BU战略计划基本课件1.pptx
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1、BU Strategic Plan BasicsJune 2001This 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 commentary511246DESCRIPTION OF MATERIALSThis document was developed as a training presentation for the
2、 newly appointed business unit CEOs of an Asian family-owned conglomerateThe purpose of this document is to guide new CEOs through the basic elements of developing a BU-level strategic planThis pack includes a companion document,“BU Strategic Plan Template Book,”which provides completeness and consi
3、stency 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 required2WHAT IS A BU STRATEGY?A strong business concept that drives an integrated set of actions that creates
4、value by:Creating products/services whose value exceeds the cost of providing themCapturing value from competitors,customers,distributors,suppliers,and producers of substitute products and services3RATIONALE FOR PROPOSED DEFINITIONA strong business concept that drives an integrated set of actions th
5、at creates value by:Creating products/services whose value exceeds the cost of providing themCapturing value from competitors,customers,distributors,suppliers,and producers of substitute products and services1.Recognizes dual role of creating and capturing value in all elements of business system2.F
6、orces choices6.Competitive7.Externally oriented,customer driven4.Recognizes importance of cost as competitive tool5.Considers trade-offs between benefit provided to customers and costs they incur3.Gives consideration to all elements of the business system4COMMON ELEMENTS OF REAL-LIFE STRATEGIESVisio
7、nWhere?Strong businessconcept comprising:How tocompete?Integrated set of actionsDeveloped high quality standards and excellent operational proceduresFocus on developing critical mass of stores and establishing market dominanceMcDonalds experienced phenomenal success in globalization due to:Successfu
8、lly 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 l
9、ocal 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 worldMcDONALDS EXAMPLE5BU
10、STRATEGY REVIEW INTERACTIONSHighly interactive debate driven by fact-based understanding of environment and internal capabilitiesHow 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
11、your business emphasis to capture industry opportunities?BU CEO6BU STRATEGIC PLAN DEVELOPMENTIndustry dynamics and implicationsEnvironmental and internal assessmentCompetitive assessmentInternal assessmentWhat are the major changes in industry dynamics and resulting opportunities and risks?What are
12、your competitive strengths and weaknesses?How does your current business emphasis fit with industry opportunity and competitive landscape?Strategy articulationStrategic definition and implicationsStrategic initiativesFinancial projectionsWhat strategy will your BU pursue over the next 3 years?What w
13、ill be the impact of major strategic initiatives?What are the expected financial returns of your strategy?+Risk/contingen-cies&strategic alternativesWhat strategic alternatives have you considered?+7INDUSTRY DYNAMICS AND IMPLICATIONSEconomics of demand By segment Substitutes,ability to differentiate
14、 Volatility,cyclicalityEconomics 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 powerWhat are the major changes in industry dynamics and the resulti
15、ngopportunities 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 facto
16、rs 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 improvementsImpact and likelihood of major industry discontin
17、uities Changes in regulation/government policy Technological breakthroughsKey questionSubquestionsIssues to be considered*May or may not be applicable to all BUsWhat industry are you competing in?What are the various segments in the industry?Industry definitionIndustry segmentation Definition Sizing
18、8SEGMENT ANALYSISILLUSTRATIVEIndustryboundariesSegmentsIndustry segmentsRelatively distinct subgroupings within the industryMarket is relatively similar within the segment but different across segmentsDifferent industry dynamics may vary in importance in different segments9ProducersIndustrySTechnolo
19、gy breakthroughsChanges in government policy/regulations Domestic InternationalEconomics of demand Availability of substitutes Differentiability of products Rate of growth Volatility/cyclicalityEconomics of supply Concentration of producers Import competition Diversity of producers Fixed/variable co
20、st structure Capacity utilization Entry/exit barriersIndustry chain economics Bargaining power of input suppliers Bargaining power of customersMarketing Pricing Volume Advertising/promotion New products/R&D DistributionCapacity change Expansion/contraction Entry/exit Acquisition/merger/divestitureVe
21、rtical integration Forward/backward integration Vertical joint ventures Long-term contractsInternal efficiency Cost control Logistics Process R&D Organizational effectivenessFinance Profitability Value creationTechnological progressEmployment objectivesExternalshocksFeedbacktructureConductPerformanc
22、eSTRUCTURE-CONDUCT-PERFORMANCE(SCP)MODEL101.Determinants of supplier power Differentiation of inputs Switching costs of suppliers and firms in the industry Presence of substitute inputs Supplier concentration Importance of volume to supplier Cost relative to total purchases in the industry Impact of
23、 inputs on cost or differentiation Threat of forward integration relative to threat of backward integration by firms in the industry2.Determinants of barriers to entry Economies of scale Proprietary product differences Brand identity Switching costs Capital requirements Access to distribution Absolu
24、te cost advantages Proprietary learning curve Access to necessary inputs Proprietary,low-cost product design Government policy Expected retaliation5.Determinants of rivalry Industry growth Fixed(or storage)cost/value added Intermittent overcapacity Product differences Brand identity Switching costs
25、Concentration and balance Informational complexity Diversity of competitors Corporate stakes Exit barriers3.Determinants of buying power Bargaining leverageBuyer concentration vs.firm concentrationBuyer volumeBuyer switching costs relative to firm switching costsBuyer informationAbility to backward-
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