BU战略计划基本(1)

BUStrategicPlanBasicsJune2001Thispresentationcontainsdetailednotestotheslides.Ifyouareviewingthedownloadedversion,pleaseclickonNotesPageintheViewmenutoseebothslidesandcommentary5112462DESCRIPTIONOFMATERIALS•ThisdocumentwasdevelopedasatrainingpresentationforthenewlyappointedbusinessunitCEOsofanAsianfamily-ownedconglomerate•ThepurposeofthisdocumentistoguidenewCEOsthroughthebasicelementsofdevelopingaBU-levelstrategicplan•Thispackincludesacompaniondocument,“BUStrategicPlanTemplateBook,”whichprovidescompletenessandconsistencyofBUstrategicplansubmissions.ThesetemplatesarenotintendedtoreplaceorconstrainBUstrategicthinkingandshouldbeadaptedtoreflectaparticularBU’ssectoralcontextasrequired3WHATISABUSTRATEGY?Astrongbusinessconceptthatdrivesanintegratedsetofactionsthatcreatesvalueby:•Creatingproducts/serviceswhosevalueexceedsthecostofprovidingthem•Capturingvaluefromcompetitors,customers,distributors,suppliers,andproducersofsubstituteproductsandservices4RATIONALEFORPROPOSEDDEFINITIONAstrongbusinessconceptthatdrivesanintegratedsetofactionsthatcreatesvalueby:•Creatingproducts/serviceswhosevalueexceedsthecostofprovidingthem•Capturingvaluefromcompetitors,customers,distributors,suppliers,andproducersofsubstituteproductsandservices1.Recognizesdualroleofcreatingandcapturingvalueinallelementsofbusinesssystem2.Forceschoices6.Competitive7.Externallyoriented,customerdriven4.Recognizesimportanceofcostascompetitivetool5.Considerstrade-offsbetweenbenefitprovidedtocustomersandcoststheyincur3.Givesconsiderationtoallelementsofthebusinesssystem5COMMONELEMENTSOFREAL-LIFESTRATEGIESVisionWhere?Strongbusinessconceptcomprising:Howtocompete?Integratedsetofactions•Developedhighqualitystandardsandexcellentoperationalprocedures•Focusondevelopingcriticalmassofstoresandestablishingmarketdominance•McDonald’sexperiencedphenomenalsuccessinglobalizationdueto:–Successfullyscreeningfranchiseesandadedicationtointenseinitialandongoingtraining–Consistentdeliveryofhigh-qualityfoodandservicearoundtheworld–Hugeeconomiesofscaleandpowerfulsupplierleverage–Capitalizationof“American”appealofMcDonald’s–Successintailoringassortmentmixtomeetlocalneeds•“Wewanttobetheworld’sbestquick-servicerestaurantexperience”•“Wewillofferconsistentlyexcellentqualityacrosstheworld”•Targetingabroadsetoftheurbanpopulation,increasinglyofferingabundledproduct(meals)atalowpriceinmajorcitiesaroundtheworldMcDONALD’SEXAMPLE6BUSTRATEGYREVIEWINTERACTIONSHighlyinteractivedebatedrivenbyfact-basedunderstandingofenvironmentandinternalcapabilitiesHowdoyouexpectCompetitorAtoreact?Howsustainableisyourbusinessmodel?Canitbeeasilyduplicated?Howrobustareyourcontingencyplans?Howquicklycanyoushiftyourbusinessemphasistocaptureindustryopportunities?BUCEO7BUSTRATEGICPLANDEVELOPMENTIndustrydynamicsandimplicationsEnvironmentalandinternalassessmentCompetitiveassessmentInternalassessment•Whatarethemajorchangesinindustrydynamicsandresultingopportunitiesandrisks?•Whatareyourcompetitivestrengthsandweaknesses?•Howdoesyourcurrentbusinessemphasisfitwithindustryopportunityandcompetitivelandscape?StrategyarticulationStrategicdefinitionandimplicationsStrategicinitiativesFinancialprojections•WhatstrategywillyourBUpursueoverthenext3years?•Whatwillbetheimpactofmajorstrategicinitiatives?•Whataretheexpectedfinancialreturnsofyourstrategy?++++Risk/contingen-cies&strategicalternatives•Whatstrategicalternativeshaveyouconsidered?+8INDUSTRYDYNAMICSANDIMPLICATIONS•Economicsofdemand–Bysegment–Substitutes,abilitytodifferentiate–Volatility,cyclicality•Economicsofsupply–Producerconcentrationanddiversity–Importcompetition–Capacityutilization–Entry/exitbarriers–Coststructure(fixedandvariable)•Industrychaineconomics–CustomerandsupplierbargainingpowerWhatarethemajorchangesinindustrydynamicsandtheresultingopportunitiesandrisks?Howisindustrystructurechangingwithrespecttodemand,supply,andindustrychaineconomics?Whataretheresultingopportunitiesandrisks?Whatistheexpectedcompetitorconduct?Whataretheresultingopportunitiesandrisks?Whatarethepresentandfutureexternalfactorsthatcouldpresentnewopportunitiesandrisks?•Majorindustrycompetitormoves–Marketinginitiatives–Industrycapacitychanges–M&As,divestitures–Verticalintegration/disaggregation–Alliancesandpartnerships–Costcontrolandefficiencyimprovements•Impactandlikelihoodofmajorindustrydiscontinuities–Changesinregulation/governmentpolicy–TechnologicalbreakthroughsKeyquestionSubquestionsIssuestobeconsidered**MayormaynotbeapplicabletoallBUsWhatindustryareyoucompetingin?Whatarethevarioussegmentsintheindustry?•Industrydefinition•Industrysegmentation–Definition–Sizing9SEGMENTANALYSISILLUSTRATIVEIndustryboundariesSegmentsIndustrysegments•Relativelydistinctsubgroupingswithintheindustry•Marketisrelativelysimilarwithinthesegmentbutdifferentacrosssegments•Differentindustrydynamicsmayvaryinimportanceindifferentsegments10ProducersIndustryS•Technologybreakthroughs•Changesingovernmentpolicy/regulations–Domestic–InternationalEconomicsofdemand•Availabilityofsubstitutes•Differentiabilityofproducts•Rateofgrowth•Volatility