Strategy & Business Models

Activate or reactivate internal development levers, detect external growth relays: in the face of a sluggish economy, creative strategies, unique brands, different customer relationships, renewed sales organizations… in short, original and customized approaches and solutions to the questions regarding strategy, marketing or sales that organizations and brands ask themselves every day. Singularity above all!

How we support our clients

We are convinced that there is not one, but many ways to ”do” strategy, to think it, to develop it, to formulate it, and to manage its development process. These ways of doing things must be adapted to the circumstances, to the specific issues to be resolved, to the particularities of an organization or even to its own culture and functioning. In some cases, it may involve conducting a strategic audit to evaluate an investment strategy and develop the associated business plans and strategies of conquest; in others, it may involve using foresight to develop a vision on weak market signals or relying on the organization’s intangible assets to build a sustainable singularity; finally, in other cases, and more particularly in multi-stakeholder organizations, it may involve designing and implementing strategic dialogue approaches, one of our fields of methodological innovation for designing a common shared strategic course. All this without forgetting to put the client at the heart of our concerns.

”The way to resist the global is to be singular.”

Our know-how


Should we favor the ”planned strategy” or the ”emerging strategy”? The business plan or the strategic model?

Will there be strategy directions by 2025?

On the one hand, the business plan makes it possible to make clear trade-offs, to defend them and to monitor their results. On the other hand, a well-designed model should serve as a compass for action, sufficiently clear on the ambition and flexible on the means. In reality, it is probably not necessary to choose, but rather to play on their complementarity and adapt according to the situation.

This is what we implement in our support, taking into account the nature of the shareholding (family, public, private equity, non-profit…) and the objective pursued (search for financing, project ROI, development plan, Leverage Buy Out…) by our clients.

Our projects on studies & strategic plans

We conduct studies & strategic plans in all the sectors in which we operate (industry, consumer goods, distribution, services) by implementing robust methods covering all the components of this type of exercise: development of business plans and multi-year strategic plans, opportunity studies and market sizing, development models (including international), innovation and business model transformation. To do this, we rely on our dedicated information center, our international network called “The Transformation Alliance”, and our ecosystem of French and international industry experts.

Moreover, in our strategy consulting practice, systematically applying “classic” methods of strategy development seems unsuitable for many organizations, especially in horizontal organizations with flat hierarchies. In such contexts, a top-down strategic approach or, on the contrary, an overly participative, one is not very effective, which is why we conduct certain projects in the form of Strategic Dialogue. This topic is a constant source of innovation for our clients and our publications in La Revue.

Elaboration of a 5-year strategic plan for a food producer-distributor

Kea conducted a diagnosis of the situation to date, identified the strategic opportunities in France and internationally, broken down into 3 major detailed scenarios. This work led to the choice of a strategic path, which was translated into a vision, a strategy, and clear and singular inflections for the company

Supporting a leisure industry player in its strategic plan

Kea co-designed a shared vision and a 10-20 year ambition with the Executive Committee, based on an assessment of the group’s intangible assets and foresight work: qualification of scenarios offering room for maneuver at the local level, launch of a strategic dialogue approach with 40 managers to develop a strong sense of belonging and to promote ownership


Making a successful transition from strategy to transformation

3 time horizons to (re)concile

We have been working for a long time on the vision and the collective strategic narrative as pivots and “passers” from strategy to transformation. The way in which this vision is written, shared, amended and disseminated is (almost) as important as its content: far from being a hollow slogan, we build a complete storytelling with the teams, fed by the 7 pillars of the vision, in order to write a common future.

The challenge is to synchronize three time-based horizons corresponding to different work processes, on which the strategist, the financier and the operational staff are each used to working: the time of the strategy forecast; the time of the strategy modeling; the time of the strategy implementation, which is the daily life of many operational staff. In addition to these three phases, there is the need to convince and engage teams around a shared and understood meaning.

Our projects on vision and strategic narrative

We regularly conduct vision and strategic storytelling exercises in numerous organizations of all sizes and have made them a foundation of our sociodynamic transformation approaches.

Renewing the vision of a textile brand to capture growth

After repositioning the brand, Kea assisted in updating the vision and defining the axes of differentiation on the market to boost growth. The strategic story integrated elements of the market, foresight, stakeholder feedback… while taking care to preserve the intangible assets of the brand

Building a new positioning for a service brand in a declining sector

Kea supported the company in a visioning exercise to reposition the business: strategic diagnosis, involvement of key employees without hierarchical consideration, prospective analysis… it allowed for the construction of this new vision, shared by all employees, and revitalized the attractiveness of the company externally


Supporting M&A operations

Informing the decision, making it happen and maximizing the value of transactions

At a time when business models are being profoundly disrupted by the digital revolution, disintermediation and the current global crisis, strategic due diligence takes on its full meaning of ensuring the long-term relevance of investment decisions. However, once an operation has been decided upon, achieving the defined business case is often complex. 

The integration strategy is at the heart of the value of the operation, and we accompany it with several points of concern: quickly conceiving the 360° integration strategy (speed, spirit, scope, tactics); establishing a roadmap that is cadenced in time (short, medium and long term); measuring and anticipating cultural gap problems at a very early stage; and setting up a new dynamic within the management bodies.

Our projects related to M&A operations

For investment funds as well as for industrial companies, we conduct due diligence and accompany PMI (Post-Merger Integration) in reference sectors: B2B and B2C distribution, textile-clothing sector, consumer goods and brands or industry (food, chemical, capital goods…).

More specifically, during due diligence exercises, we develop a point of view on all key strategic and operational issues:

  • Sizing & market development

  • Offer, pricing, distribution channels

  • International development and winning local distribution strategies

  • Innovation & business model

  • Network extension potential

  • Sales performance & operating cost challenge

  • Supplier portfolio balance & purchasing performance

  • Economic modeling & business plan

To feed our recommendations, we rely on our industry-based focus and the expertise in digital due diligence provided by Kea Euclyd, a Kea Group company specializing in digital strategy and acceleration.

In the case of closing and integration, we ensure that a double vision of the company (integration project & day-to-day) is reconciled by the right structuring and management of the PMI:

  • A strategic forecast of the post-integration business and the establishment of new teams…

  • … at the same time as the day-to-day management of teams, which is sometimes destabilized by the changes in progress.

Due diligence for a food retailer

As part of a Strategic Due Diligence analysis, our investment fund client called on Kea to challenge the target’s growth potential and to evaluate the level of differentiation of the brand with customers and in relation to competitors

Preparation of a merger between two food companies

With the objective of creating a strong player in France and internationally, Kea assisted the Executive Committee in the development of the vision, the evaluation of synergies, the design of target organizations and the preparation of the 3-year strategic plan of the new entity


Integrating financial ROI and building management team dynamics

Strategy, an exercise in giving up?

Strategic exercises often lead to an abundance of initiatives. Resource constraints (time, financial and human resources, etc.) do not allow for all of them to be carried out simultaneously and with the same energy. Therefore, we approach strategy as an exercise in self-denial that establishes the criteria for arbitration between projects in order to allocate resources to the right place at the right time, with a balance to be found between short and long timeframes.

At the heart of the process is the customer’s concern. It is from this necessary prioritization that the Program emanates in the service of the strategic intention, with the expression of a quantitative and qualitative ambition for each project as well as a roadmap. With our extensive experience in complex strategic programs, from their structuring to their management, we place two concerns at the heart of our approach:

  • Maintaining, in the long term, the course, the coherence and the meaning of the initial strategic intention, including in its numerical expression (ROI, contribution to the economic trajectory…).

  • Taking into account the human factor, and in particular the dynamics of the management teams, when conducting the project portfolio.

Our strategic program management projects

In France and abroad, we assist major players in the service, industrial, retail and consumer sectors in the design and operational and financial management of their strategic project portfolios. We draw on the know-how and methods of KeaPrime – a sister company of the Kea Group, a consulting firm specialized in individual and collective development and coaching – to make it so the implementation of the program becomes the common project for the management team.

Definition of the strategic program of a player in the intellectual services sector

Kea helped to consolidate and prioritize the projects launched or to be launched, define their respective ambitions and their roadmap, structure the program and the associated monitoring system, and get the management team and key contributors moving

Design of a management model for a real estate company

Alongside its client, Kea designed a 3-level management model (operational, financial, risk management) and structured the governance of a pre-LBO strategic program including over 15 projects


A continuous and accelerated reinvention of go-to-market strategies

Exploiting new opportunities to better serve the market

Digitalization, the reconfiguration of customer journeys, the new relationship with time, rapidly changing customer needs, the convergence of B2B and B2C experiences… all these transformations are forcing companies to rethink the way they access the market. The challenge is to develop the company’s capabilities to deliver the right offer, at the right place, at the right price, at the right time.

Distribution strategies and sales performance continue to be a key driver of growth in many sectors. While the elements of vision are key, the transformation of the commercial and distribution model must be thought through simultaneously: with the redefinition of the model and its economic equation, which is often omnichannel today, it is essential to anticipate the future transformations (jobs, behaviors, culture, etc.) that are associated with it.

Similarly, sales performance is often driven – or affected – by the performance of sales teams: how are they organized, motivated, evaluated, managed? These are all issues on which we work with our clients over the long term, in France and abroad.

Our projects on go-to-market issues

We support our clients in all aspects of their go-to-market strategies: definition of the target market, understanding and targeting of customer segments, definition of the offer and positioning, pricing, distribution strategy and customer paths, by mobilizing our expertise in each of these areas (sales, marketing & positioning, distribution), and our B2B and B2C benchmarks.

Definition of a new offer for a banking player

Kea supported the redesign of the value proposition of a B2C Mass Market financial offer, from its customer promise to its multi-channel distribution model, with the help of a diagnostic (market analysis & trends, performance of the current offer, study of customer expectations & perceptions, European benchmark) and offer and P&L target scenarios

Definition of an offer diversification strategy for a specialized distributor

Kea co-designed a turnkey international diversification offer ensuring the sustainability of the distributor’s business and its independent customers, based on differentiating B2B and B2C value propositions


The brand, much more than a simple component of the strategy

Customer preference depends on brand power

At Kea, we are convinced that the brand, nourished and embodied by organizations and their marketing processes, is becoming increasingly important in a dematerialized world. The brand (or brand portfolio) is more than just a component of strategy. A strong brand reflects the internal/external coherence of the positioning, as well as the robustness and agility of the organizations that carry it.

A weak brand weights on the relational signature and the human and digital customer relationship (another field of action in which we innovate).

Our projects on brand and relational signature issues

Whether in retail, services, B2B or B2C, the competition is active for our clients and the pure players are changing the codes and tend to impose themselves as the new customer relationship champions. In order to face this challenge, we work alongside our clients to define their brand strategy and its incarnation in the field, including customer relations. Our objective? To leverage the brand and make relational excellence a true advantage. Once the brand has been positioned, our approaches combine the operational implementation of brand promises and the transformation of marketing and customer organizations to

  • Reinvent service values to build a distinctive relational signature

  • Turn each point of contact into an embodied and memorable customer experience, with the support of digital technology

  • Set up an R&D laboratory in the organization (lab mode) to drive a permanent process of relational excellence

Brand strategy and platform definition of a ready-to-wear company

Kea helped to identify the changes to be made on the brand strategy and their translation into each of the dimensions of the brand platform (offer, distribution, human resources, communication, digital strategy) in order to regenerate desirability according to the customer targets

Building loyalty through the relational signature of a luxury player

Kea has co-constructed a target platform of relational signature (knowledge, know-how, interpersonal skills) on the customer contact points in test in 5 pilot countries, as well as the implementation of management levers (tools, training…) to promote the deployment