Our Services

Retail Strategy/Management

We not only help clients identify opportunities with strong ROI but also roll up our sleeves to make sure the returns are achieved. We do this by fusing the strategic planning process with our retail management methodology. We help our clients identify the challenges keeping them from leveraging their investments and meeting objectives through our cross-functional planning. We believe it is critical to consider all known costs and measurable benefits in order to plan a phased approach that brings early returns.

Strategic Planning. Deeper Thinking.

Our work encompasses several segments of business. We help clients:

  • Solidify key strategies and performance metrics
  • Manage competing priorities and investments
  • Position their brands in the market and in the minds of consumers
  • Build the right competencies and capabilities within their teams for successful execution and sustainability

Overcoming Business Challenges

Most companies have too many competing priorities and are in need of an effective roadmap they can realistically implement. After struggling year after year with breakdowns in technologies, business practices, resources or budget allocations, we help our clients identify “quick win” opportunities. These opportunities are implemented with minimal cost and effort and develop a phased approach, timeline and cost/benefit analysis for accomplishing strategic objectives for longer term initiatives.

Sharp Tools. Sharper People.

Our Discovery & Gap Analysis process takes a systematic view of both the internal and external landscapes. Through this analysis we identify gaps and work with you to develop strategic options. Our Discovery & Gap Analysis provides a level-set for clients to determine their current operating position compared to their competitors and/or best practice companies and how their organization will manage change. This can be used as an entire strategic plan as well as a sub-set, such as IT Infrastructure, Loyalty, Branding, Growth, etc. 
 

Key Deliverables of Impact 21’s Discovery & Gap Analysis Process

  • Stakeholder engagement / key findings
  • Immediate opportunities “quick wins”
  • Strategic options / evaluation criteria
  • Organizational alignment
  • Expected returns (Cost/Benefit Analysis)
  • Roadmap & project plans for moving forward

Many strategic questions facing organizations can be categorized into the following key areas: Customer Proposition; Product Positioning and Operational Architecture. We work with our clients to answer these questions and lay the strategic foundation for all future initiatives and plans. With a rapidly changing business landscape and so many competing priorities, it is critical that strategies are developed, cascaded, executed and sustained. Our approach provides the high level thought leadership to work with senior leaders and the organizational understanding and best practices to work at all levels to ensure strategy succeeds and thrives.


Before We Give Answers, We Ask Questions.

Customer Proposition

  • Who is our target customer?
  • What is the value proposition we bring?
  • Is it compelling enough to increase customer patronage and loyalty?
  • What is our competition doing?
  • Have we differentiated ourselves sufficiently to compete and win?
  • Are we reaching our customers with information and offers that are that are convenient and timely?
  • Are we engaging customers effectively through all our channels?

Product Positioning

  • What are our strengths?
  • Are we competitive in what we offer?
  • Is our assortment of products / services allowing us to grow in major categories?
  • What products / services are we diminishing? What shouldn’t we offer?
  • Is our pricing strategy keeping us competitive and allowing us to grow?

Operational Architecture

  • Do we have the right infrastructure in IT to support our strategy?
  • Is the information we get sufficient to drive business decisions?
  • Do we measure the right KPIs?
  • Does our financial process support or encumber our business decisions?
  • Is our capital structure the right one to support our strategy
  • Can our stores and other assets provide greater value?