• STRATEGIC THINKING processes for Business units, business groups (corporate strategy), public organizations, associations, and from scientific and technological players, along with all other types of organizations.
  • Processes of business DIVERSIFICATION: new sectors, new lines of business, new markets, irruption of technologies.
  • Support in decision-making and defining INTERNATIONALISATION strategies.
  • Application of a proven and exclusive methodology and in the definition of differential INNOVATION strategies.
  • Support in the definition of ORGANIZATIONAL DESIGN in order to implement successful strategies.
  • ADDITIONAL SERVICES offered, either as stand alone, or as part of a wider process: strategic management training, market surveys, future prospections, strategic audits, feasibility studios, among many others.

A market survey for strategic sectors

Various market surveys in strategic sectors undertaken for Catalan companies looking to expand internationally which led to identifying the most attractive markets and sectors. Sectors analysed included: pharmaceutical, construction, capital goods and food.

International expansion plan

We provided support to Atlética, a Mexican sports clothing manufacturer, in the design of their internationalisation plan for Latin America, analysing the context of the different textile markets and their potential, while taking into account company resources. As a result, a forward-thinking model was defined for Atlética, thereby achieving consensus among members of the management team, establishing a Road Map for a time horizon of 5 years.

"10 tendencies towards 2020" Forum

B+I Strategy, in collaboration with the Copenhagen Institute for Futures Studies, organised an encounter of business leaders and other players to discuss the ten leading world tendencies which will determine how we will live and work, along with what factors will influence our business decisions over the coming decade.


Support during implementation and follow-up

Impact study of strategy in the organisational model of this wine producer, as well as defining the balanced scorecard for strategy follow-up.

Management of Group subsidiaries

Support provided in establishing the management mechanisms of the subsidiaries in consonance with the organisational model if the Group.

Organisational and management model

Definition of the Group’s management and organisational model during the initial stages of the constitution of Alestis Group, fruit of the incorporation of a number of companies in the aerospace sector located throughout Spain and Brazil.

Internationalisation strategy in Uruguay

Collaboration with ENCE, the multi-national paper mill, to define and develop their internationalisation strategy in Uruguay, drafting a "clusterised" participation of other related players and defining the main pillars of the company’s expansion process.

Innovation plan

Support provided in developing the Group Innovation Plan applying the “The Innovation Kite” methodology. Innovation project priorities for the Group were defined by using a highly participative process, designing an innovation management system for implementation within the company. B+I Strategy later accompanied both the management team and Innovation Management Team during the initial phases of project implementation and in the transformation of the organisational model.