Strategy for a trend-setting Internet company.
The company is a leading player in the Internet sector and plays an important role in international email marketing. It organises and executes large-scale email campaigns, including campaign follow-up, for manufacturers of major brands. It’s core competencies are developing software tools, supplying consultancy services, and its ability to achieve results. It also creates websites. The company has a passion for expansion and has opened various foreign branches. In addition to the growth potential, this has increased its risk profile. Financial resources are limited in relation to its growth objectives, and the engagement of another party may be able to speed things up.
How to maximise the value of the company and its shares. Should it engage a financial partner (perhaps involving unattractive conditions) in order to grow faster and stay ahead of the competition? Should it become part of another, strategic partner to maximise value, or was it better to proceed independently?
We held detailed discussions with the company concerning the outlook of the current business model. This involved listing the relative certainties and uncertainties, resulting in a range of values for a stand-alone situation. This range of values formed the point of reference for consideration of other scenarios. In close cooperation, the business plans for each country were consolidated and worked out in further detail. Future objectives were clarified, making the organisation’s growth potential apparent. Based on its belief in unrealised potential, the company decided not to join up with a strategic partner. A straightforward business plan with phased growth was formulated. The shareholders also realised that they were not capable of the internal discipline necessary to adhere to this plan, and decided external scrutiny would be more effective in enforcing the plan. It was decided to engage a financial partner in order to create more balance in the shareholders’ meeting.
The assignment resulted in a clear picture of the company’s future and with agreement among the shareholders on the risk profile. This meant that the shareholders could focus on a common objective and the country managers would receive clear instructions. In short, the strategy was translated to the operational level.