Strategic Positioning

The right positioning in the market

The markets have become much more dynamic, the right strategic positioning is crucial for the sustainable achievement of objectives.
Your strategy is your path to the goal – we derive your ideal corporate strategy from your objectives in three steps.

Step 1: Market analysis and evalutation

  • Identification of attractive market segments and market services
  • Identification of necessary core competencies and success factors

Step 2: Benchmarks based on competitors

  • Analysis of customers and competitors in the market segments
  • Benchmark your business model against the market competitors

Step 3: Strategic planning

  • Derivation and evaluation of a fact-based SWOT
  • Strategy development and detailed action planning


StettlerPartners will support you with the strategic optimisation of your business model, both selectively and holistically:

  • Fostering organic and inorganic growth, in traditional and new markets as well as international expansion
  • Optimising the business processes Sales, Marketing Supply Chain and Operations targeted towards sustainable improvement of the operating result 

Turnaround Management

Restructuring for Success

Rapidly setting the right course

Most enterprises have already been through one or perhaps even several survival-threatening crises. There are a plethora of different causes that can lead to a crisis. Frequent triggers are management error, such as clinging to an outdated business strategy for too long, not adapting to new market structures, or inadequate accounting processes.

Every corporate crisis is unique. In order to successfully overcome a crisis, there are a series of specific skills that will be needed on a short-term basis. Through our long-standing experience as consultants, we have assisted a considerable number of enterprises in overcoming their individual crises. We gladly offer these skills and experience to you.

Phases of a Turnaround Management Project

Should a business identify a critical situation in a timely manner, and is ready to counteract, a structured turnaround is executed in four phases:

  1. The Crash Phase

In this phase, the main priority is to preserve and secure the business’ liquidity, and therefore the ability to continue operating. The business’ cash reserves must be protected and increased if necessary. In doing so, the core business functions and relevant business relationships should be maintained. In this phase, it is critical that clear priorities are set, external help is sought if required, and crisis management have all authorities and authorisations required to act.

Parallel to activities to secure liquidity, management must take rapid, concrete measures restructuring measures to address the most obvious issues, or to stem the most serious sources of loss.

  1. Instigation of the Turnaround

The second phase in any turnaround management initiative involves the pragmatic and comprehensive documentation and assessment of the initial situation, the definition of a realistic and achievable restructuring concept, and the necessary preparation work to enable the swift commencement of work on the turnaround.

  1. Implementation of the Concepts

This phase in turnaround management comprises the implementation of the turnaround concepts through the organisational and strategic restructuring of the business. Together with all employees and stakeholders, for example, the company’s offerings are precisely aligned to their target markets and consumer groups. The activities and processes in the business are then oriented to this alignment, and tightly coordinated with one another. Finally, the organisation is restructured from a functional perspective. Coupled with expedient and efficient management, this phase delivers sustainable business improvement.

  1. Consolidation

In the fourth and last phase, the structural changes are anchored in the corporate culture. There is the risk of a relapse into old habits, until the next crisis and next turnaround. We stay at your side with guidance and support, ensuring your business’ sustained success.


Operational Excellence

Continuous improvement as a learning organisation

Operational Excellence programs address manufacturing and employee productivity and realize significant potential concerning performance and cost parameters. Together with your team, we analyze your status quo, identify performance gaps, define the optimization concept and support you in implementing process optimization, management systems and methodological competence.

To sustainably anchor a continuous improvement process in your structures, we support you hands on site with the following challenges:


Performance Management

  • Identification and definition of targeted key performance indicators (KPI) as a sound basis for decision-making.
    These KPIs measure the performance of business processes and highlight the need for decisions.
  • Together with you, we develop your KPIs and implement them in the existing reporting. We coach your decision-makers in performance management – right up to sustainability.

Project Management

  • Ensuring project budgets, schedules and goals are met is the task of project management. Detailed project planning and fact-based project controlling are crucial success factors.
  • Together with your project managers, we identify gaps based on completed projects. Along with current projects we specify, train and pilot improved standards for your project management.

Change Management

  • Significant market movements require extensive restructuring and can potentially worry the employees in your organization. Three success factors are essential for successful organizational change: communication, planning and implementation.
  • As interim or project managers, we accompany your company on site and hands-on on the path of change. We plan and implement change management for you and support your employees in the change process.

Procurement – Industrial Supply Chain

  • Procurement and distribution logistics are the starting and ending point of your internal supply chain. Material availability and inventory as well as your delivery reliability are determined by them.
  • Supplier and customer interfaces, batch sizes and SCM KPIs are the focus of our supply chain analysis. We then implement the necessary improvements with your supply chain team and your interface partners.


Lean Production

  • A production with minimized waste of time and resources is ‘Lean’. Flow principles and standardization together with a CIP are its basis.
  • Together with your process owners we analyse your value stream and identify possible improvement potentials. Then we train and implement your CIP – tailor-made as your Kaizen tool box.

Six Sigma

  • A zero-defect organisation produces 100% quality, the processes reach Six Sigma level. Error sensitivity, methodological competence and standardisation are the foundations of a successful Six Sigma organisation.
  • On site and hands on we train, coach and certify employees to successful Six Sigma Green Belts. For this purpose, the management identifies quality problems, the Green Belts then minimize the quality costs.


Optimize Work-in-Progress

  • Unnecessary stocks of raw, semi-finished and finished materials unnecessarily reduce your liquidity. A sustainable inventory optimization will take into account that the cash managment is part of of successful delivery.
  • We analyse current stock, its dynamics and your stock management. Together we optimize inventory management and stock – liquidity is increased.

Lean Material Flow

  • The lead time of your value stream influences your delivery flexibility and inventory level. A short turnaround time improves your delivery performance and reduces your working capital.
  • A value stream analysis identifies process steps with reduced lead time. Together with your employees we optimize your value stream by integrating pull principles, e.g. Kanban.


StettlerPartners AG
Rychenbergstrasse 161
CH-8400 Winterthur
T +41 (43) 366 55 77