach to growth and evaluate the merits of various growth drivers. From the 2-prong approach, various scenarios can be generated in the discussions and dashboards are used to evaluate each scenario.

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3. Contents Introduction to Prong 1 and Prong 2 Concept Prong 1 Overview
Prong 1 Scenarios
Prong 2 Overview
Prong 2 Scenario

4. Introduction to Prong 1 and Prong 2 (1 of 3)
High
urgency
TODAY
TOMORROW
DAY AFTER
OPTION A
Boost performance of existing business model
(STAY WITH THE CORE)
COMPANY can either work on boosting the performance of its core business and let the business continue as is
This is LOW RISK
OPTION B
COMPANY can further the first option by transforming the business into a Technology Manufacturing Company for sustainable growth
This is MEDIUM RISK
First, boost performance of existing business model
(STAY WITH THE CORE)
Next, transform the business into a Technology Manufacturing Company
(GO FOR MORE)
OPTION C
Immediately transform the business into a Technology Manufacturing Company
(GO FOR MORE)
The final option is for COMPANY to immediately begin its transformation into a Technology Manufacturing Company
This is HIGH RISK 4

5. Stay with the Core Go for More
Our options essentially boil down into 2 sets of scenarios:
Stay with the Core (AKA Prong 1)
Go for More (AKA Prong 2)
Introduction to Prong 1 and Prong 2 (2 of 3)
PRONG 1
Stay with the Core
Continue to develop COMPANY’s core business of ible circuits
Any potential M&A will be a tuck-in
The primary objective is to boost the performance of COMPANY’s existing business model, which is an immediate need
PRONG 2
Go for More
Extend beyond the core business of ible circuits
Any M&A will operate outside the current organization
The primary objective is to grow COMPANY’s portfolio of offerings and transform it from a ible circuits manufacturer to a Technology Manufacturing Company 5

6. Introduction to Prong 1 and Prong 2 (3 of 3)
Our business has 3 primary drivers of value—these drivers provide a framework to evaluating growth and transformation scenarios
Introduction to Prong 1 and Prong 2 (3 of 3)
Manufacturing
& Operations
Process & Product
Engineering
Customers
We are nearing its manufacturing capacity, so there is an impending need to expand capacity—either through building a new plant or acquiring one
We currently have process and engineering IP associated with ible circuit products
To transform into a competitive Technology Manufacturing Company, we should increase our process and product engineering IP
We have great customers, including the 2 largest customers
However, on of our biggest risks is also customer concentration, with 1 contributing 80% of our gross margin 6

7. Contents Introduction to Prong 1 and Prong 2 Concept Prong 1 Overview
Prong 1 Scenarios
Prong 2 Overview
Prong 2 Scenario

8. Prong 1 – Stay with the Core
How should we grow?
Grow
organically
Grow
inorganically
What do we acquire?
EXAMPLE 1
Stick to your knitting, grow organically
Acquire facility
Acquire
like company
Manufacturing
& Operations
Manufacturing
& Operations
Process & Product
Engineering
EXAMPLE 2
Stick to your knitting, acquire facility
EXAMPLE 3
Stick to your knitting, acquire like company 8

9. Example 1: Stick to your knitting, grow organically
Scenarios
Example 1: Stick to your knitting, grow organically
PRONG 1
Stay with the Core
PRONG 2
Go for More
STAY THE COURSE
Manufacturing
& Operations
EXISTING
EXISTING
Process & Product
Engineering
Customers
EXISTING
Benefit
Reaches capacity limits due to organic growth—build new plantrication facility
Organic growth of customers if incremental (and not proportional to the increase in capacity) 9

10. Example 2: Stick to your knitting, acquire facility
Scenarios
Example 2: Stick to your knitting, acquire facility
PRONG 1
Stay with the Core
PRONG 2
Go for More
XXXX MODEL
Manufacturing
& Operations
EXISTING
EXISTING
Process & Product
Engineering
Customers
EXISTING
Benefit
Acquire new circuit plant to meet growing capacity demands for COMPANY’s existing products
Acquired plant also brings new customers 10

11. Example 3: Stick to your knitting, acquire like company
Scenarios
Example 3: Stick to your knitting, acquire like company
PRONG 1
Stay with the Core
PRONG 2
Go for More
XXXX MODEL
Manufacturing
& Operations
EXISTING
EXISTING
Process & Product
Engineering
Customers
EXISTING
Benefit
Acquire a new plant that can produce COMPANY’s current circuit products, as well as new related products
New plant brings engineering capabilities beyond circuits
Acquired plant also brings new customers 11

12. Contents Introduction to Prong 1 and Prong 2 Concept Prong 1 Overview
Prong 1 Scenarios
Prong 2 Overview
Prong 2 Scenario

13. TEMPLATE FOR PRONG 1 SCENARIOS
DASHBOARD
TEMPLATE FOR PRONG 1 SCENARIOS
PRONG 1
Stay with the Core
PRONG 2
Go for More
Scenarios
<SCENARIO X> Dashboard
IMPACT ON CORE DRIVERS OF VALUE
OVERVIEW
Filler text
Manufacturing
& Operations
Process & Product
Engineering
Customers
Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
Revenue growth 1  3 4 5
(Highest)
Margin growth 2
(Full satisfaction)
CORPORATE RISKS
Direct labor unrest
Customer concentration
Pricing and margin pressures
Technology innovation
Talent management, BCP
TECH MFG COMPANY
FINANCIAL ANALYSIS
Filler text 13

14. TEMPLATE FOR PRONG 1 SCENARIOS
DASHBOARD
TEMPLATE FOR PRONG 1 SCENARIOS
PRONG 1
Stay with the Core
PRONG 2
Go for More
Scenarios
<SCENARIO X> Dashboard
IMPACT ON CORE DRIVERS OF VALUE
OVERVIEW
Filler text
Manufacturing
& Operations
Process & Product
Engineering
Customers
Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
Revenue growth 1  3 4 5
(Highest)
Margin growth 2
(Full satisfaction)
CORPORATE RISKS
Direct labor unrest
Customer concentration
Pricing and margin pressures
Technology innovation
Talent management, BCP
TECH MFG COMPANY
FINANCIAL ANALYSIS
Filler text 14

15. TEMPLATE FOR PRONG 1 SCENARIOS
DASHBOARD
TEMPLATE FOR PRONG 1 SCENARIOS
PRONG 1
Stay with the Core
PRONG 2
Go for More
Scenarios
<SCENARIO X> Dashboard
IMPACT ON CORE DRIVERS OF VALUE
OVERVIEW
Filler text
Manufacturing
& Operations
Process & Product
Engineering
Customers
Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
Revenue growth 1  3 4 5
(Highest)
Margin growth 2
(Full satisfaction)
CORPORATE RISKS
Direct labor unrest
Customer concentration
Pricing and margin pressures
Technology innovation
Talent management, BCP
TECH MFG COMPANY
FINANCIAL ANALYSIS
Filler text 15

16. Contents Introduction to Prong 1 and Prong 2 Concept Prong 1 Overview
Prong 1 Scenarios
Prong 2 Overview
Prong 2 Scenario

17. Prong 2 – Go for More ? Go for More What is our strategic goal? Grow
inorganically
What is our strategic goal?
Extend Manufacturing Capabilities
Financial
buy
Extend Design/
Engineering
Capabilities
Manufacturing
& Operations ?
Process & Product
Engineering
EXAMPLE 4
Transform the business, extending your value chain 17

18. Example 4: Transform the business, extending our value chain
Scenarios
Example 4: Transform the business, extending our value chain
PRONG 1
Stay with the Core
PRONG 2
Go for More
CISCO MODEL
Manufacturing
& Operations
EXISTING
EXISTING
Process & Product
Engineering
Customers
EXISTING
Manufacturing synergies
Engineering & IP synergies
Customer base synergies
Acquire new company with existing manufacturing facilities and capabilities; and management team and capabilities
NEW
NEW
Acquired company brings IP and engineering capabilities
Acquired company has existing established customer base
NEW 18

19. Contents Introduction to Prong 1 and Prong 2 Concept Prong 1 Overview
Prong 1 Scenarios
Prong 2 Overview
Prong 2 Scenario

20. TEMPLATE FOR PRONG 2 SCENARIOS
DASHBOARD
TEMPLATE FOR PRONG 2 SCENARIOS
PRONG 1
Stay with the Core
PRONG 2
Go for More
Scenarios
<SCENARIO X> Dashboard
IMPACT ON CORE DRIVERS OF VALUE
OVERVIEW
Filler text
Manufacturing
& Operations
Process & Product
Engineering
Customers
Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
Revenue growth 1  3 4 5
(Full satisfaction)
Margin growth 2
CORPORATE RISKS
Direct labor unrest
Customer concentration
Pricing and margin pressures
Technology innovation
Talent management, BCP
TECH MFG COMPANY
FINANCIAL ANALYSIS
Filler text 20

21. TEMPLATE FOR PRONG 2 SCENARIOS
DASHBOARD
TEMPLATE FOR PRONG 2 SCENARIOS
PRONG 1
Stay with the Core
PRONG 2
Go for More
Scenarios
<SCENARIO X> Dashboard
IMPACT ON CORE DRIVERS OF VALUE
OVERVIEW
Filler text
Manufacturing
& Operations
Process & Product
Engineering
Customers
Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
Revenue growth 1  3 4 5
(Full satisfaction)
Margin growth 2
CORPORATE RISKS
Direct labor unrest
Customer concentration
Pricing and margin pressures
Technology innovation
Talent management, BCP
TECH MFG COMPANY
FINANCIAL ANALYSIS
Filler text 21

22. TEMPLATE FOR PRONG 2 SCENARIOS
DASHBOARD
TEMPLATE FOR PRONG 2 SCENARIOS
PRONG 1
Stay with the Core
PRONG 2
Go for More
Scenarios
<SCENARIO X> Dashboard
IMPACT ON CORE DRIVERS OF VALUE
OVERVIEW
Filler text
Manufacturing
& Operations
Process & Product
Engineering
Customers
Filler text
EVALUATION CRITERIA
CORE OBJECTIVES
Revenue growth 1  3 4 5
(Full satisfaction)
Margin growth 2
CORPORATE RISKS
Direct labor unrest
Customer concentration
Pricing and margin pressures
Technology innovation
Talent management, BCP
TECH MFG COMPANY
FINANCIAL ANALYSIS
Filler text 22

23. Appendix

24. 09/15/98
Have you downloaded our free primer on Strategy Development & Strategy Execution?
Download our primer on Strategy Development Strategy Execution for Free here:
DESCRIPTION
PARTIAL PREVIEW
Strategy without execution is merely theory. Many companies develop robust strategies, but struggle with operationalizing their strategies into implementable steps.
This 54-slide presentation introduces 12 powerful business frameworks spanning both Strategy Development and Strategy Execution.
Topics covered include: Porter's Five Forces, Consolidation-Endgame Curve, Hoshin Kanri, Product Lifecycle, Consumer Adoption Curve, Balanced Scorecard, Blue Ocean Strategy, BCG Matrix, SWOT, PEST, Marketing Mix, Organizational Hurdles. 25 11 93

25. 09/15/98
Why is that only 20% of the sales team generate such a disproportionate amount of the sales? What if you were to only hire the “best of the best?”
Download the Fiaccabrino Selection Process Primer for Free here:
DESCRIPTION
THE 16 HUMANISTIC ATTRIBUTES + BEHAVIORAL QUADRANT
In most sales organizations, there are 2 crippling truths—1) 80-90% of sales are generated by only 20% of the sales team and 2) turnover is abysmal.
The Fiaccabrino Selection Process (FSP) is a proven methodology for increasing sales and reducing turnover. It teaches you how to select only the "best of the best" for your organization.
Whereas the methodology was originally developed for a sales organization, it can easily be modified and tweaked for other functions.
The core of the framework is to understand 16 critical Humanistic Attributes. 25 11 93

26. Flevy ( is a marketplace for business documents—specifically, documents used by folks who work in a business function (e.g.Marketing, Corporate Finance, IT, etc.). These documents can range from Excel Financial Models to customizable PowerPoint Templates to "How-To" Business Frameworks.  Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. 
Contact Us
Please contact us with any questions you may have about our company.
General Inquiries 
Media/PR 
Billing
Write to Us
Flevy.com  315 W. 33rd St., Ste. 35C  New York, NY 10001