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analysing strategic alternatives

Associations have passed the point where they can happily continue in a narrow role of an existing service provider.  They have to decide on the extent to which they will participate in a number of specialist services which are in very competitive product areas.  There are opportunities to instigate large development programmes, to run supporting people programmes, and to provide houses for key workers and so on.

In making these choices they need to assess whether they have enough financial strength to support a vigorous programme of expansion, or whether their aims should be rather more modest.

Also, associations need to decide whether to keep on going on their own or to try to strengthen their position by merging with other associations.

These types of decision require strategic analysis, and in particular an analysis of the risks involved in comparison with the benefits that might be gained.

We offer our clients support in this area of strategic decision making. Our competitive advantage is firmly based on our sound knowledge of the methodology for making key decisions.  (John Hargreaves has for a number of years been running a masters course on strategic management at London School of Economics).