BU战略计划基本(1)

*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Unit of measure,*Footnote,Source:Source,BU Strategic Plan Basics,June 2001,This presentation contains detailed notes to the slides.If you are viewing the downloaded version,please click on Notes Page in the View menu to see both slides and commentary,511246,DESCRIPTION OF MATERIALS,This document was developed as a training presentation for the newly appointed business unit CEOs of an Asian family-owned conglomerate,The purpose of this document is to guide new CEOs through the basic elements of developing a BU-level strategic plan,This pack includes a companion document,“BU Strategic Plan Template Book,which provides completeness and consistency of BU strategic plan submissions.These templates are not intended to replace or constrain BU strategic thinking and should be adapted to reflect a particular BUs sectoral context as required,2,WHAT IS A BU STRATEGY?,A strong business concept that drives an integrated set of actions that creates value by:,Creating products/services whose value exceeds the cost of providing them,Capturing value from competitors,customers,distributors,suppliers,and producers of substitute products and services,3,RATIONALE FOR PROPOSED DEFINITION,A strong business concept that drives an,integrated,set of,actions,that creates value by:,Creating,products/services whose,value,exceeds the,cost,of providing them,Capturing,value from,competitors,customers,distributors,suppliers,and producers of substitute products and services,1.Recognizes dual role of creating and capturing value in all elements of business system,2.Forces choices,6.Competitive,7.Externally oriented,customer driven,4.Recognizes importance of cost as competitive tool,5.Considers trade-offs between benefit provided to customers and costs they incur,3.Gives consideration to all elements of the business system,4,COMMON ELEMENTS OF REAL-LIFE STRATEGIES,Vision,Where?,Strong businessconcept comprising:,How tocompete?,Integrated set of actions,Developed high quality standards and excellent operational procedures,Focus on developing critical mass of stores and establishing market dominance,McDonalds experienced phenomenal success in globalization due to:,Successfully screening franchisees and a dedication to intense initial and ongoing training,Consistent delivery of high-quality food and service around the world,Huge economies of scale and powerful supplier leverage,Capitalization of“American appeal of McDonalds,Success in tailoring assortment mix to meet local needs,“We want to be the worlds best quick-service restaurant experience,“We will offer consistently excellent quality across the world,Targeting a broad set of the urban population,increasingly offering a bundled product(meals)at a low price in major cities around the world,McDONALDS EXAMPLE,5,BU STRATEGY REVIEW INTERACTIONS,Highly interactive debate driven by fact-based understanding of environment and internal capabilities,How do you expect Competitor A to react?,How sustainable is your business model?Can it be easily duplicated?,How robust are your contingency plans?,How quickly can you shift your business emphasis to capture industry opportunities?,BU CEO,6,BU STRATEGIC PLAN DEVELOPMENT,Industry dynamics and implications,Environmental and internal assessment,Competitive assessment,Internal assessment,What are the major changes in industry dynamics and resulting opportunities and risks?,What are your competitive strengths and weaknesses?,How does your current business emphasis fit with industry opportunity and competitive landscape?,Strategy articulation,Strategic definition and implications,Strategic initiatives,Financial projections,What strategy will your BU pursue over the next 3 years?,What will be the impact of major strategic initiatives?,What are the expected financial returns of your strategy?,+,+,+,+,Risk/contingen-cies&strategic alternatives,What strategic alternatives have you considered?,+,7,INDUSTRY DYNAMICS AND IMPLICATIONS,Economics of demand,By segment,Substitutes,ability to differentiate,Volatility,cyclicality,Economics of supply,Producer concentration and diversity,Import competition,Capacity utilization,Entry/exit barriers,Cost structure(fixed and variable),Industry chain economics,Customer and supplier bargaining power,What are the major changes in industry dynamics and the resulting,opportunities and risks?,How is industry structure changing with respect to demand,supply,and industry chain economics?What are the resulting opportunities and risks?,What is the expected competitor conduct?What are the resulting opportunities and risks?,What are the present and future external factors that could present new opportunities and risks?,Major industry competitor moves,Marketing initiatives,Industry capacity changes,M&As,divestitures,Vertical integration/disaggregation,Alliances and partnerships,Cost control and efficiency improvements,Impact