Strategy for Management Consultants & Business Analysts
4.3 (418 ratings)
Course Ratings are calculated from individual students’ ratings and a variety of other signals, like age of rating and reliability, to ensure that they reflect course quality fairly and accurately.
3,708 students enrolled

Strategy for Management Consultants & Business Analysts

Top advices from consulting practice with examples and case studies
4.3 (418 ratings)
Course Ratings are calculated from individual students’ ratings and a variety of other signals, like age of rating and reliability, to ensure that they reflect course quality fairly and accurately.
3,708 students enrolled
Created by Asen Gyczew
Last updated 7/2020
English
English [Auto]
Current price: $132.99 Original price: $189.99 Discount: 30% off
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This course includes
  • 5.5 hours on-demand video
  • 1 article
  • 49 downloadable resources
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
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What you'll learn
  • How to formulate a successful business strategy
  • Pick the right strategy for your business
  • How to analyze strategic choices in Excel
  • Increase the value of your business or the businesses belong to your customers
  • How to structure complex issues
  • How to define key steps needed to achieve the selected strategy
  • Estimate the impact of strategic option you have chosen
Requirements
  • Basic or intermediate Excel
  • Basic knowledge of economics or finance
Description

Course summary  

What is the aim of this course?

Strategy is one of the most dreaded subject in any businesses. There are so many conflicting frameworks that is difficult to decide what to choose. In this course you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices.  

This course will help you drastically improve your knowledge and skills in creating as well as executing a strategy  for your business (or your customers’ businesses). It is designed for people who want to become management consultants, business analysts or work on creating and implementing the strategy inside the business. In the course you will learn 3 main things:  

  1. What strategic choices do you have and how to choose the optimal one?  

  2. How to calculate the impact of chosen strategy or tactic?  

  3. How to implement the strategy and how others are doing it?  

The course is based on my 14 years of experience as a consultant in top consulting firms and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from Retail, FMCG, SMG, B2B sectors that I worked for. On many occasions I had to not only formulate the strategy but also make sure that it is implemented.  On the basis of what you will find in this course I have trained in person over 100 consultants, business analysts and managers who now are CEOs, Board Members , Operational  Directors, COO, Investment Directors, Directors in Consulting Firms, etc. On top of that my courses on Udemy were already taken by more than 29 000 students.  

I teach through cases so most of the lectures are case studies showing some business problems solved in Excel. In this way you get a lot of practical insight how to calculate the impact of strategic changes or how to decide which strategic option is useful. This skills will come handy during consulting projects. To every lecture you will find attached  (in additional resources) the Excels shown in the lecture so as a part of this course you will also get a library of ready-made analyses that can, with certain modification, be applied by you in your work.  

Why I decided to create this course?  

Most consultants and business analysts are a bit lost during strategic projects. On one hand, you have a business you don’t quite understand as it is new to you. On the other hand, you have a multitude of frameworks that are conflicting with each other and quite often not practical enough. To make matters worse the customer - the business you are working for has problems with understanding what you are trying to convey with your thick presentations and thousands of Excels  

Therefore, I have gathered all my experience into one framework that is easy to follow not only for you but also your customer. I believe in the power of data. That is why, I will show you also how to prove, using hard data and  calculation in Excel, that certain strategic choice is good or bad.  In order to make certain strategies easier to understand I have also added plenty of examples of businesses using specific strategy.  

To sum it up, I believe that if you want to find a way to grow a business you have to become an expert in formulating and executing a proper strategy for this business.  This course has all the materials you need to become one. That is why, I highly recommend this course not only to consultants or business analyst that have to advice their customer but also to owners, founders  of businesses as well as board members.  

In what way will you benefit from this course?  

The course is a practical, step by step guide loaded with tones of examples, analyses, tricks, hints that will significantly improve the speed with which you formulate a strategy. There is little theory – mainly examples, a lot of tips from my own experience as well as other notable examples worth mentioning. Our intention is that thanks to the course you will know:  

  1. What strategic choices do you have and how to choose the optimal one?  

  2. How to calculate the impact of chosen strategy or tactic?  

  3. How to implement the strategy and how others are doing it?  

  4. What are consequences of a specific strategic choice for your business?  

You can also ask me any question either through the discussion field or by messaging me directly.  

How the course is organized?  

The course is divided currently in 6 sections and will be adding new section to address other important issues. Currently you will find the following sections:  

  • Introduction. We begin with little intro into the course as well as some general info on production   

  • Do what you do but better. In the second section I will discuss the basic things you can do to improve its profitability without much of growth or expansion. This strategic direction is the best for people who are satisfied with the current size of their business   

  • Expand your business. In this      section  I will show you different ways in which you can grow your business  or your customers’ businesses in size. This strategic choice is perfect for those business that have a winning business model and a lot of room to grow. As always there will be loads of case studies, practical knowledge how to do in practice the necessary calculation in Excels   

  • Go niche. In 4th section I will show you how you can protect your business by going into a niche. I will devote a lot of time to Blue Ocean Strategy and Low Cost Strategy – 2 very powerful strategic concepts that have been disrupting many markets   

  • Transform. In 5th section I will show you how you can transform your business from your current vulnerable position into a better place with better margins and more room to grow.   

  • Disrupt Yourself. In this section I will show you the last strategic option you may consider. Here you decide to look for ways to disrupt yourself before somebody else does it.  I will discuss ways in which you can do it and I will show you plenty of examples of successful execution of this strategy   

 

You will be able also to download many additional resources  

  1. Excels with analyses shown in the course  

  2. Presentation of slides show in the course  

  3. Links to additional presentations and movies  

  4. Links to books worth reading  

   

At the end of my course, students will be able to…  

  • How to formulate a successful business strategy

  • Pick the right strategy for your business

  • How to crunch data in Excel

  • Estimate the impact of strategic option you have chosen

  • Increase the value of your business or the businesses belong to your customers

  • How to structure complex issues

  • How to define key steps needed to achieve the selected strategy

Who should take this course? Who should not?  

  • Management Consultants

  • Business Analysts

  • Small and medium business owners

  • Startups founders

  • Controllers

Enjoy the course and if you have any questions or request just let me know

Who this course is for:
  • Management Consultants
  • Business Analysts
  • current or futre CEO and COO
  • Small and medium business owners
  • Startups founders
  • Controllers
Course content
Expand all 123 lectures 05:37:29
+ Introduction
5 lectures 09:08

We begin with little intro into the course as well as some general info on production

Preview 02:22

In this lecture I will share some info on who am I and what is my experience

A little bit about me
01:47

In this lecture I will show you how the course will be organized and what you can expect in each and every section of the course

Preview 01:50

Here I will show you what to do if a blurry image appears

How to deal with Blurry image
02:04

Here I will show you how to find additional resources attached to the coruse like Excel files, presentations, links etc.

How to reach additional resources
01:05
+ Do what you do but better
29 lectures 01:19:06

In the second section I will discuss the basic things you can do to improve its profitability without much of growth or expansion. This strategic direction is the best for people who are satisfied with the current size of their business   

Preview 01:15

In this lecture I will discuss the cases that I will use in this section to show you what you can do within this strategic direction

Overview of cases we will talk about in this section
01:22

One of the ways to improve your business is to improve processes. In this lecture I will discuss what you can do. Later on I will use an example to show you how it can be done in practice

Preview 03:07

Since we already know how in general terms to improve processes let’s go a bit deeper into details. Here I will discuss a case study we will use to show you how to improve a process. I will use as an Example a Do-it-Yourself chain and logistics processes that happen within the store

DIY - internal logistics optimization – Introduction
00:45

Here I will show you how we optimized the logistics processes in the store and what savings we managed to generate 

DIY - internal logistics optimization – Solution
02:54

Here I will show you how to estimate potential savings in Excel

DIY - internal logistics optimization – Solution in Excel
02:23

Another source of improvements is to use the right tools. In this lecture we will discuss the case of using the right tools and the impact of it. As an example I will use consulting firm

Use the right tools in the right manner - examples
04:54

Another source of improving the profits without changing the scale of the business is to play with the pricing. Here I will discuss some general rules and approaches

Pricing – Introduction
02:26

In this lecture we will talk about what kind of benefits the right price conveys

Pricing – Psychology – Price vs Benefit
02:51

Here I will discuss from the psychology point of view what  is the fair price and how to build around it

Pricing – Psychology – Fair Price
03:20

Imagine that you have a chain of physical stores and on-line store. What pricing would you use? How you would come up with the right pricing?

Preview 01:57

In this course I will show you the general solution to the case presented in the previous lecture

Pricing dilemma – Solution
02:42

The impact of the price change on your profit will depend on a few factors. I will discuss in this lecture on what you should take into account and how to calculate it . 

Preview 02:09

In this lecture I will show you how to solve the case shown in the previous lectures 

What will be the effect of the price increase – Solution – Impact on coffee only
04:01

In this lecture I will show you how to solve the case shown in the previous lectures 

What will be the effect of the price increase – Solution – Impact on boths
02:34

Let’s now move on to working capital and how we can generate more cash from this source as well. I will discuss it briefly before we move on to a case study that will show you how to estimate the impact

Optimize Working Capital – Introduction
04:04

We will continue with the example from previous lecture. In this  example of single store when we look at the sales and inventory level it is clear that there is too much stock. Let’s see what we can do about it

Preview 03:10

We will continue with the example from previous lecture. In this  example of single store when we look at the sales and inventory level it is clear that there is too much stock. Let’s see what we can do about it

Optimize Working Capital – Inventory analysis – Solution
03:12

Next level in the improvement of your business is achieving the so called operational Excellence. I will discuss it briefly in this lecture. Later on I will discuss the case of low cost business operators that are the best examples of operational excellence

Operational Excellence – Introduction
02:32

In this section I will show you want drives the economics of low cost model. I will show you using the airlines examples how low cost carrier differ in comparison with regular players

Operational Excellence – Introduction to math for low cost models
03:35

In many cases you can get high end result from compounding effect in time or by getting small improvements in many areas. In this lecture I will explain the concept. The compounding effect is especially important with low cost carriers. You need a lot of small improvements to make the difference in costs. 

Operational Excellence – Compound effect
01:52

I will show you in this lecture where the difference in cost comes from using as an example the airlines espiecially data on the Raynair and Lufthansa

Operational Excellence – Raynair vs regular airline - math behind the low cost m
03:27

Another way to boost your current profits is to do a lot of cross-selling and up-selling. Here I will discuss the general rules for those 2 activities

Cross-selling & up-selling – General remarks
02:22

In B2B Services since you have already a nice base you try to sell them more of your products. The best example are big 4 auditing companies. I will discuss the general preconditions for cross-selling and introduce the case we will be solving in next lectures 

Cross-selling – Introduction
02:57

In this lecture I will show you how to solve the case shown in the previous lectures. 

Cross-selling – Solution
03:24

Last way to boost your profits without scaling is to get rid of non-core assets. In this lecture we will discuss the general rules for identifying which assets should be sold

Preview 02:14

In the next 3 lectures I will show you how to sell non-core assets. We will use the case of cosmetics producer

Preview 00:50

Here I will show you the solution to the previously introduced case

Sell non-core assets – Cosmetics – Solution for the Hotel
03:28

Here I will show you the solution to the previously introduced case

Sell non-core assets – Cosmetics – Solution for the Kindergarten
03:19
+ Expand your business
48 lectures 02:03:40

In this section I will show you different ways in which you can grow your business or your customers’ businesses in size. This strategic choice is perfect for those business that have a winning business model and a lot of room to grow. As always      there will be loads of case studies, practical knowledge how to do in  practice the necessary calculation in Excels

Expand your business – Introduction
01:56

In this lecture I will discuss the cases that I will use in this section to show you what you can do within this strategic direction

Overview of cases we will talk about in this section
01:20

Penetrate existing markets / products is the first area in which you can expand / scale your business. Here I will explain why it makes so much sense

Penetrate existing markets / products – Introduction
02:18

At some point you will start considering expansion. I will show you in this section how you can expand your retail business and how to decide what to do

Introduction to Expansion
02:23

Once your business model is right you will want to expand and grow. There are some options to do that and I will show them in this lecture

Expansion of current model – Options
01:51

If you are present on specific market you want to know when you will reach a saturation market – the maximal number of shops that will not cause much cannibalization. I will show you how to approach this subject

Saturating existing markets – Introduction
01:00

We will now try to check in practice how to find saturation point for a retailer. In this lecture I will introduce the case that we will work with for the next few lectures. You will be asked to find the saturation for grocery store operating in Poland

Saturating existing markets – Case Introduction
01:11

In this lecture we solve previously introduced case.

Saturating existing markets – Data for the case study
03:12

In this lecture we solve previously introduced case.

Saturating existing markets – Number of Stores
03:09

In this lecture we solve previously introduced case.

Saturating existing markets – Stores by concepts
03:04

In this lecture we solve previously introduced case.

Saturating existing markets – Concept & Space
03:46

In this lecture we solve previously introduced case.

Saturating existing markets – Solution in Power Point
01:57

Another way to expand your business is to target new customers with existing products. Here I will show you the general rules for this method

Target new customers with existing products – Introduction
02:29

Here I will show you example of approach to segmentation done for restaurant chain

Restaurant Chain – How to define segments / target groups
03:09

Here I will show you example of approach to segmentation done for restaurant chain

Restaurant Chain – Example of segmentation
01:38

I will show you in this lecture how new customers can be acquired using a cases study of a fitness club

Target new customers with existing products – Fitness Clubs – Introduction
01:12

Here I will show you the solution to the previously introduced case

Target new customers with existing products – Fitness Clubs – Number of customer
01:45

Here I will show you the solution to the previously introduced case

Preview 02:49

Here I will show you the solution to the previously introduced case

Target new customers with existing products – Fitness Clubs – Final Solution
02:06

Another way to expand your business is to enter new markets for existing products. Here I will discuss the general framework and we will move on to cases

Enter new markets for existing products – Introduction
03:11

Creating an expansion strategy requires you to do a number of things. I will show you in this lecture how to approach this subject

Expansion strategy into other countries – Introduction
02:48

In this lecture I will start the case study that we will be solving for the next few lectures. Imagine that you are a Spanish fashion retailer and you want to figure out which countries you should enter. Therefore, you prepare a ranking of countrires that show attractivness and the size of each and every market.

Expansion strategy into other countries – Case Introduction
02:17

In this lecture we solve previously introduced case. Here I wil show you the data set you can play with

Expansion strategy into other countries – Data for the case study
03:44

In this lecture we solve previously introduced case. In this lectuer we will discuss the function we are using to make the ranking

Expansion strategy into other countries – Which function to use
04:53

In this lecture we solve previously introduced case. Here I will show you the ranking of countries and regions in Excel

Expansion strategy into other countries – Solution in Excel
03:32

In this lecture we solve previously introduced case. Here I will show you the power point result

Expansion strategy into other countries – Solution in Power Point
02:30

You can also think about adding new products within existing categories. This is what we will discuss in this lecture

Preview 02:32

Here I will discuss the case of domestic appliance produces that we will use in the next few lectures

New products within old categories – Case Introduction
01:25

Here I will show you the solution to the previously introduced case in Excel

New products within old categories – Case Solution – Vaccum Cleaners estimation
03:57

Here I will show you the solution to the previously introduced case in Excel

New products within old categories – Case Solution – The rest in Excel
03:05

Here I will show you the solution to the previously introduced case in Power Point


New products within old categories – Case Solution – Power Point
01:59

More risk is entering totally new categories. It is doable if you have a strong brand and you pick the right categories. We will discuss it in this lecture and later on show how to do it using a nice case study

New products expanding brand – Introduction
03:06

Let’s have a look at milk producer that wants to expand its product range. In this case you will be asked to analyze and find the best candidates for brand expansions.  

How to expand the brand – Milk Producer – Introduction
02:38

In this lecture I will show you how to solve the case shown in the previous lectures. 

How to expand the brand – Solution – Part 1
03:29

In this lecture I will show you how to solve the case shown in the previous lectures. 

How to expand the brand – Solution – Part 2
02:57

Not always an introduction of a new product makes sense.  I will show you here how to check whether you are making the right decision. We will be using in this case a salad fast food that has just introduced 2 new products and you want to check whether it makes sense. 

Does it make sense to introduce new services or product – Introduction
02:33

In this lecture I will show you how to solve the case shown in the previous lectures. 

Does it make sense to introduce new services or product – Solution – Part 1
03:43

In this lecture I will show you how to solve the case shown in the previous lectures. 

Does it make sense to introduce new services or product – Solution – Part 2
02:14

If you are not satisfied with your current scaling effect you can consider going up or down the value chain. We will discuss it also this option

Go up / down the value chain – Introduction
02:07

We will discuss here when it makes sense to expand up or down the value chain

Go up / down the value chain – When it makes sense
02:35

To show you how it can be done in practice we will discuss here the example of Benefit System from Poland that has expanded in many directions it main business of operating card giving you access to fitness clubs

Preview 02:53

Another example of successful implementation of this strategy is Zara. I will discuss it briefly in this lecture

Go up / down the value chain – Zara
03:19

When you run a business you sometimes you can create new assets (often intangible) that you can utilize in other ways and make money out of it. We will discuss it here

Capitalize on business assets – Introduction
04:08

If you are not happy with the slow of organic scaling and expanding your business you can consider M&A. I will discuss here when it makes sense

Expand via M&A – Introduction
02:52

Let’s see how we can calculate the impact of M&A. For this we will use the case of plywood producer

Expand via M&A – Plywood – Introduction
00:40

In this lecture I will show you how to solve the case shown in the previous lectures. 

Expand via M&A – Plywood – Solution
02:09

In this lecture I will show you how to solve the case shown in the previous lectures. 

Expand via M&A – Plywood – Calculation in Excel
03:09

In this lecture I will show you how to solve the case shown in the previous lectures. 

Expand via M&A – Plywood – Power Point
01:00
+ Go niche – Introduction
16 lectures 57:09

In 4th section I will show you how you can protect your business by going into a niche. I will devote a lot of time to Blue Ocean Strategy and Low Cost Strategy – 2 very powerful strategic concepts that have been disrupting many markets   

Go niche – Introduction
02:26

I will discuss here the general concept of low cost mode,  when it makes sense and in what industries it is already used 

Low Cost Model – Introduction
03:47

IKEA has been very successful in implementing low cost model in furniture. I will show you all main elements were they were very successful: “big box” model built outside the city center, design, consistent message, diversified revenue streams, operational excellence, business scale

IKEA
06:03

Raynair is an example of a great execution of the low cost model in airlines. They have used 1 type of aircraft and increased their capacity, they do only point-to-point and use cheap airports. Raynair is also master of operational excellence and has been also very creative on the revenue streams

Raynair
05:59

Biedronka is a very good execution of low cost model in retail. Biedronka  keeps it simple on the operational side and they went deep into product management. I will show you how they managed to become a leader in Poland

Biedronka
03:17

Here I will show you how low cost works for Fitness clubs

Fitness clubs
03:17

Here I show how the low cost model works for hotels

Ibis / Etap hotels
02:58

In this section I will show you want drives the economics of low cost model. I will show you using the airlines examples how low cost carrier differ in comparison with regular players

Low Cost Model - why they are profitable
03:35

In this section I will show you want drives the economics of low cost model. I will show you using the airlines examples how low cost carrier differ in comparison with regular players

Math behind the low cost model
03:27

One of the ways to create a profitable niche is to apply the so called Blue Ocean. Here I will discuss the general framework for that

Blue Ocean – Introduction
03:54

For Blue Ocean very important is the concept of non-users that are pivotal for this strategy. Here I will discuss who do they have in mind and what type of users we have

Blue Ocean – Non Users
03:04

In Blue Ocean there are 4 action framework. We will discuss them in details in this lecture

4 frameworks
01:07

You can reach Blue Ocean by taking one of the six paths. You can look across. We will discuss them in details in this lecture

Blue Ocean Strategy – 6 paths to achieve it
04:42

In this lecture I will discuss how Blue Ocean was implemented by Starbucks

Blue Ocean – Starbucks
03:03

In this lecture I will discuss how Blue Ocean was implemented by Citizen M

Blue Ocean – Citizen M
03:25

In this lecture I will discuss how Blue Ocean was implemented by Zappos

Blue Ocean – Zappos
03:05
+ Transform
12 lectures 35:51

In 5th section I will show you how you can transform your business from your current vulnerable position into a better place with better margins and more room to grow.

Transform – Introduction
03:23

We will discuss here how you can transform your business model by changing more than one elements

Change the business model – Introduction
02:13

I will use Netflix as an example to show you how you can transform by gradual change of your business model

Change the business model – Netflix – General
03:39

I will use Netflix as an example to show you how you can transform by gradual change of your business model

Change the business model – Netflix – Details, Part 1
03:57

I will use Netflix as an example to show you how you can transform by gradual change of your business model

Change the business model – Netflix – Details, Part 2
03:00

Changing the business models means that you are vulnerable. There are still some factors that may help your cause. We will discuss them in this part

Change the business model – What helps you to succeed
02:28

Another way to transform the business is to gradually build add-on business. We will start with a short intro into this technique

Build add-on business – Introduction
01:27

In this lecture we will discuss how Amazon has been building add-on businesses using his main business as the cornerstone

Build add-on business – Amazon
02:45

In this lecture we will discuss how Wordpresshas been building add-on businesses using his main business as the cornerstone

Build add-on business – Wordpress
03:27

In this lecture we will discuss how Shopify has been building add-on businesses using his main business as the cornerstone

Build add-on business – Shopify
04:03

In some cases you have to start from a scratch. You are creating a new business to deal with a problem. The new businesses opens you to additional new opportunities

Build entirely new businesses – Introduction
03:10

In some cases it makes sense to get rid of businesses that are not having good prospects or are not a good match with your other business units that develop much faster. Here we will discuss when this strategy makes sense

Sell some business units – Introduction
02:19
+ Disrupt Yourself
12 lectures 31:21

In this section I will show you the last strategic option you may consider. Here you decide to look for ways to disrupt yourself before somebody else does it.  I will discuss ways in which you can do it and I will show you plenty of examples of successful execution of this strategy

Disrupt Yourself – Introduction
03:11

Sometimes when you change the business model you will not gain anything in the short term but rather protect what you have from external disruption   

Change the business model – Introduction
03:11

One of the ways to disrupt yourself is to heavily invest in intrapreneurship. I will discuss in this lecture when it makes sense

Intrapreneurship – Introduction
02:36

In this lecture I will discuss how intraprenuership was done by Google

Intrapreneurship – Google
01:56

In this lecture I will discuss how intraprenuership was done by Apple

Intrapreneurship – Apple
01:38

In this lecture I will discuss how intraprenuership was done by 3M

Intrapreneurship – 3M
00:53

If you want to disrupt yourself fast you may consider buying your biggest threat. M&A is in some cases a useful tool in disruption

M&A potential competitors – Introduction
02:19

In this lecture I will discuss how Altassian was buying potential competitors to defend and develop even faster

M&A potential competitors – Altassian
03:21

In this lecture I will discuss how Adobe was buying potential competitors to defend and develop even faster

M&A potential competitors – Adobe
03:46

The last way to disrupt yourself is simply to copy your main competitors, preferably do what he is doing but better and faster

Copy competitors that may disrupt you – Introduction
02:43

In this lecture we will discuss when you have to copy your competitors

Copy competitors that may disrupt you – When you have to do it
01:57

In this lecture we will discuss how Lufthansa was efficiently using this tactic and what it meant for them and their competitors

Copy competitors that may disrupt you – Lufthansa
03:50
+ Conclusions
1 lecture 01:14

Here I will show you what other courses of mine you can consider taking

Bonus Lecture
01:14