Flevy.com - Marketplace for Business Best Practices

Flevy.com - Marketplace for Business Best Practices

Business Consulting and Services

New York City, NY 2,235 followers

Learn how the Fortune 100 and global consulting firms do it. Improve the growth and efficiency of your organization.

About us

What is Flevy? We are your shortcut to immediate value. We provide business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 organizations. Our best practice business frameworks, templates, and tools are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience. Flevy Marketplace - https://flevy.com The Flevy Marketplace is our online marketplace of business best practices. It represents the largest library of best practice business documents available online—with over 5,000+ documents (including frameworks & methodologies, presentation templates, financial models, and more), spanning over 350+ management topics (organized into "business toolkits"). These best practice materials are authored by a network of several hundred subject matter experts, mostly seasoned executives and management consultants with 20+ years of experience. FlevyPro - https://flevy.com/pro FlevyPro is our subscription service for business frameworks, templates, and tools. Our subscribers receive monthly downloads from a library of curated business best practice documents, known as the FlevyPro Library. The FlevyPro Library contains 1,000+ documents, largely developed in-house based on the research of global consulting firms and renown business academics. Every week, we release new FlevyPro materials. FlevyPro has been very well received by boutique consulting firms, C-level executives, and business managers. FlevyPro Streams - https://flevy.com/pro/streams FlevyPro Streams give you unlimited access to a specific topic within the FlevyPro Library. Streams are our most comprehensive set of offerings. The objective of each Stream is to help you become the subject matter expert with your organization or field.

Website
https://www.flevy.com
Industry
Business Consulting and Services
Company size
2-10 employees
Headquarters
New York City, NY
Type
Self-Owned
Founded
2012
Specialties
Best Practices, Digital Transformation, Change Management, Performance Management, Management Consulting, Process Improvement, Operational Excellence, Lean Management, Business Resilience, Business Excellence, Strategic Planning, Supply Chain, Cost Management, Innovation Management, Post-merger Integration, Strategy Development, Business Transformation, Growth Strategy, Problem Solving, Project Management, Quality Management, Risk Management, Continuous Improvement, Pricing Strategy, and Product Strategy

Locations

  • Primary

    315 W. 33rd St., Ste. 33K

    Manhattan Midtown

    New York City, NY 10001, US

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Employees at Flevy.com - Marketplace for Business Best Practices

Updates

  • GE-McKinsey Matrix: A Strategic Business Portfolio & Investment Analysis Tool https://lnkd.in/ec8kMN4w A problem that executives often face is finding a tool to identify where and how to compete, identify profitable markets, evaluate investment options, and price their products rightly. GE-McKinsey Matrix is one such strategic planning tool that helps the executives make investment decisions and manage their product portfolio based on sound analysis.  Outlined by McKinsey & Co. in the 1970s, GE-McKinsey Matrix is, basically, an adaptation of the BCG analysis, which facilitates in analyzing the current portfolio of business units and develop strategies to achieve growth through addition of new products or through divesture options. The GE-McKinsey Matrix is a more sophisticated strategic business portfolio tool compared to the BCG matrix.  It guides the strategic direction an enterprise takes to enhance productivity of its business units and keeps the leaders informed on and manage the performance of their products and units.  The GE-McKinsey Matrix is a 3×3 grid comprising 3 core components: Industry Attractiveness Plotted on the Y-axis of the grid, it measures the advantage for an enterprise to enter or compete in a market (as “high,” “medium,” or “low” scores).  Evaluating the Industry Attractiveness warrants predicting how the industry will transpire in the long term.  Industry attractiveness signifies assessing key elements including long-term growth, industry structure and profitability, price trends, demand patterns, market segmentation, and manpower availability. Business Unit Strength Plotted on the X-axis, this dimension measures the ability of a firm to compete in the market.  Market share, brand position (value), customer loyalty, company profitability, production flexibility, and value chain strength are some critical factors affecting this dimension. Investment Strategies Once the business unit(s) strengths and market attractiveness has been plotted on the GE-McKinsey Matrix, executives can finalize an appropriate investment strategy from one of the following: Invest/Grow :  If the business units fall into these boxes on the GE-McKinsey Matrix, a firm should Invest in these BUs, as they are functioning in growing markets and have the potential to yield high returns. Hold :  If the BUs fall under these boxes on the matrix, a company should invest in these BUs only if the leadership trusts that these BUs have the capacity to become profitable in future and if there are any funds left after investing in the Grow/Invest BUs. Harvest / Divest:  The BUs that fall in this category are those that are functioning in unattractive industries, lack sustainable competitive advantage, or performing inadequately.  A company should invest in these BUs as long as the investments do not surpass the revenue..

    GE-McKinsey Matrix: A Strategic Business Portfolio & Investment Analysis Tool

    GE-McKinsey Matrix: A Strategic Business Portfolio & Investment Analysis Tool

    https://flevy.com/blog

  • 💡 Today's Featured Best Practice: Strategy Classics Porter's Value Chain (23-slide PPT) -- https://lnkd.in/ev-yvHmA The Value Chain concept, first described by Dr. Michael Porter in 1985, captures a series of actions that a firm--in a specific industry--accomplishes to produce a valuable product or service for the market. The Value Chain notion visualizes the process view of an organization, perceiving a manufacturing or service organization as a system comprised of subsystems of inputs, transformation processes, and outputs. This deck deliberates on the primary and secondary activities that comprise the Porter's Value Chain Model and provides a detailed account on how to implement and analyze it across industries in an effective way. The 3 key phases of the Value Chain Analysis (VCA) approach include: 1. Activity Analysis 2. Value Analysis 3. Evaluation and Planning 🗎 Full details and download here: https://lnkd.in/ev-yvHmA #bestpractice #michaelporter'svaluechain #valuechain #valuechainanalysis #management #strategy #consulting #leadership

    PPT: Strategy Classics: Porter\'s Value Chain (23-slide PPT PowerPoint presentation (PPTX)) - FlevyPro Document

    PPT: Strategy Classics: Porter\'s Value Chain (23-slide PPT PowerPoint presentation (PPTX)) - FlevyPro Document

    flevy.com

  • [Daily Case Analysis] Let's sharpen your strategic thinking skills 🧠 Consider this: A semiconductor company operating globally is facing challenges in allocating resources efficiently across its diverse product portfolio. What's the challenge? The organization's executive leadership team is struggling to make informed strategic decisions due to a lack of clarity on the market position and growth potential of various product lines. The company seeks to apply the BCG Matrix to determine which products should receive investment, be divested, or need operational restructuring. How would you approach this situation? Here's our analysis: https://lnkd.in/ebyvnynD What did we leave out? Leave your thoughts, advice, and critique below. 👇 Follow for more daily case studies! #casestudy #bcggrowth-sharematrix #bcgmatrix #growth-sharematrix #bostonmatrix #management #strategy #consulting #leadership

    BCG Matrix Analysis for Semiconductor Firm - BCG Matrix Case Study

    BCG Matrix Analysis for Semiconductor Firm - BCG Matrix Case Study

    flevy.com

  • Strategy Execution: Would the Executives in Your Firm Qualify the 10 Strategy Tests? https://lnkd.in/dAm6avg Developing a winning strategy is an uphill task for leadership at most organizations.  One of the reason is not digging enough to answer the right questions.   The mainstay of a successful strategy is creation of Competitive Advantage .  However, for most organizations Competitive Advantage is a moving target, which is hard to pin down. A global study by McKinsey pinpoints a possible cause: just 53% of executives characterized their companies’ strategies as underscoring the development of differential advantage over rivals.  The rest declared their strategies as merely matching industry best practices and delivering operational imperatives. The research encompassed online survey of executives from across the world who went through a series of questions to test if their companies’ business unit strategies pass 10 tests that constitute a good strategy.  The overall sample size was 2,135 executives from various parts of the world, representing a range of industries, regions, tenures, functions, and company sizes. The 10 tests in the strategy survey inquired the executives to rank their companies’ strategies in creating a wining market position, the basis of their companies’ strategy formulation, and their implementation planning.  The main test questioned the potential of a company strategy to overcome rivals by creating a Competitive Advantage.  The rest of the 9 tests validated the efficacy of their strategy, assessing how the strategy positions the company in the market, the insights and data incorporated to develop the strategy, and the robustness of their implementation plans. The 10 Strategy tests included: Our strategy balances some major commitments with flexibility to make future choices. Our strategy highlights creating relative advantage over competitors. Our strategy incorporates a detailed understanding of our Competitive Advantages. Our strategy defines opportunities based on detailed market segments. Our strategy results in a concrete set of actions to reallocate resources. Our strategy consists of decisions based on vigorous debate about alternatives. Our strategy arises from management’s strong belief in basic assumptions that underpin it. Our strategy is mainly built to win in future market conditions based on major trends. Our strategy takes into account unavoidable uncertainties about the future. Our strategy relies on novel data and insights not available to competitors. Although a company’s strategy can succeed even though it fails most of these tests, but leaders can stress-test their strategies through these tests. Insights from the Tests  The results from the respondents’ assessment of whether their company’s typical business unit strategies can pass these 10 tests r..

    Strategy Execution: Would the Executives in Your Firm Qualify the 10 Strategy Tests?

    Strategy Execution: Would the Executives in Your Firm Qualify the 10 Strategy Tests?

    https://flevy.com/blog

  • [Daily Case Analysis] Let's sharpen your strategic thinking skills 🧠 Consider this: The company is a mid-size semiconductor manufacturer facing increased demand volatility and supply chain disruptions. What's the challenge? Despite a robust market position, the organization's inability to respond to rapid changes in demand has led to stockouts and excess inventory, eroding profit margins and customer satisfaction. The organization needs to enhance its supply chain agility and efficiency to maintain competitive advantage. How would you approach this situation? Here's our analysis: https://lnkd.in/evQAcdtb What did we leave out? Leave your thoughts, advice, and critique below. 👇 Follow for more daily case studies! #casestudy #supplychainanalysis #supplychain #supplychainmanagement #management #strategy #consulting #leadership

    Semiconductor Supply Chain Resilience Initiative - Supply Chain Analysis Case Study

    Semiconductor Supply Chain Resilience Initiative - Supply Chain Analysis Case Study

    flevy.com

  • Economies of Unscale https://lnkd.in/gQB4KAY Futuristic, technology-driven business models are weakening the conventional advantages of Economies of Scale.  Large corporations, founded on Scale, nevertheless have areas that they can exploit if they reposition rapidly. For the best part of over a century, Economies of Scale—Cost Advantages that businesses achieve owing to their scale of operation—fashioned the corporation into a perfect engine of business.  The economic concept of Economies of Scale was first floated in the Adam Smith era where the idea of obtaining larger production returns through the use of division of labor was introduced. A technological rush, distinct in history, was observed near the beginning of the 20th century.  These new technologies were accompanied by scale i.e., bulk production and access to huge markets.  The Economies of Scale guided business success—the strong inverse relationship connecting fixed costs and output grew into a basis of Competitive Advantage . Back then, investments in scale was the most sensible proposition.  Not only did it lower fixed costs but also created a formidable barrier for competitors, denying them entry in the market.  Every type of business spent the 20th century in the quest for scale. The advent of game-changing new technologies such as mobile devices, social media, and cloud computing, augmented by Artificial Intelligence (AI), is whirling Economies of Scale into Economies of Unscale . Specifically, rise of Software as a Service (SaaS) and emergence of Product to Platform Transformations —coupled with AI’s ability to customize—overthrows bulk production and mass marketing as a basis of Competitive Advantage.  These progressions have battered the powerful inverse correlation between fixed costs and output that delineated Economies of Scale. Today, minor, unscaled businesses, leveraging Platform Scaling Strategies while renting SaaS, can hunt in niche markets, effectively contesting big companies that are strained by decades of investment in scale, i.e., in large-scale production, distribution, and marketing. The triumphant companies in the current tech rush—enabled by Platforms and SaaS—are the ones led by Customer-centric Design , providing each customer precisely what they want, that too while making a profit, and not companies offering everyone uniform products. Large corporations can remain relevant in this era of niche marketing by taking leverage of their existing infrastructure through astute modifications in their use.  They can deploy 3 key tactics to accomplish this: Product to Platform Transformation Absolute Product Focus Dynamic Rebundling Let us delve a little deeper into the details of the 3 tactics for leveraging Economies of Unscale. Product to Platform Transformation Dynamic corporations have expended decades building scale which is extremely specialized for their indus..

    Economies of Unscale

    Economies of Unscale

    https://flevy.com/blog

  • [Free Whitepaper] Kicking off 2025 with a new giveaway -- 250 Case Studies on Strategy & Transformation! >> https://lnkd.in/eQFyMQUS This is a newly updated and expanded version of our most popular whitepaper. This whitepaper contains 250 in-depth case studies w/ ~1,500 pages of detailed analysis and research. It is our most comprehensive compilation of case studies, covering a diverse set of industries, management challenges, and consulting methodologies. May you achieve all your professional and personal goals in 2025 and bring you prosperity, health, and fortune. Start the year by sharing this giveaway w/ your friends and peers!

    View profile for David Tang, graphic

    Founder at Flevy.com | 9,000+ Best Practices from MBB Consultants & Fortune 100 Execs | Download Business Frameworks, PPT Templates, Financial Models, etc. @ Flevy.com

    [Free Whitepaper] Kicking off 2025 with a new giveaway -- 250 Case Studies on Strategy & Transformation! This is a newly updated and expanded version of our most popular whitepaper. This whitepaper contains 250 in-depth case studies w/ ~1,500 pages of detailed analysis and research. It is our most comprehensive compilation of case studies, covering a diverse set of industries, management challenges, and consulting methodologies. 👇👇👇👇👇👇👇👇👇👇👇👇👇👇👇👇 To receive the fully whitepaper: (1) Tag someone who may also be interested. (2) Follow me - David Tang (3) Optionally, repost this! ☝️☝️☝️☝️☝️☝️☝️☝️☝️☝️☝️☝️☝️☝️☝️☝️ 👉 After you complete these steps, I will then tag you in a separate post with a download link. Step 2 is important, because I will not be able to tag you if we're not connected in some way. Happy New Year! May you achieve all your professional and personal goals in 2025 and may this year bring you prosperity, health, and fortune. Start the year by sharing this giveaway w/ your friends and peers! #strategy #transformation #management #whitepaper #consulting #organization

  • [Daily Case Analysis] Let's sharpen your strategic thinking skills 🧠 Consider this: A global retail firm has been grappling with declining customer satisfaction scores and increasing customer churn. What's the challenge? Despite significant investments in digital transformation, the company has not seen a commensurate improvement in customer experience. The organization's leadership believes that a comprehensive overhaul of their customer experience strategy is essential to reverse these trends and restore the company's competitive advantage. How would you approach this situation? Here's our analysis: https://lnkd.in/eKFXYgCp What did we leave out? Leave your thoughts, advice, and critique below. 👇 Follow for more daily case studies! #casestudy #customerexperience #customerstrategy #userexperience #management #strategy #consulting #leadership

    Customer Experience Transformation for a Global Retailer - Customer Experience

    Customer Experience Transformation for a Global Retailer - Customer Experience

    flevy.com

  • Managing Disruption https://lnkd.in/eMsAZ6jy Recessions force leaders of almost all organizations, across the world, to contemplate about the impact of a profoundly Disruptive crisis. Facing this crisis, some leaders flourish, causing their organizations to become stronger.  Some clearly stagger through.  Still others are mere spectators to their organizations’ downfall. Organizations that endure serious Disruptions are expected to emerge more robust, and more capable of foreseeing and preparing for the next such event. Regardless of the reason for Disruption, leaders of organizations are ultimately responsible for Managing Disruption.  The organizational head has the most important role to play. During times of Disruption, leaders of organizations who lead using the following 3-phase structured approach will be the most effective: Anticipate & Prepare Plan & Respond Implement & Sustain Top leaders must spot the dynamics of Disruption, foresee its possible consequence, develop a plan to respond to it, control that response, and maintain the needed changes. Let us go a little further into the details of each phase.   Anticipate & Prepare This involves assessing the likelihood of—and the possible fallout of—an adverse event.  Preparing for it is the other part of this process that warrants keeping the extent of preparation proportionate to the type of, and probability of, the risk. Predicting every Disruption is not possible but anticipating the varieties of Disruptions that may be especially damaging and preparing for them correspondingly is a possibility. Clear distinction should be made between Risk Management and Disruption anticipation.  Risks against which organizations think they are hedged because of their competency and capabilities should be specially looked at. Only the top boss of the organization can circumvent these limitations by learning to ask better questions on multiple tiers of the organization and looking forward instead of relying merely on past data. Plan & Respond Ensuring that there is an unmistakably defined objective and a persuasive motive for it, developing a workable and reliable plan for attaining that objective, and persistently and realistically pursuing it, is what this phase demands. Forming a response to the Disruption is the responsibility of the head of the organization; leading from the front is critical for effectively managing a disruptive event.  Head of the organization should consult all stakeholders, without prejudice, with humility, and listen to all opinions with an open mind. After careful consideration the leader should announce a response delineating clearly what actions are needed, by whom, and in what time frame. Implement & Sustain Swiftly implementing the changes through careful matching of top executive’s capability to task is one part of the process, the more tedious and critica..

    Managing Disruption

    Managing Disruption

    https://flevy.com/blog

  • [Daily Case Analysis] Let's sharpen your strategic thinking skills 🧠 Consider this: A retail company, despite being a market leader, has been facing challenges in managing operational costs, resulting in lower profit margins. What's the challenge? The organization has identified inefficiencies in its processes and is seeking to implement the Kaizen methodology to streamline operations and improve bottom-line results. How would you approach this situation? Here's our analysis: https://lnkd.in/eS5kmdJZ What did we leave out? Leave your thoughts, advice, and critique below. 👇 Follow for more daily case studies! #casestudy #kaizen #management #strategy #consulting #leadership

    Kaizen Implementation for Efficiency Improvement in a Retail Company - Kaizen Case Study

    Kaizen Implementation for Efficiency Improvement in a Retail Company - Kaizen Case Study

    flevy.com

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