Event Driven Advisory

Real life does not always adhere to an annual strategic planning cycle and the rationale for a company’s strategic direction can change overnight. When market dynamics shift or unforeseen opportunities emerge, we work with CEO's and management teams to understand alternative paths and drive towards the targeted outcome.

We work on a range of areas for our clients, including: in-organic growth strategies, target identification and evaluation, transaction support and post-merger integration.

Related Articles

Ukraine War and Five Lasting Changes for the Energy Sector

The war in Ukraine is creating geopolitical, social, and economic disruption in the energy sector and beyond, just as the world is beginning to recover from the worst of the Covid-19 pandemic. In the energy sector, it is compounding the trilemma of security, affordability, and sustainability. Increasing sanctions on Russia’s energy exports and moves to reduce dependence, notably by the EU, are limiting access to a previously reliable and low-cost global energy source, and the ripple effects could be felt in the form of higher costs of living and of doing business. There will also be implications for the energy transition. In this Marakon Commentary, Rod Davies and Quan Li outline five potentially lasting changes the energy sector could encounter and that companies and investors should account for.

Global Macroeconomic Outlook

As we enter 2022, the global economic engine is overheating with inflation higher and more broad-based than anticipated, worrying investors and Central Banks alike. Additional risks to monitor include new potential COVID-19 variants, a mounting global debt pile, and ongoing geopolitical instability. The UK despite a successful vaccine rollout faces challenges of its own with a cost-of-living crisis threatening short-term recovery and Brexit likely to exert a long-term drag. Forward-looking executives are closely monitoring these macro-economic indicators to anticipate challenges and find hidden opportunities, e.g., building capabilities in an inflationary market, managing the energy transition amidst an energy crisis.

Re-Base the Plan; Regain Control - Food and Beverage

Covid-19 has created significant uncertainty for the Food and Beverage sector. How can business leaders re-gain a measure of agency over their short-term business performance? Marakon recommends formulating a 12-24 month plan to re-base your strategic plan to re-gain visibility and control over the alternative futures possible. This can arm you with the knowledge needed to make the right cost, investment, and financing choices now and over the next few months – choices that will help you not only survive, but also outperform when the recovery comes.

4 Distinct COVID Response Choices for Consumer Goods and Foodservice Companies

While the Consumer Goods and Foodservice sector has shown some resilience in light of Covid-19, there is significant variation between sub-sectors and individual company performance. Each company’s strategic response should therefore depend on their unique reality – their ability to withstand the short term turbulence, and their readiness to take on what lies ahead in the new normal. Marakon’s Covid Response Framework maps 60 S&P 1200 companies to their unique reality, and accordingly suggests a tailored strategic response.

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Fortune