MTI Consulting

At their recent evening meeting that was attended by over 120 Senior Managers, MTI's Bahrain based CEO Hilmy Cader and MTI's Sri Lanka based MD Lasantha Abeywickrama announced the findings of their global research on strategic planning. This has led to the concept of 9 Sins of Strategic Planning.

According to Hilmy Cader , a significant number of businesses in different parts of the world demonstrate many of the 9 Sins of Strategic Planning.

Hilmy Cader recommends a quick test by checking if your company demonstrates the following:

The 9 sins of strategic planning are:

1. Timing and process dictated by corporate & financial needs
2. Annual ritual & snap shot.
3. Changes during the year and re-active and blinkers on
4. Departments work in Silos, and then the plan is consolidated
5. Focus on objectives and strategies only not on action
6. No change of Structure, Staff and Systems
7. Detailed documentation, extreme number crunching and ceremonial presentations, with no link to action
8. Highly stressful process, with limited open-ended quality thinking time
9. Not linked to the wallet

During the meeting Mr. Hilmy Cader also commented that,

"In a market place characterised by intensive competition, smarter customers, powerful channels, demanding shareholders and a turbulent environment; conventional strategic marketing planning will not work for you. MTI's global consulting experience has proved this beyond doubt.

MTI's 8S model has been researched and developed specifically for strategic business & marketing planning, using global experience in 36 product & service categories.

MTI's 8S is a practical, user friendly and sequential planning model starting with the definition of the Scope of the business and proceeding to Systems and Social Responsibility."

Photo : Mr. Lasantha Abeywickrama explaining MTI's 8S Model
 

Strategic Planning - The SriLankan Airlines Experience will be the title of the MTI presentation scheduled for Tuesday 9th March 2004, commencing 5.30 PM at the Hilton Colombo Residence (JAIC)

In 2001, SriLankan Airlines embarked on a strategic planning process, with the longer-term vision of being the Most Preferred Airline in Asia and a more pressing shorter-term goal of making the airline profitable - at a time when the global airline industry faced mounting losses

The plan was developed by a cross-functional team of SriLankan Airlines management - based on MTI's 8S and facilitated by MTI Consulting

The process culminated with the launch of SriLankan's new Mission , Vision and Values - 4200 employees personally taking part in the biggest launch ever in Sri Lanka

Today, SriLankan is a profitable company and continues to win prestigious international awards that testify commercial, communication and service excellence

Presented by MTI's CEO Hilmy Cader and SriLankan's CEO Peter Hill, this presentation will feature how SriLankan Airlines used MTI's Strategic Planning Process. The presentations will be followed by panel discussion comprising Lasantha Abeywickrama , Director / Senior Consultant, MTI Consulting and Ranjeewa Kulatunga, Manager - HRD & T, SriLankan Airlines.

For registrations: Call 2543 700 or email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it

Photo : Shows the panel discussion. L to R ; Lasantha Abeywickrama , Director / Senior Consultant, MTI Consulting, MTI's CEO Hilmy Cader, SriLankan's CEO Peter Hill and Ranjeewa Kulatunga, Manager - HRD & T, SriLankan Airlines.

Photo 2: shows part of the Audience



 

The Ceylon Hotel School Graduates Association (CHSGA) together with MTI Consulting conducted an evening meeting for its members on "Strategic Planning for the Leisure Industry" based on MTI's internationally acclaimed 8S Model.

The General Secretary CHSGA, Mr. Hemantha Ratnayake said "The leisure Industry is looking ahead and its members are involved in strategic planning for the future. The CHSGA invited MTI Consulting; experts in strategic planning to share their experience with its members." He further stated that they hope to conduct similar seminars in the future for the benefit of their members.

Mr. Roshanga Wickremesinhe Consultant, MTI Consulting Sri Lanka said that "It is encouraging that the leisure industry is focusing on Strategic Planning, and we are confident on the positive impact of strategic planning on the industries effort to be globally competitive."

Photo : Panel discussion on Strategy Planning for the Liesure Industry. L to R Aitken Spence Hotels Amal Nanayakkara, MTI's Roshanga Wickremasinghe and Lasantha Abeywickrama and CHSGA President Palitha Wijemanne.
 

The Sri Lanka Tea Board (SLTB), after a yearlong competitive evaluation process have selected MTI Consulting to develop their Marketing Strategy for Ceylon Tea. Sri Lanka Tea is the 2nd largest export earner next to Apparel, contributing 3% of the country’s GDP, with a global tea export market share of around 19%. Speaking at the contract signing ceremony the Chairman of the Sri Lanka Tea Board (SLTB) Mr. Hettiarachchi said “Tea is Sri Lanka’s key export and critical to our national economy. In a highly competitive and branded global market, the marketing and branding function are key drivers of the industry’s success. We need to scan the global markets, assess the challenges and formulate our strategies, which is the very purpose of this project.” He further stated that “The prime objective of the study is to enhance value addition for Ceylon Tea and formulate pragmatic strategies to support Sri Lankan brands”.

MTI’s Bahrain-based CEO outlined the process that MTI will use to develop the Ceylon Tea Strategy: “Our process starts with an intensive global scan that will cover consumers, the demand chain (HRIs), Channels, Supply Chain, Brand Owners and Tea Producers, including relevant cross-industry learning’s. Based on the scan, the strategy formulation process will begin, with active involvement by the industry and will evaluate all the strategic routes available to SLTB and Ceylon Tea. Sustainability as a Strategy Driver will be an integral part of this exercise.”

The Sri Lanka Tea Board, established in 1976, operates under the purview of Ministry of Plantation Industries and is the apex Government body responsible for the promotion and development of the Tea Industry in Sri Lanka. SLTB performs the duties as a non commercial service organization and manages the overall planning, direction, co-ordination and control of the functions, including the Tea Commissioner's Division and Tea Promotion Division - All matters connected with promotion of Sri Lanka Tea (Ceylon tea) locally and abroad.

MTI Consulting is a boutique management consultancy with operations in Bahrain, Bangladesh, Dubai, India, Malaysia, Pakistan, Sri Lanka and alliances internationally. Since MTI’s inception in 1997, MTI has worked on 350 client-specific projects in 35 countries across 5 continents.

Photo Caption of Signing MTI-SLTB Agreement: Lalith Hettiarachchi (SLTB Chairman) signs Agreement with Suanthri Abeysundera (Country Manager – MTI Sri Lanka) looked on by Hasitha de Alwis (SLTB Director – Promotion), Dhanushka Jayakody (MTI Regional Consultant) and Suraj Deen (MTI Director)

MTI Consulting has conceptualized, researched and published MTI’s 11C Cricket Business Strategy Model as part of their thought leadership initiatives. The model provides a strategic planning framework for Cricket as a business and is ideally suited for Cricket Authorities around the world. The development process used a blend of sports business models and best practices in business strategy models, benefiting from strategy work carried out by MTI in over 40 countries. Last year, MTI along with UK’s Intangible Business, carried out a pioneering study to financially value the eight IPL Franchisees.

In unveiling MTI’s 11C Cricket Business Model, the CEO of MTI Consulting explained the rationale for a strategy model for the ‘World’s Hottest Sport’ as described by Forbes.

“The business of cricket is estimated at US$ 4 Billion globally, growing at 15% per annum and could be easily classified as a ‘FMCG’ (fast moving consumer good). Not only does it touch the hearts and minds of over 2 billion consumers worldwide, it accounts for a significant proportion of consumer television and web surfing time as well as the enormous amount of casual consumer chat! It is argued that this form of unscripted entertainment is capturing share from other forms of leisure and entertainment. It is now opening up new frontiers, from Afghanistan to Argentina, from Canada to China and from Namibia to the Netherlands. The innovation curve has just begun, with the likes of the IPL Twenty20 series, as it is expected to capture an increased share of the consumers and the advertisers’ wallet. Many in the industry still see it as a competitive sport; consumers see it as a form of entertainment; cricketers see it as a viable career; above all it is among the most competitive and dynamic industries, that rivals many conventional industries. Given the many facets of the cricket industry (players, spectators, TV viewers, sponsors, advertisers, boards etc), it requires a holistic business strategy framework, that can benefit from proven strategy formulation models, yet does not fail to capture the essence of cricket.”

MTI’s 11C Cricket Business Model has been developed as a framework (with relevant tools) to help Cricket Authorities to analyze, strategize and realize greater heights for Cricket as a business.



 

Speaking recently at a MTI Think Tank meeting, CEO Hilmy Cader said "It's time for a marketing bank and extend it to MTI's Venture Marketing concept".

Explaining the rationale, the international marketing expert said "Commercial banks lend strictly against tangible collateral, while development banking tends to target start-up SMI's".

Based on MTI's Scan of the Sri Lankan market, a potential opportunity has been identified. Accordingly, the Marketing Bank concept will target businesses that have significant potential to exceed current marketing performance, but are handicapped by the traditional banking solutions offered by traditional banks.

"Who will lend to a business that has a strong brand equity / consumer franchise, but have no tangible collateral?" asked Mr. Hilmy Cader . Explaining it further, he said "The problem lies with banks and financial institutions not having the required competencies to identify and value these brands and monitor them continuously. We, will not only be able to value these brands, but also monitor the health of these brands continuously not limited to financial statements but through marketing techniques as well, thereby ensuring a secure investment ".

This is the opportunity to merge MTI's marketing competencies with the banking competencies of a commercial/development bank. "We have identified a few potential partners in Sri Lanka and currently in the exploratory phase" said Mr. Cader.

The Marketing Bank concept is defined as a 'turn key blend of marketing consulting and credit solutions' , targeted at Sri Lankan brands with high level of unrealized profit potential, but have no collateral to offer.

This concept could also be extended to following situation as well:

Funding the advertising of brands with strong potential, but lack funding

New product development and brand /line extensions

Developing new channels.

Retail franchising

Sri Lankan examples quoted included franchising retail outlets for Jinadasa's Thalaguli or Monis Bakery.

Need for Venture Marketers.

In terms of implementation the Marketing Bank need not be a separate brick and motor operation, but could operate as a franchise similar to 'Western Union Money Transfer' or 'Money Gram'. Talking on an up beat note, the international marketing expert said, "This is a low risk start-up option, that is worth experimenting. All it needs is a local banking partner willing to look outside the box for a great opportunity".

The implementation of this concept requires Venture Marketers and not traditional marketers who like to play safe. "Venture Marketers are entrepreneurial marketers who thrive in looking for strong brands with great value, convince their owners of the potential and manage the brand to ensure above average profits" said Mr. Hilmy Cader.
 

Sri Lanka’s premier savings bank, National Savings Bank (NSB) has successfully crafted the blueprint for its future with the help of MTI Consulting. The strategic planning assignment commenced in September was concluded within three months, outlining the road-map of NSB into the next 3 years taking into account the highly-competitive financial services industry and economic & socio-demographics of Sri Lankans.

NSB has a strong network across Sri Lanka in reaching out to the general public with 114 main branches, 8 postal banking branches, 8 savings shops, 263 school banking units directly under the purview of NSB. Furthermore, NSB has access to the masses through 637 Post Offices and 3,411 Sub-Post Offices being the only network in Sri Lanka which has access to each and every household in the island. By the end of the year 2006, NSB served 15.1 million account holders captured through the various touch points of its retail banking network.

MTI Consulting with its fast experience in financial services consulting across the Middle East & South Asian region having worked closely with global giants like American Express, Citibank, Standard Chartered, KPMG, Ahli United, BBK, BKIC, Credimax, Daman, Isthithmar, Solidarity, National Bank of Bahrain, The Bahrain Saudi Bank and in Sri Lanka with the likes of Central Bank of Sri Lanka, Bank of Ceylon, LOLC & HNBA. For the second consecutive year, Mckinsey, Fitch and MTI Consulting took centre stage at the World Islamic Banking Conference (WIBC) by presenting their research based studies of the state of the Global Islamic Banking Industry at the 14th World Islamic Banking Conference held recently in Bahrain

The project with NSB is the latest in MTI Consulting’s suite of strategic planning projects that includes clients from Bahrain, Bangladesh, India, Malaysia, Mexico, Pakistan, Sri Lanka, UAE and UK. MTI has provided consulting solutions to clients in over 275 projects in 32 countries across 5 continents.

Photo 1: Mr. S.H. Piyasiri, GM / CEO NSB, Mr. H.M. Hennayake Bandara – DGM Finance Planning and Asset Management NSB, Mr. Sanjeev Abeynayake – Director & Senior International Consultant MTI Consulting, Mr. Sahan Kulatunga – Project Consultant MTI Consulting

Photo : Mr. H.M. Hennayake Bandara – DGM Finance Planning and Asset Management NSB, Mr. S.H. Piyasiri, GM / CEO NSB, Mr. Sanjeev Abeynayake – Director & Senior International Consultant MTI Consulting, Mr. Sahan Kulatunga – Project Consultant MTI Consulting
 

Macbertan Ltd. A subsidiary of the McLarens Group, involved in manufacturing and marketing polymer based insulation products recently developed a strategic plan with MTI Consulting.

Macbertan is a pioneer local manufacturer of McFoil brand heat insulation for domestic and industrial buildings, McWrap brand polythene bubble sheet and McFoam brand insulation for the packaging industry. Macbertan also markets a range of other polymer based insulation products such as rods and hoses for the construction industry.

The strategic plan for Macbertan was developed based on MTI's globally acclaimed 8S Strategic Planning Model and delivered using The MTI Way via a series of ConsuLearning workshops.

Rohan De Silva, Managing Director of the McLarens Group commented that the group will vigorously support the new strategic plan in order to achieve the vision of the company. "With the strategic plan in place, we are now ready to enter the next phase of growth in our company including venturing overseas" said Mr. De Silva.

Mr. M.S.I.K. Perera, CEO of Macbertan said "The MTI Way of developing a strategic plan is effective as solutions are developed by a cross functional team from the company ensuring buy-in. Follow-up is facilitated by the MTI Synergiser which spells out who does what and when". Director Macbertan, Mr. Trevor Reckerman added "Apart from defining the Scope of the business, setting a Mission and a Vision and identifying Strategies, the Project also aligned the Structure of the company with the new strategies"

The picture shows Mr. Lasantha Abeywickrama , Director and Senior Consultant of MTI Consulting Sri Lanka handing over the PlanScape - a one page flip chart sized summary of the entire plan to Mr. Rohan De Silva Managing Director of the McLarens Group. CEO of Macbertan Mr. M.S.I.K. Perera and Directors, Mr. Trevor Reckerman and Ms. Ramani Ponnambalam are also in the picture.
 

Sri Lanka 's premier bank - The Bank of Ceylon has just unveiled their MTI's 8S based strategic plan, with the aim of further strengthening their dominating position in the market for financial services.

The Bank of Ceylon strategic plan is the culmination of 4 months of highly interactive and intensive workshops and research initiatives undertaken by a wide cross-section of the BOC team and facilitated by MTI Consulting Commenting on the strategic planning process, Mrs. Sumi Moonesinghe, Chairperson of the BOC said: "This important process involved the entire Board attending residential consulting sessions to develop a research-based top-line strategy. This is the level of importance attached to this exercise by the bank"

"The strategic plan and the implementation plan (based on MTI's Synergizer TM) was developed by our Corporate Management Team in their role as Project Champions, supported by a cross-functional Project Team. In addition, Branch Managers, AGMs and the Unions were involved in this highly interactive learning experience for the Bank of Ceylon" said Mr. Palihena the General Manager of the Bank.

The new strategic planning for the BOC focuses on 6 key strategies (covering consumer, commercial and corporate segments), augmented by internal service and external corporate image initiatives. The structural initiatives look at setting up a consumer marketing unit, the appointment of a Head of Marketing (a first for BOC) and more strategic management functions. Major staff motivation initiatives will be launched very soon, including 'Taking Management to the Grass roots',
MTI's Bahrain-based CEO and the international business / marketing strategy expert with experience in over 40 countries, Mr. Hilmy Cader personally led this project for MTI. "Our financial services experience in the Middle East / North Africa has given us some good learning's in emerging international markets" said Hilmy Cader

The 8S Model is MTI's primary consulting solution which is being used profitably by clients in over 20 countries, across a diverse range of products and services. It is a broad spectrum, sequential model that starts with the Scope of the business through Strategy to Systems. It is a comprehensive model that also covers Structure. Staff, Systems and Social Responsibility.Commenting on the practicality and user-friendliness of the model, MTI's Associate Consultant Trihan Perera says "It provides a strong and direct link to the bottom-line at every stage of the model and is linked to a very practical Implementation Plan {Who? does What? and When?)"

Photo 1
Inspecting MTI's 8S based Planscape TM are (from left) Mrs. Sumi Moonesinghe (Chairperson - BoC), Mr. Palihena (GM - BoC), Mr. Hilmy Cader (Bahrain-based CEO of MTI Consulting) and Mr. Trihan Perera (Associate Consultant - MTI)  

Gemcon group, a long established diversified local conglomerate has recently completed a major strategic planning and restructuring project with the services of MTI Consulting. The company aims to define standards in innovation and service. The launch of the new era in the Gemcon group was earmarked as the “Gemcon Renaissance” held at the Pan Pacific Sonargaon on November 30, 2006 to unveil the new corporate composition, mission, values and the logo of the Gemcon group. The company arranged this ceremony, attended by key members of the group, to share and communicate the change to enable a combined group effort in realizing the new era.

While delivering the vote of thanks at the launch, Vice-Chairman, Kazi Nabil Ahmed said, “Gemcon group decided to re- strategize and restructure its business for the 21st century. To help along this path MTI proved to be an ideal partner because of shared historical bond from geography and situation.”

Gemcon Group started its journey way back in 1979 in the engineering sector with a construction firm, ‘Castle Construction’ founded by Kazi Shahid Ahmed, Chairman, Gemcon group. Over the years the group expanded in many ventures in different sectors: Gemcon Poles, Gemini Seafood, Ajker Kagoj, Meena Bazar, Kazi and Kazi Tea, Gem Jute, and the University of Liberal Arts Bangladesh.

Mr. Abeywickrama, director MTI Consulting added that, “family companies in Bangladesh have a lot of potential and we are glad that Gemcon chose to partner with us to unlock their potential.”

MTI Consulting is an international strategic management consultancy that has provided solutions to clients in over 250 projects in 30 countries spanning 5 continents. Among global companies that have used MTI’s consulting solutions are DuPont, Fonterra, Standard Chartered, American Express, Triumph, ICI Paints, Vodafone and the Inter-Continental along with numerous others.

Photo: (Left) Col. Kazi Shahid Ahmed, Chairman of Gemcon Group was handed the MTI PlanScape by Mr. Lasantha Abeywickrama, Director and Senior Consultant, MTI Consulting after successful completion of Re-Strategizing and Re-Structuring project