Corporate Strategy Manager

Value Chain Analysis

Perché: When margins fall, you can trace which activity drives the cost or creates the edge, so leadership acts on the right step instead of cutting across the board.

Competitive Positioning

Perché: You can weigh the trade-offs of moving upmarket and say what the company must give up to hold that position, not just what it gains.

Blue Ocean Strategy

Perché: You can turn a blue-ocean idea into a testable offer and judge whether it is genuine value innovation or a niche too small to matter.

M&A Strategy

Perché: When a target is proposed, you can screen it against deal rationale, estimate realistic synergies and list the diligence questions that could kill the deal.

Organic vs Inorganic Growth

Perché: For a capability the company lacks, you can compare building it, partnering or acquiring on time, risk and cost, and recommend one with reasons.

Capital Allocation

Perché: When three business units ask for the same budget, you can rank the projects against hurdle rates and explain why one is funded and another waits.

Shareholder Value Creation

Perché: You can show whether a strategy earns above its cost of capital, so a growth plan is judged on economic profit and not on revenue alone.