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Click to edit master text styles,Second level,Third level,Fourth level,*,StrategicPlanninginthePrivateSector,GXC,Strategic Planning in the Private Sector,Contact:Phyllis Yale,Hernan Saenz Glenn Haufler,August 2003,Agenda,Whatsuccessfulcompaniesdo,Examplesfromtheprivatesector,2,Successisrareandfewentitiesaccomplishtheirgoals,3,Keystosuccess,Awelldeveloped,differentiatedstrategy,Arigorous,factbasedplanningprocesstoconnectstrategywithtactics,Awellaligned,effectiveorganizationtoexecute,4,“,Strategy,”,”defined:Oxford dictionary,“,Theartof a,commander-in-chief,.The art of,projecting and directing,thelarger militarymovements and operationsofa campaign.,Usually,distinguished from tactics,which istheartofhandlingforcesin battle orintheimmediate presence of the enemy.,”,”,5,“,Strategy,”,”defined:Bainperspective,A,dynamicplan,to,differentiate,a business fromitscompetitorsprofitably and sustainably,A,proprietarysetof actions,thatcreateandcapturevalue by,servingcustomers ina superiorway,relativetocompetitors,Informsvirtually,alldecisions,Portfolio strategy:,Where toplay?,Businessunit strategy:,Howto win?,6,Strategyisabout makingchoices,Where we,will,and,wont,compete,Where we,will,and,wont,invest,Businesses,Customers,Geographies,Activities,Markets,7,Companies who succeed are focused and are the bestat whattheydo,0,20,40,60,80,100%,Multi core,None,Regionalfocus,Onebusiness,Channelfocus,Percentof companies,Customerfocus,8,Keystosuccess,A well developed,differentiatedstrategy,A rigorous,factbased planningprocessto connect strategywithtactics,A well aligned,effective organization to execute,9,75%of U.S.organizations believe they needto upgrade theirstrategic planningprocess,“,Ourstrategic planning process is effective”,“,Ourstrategic planning process is fullydeveloped”,10,Bestdemonstrated strategicplanningprocess,Mission,Define the mission,Rarely,Portfolio Strategy,Decide whatbusinesses and markets to compete in,Determine success metrics bybusiness,Every 5years,BusinessUnit Strategy,Developdifferentiated offering,Identifychanging dynamics,External,Internal,Identifykeygaps,Every 2-3 years,TacticalPlanning,Settargetsandtimelines,Design key initiatives,Developimplemen-tationplans,Realignorganization,Annually,Execution and Tracking,Track performance against plans,Modify plansasnecessary,On-going,11,Businessunit strategy mustbe informedby the factsaroundthe,“,“3Cs,”,”,Factbased diagnostic and valueproposition,Customers,Competitors,Costs,Whatdoes our targetcustomer value?,Whatcancompetitorsoffer and how can we beat thisoffering?,Howcanwe provide our valuepropositionatminimumcosts?,Market size,Market growth,Customersegments,Channelsegments,Price experience,Costexperience,Productprofitability,Channelprofitability,Value chaineconomics,Systemscost,Costposition,Competitiveposition,Profitability,Strategy,Commitment,12,Strategic planning is oftendonewithoutreference to facts,Actual average,market,growth,Forecastaverage,company,growth,Forecastaverage,company,earningsgrowth,13,Planningprocesses of best-in-classfirms,Senior management,devotessignificanttime,Systematic,with clearly defined steps,Rigorous,fact-based,approach,and a,consistent view,of the future,Coordinated,across businessunits,Enablesquick,decisionmaking,and,course correction,Note:Examples include GE,Dell,Agilent,Abbott,Emerson Electric,Sun,14,Keystosuccess,A well developed,differentiatedstrategy,A rigorous,factbased planningprocessto connect strategywithtactics,A well aligned,effective organization to execute,15,A high performance organizationaligns fiveelements,2.Drives effectivedecisions,3.Aligns the frontline,withright jobsandright incentives,4.Rightpeople,Leadership,Decisions,Processes,People,Culture,1.Providessustained leadership,5.Creates ahigh performance culture,16,Agenda,Whatsuccessfulcompanies do,Examplesfrom the private sector,17,Successful strategicplanningbeginswitha clear,focused mission,Forcetrade-offs betweencompeting resource demands,Test soundnessofa particularaction,Setclearboundariesonwhat to doandwhatnottodo,Make clear what,“,“thecore”is,Memorabledistillation of strategy clearlyunderstoodbyall,18,A welldefinedmission helps answerthequestions thatdefine thecore business,What areyour mostcriticalproductandserviceofferings?,What areyour mostdifferentiatedand,strategiccapabilities?,What areyour mostimportant channels?,Whoare yourmostprofitable,franchise customers?,What aretheothercriticalstrategic assetsthat contributetothe above?,Core business,19,Examplesofclear,focused,privatesectormissions:Dell andSouthwest,SouthwestAirlines,Dell Computer,“,Meet customersshort-haultravelneedsatfarescompetitivewiththecostoftakingabus.,”,“,Bedirect.,”,20,In1993,Dell strayedfromitsmissionandits core,Situation,Only in thedirectchannel(“core,”,”),PCmarketwas exploding,Wantedtocapturea largerpart of thegrowth,Complication,Expansionintoretailchannel,21,Dell:Backtothecoremission,Dell withdrew fromretail,22,Examplesofclear,focused,privatesectormissions:Dell andSouthwest,SouthwestAi
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