Manufacturing
Sustainable advantage and growth
Manufacturing businesses have often grown by acquisition, leading to a complex reporting structure that includes a range of products, geographic markets and sectors. It can be difficult to identify which parts of the business have the most sustainable competitive advantage, and where there are good prospects for profitable growth.
While masses of financial data are frequently available, it can be difficult for non-financial managers to understand the underlying performance of the business, and a challenge for senior management to steer the best course towards greater economic value.
The Metapraxis approach offers senior managers rapid insight into performance across the business, from the largest to the smallest subsidiary. It highlights areas which are under-performing, as well as making it obvious which parts of the business are growing most rapidly and most profitably. While a small subsidiary will only ever contribute a certain amount of profit, it is capable of making serious losses, and avoiding this 'iceberg effect' is critical in a large and complex organisation.
Key questions that might be addressed include:
Sustainable advantage and growth
Manufacturing businesses have often grown by acquisition, leading to a complex reporting structure that includes a range of products, geographic markets and sectors. It can be difficult to identify which parts of the business have the most sustainable competitive advantage, and where there are good prospects for profitable growth.
While masses of financial data are frequently available, it can be difficult for non-financial managers to understand the underlying performance of the business, and a challenge for senior management to steer the best course towards greater economic value.
The Metapraxis approach offers senior managers rapid insight into performance across the business, from the largest to the smallest subsidiary. It highlights areas which are under-performing, as well as making it obvious which parts of the business are growing most rapidly and most profitably. While a small subsidiary will only ever contribute a certain amount of profit, it is capable of making serious losses, and avoiding this 'iceberg effect' is critical in a large and complex organisation.
Key questions that might be addressed include:
- Which subsidiaries have grown and which declined this year?
- What are the main drivers of RONA?
- What is the implied increase in assets - the gap between declared operating profit and operating cash flow?
Client benefits
"The project triggered our decision-making process - we brought forward our restructuring plans for a major under-performing subsidiary."
FD, World-class Engineering Group