Merging Financial Control and Strategic Intelligence: Optimizing the Strategic Positioning (OSP™)

Most efficient strategic segmentation results from a combination of a company’s particular “magic” plus its market characteristics. 

On one side, relevant components of the P&L statement must be assigned to each strategic segment. Called the Funnel Technique™, this contribution analysis is performed, by allocating to each business segment its contribution to the company’s total revenue, gross margin and EBITDA, along with all major related costs, e.g., direct labour costs, depreciation and amortization, material costs, etc.  

On the other side, market quantification is an absolute must and many B2B businesses struggle to do it. Here the Cross-Matrix Technique™ enables the quantification of any market by both, quantity and value. 

Finally, “Optimized Strategic Positioning” (OSP™) comes into play, visualizing the position of a company in each strategic segment. Potential strategic moves can be developed, while the strategy’s impact on the P&L statement can be assessed. 

Key Takeaways

  • Strategic market segmentation and its importance.
  • Any B2B market segment can be quantified (€ and units)
  • Strategy mapping provides an efficient and consensual decision-making approach


Speaker Profile


Dr. Bruno Bérard received degrees in international commerce, business administration and modern & contemporary history. He started his career as export sales engineer in thermal regulation (Jaeger Regulation), then as international operation manager in aerospace hydraulics & pneumatics (Titeflex). He then moved to senior positions in Saint-Gobain advanced material division as business manager (8 business units) and as global marketing & sales director, for 10 years. After a few years as consultant in strategy and operations for Swiss, US and German groups (engine components, thermal spay, orbital welding…), he joined the aerospace industry leader Alcoa Fastening Systems (now Howmet Fasteners) as VP product management, then Director Strategy & Development along with positions of CEO and board member of subsidiaries, for 10 years. Since 2009, he is consulting in strategy & acquisition for many companies, mostly in aerospace (Lisi, PCC/SPS, Boeing, Pattonair, Align, ALA, PWC…). He currently coordinate Vernet Group’s strategy.


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