ASSESSORIA DE NEGÓCIOS
A bBRAIN oferece assessoria especializada em business e consultoria estratégica personalizada para as necessidades da sua empresa.
It is to synchronize the company to a strategy by figuring out and developing strategic gaps or by reviewing the ongoing strategy, or even by developing critical entrepreneurial skills.
Based on BSC thinking, we aim at defining the critical points of a company’s strategic map, and then we develop a subsequent methodology of intervention. Average duration: 4 months.
It is to establish a map of organizational goals connected by cause-effect relationship and laid out in 4 perspectives: financial; market and clients; internal processes and resources; and capacities. Each goal has performance indicators, multiannual targets and implementation projects, all of them aimed at ensuring the delivery of the amount proposed to the clients and the achievement of the company’s vision.
It starts from the definition or the review of the Mission, the Vision, the Financial Goals and the Value Strategy. The next step is to develop the company’s groundwork importance – performance. From then on, the market goals are set, as well as the processes and resources and competences, and implementation projects plus the routine management based on BSC. Average time: 4 months.
Quando a empresa está em um dilema estratégico, entendemos que é preciso inovar sua estratégia. Desta forma, o trabalho de Inovação Estratégica consiste em desenvolver e inovar o plano estratégico de negócios da empresa.
Through own methodology and theorization, we develop an approach that allows us to develop innovative strategies through meetings, brainstorming sessions and prospective analysis with the client’s production chain. Average time: 3 months
It is the traditional application of the strategic planning methodology.
The steps to be followed are very similar to all planning methods: environmental analysis, definition of strategic goals, strategy and value, macro-critical processes and action and monitoring. However, we have built a methodology that allows the basis of the plan in order to be integrated with the summit of an organization. Through weekly meetings, in a few months, we can maximize the organization’s strategic guidelines. Average time: 2 to 3 months.
Development of business planning and viability studies of the steps that constitute an investment, a business unit or a new operation. A Business Planning aims to quantify and find out the market, economic and financial rates that enable an operation to happen, detailing it.
After interviews with investors, we conduct marketing, operation, administrative-legal, economic and financial plans through market research, surveys with suppliers, financial simulations, plus capital census and operational costs census. Time (depending on the complexity): from 2 to 6 months
It is consulting to implement market strategies
Through systematic follow-ups of client’s actions, through meetings that engage marketing team and suppliers, aiming to enable and qualify the developed tactics.
It covers the classic market analysis: market prospective survey, supply and demand, quantitative and qualitative analysis, market research, researching pools and purchase behavior.
Through research with primary and secondary data and economic and general statistics analysis.
It is the marketing plan of an organization through the development of a solid mix of marketing and positioning.
Mainly, the plan is built by investigating a company’s marketing information system and also through prospective and competitive analysis. Average time: 2 months
In this segment, the marketing plan is divided into a short-term-result tactic action that aims at immediate commercial return.
Through trainings, meetings and the presentations of action plans, developed by the team along with suppliers by means of strategic marketing direction.
It is a continuous assistance to a client, when there is the need to align the client’s operations and the implementation of a specific strategy or value proposal, following its movements, recalculating steps and assisting managers to solve their issues.
Generally, through periodic meetings with the board or operational managers.
This product aims to identify the best location to a new operation (services or industrial). Factors related to costs and revenue are taken into account, and the methods to be used are defined according to the relevance of such different factors (production costs, distribution costs, labor availability, clients’ convenience, adequacy, etc.) regarding the value proposed to the client.
The job involves meetings with the company’s managers and/or doing market surveys focusing on defining the importance such different location factors have to the target-audience. Next, we use quantitative and qualitative tools to define the most attractive places for the new operation: Average time: 2 months
It is the analysis of supply flows, information and financial resources, from supply to distribution, followed by suggestions for improvement. It involves the reduction of inventory and costs as well as transportation time, in-house movement and improvements concerning service quality.
The starting point to have this job done is to have meetings on the information collected – information related to current value proposition and its level of implementation – followed by mapping and analysis of all the company’s logistics process. From that point on, there is an evaluation of the performance of each step in order to get to the necessary level for the delivery of the value proposed to the client, and to the maximization of the company’s profitability, proposing the necessary changes to its implementation. Average time: 4 months
It is the mapping of organizational processes, defining their supplies, standard resources and products. Mapping is made at macro-processes and processes levels; and it may achieve the activities level to more critical processes. The criticality of processes is defined according to their importance regarding the delivery of the value proposed to the clients and according to their performance in relation to the sufficiency level required by the strategy. Low performance processes can be redesign.
Through meetings with the company’s management group and interviews with those who are responsible for the execution of different processes. In general, it involves the capacitation of a team for the client’s development. Such team, besides taking part in the mapping activities, will be responsible for the implementing the Processes Management Office. Average time: 3 months
This product basically has two connected components. One of them is oriented to align the resources of the production area with the value proposed to the company, and the other one is focused on developing structures that allow the capacitation of the production team to work as the source for problem solving and as innovation to the organization, implementing the concept of lean manufacturing.
At first, the idea is to typify the company’s value proposal, and its implementation stage through meetings with the managers’ team. Afterwards, based on such information, we create an Importance-performance matrix that will define the area’s performance priorities. Then we define the critical processes to fill the gaps concerning to the head office’s development by creating to such processes. High impact polices are defined with the aim of achieving development goals (infrastructure actions), as well as changes in the production organizational structure in order to enable the development of lean manufacturing. Average time: 4 months
This product regards optimizing the company’s programming production process, aiming to ensure the strategy implementation at the lowest possible cost. It involves the analysis and the redesigning of the systems of finished products supply management, material in progress and raw material, and also the optimization of the productive capacity in mid-term (dealing with demand seasonality) and in long-term (dealing with trend in demand). The starting point is the analysis of the predictive system and the company’s demand management.
Through meetings with managers in order to identify the company’s value proposal and interviews with staff from the PCP area and from operations in general, as well as the staff from the production area interface (commercial and purchases). We assess the pattern deviations of supply and demand projection and the cycles of purchase, manufacture, assemblage and distribution. Once the main problems are identified, the proposed solutions are divided into two big groups: structural production changes (Kanban System installation, for example) and production programing systems changes. Average time: 4 months
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