Direction and company blueprint
A strategy programme for CEOs, built for deep thinking. Think through the key choices for the company’s next three to five years.
What this programme is
We are used to taking answers home and following them. But good answers need the right questions.
This programme focuses on the strategy step: getting the direction right. The execution that follows is handled by vimigo for Team and vimigo Software.
01Choose the lane
See the opportunity; choose the market worth investing in.
02Take the position
Set your position; find the value that is unique to your company.
03Build the advantage
Build an advantage competitors find hard to catch up with.
Get the key questions clear, then make the next stage’s strategic choices.
The thinking map
Ask the key questions, see the whole picture, and make the company’s next step clear.
Vision
Vision
Mission
The company and the person who runs it
Mission
Read all five sides, then make the strategic choice.
A map made for this page: the strategic landscape in the middle comes from the programme; the three heights and the four judgements follow its order.
The question the programme is built around
What management solves
Surviving better
All of it matters. But the business model has not changed.
Growth, but no new growth point.
What strategy solves
Changing the company’s fate
What should this company actually be next?
Change lane · change position in the industry · change customers · change the business model · enter a new market · build a second curve
First height · Stand high
Where am I? What else is possible?
See yourself first, then talk about vision.
Who is the core customer?
Too vague
“SME, consumer, manufacturer” is not precise enough.
Precise enough
Precisely: who should the resources go to? Focus on the customers truly worth serving.
What does the customer actually buy?
Too vague
From SKUs and features to the core value.
Precise enough
The core value the customer pays for: what do we actually solve for them?
What role do you play in the industry?
Too vague
Manufacturer · Distributor · Retailer · Technology provider
Precise enough
Solution provider · Platform · Operator · Operating system
CPR has to end as one sentence:
Who we are for, what value we provide, in what industry role we exist.
If the CEO needs five minutes to explain what the company does, it usually means it is not yet thought through.
Open the map first, then narrow. Opening boundaries is not diversification.
Customer boundary
Besides today’s customers, who else has the problem we can solve?
Product boundary
Besides today’s products, which step of the customer’s job could we also own?
Capability boundary
What we can already do — which new market could it also serve?
Second height · Walk high
From seeing what is possible to the real strategic choice.
Which field do we enter?
Read the trend, pick the direction.
Which key links in the chain do we connect?
Read the industry chain; find where to cooperate and where the value sits.
Which concrete need do we start from?
Fix the customer, the scene, the point of entry.
Finally: raise the position
Redefine the company’s role and value: for whom, and what unique value do we create?
Choose the right direction, find the precise position, start from a concrete entry point.
Third height · Stand tall
From choosing the battlefield to building the moat, to greater enterprise value.
A · See the battlefield
The industry, the opportunity, the direction
Choose the lane
industry / chain
Choose the position
business / brand / market
B · Make the choice
Focus resources, find the asymmetric breakthrough
Decide what not to do
what we do + what we don’t
Find the asymmetric point
never head-on against the strong
C · Build the advantage
Turn unique value into lasting competitiveness
Build the business model
how unique value earns
Build the moat
harder and harder to copy
D · Scale the result
From advantage to scale, to greater value
Grow share and margin
lasting competitive advantage
Build organisational capability
team + system + culture
Adjust by stage
innovate → grow → expand → transform
Raise enterprise value
long-term, sustainable, scalable
Strategy is not deciding “how we do better”. It is deciding where to fight, where not to, what we win with, and why others find it harder and harder to catch up.
Building it yourself may take five years; the right partner, one. Ask: where we are slowest, has someone already done it for ten years?
Back into the operating system
Strategy is not the end of the work. It hands into the goals, rewards and people that run the company every day.
What it covers
Policy, GDP, technology, customers, traffic, experience. The industry cycle — not your customers’ forecast as the industry’s.
Who you are and why customers choose you. Open the map, then narrow: opening boundaries is not diversification.
A high-potential lane upgrades, is not yet locked, and is big enough. Mass market → niche → target customer. Your best role. A capability gap, not a revenue gap.
Choose a battlefield where your strength matters and theirs stops mattering. Borrow the industry’s, customers’, suppliers’, talent’s, technology’s, capital’s, policy’s, channels’ and partners’ strength: you do not need to own it, only to use it.
When it must be done by — bigger, succession, IPO. Then strategy hands into goals, rewards and talent: OGSM, yearly to daily goals, the reward and talent systems, carried by vimigo for Team and vimigo Software.
System connection
Founder ambition, business context and the decisions that matter most.
vimigo for Team operationalises the blueprint; vimigo for AI Team builds selected workflows; CVO coordinates across departments and drives execution.
Software data and business-impact reviews show where the blueprint needs to be refined.
Customer story
“The content of the three-day course actually runs from nine in the morning until eleven at night, and the content is really, really packed. And three days is honestly not enough time to learn this much, and I really feel it is well worth it.”
Charmaine Low · Founder / Person in Charge · Cutiecle Nail Experts · Services
Before you decide
What you bring
What is not included
How progress is measured
How vimigo delivers
vimigo works alongside business owners, operators and the people inside the company who will run it, across the journey.
Got questions?
It’s an in-person strategic workshop for company directors and business owners. It helps you get clear on where the company is going and form a company blueprint, so the team has a shared goal and direction to execute on.
It’s for CEOs, founders and decision-makers — the people who set where the company is going over the next three to five years.
Five modules:
You do not leave with a set of answers. You leave with the few decisions that set the company’s next stage, and a list of the capability and resources to fill.
It focuses on strategic thinking: getting the direction and the key choices clear. The execution that follows is handled by vimigo for Team (the team’s execution blueprint) and vimigo Software (the daily system).
Management solves surviving better: cost, efficiency, KPIs, automation. Strategy solves changing the company’s fate: what this company should become next. This programme does only the second.
Yes! Revision access is available for the venue fee only, per session. Meals and materials are included.
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