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Strategic Investment Process (SIP)

Delivering valuable Strategic Investment is arguably one of Senior Management’s greatest challenges, and there is a critical need to get these decisions right.  Synergetics understands that Strategic Investment decision-making involves identifying, evaluating, and selecting among projects that are likely to have a significant impact on your organization’s competitive advantage and bottom line.

Synergetics knows that qualified investments are not only made by the application of formal quantitative procedures, but they also involve qualitative processes such as judgment, negotiation, and pure inspiration.  But how much does your company depend upon these qualitative factors vs. those well-founded quantitative measures that are based on strong, data driven indicators crucial to your industry?  And what exactly will this mean for your company’s profitability?

With our tools and techniques, we can help your business make the right decision(s) that will influence what your organization does (i.e., the set of product and service attributes that define specific offerings), where your company executes (i.e., the structural characteristics that determine the scope and geographical dispersion of operations), and/or how it is done (i.e., the set of operating processes and work practices in use).

SIP has all the elements of a classic cost-benefit analysis, but it is more. Many other factors are involved in making strategic investments, such as identifying spending proposals and conducting quantitative analyses of incremental cash flows, as well as even assessing those qualitative issues that cannot be fitted into cash flow analyses.  If your decision proves successful, your company may reap major strategic and operational advantages. But should the decision be wrong, either an important opportunity is forever lost (by not investing when in hindsight you should have) or your company can lose substantial resources (by making a fruitless investment).