Management consulting in Morocco · Strategy & Operations
Management consulting in Morocco: strategy, organisation and steering
Positioning, sales performance, organisation and information systems: the essentials of management consulting in Morocco, from diagnosis to implementation.
When to call on management consulting in Morocco
An organisation rarely calls on management consulting in Morocco as a matter of principle. Indeed, the need usually arises at a turning point: a new business line, growth that outpaces the structure, slowing sales or a changing market.
At that stage, strategy can no longer remain implicit. The organisation therefore needs to formalise it, cost it and translate it into structure, tools and messages. The Strategy & Operations pole works precisely on this transition.
The 360° strategic diagnosis
Every assignment starts with a 360° strategic diagnosis. It examines the market, the offer, the sales organisation and communication at the same time. As a result, it provides an overall reading before any recommendation.
The market analysis draws in particular on available public data, such as the statistics of the Haut-Commissariat au Plan. The working assumptions therefore remain verifiable, and decisions rest on facts rather than intuition.
Marketing & Innovation
This service line deals in particular with the decisions that set an organisation's place in its market: whom to serve, with what offer, at what price and with what message. The analysis therefore starts from the market — demand, competition, regulation, channels — and leads to a reasoned positioning and a structured offer.
The 360° strategic diagnosis is the starting point: it examines the market, the offer, the sales organisation and communication simultaneously, to establish an overall view before any recommendation. For a launch, the approach then covers the whole path, from market study to business plan, so that the investment decision rests on verified assumptions. For an established organisation, it comes into play when positioning has become diluted, the offer has fragmented or communication no longer reflects the strategy.
| Services | Deliverables |
|---|---|
| 360° strategic diagnosis: market, offer, organisation, communication | 360° strategic diagnosis report |
| Market studies, including competitive analyses | Market study |
| Segmentation and targeting | Competitive analysis |
| Positioning definition, then offer architecture | Positioning platform |
| Pricing policy | Offer architecture, including the price list |
| Brand strategy, including the communication platform | Brand platform |
| Business plan, including financial modelling of the launch | Business plan |
| Support for launching new businesses | Marketing and communication plan |
Sales Performance
This service line also addresses an organisation's ability to turn its offer into revenue. It specifically examines sales strategy, target segmentation, the organisation of the sales force, the objectives set and the way activity is monitored.
The aim is thus to make sales performance clear and manageable: realistic, cascaded objectives, monitored indicators and formalised sales processes. When the organisation has no sales director, the firm can perform that function on an outsourced basis for a defined period.
| Services | Deliverables |
|---|---|
| Diagnosis of sales organisation and practices | Sales diagnosis |
| Sales strategy, including target segmentation | Commercial action plan |
| Structuring of distribution channels | Objectives broken down by segment and also by channel |
| Setting and cascading objectives | Sales organisation chart and job descriptions |
| Organisation of the sales force, including its sizing | Formalised sales processes |
| Sales processes, including customer relationship management | Sales pitches and sales materials |
| Dashboards, including sales management tools | Management dashboard |
| Outsourced sales management when needed | Outsourced sales management reports |
Audit & Interim Management
This service line diagnoses how the organisation actually works: decision-making channels, allocation of responsibilities, processes, costs and purchasing. It highlights the gaps between the formal organisation and actual practice, as well as the weak points that weigh on performance or create exposure to risk.
The diagnosis leads to a prioritised transformation plan, which the firm can implement through interim management: process formalisation, reorganisation, cost and purchasing control, and support for teams until the new operating rules are fully adopted.
| Services | Deliverables |
|---|---|
| Organisational audit and operational diagnosis | Diagnosis report |
| Analysis of decision-making channels and also of responsibilities | Target organisation chart and allocation of responsibilities |
| Process mapping and formalisation | Process map |
| Cost analysis, including purchasing optimisation | Procedures manual |
| Internal control, including operational risk management | Cost and purchasing optimisation plan |
| Change management during reorganisation | Transformation plan |
| Interim management | Transformation tracking dashboard |
| Support for teams until adoption | End-of-assignment interim management report |
Information Systems & Digital Transformation
Finally, this service line treats the information system as an instrument of strategy. It also works upstream of technical choices to define needs, choose between solutions and organise digital transformation in line with the organisation and its objectives.
Its work specifically covers IT master plans, the scoping and support of management and reporting tool projects, and data governance: quality, flow, security and use for decision-making. The information systems dimension is also built into the assignments of the other service lines where the case requires.
| Services | Deliverables |
|---|---|
| Diagnosis of the existing information system | Information system diagnosis |
| Information system master plans | Master plan |
| Requirements definition, then specifications | Specifications |
| Assistance in selecting solutions and providers | Bid evaluation grid |
| Steering and support during deployment | Digital transformation roadmap |
| Dashboards, including decision-support tools | Management dashboards |
| Data governance, quality and security | Data governance charter |
| Change management, including user training | User training plan |
A.S Konsult' support in management consulting
The Strategy & Operations pole delivers management consulting in Morocco within a global, strategic, legal and institutional consulting offer. Its four departments work alone or together, depending on the nature of the case.
However, a single case rarely involves only one discipline. A reorganisation, for example, also raises questions of governance or financing. The firm's other areas of practice then complement the assignment. MSMEs also have access to a dedicated support offer.
Management consulting in Morocco: a path to clarify
Each assignment indeed starts with a preliminary diagnosis that qualifies the need, before any proposal. Moreover, the founder directly leads every assignment.