While adopting an acquisition strategy, companies usually implement a diversification strategy to build customer loyalty and raise their range of products.

 

Depending on their life cycle, they decide to implement a diversification strategy, which can take different forms:

  • Horizontal “diversification through the integration of external business areas, more or less related to their core business, which are very attractive if they have the strategic capacity to develop them.
  • Vertical “diversification through the integration of activities linked to their upstream or downstream value chain (examples: takeover of suppliers, distributors)
  • A “conglomerate” diversification through the integration of growth-generating segments that are not linked to their core business, carried out primarily on a financial basis.

 

The choice of a diversification strategy is therefore a strong strategic issue that determines the company’s future, vision and mission.

 

VISCONTI executive coaches train the business leader to enable him to take the necessary step back and make the right decisions. They guide him in both identifying the impacts of implementing such a strategy and in developing his ability to clearly discern short-term opportunities and long-term vision.

 

As part of this coaching, VISCONTI coaches, all former managers, together with the business leader, analyse the following dimensions:

  • Sustainability of customer needs linked to diversification
  • Potential business gains
  • Internal and external impacts
  • Relevant operational arrangements

 

In short, this accompaniment enables business leaders to review and deepen their customer relations policy through the framing and concrete implementation of their development strategy.

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