Competitive Analysis Consulting

Too many strategic alliances with Global System Integrators (GSIs) fail to deliver promised revenue. The #1 reason? They skip the basics — and then scale chaos. 👇 Here’s how to do it right. If you’re partnering with GSIs like Accenture, Capgemini, TCS, or Infosys, you already know they’re powerful growth channels — but only if your alliance is strategically designed, operationally aligned, and commercially activated. At Alliance Best Practice, we’ve studied over 800 high-tech alliances and found that commercial success with GSIs isn’t magic — it’s method. The most successful partnerships follow a repeatable pattern across three critical stages: 🔹 Initiation: Get the Foundation Right Secure real executive sponsorship (not lip service). Co-create a joint value proposition that solves real customer problems. Build a 12–24 month joint business plan with targets, priorities, and a shared “why now.” 🔹 Activation: Make It Real Launch field enablement with role-based playbooks, demos, and deal support. Identify 10–50 strategic accounts for joint pursuit. Share pipeline, assign pursuit leads, and celebrate early wins publicly. 🔹 Acceleration: Scale What Works Invest in repeatable, co-branded solution offerings. Launch joint marketing campaigns and track sourced/influenced revenue. Embed governance, metrics, and incentives that make the alliance sustainable. 💬 As one alliance leader told us: "If you can’t describe how the GSI makes money with you, they won’t put you in front of a client.” If you're building or rebooting a GSI alliance and want a proven roadmap — ✅ Read our latest article: Best Practices in GSI Alliances 📍 Now live on the Alliance Best Practice site: 🔗 https://lnkd.in/eJaHMXE #alliances #partnerships #GSI #channelstrategy #cosell #strategicalliances #growth #b2bpartnerships #alliancemanagement #hightech

Innovation isn’t just about new products. It’s about how you structure, deliver, and capture value—across your entire business model. In their book, "Ten Types of Innovation" (2013), Keeley et al. outline a powerful framework outlining no less then 10 types of innovation: Configuration 1. Profit Model – How you make money 2. Network – How you collaborate 3. Structure – How you organize 4. Process – How you operate Offering 5. Product Performance – What you offer 6. Product System – How offerings work together Experience 7. Service – How you support users 8. Channel – How you deliver value 9. Brand – How you're perceived 10. Customer Engagement – How you foster loyalty Most innovation efforts focus narrowly on the product. But real advantage comes from orchestrating multiple innovation types, often in combination. If you're looking for new strategic levers, this framework is a great place to start. Which of the ten are you already investing in?

As I meet more people, especially budding tech founders, a recurring question is about leveraging partnerships as a revenue channel. One key aspect that often stands out in these discussions is identifying the right partner. The right partnership can provide up to 80% leverage in your ROI by aligning perfectly with your goals and capabilities. Consider the example of a health tech startup partnering with a large hospital chain. By integrating their cutting-edge telemedicine platform with the hospital's extensive network, the startup was able to provide virtual health services to a vast number of patients. This partnership enabled the startup to scale rapidly and gain credibility in the healthcare market, while the hospital chain could offer innovative services to their patients without developing the technology in-house. To help identify the right partner, I recommend using a simple framework like the "PARTNER" scoring model: - 'P'urpose Alignment: Do your missions and goals align? - 'A'ccess to Market: Can they help you reach new or larger markets? - 'R'esource Complementarity: Do they offer resources you lack and vice versa? - 'T'rust and Reliability: Can you trust them to deliver consistently? - 'N'etwork Synergy: Do their connections and networks benefit you? - 'E'conomic Benefit: Is the partnership financially advantageous? - 'R'eputation: Does partnering with them enhance your brand image? By scoring potential partners on these criteria, you can identify the one that offers the best strategic fit and highest potential for ROI. #B2BPartnerships #TechFounders #BusinessGrowth #StrategicAlliances image - courtesy to Freepik

Innovation isn’t about making what you sell better; it’s about selling something better. Most often when people think of the objectives of digital transformation, they focus on production optimization or cost reduction. But I would argue the real value comes from transforming the way you provide and capture value to customers. 𝐓𝐡𝐫𝐞𝐞 𝐞𝐱𝐚𝐦𝐩𝐥𝐞𝐬 𝐨𝐟 𝐧𝐞𝐰 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐦𝐨𝐝𝐞𝐥𝐬: 𝐃𝐢𝐠𝐢𝐭𝐚𝐥 𝐒𝐞𝐫𝐯𝐢𝐜𝐞𝐬 Manufacturers have traditionally sold physical products; however, with the increasing popularity of digital services such as software or cloud-based solutions, many manufacturers are now offering digital services as well. These digital services can be anything from providing access to a web portal for customers to tracking performance data for their equipment. By selling digital services, manufacturers can not only increase their profits but also gain a better understanding of customer needs which they can use to refine their products and services accordingly. 𝐒𝐮𝐛𝐬𝐜𝐫𝐢𝐩𝐭𝐢𝐨𝐧 & 𝐀𝐬-𝐀-𝐒𝐞𝐫𝐯𝐢𝐜𝐞 The subscription business model has become increasingly popular among manufacturers as it allows them to offer customers more flexibility when purchasing their products or services. Instead of customers buying a one-time product or service, they can subscribe on an ongoing basis instead which means they get access to the latest updates and features without having to purchase a new product each time. 𝐎𝐮𝐭𝐜𝐨𝐦𝐞-𝐁𝐚𝐬𝐞𝐝 𝐂𝐨𝐧𝐭𝐫𝐚𝐜𝐭𝐬 This type of contract typically involves setting an agreed upon outcome that both parties agree on before signing any agreements. For example, if a manufacturer agrees to provide hardware maintenance for its customers for a certain number of years then it will receive payment once those conditions have been met instead of upfront payments like in traditional contracts. In such arrangements, manufacturers assume more responsibility for delivering results; thus increasing their risk but also allowing them to capture more value from customers if successful. ******************************************* • Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

Staying ahead of the competition requires more than knowing what your rivals are doing right now—it demands a strategic understanding of why they make the decisions and how they are likely to act. This is where Porter’s Four Corners Analysis comes into play. Developed by Michael Porter, this strategic tool goes beyond surface-level assessments of competitors by diving into the motivations and capabilities driving their actions. It allows businesses to anticipate competitive moves and align their strategies proactively. The model consists of four critical components: 1️⃣ Drivers (Motivation): What are your competitors' long-term goals, and what internal and external factors drive their strategies? Understanding their motivations can reveal future strategic directions. 2️⃣ Current Strategy: How are your competitors competing today? This involves analyzing their market positioning, key activities, and resource allocation to identify strengths and weaknesses. 3️⃣ Capabilities: What resources and skills do your competitors have at their disposal? Assessing their capabilities helps determine if they can realistically pursue their goals, revealing potential opportunities and threats. 4️⃣ Management Assumptions: What beliefs shape your competitors' strategic decisions? Understanding their assumptions about the market and competition allows you to identify potential blind spots or miscalculations. Why Use This Analysis? Predict Competitor Actions: Anticipate moves before they happen and adjust your strategy accordingly. Identify Weaknesses: Pinpoint gaps between competitors’ aspirations and their actual abilities. Strategic Decision-Making: Use insights to inform market entry, pricing, product development, and investment decisions. Incorporating Porter’s Four Corners Analysis into your strategic toolkit can provide the foresight needed to outmanoeuvre competitors. It’s not just about knowing what they’re doing—it’s about understanding the why, the how, and the what’s next. Ps. Interested in business strategy and innovation? Please follow for insights and updates. 😀

Business Model Innovation for the Circular Economy 🌍 Creating value in a circular economy demands a shift in both process and mindset. This visual framework presents two connected elements. The first is a cycle that outlines the phases of circular business model innovation. The second is a set of strategic levers to design and evolve business models around circular principles. The process begins with an impulse. This is a signal that challenges the current way of operating. It may originate from regulatory changes, material scarcity, shifting consumer preferences, or internal ambitions. The impulse triggers a process of reflection and exploration. From there, the next step is to identify areas within the current model that lead to waste, inefficiency, or missed opportunities to regenerate value. This involves understanding how resources flow through the system and where interventions might shift outcomes. Ideation follows. This is the creative phase where potential solutions are generated. It draws on insights from design, engineering, service innovation, and systems thinking. Ideas should be bold but also feasible within the boundaries of the organization and its ecosystem. Integration expands the scope. At this stage, the business looks beyond its walls to build partnerships, align incentives, and shape shared infrastructure. Collaboration becomes essential to ensure that circular models function across supply chains and customer touchpoints. The imagine phase invites companies to explore what a future operating model might look like. This is not forecasting but a design exercise. It encourages the organization to reframe its value proposition in a circular economy and to clarify its long-term strategic position. Incorporation focuses on enabling change. New capabilities are needed, from logistics for reverse flows to systems that track materials over time. Roles and responsibilities may need to shift. Internal alignment is essential for circular strategies to take root. Implementation activates the strategy. Prototypes are launched, pilots are tested, and learning loops are created. Progress depends on execution but also on feedback. Circular models are dynamic and require mechanisms to adjust and adapt as conditions evolve. Supporting this cycle are four strategic pathways. These include closing the loop through reuse and reverse flows. Improving the loop by increasing durability and efficiency. Monetising the loop through new pricing and ownership models. And exciting the loop by engaging users through emotional, functional, and social value. Together, these strategies offer a practical map for companies seeking to create circular business models that are both regenerative and competitive. Source: Circular Ecosystems: Business Model Innovation for the Circular Economy (2020) #sustainability #sustainable #esg #business

The software industry that created AI is now being consumed by it. $160 billion in market value erased from Salesforce, Adobe, and ServiceNow this year alone. Most analysts see sector rotation. Our cross-sector analysis reveals systematic transformation that reshapes competitive dynamics across all enterprise software categories. The market has divided software companies into offense versus defense against AI. Microsoft and Oracle integrate AI capabilities and win. Traditional SaaS providers defend subscription models and lose strategic positioning. This mirrors transformation patterns we documented across 47 countries in our AI Readiness Index at Global AI Forum. Industries that treat AI as capability enhancement capture value. Those that view it as existential threat surrender market leadership. The strategic divide isn't technological. It's philosophical. Companies asking "How does AI enhance our core value proposition?" build competitive moats. Those asking "How do we defend against AI disruption?" cede strategic initiative to competitors who see opportunity where others see threat. Three sectors exhibit identical patterns. Manufacturing leaders embrace AI-integrated production systems while traditional manufacturers resist automation. Financial services early adopters leverage AI for risk assessment while legacy players focus on compliance concerns. Healthcare innovators deploy AI diagnostics while traditional providers debate regulatory frameworks. Strategic positioning determines outcomes. The software selloff creates unprecedented acquisition opportunities for enterprises with AI-first strategies. Discounted valuations plus defensive positioning equals strategic assets available at transformation prices. Policy discussions with government officials reveal similar dynamics. Nations building AI capability frameworks capture competitive advantages. Those focused on AI restriction frameworks surrender technological sovereignty to more strategic competitors. Strategic leaders ask different questions: Which defensive players become acquisition targets? How does AI commoditization accelerate in-house development capabilities? What competitive advantages emerge when software switches from subscription to capability models? Strategic clarity in sector transformation demands global perspective.

Benchmarking in the context of internal audit involves comparing an organization’s processes, performance metrics, and practices to industry standards or best practices from other organizations. Here’s how benchmarking through internal audit can help in cost saving: 1. Identifying Performance Gaps: By comparing the organization’s performance with industry standards, internal auditors can identify areas where the organization is underperforming and suggest improvements. Closing these performance gaps can lead to cost savings. 2. Adopting Best Practices: Benchmarking allows internal auditors to identify best practices from other organizations that can be adopted to improve efficiency and reduce costs. This could include process improvements, technological advancements, or organizational changes. 3. Setting Realistic Targets: Benchmarking helps set realistic and achievable performance targets based on industry standards. Achieving these targets can improve efficiency and reduce costs over time. 4. Improving Resource Utilization: By understanding how other organizations utilize resources efficiently, internal auditors can recommend ways to optimize the use of resources, leading to cost savings. 5. Enhancing Productivity: Benchmarking can reveal opportunities to enhance productivity by comparing labor, materials, and overhead costs against those of competitors or industry leaders. Improved productivity often results in lower costs. 6. Encouraging Innovation: By exposing the organization to innovative practices and technologies industry leaders use, benchmarking can inspire internal changes that improve efficiency and reduce costs. 7. Negotiating Better Terms: Benchmarking vendor contracts and pricing against industry standards can help negotiate better terms, reducing costs for goods and services. Conclusion: Overall, benchmarking enables internal auditors to provide actionable insights and recommendations that can lead to substantial cost savings by ensuring the organization operates as efficiently and effectively as possible. #IA #Internalaudit Alkit Jain

Perfecting strategy meetings - the best tools and takeaways ⬇️ We scaled fast in the four years of Sastrify. To keep the rocketship aligned, you must have a tight grip on your strategy offsite meetings. Here are our five core takeaways and the blend of the best tools: 1. On-site fosters deep, creative discussions. In-person interactions bring fast-paced ideas and social connections to life. This is equally true for our remote-first organization. 2. Miro keeps everything structured and visible. The sole focus of our strategy workshop is one single board. Async preparation is done on this board and shared beforehand. In the meeting, you can dive directly into the discussion. 3. No dependency on meeting room tech. A laptop and Miro do it all. You don't have to prepare meeting rooms and focus on the discussion and its outcomes. 4. Workshops become self-documenting with digital whiteboards. Decisions are instantly captured for alignment. Action Items are transferred to Asana with a reference to the whiteboard. Nothing is lost, and the action items become actionable. 5. Engage in backward-planning. The most common sentence Sven and I use: How does winning look like? Start with a one-year horizon and go backward to the next quarter. This keeps your organization aligned and aiming at the right ambitious goals. This mix drives innovation while staying organized. How does your team combine on-site and digital tools, and how do you drive strategy meetings? 👇

The unseen dark arts of working on strategy with leaders would have to involve the key idea of alignment! Just wrapped a high-impact strategy workshop with senior leaders from across a global client’s business. We came together to evaluate three potential positioning strategy territories - each direction was designed to capture what makes their brand truly unique in the market. And these weren’t guesses. Each idea was shaped by weeks of insight work: executive interviews, survey data, stakeholder input, and deep market analysis. They were rooted in truth. To pressure-test them, we used one of my favorite workshop tools, Edward Debono’s famous “six thinking hat method” where the group collectively went through six modes of thinking to review each idea. It was collaborative, and designed to surface both enthusiasm and challenge. As we moved through the exercise, a clear front-runner emerged. It had the strongest backing, the fewest black hat (negative/cautionary) comments, and generated real energy in the room. What stood out most wasn’t just the winning idea - it was the power of alignment. In a short space of time, leaders from across functions found common ground, built conviction, sparked new ideas and rallied around a single strategic direction. Next step: refine and take it to the wider leadership team for final endorsement. Strategic alignment doesn’t happen by chance. It’s built - with clarity, energy, collaboration, and a structured approach. This is the dark arts of strategy consulting! #strategy #vision #positioning #alignment #leadership