版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請進(jìn)行舉報或認(rèn)領(lǐng)
文檔簡介
BU戰(zhàn)略計劃基本2024/3/11BU戰(zhàn)略計劃基本DESCRIPTIONOFMATERIALSThisdocumentwasdevelopedasatrainingpresentationforthenewlyappointedbusinessunitCEOsofanAsianfamily-ownedconglomerateThepurposeofthisdocumentistoguidenewCEOsthroughthebasicelementsofdevelopingaBU-levelstrategicplanThispackincludesacompaniondocument,“BUStrategicPlanTemplateBook,”whichprovidescompletenessandconsistencyofBUstrategicplansubmissions.ThesetemplatesarenotintendedtoreplaceorconstrainBUstrategicthinkingandshouldbeadaptedtoreflectaparticularBU’ssectoralcontextasrequiredBU戰(zhàn)略計劃基本W(wǎng)HATISABUSTRATEGY?Astrongbusinessconceptthatdrivesanintegratedsetofactionsthatcreatesvalueby:Creatingproducts/serviceswhosevalueexceedsthecostofprovidingthemCapturingvaluefromcompetitors,customers,distributors,suppliers,andproducersofsubstituteproductsandservicesBU戰(zhàn)略計劃基本RATIONALEFORPROPOSEDDEFINITIONAstrongbusinessconceptthatdrivesanintegratedsetofactionsthatcreatesvalueby:Creatingproducts/serviceswhosevalueexceedsthecostofprovidingthemCapturingvaluefromcompetitors,customers,distributors,suppliers,andproducersofsubstituteproductsandservices1. Recognizesdualroleofcreatingandcapturingvalueinallelementsofbusinesssystem2. Forceschoices6. Competitive7. Externallyoriented,customerdriven4. Recognizesimportanceofcostascompetitivetool5. Considerstrade-offsbetweenbenefitprovidedtocustomersandcoststheyincur3. Givesconsiderationtoallelementsof
thebusinesssystemBU戰(zhàn)略計劃基本COMMONELEMENTSOFREAL-LIFESTRATEGIESVisionWhere?Strongbusiness
concept
comprising:Howto
compete?Integrated
setofactionsDevelopedhighqualitystandardsandexcellentoperationalproceduresFocusondevelopingcriticalmassofstoresandestablishingmarketdominanceMcDonald’sexperiencedphenomenalsuccessinglobalizationdueto:SuccessfullyscreeningfranchiseesandadedicationtointenseinitialandongoingtrainingConsistentdeliveryofhigh-qualityfoodandservicearoundtheworldHugeeconomiesofscaleandpowerfulsupplierleverageCapitalizationof“American”appealofMcDonald’sSuccessintailoringassortmentmixtomeetlocalneeds“Wewanttobetheworld’sbestquick-servicerestaurantexperience”“Wewillofferconsistentlyexcellentqualityacrosstheworld”Targetingabroadsetoftheurbanpopulation,increasinglyofferingabundledproduct(meals)atalowpriceinmajorcitiesaroundtheworldMcDONALD’SEXAMPLEBU戰(zhàn)略計劃基本BUSTRATEGYREVIEWINTERACTIONSHighlyinteractivedebatedrivenbyfact-basedunderstandingofenvironmentandinternalcapabilitiesHowdoyouexpectCompetitorAtoreact?Howsustainable
isyourbusinessmodel?Canitbeeasilyduplicated?Howrobustareyourcontingencyplans?Howquicklycanyoushiftyourbusinessemphasistocaptureindustryopportunities?BUCEOBU戰(zhàn)略計劃基本BUSTRATEGICPLANDEVELOPMENTIndustrydynamicsandimplicationsEnvironmentalandinternalassessmentCompetitiveassessmentInternalassessmentWhatarethemajorchangesinindustrydynamicsandresultingopportunitiesandrisks?Whatareyourcompetitivestrengthsandweaknesses?Howdoesyourcurrentbusinessemphasisfitwithindustryopportunityandcompetitivelandscape?StrategyarticulationStrategicdefinitionandimplicationsStrategicinitiativesFinancialprojectionsWhatstrategywillyourBUpursueoverthenext3years?Whatwillbetheimpactofmajorstrategicinitiatives?Whataretheexpectedfinancialreturnsofyourstrategy?++++Risk/contingen-cies&strategicalternativesWhatstrategicalternativeshaveyouconsidered?+BU戰(zhàn)略計劃基本INDUSTRYDYNAMICSANDIMPLICATIONSEconomicsofdemandBysegmentSubstitutes,abilitytodifferentiateVolatility,cyclicalityEconomicsofsupplyProducerconcentrationanddiversityImportcompetitionCapacityutilizationEntry/exitbarriersCoststructure(fixedandvariable)IndustrychaineconomicsCustomerandsupplierbargainingpowerWhatarethe
majorchangesinindustrydynamicsandtheresultingopportunitiesandrisks?Howisindustrystructurechangingwithrespecttodemand,supply,andindustrychaineconomics?Whataretheresultingopportunitiesandrisks?Whatistheexpectedcompetitorconduct?Whataretheresultingopportunitiesandrisks?Whatarethepresentandfutureexternalfactorsthatcouldpresentnewopportunitiesandrisks?MajorindustrycompetitormovesMarketinginitiativesIndustrycapacitychangesM&As,divestituresVerticalintegration/disaggregationAlliancesandpartnershipsCostcontrolandefficiencyimprovementsImpactandlikelihoodofmajorindustrydiscontinuitiesChangesinregulation/governmentpolicyTechnologicalbreakthroughsKeyquestionSubquestionsIssuestobeconsidered** MayormaynotbeapplicabletoallBUsWhatindustryareyoucompetingin?Whatarethevarioussegmentsintheindustry?IndustrydefinitionIndustrysegmentationDefinitionSizingBU戰(zhàn)略計劃基本SEGMENTANALYSISILLUSTRATIVEIndustryboundariesSegmentsIndustrysegmentsRelativelydistinctsubgroupingswithintheindustryMarketisrelativelysimilarwithinthesegmentbutdifferentacrosssegmentsDifferentindustrydynamicsmayvaryinimportanceindifferentsegmentsBU戰(zhàn)略計劃基本ProducersIndustrySTechnologybreakthroughsChangesingovernmentpolicy/regulationsDomesticInternationalEconomicsofdemandAvailabilityofsubstitutesDifferentiabilityofproductsRateofgrowthVolatility/cyclicalityEconomicsofsupplyConcentrationofproducersImportcompetitionDiversityofproducersFixed/variablecoststructureCapacityutilizationEntry/exitbarriersIndustrychaineconomicsBargainingpowerofinputsuppliersBargainingpowerofcustomersMarketingPricingVolumeAdvertising/promotionNewproducts/R&DDistributionCapacitychangeExpansion/contractionEntry/exitAcquisition/merger/divestitureVerticalintegrationForward/backwardintegrationVerticaljointventuresLong-termcontractsInternalefficiencyCostcontrolLogisticsProcessR&DOrganizationaleffectivenessFinanceProfitabilityValuecreationTechnologicalprogressEmploymentobjectivesExternalshocksFeedbacktructureConductPerformanceSTRUCTURE-CONDUCT-PERFORMANCE(SCP)MODELBU戰(zhàn)略計劃基本1. DeterminantsofsupplierpowerDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegrationrelativetothreatofbackwardintegrationbyfirmsintheindustry2. DeterminantsofbarrierstoentryEconomiesofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantagesProprietarylearningcurveAccesstonecessaryinputsProprietary,low-costproductdesignGovernmentpolicyExpectedretaliation5. DeterminantsofrivalryIndustrygrowthFixed(orstorage)cost/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriers3. DeterminantsofbuyingpowerBargainingleverageBuyerconcentrationvs.firmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackward-integrateSubstituteproductsPull-through4. Determinantsof
substitutionthreatRelativepriceperformanceofsubstitutesSwitchingcostsBuyerpropensitytosubstitute2.Newentrants3.Buyers4.SubstitutesIntensityofrivalry1.SuppliersPricesensitivityPrice/totalpurchasesProductdifferencesBrandidentityImpactonqualityperceptionBuyerprofitsDecision-makers'incentives5.Industrycompetitors"FORCESATWORK"FRAMEWORKBU戰(zhàn)略計劃基本OpportunitiesandthreatsHowaredemandandsupplyexpectedtoevolve?Howdoyouexpecttheindustrychaineconomicstoevolve?Whatarethepotentialmajorindustrydiscontinuities?Whatcompetitoractionsdoyouexpect?YourBUSWOTANALYSISConvert
opportunitiesBuildonstrengthsNeutralizethreatsAddressweak-nessesStrengthsandweaknessesWhatareyourBU’sassets/competenciesthatsolidifyyourcompetitiveposition?WhatareyourBU’sassets/competenciesthatweakenyourcompetitiveposition?Canbeusedasathought-starterforcompetitiveanalysisandinternalassessmentDiscoverspotentialopportunities/threatsarisingfromfactorsexternaltotheBUBU戰(zhàn)略計劃基本SCPAPPLIEDTOLEXMARKRapidlychangingtechnology,e.g.,birthofportable,handheld,wirelesscomputersRapidlychangingcustomerpreferencesPossibilityofapaperlesssociety,givenincreasingenvironmentalconcernandriseoftheInternetEconomicsofdemandInk-jetprintersreplacinglaserinnonnetworkenvironmentHighpricesensitivity;minimalopportunityformajorproductdifferentiationGrowthoflaserandink-jetprintermarketsstablebutdependentonPCsalesanddegreeofreplacementEconomicsofsupplyHPholdslion’sshareofprintermarketIndustrycapacityexceedsmarketdemandPresenceofcounterfeitandrecycledproductsupply,especiallyinconsumablesHighexitbarriersduetoassetintensityIndustrychaineconomicsBargainingpowerofsupplierslowBargainingpowerofdistributorshighLittleintegration(forwardorbackward)MarketingManufacturerscompetingmainlyonpriceRetaildominantdistributionchannelAggressivedevelopmentandreleaseofnewproductsMovestoincreasebrandawarenessviamarketingcampaignsCreativefinancingpackagesInternalefficiencyRelentlessdrivetolow-costmanufacturingContinuouseffortstocreatemorespecializedfeaturesand/orfunctionsOthersEntryofPCandperipheralsplayersClampdownoncounterfeitandrecycledconsumablessuppliersFinancePricecompetitiononprinterhardwaredrivesmarginsdownandforcesplayerstorelyonprofitsfromconsumableproducts(goodmargins)andhighvolumecaptureonhardwareSExternalshocksFeedbacktructureConductPerformanceSource:LexmarkCasePresentationassociatetrainingmaterialsBU戰(zhàn)略計劃基本RESULTINGOPPORTUNITIESANDRISKSFORLEXMARKOpportunitiesRisksBecomethefirstmoverinprintersforportable,handheld,wirelesscomputermarketGrowdemandbaseviauseofcreative,nontraditionalchannelsandalternativefinancing/paymentmethodsGrowdemandforconsumablesviaprogramstoincreaseprintingusageBethesupplierofprintersforPC/peripheralplayershopingtotheexpandintoprintermarketExpandleadershipincorporateinstitutionalaccountsIncreasingdemandforcustomizationmayincreasecostsanderodemarginsAnydeclineinPCsalesmaysignificantlydecreaserevenuesMarketsharemaybeerodedascompetitionintensifiesBranding/marketingpushfromestablishedplayersPricingpushfromlow-costmanufacturersMarginsatriskifprintingusagedeclineswithpushforpaperlesssocietyNOTEXHAUSTIVESource:TeamanalysisBU戰(zhàn)略計劃基本COMPETITIVEASSESSMENTPrivilegedassetsthatcreatecompetitiveadvantage,e.g.,physicalassets,location/space,distribution/salesnetworkDistinctiveskillsandcompetenciesthatcreatecompetitiveadvantage,e.g.,innovation,talentdevelopmentWhatareyour
competitive
strengthsand
weaknesses?Whatarethecapabilitiesrequiredtosucceedinthisindustry?Howdoyoucompareagainstthesenecessarycapabilities?Strengthsandweaknessesofyourcompetitivepositionvs.necessarycapabilitiesBenchmarkperformanceagainsttheindustry’srelevantkeyperformanceindicators(KPIs),*withmarginandmarketshareastherequiredminimumKeyquestionSubquestionsIssuestobeconsidered * KPIsareahandfulofleversthatdrivethevalueoftheindustryorbusinessBU戰(zhàn)略計劃基本CAPABILITYPLATFORM:ASSESSINGSOURCESOFCOMPETITIVEADVANTAGEPhysicalassetLocation/space
Distribution/salesnetworkBrand/reputationPatentRelationshipwith‘license’allocatorBHP’slow-costminesTelecom/mediacompanywithrightsto
radiospectrumAvon’srepresentativesCoca-ColaPharmaceuticalcompanywitha‘wonderdrug’‘Favorednation’statuswithakeyministerinliberalizingeconomyInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymanagementTalentdevelopment3MwithnewproductsMcDonald’swithQSC&VJ&JbrandedconsumerhealthproductsEmersonElectric’sBestCostProducerprogramP&GbrandmanagementprogramPrivilegedassetsDistinctivecompetenciesCapabilitiesneededtosucceedinindustryExampleBU戰(zhàn)略計劃基本Step1:Ensurethatthesearethecapabilitiesrequiredtosucceedintheindustry.Usethislistasathoughtstarter,andaddanddeleteasyouseeappropriateBUOverallSegmentsABCStep2:Assessyouroverallpositionrelativetothecapabilitiesrequiredtosucceedintheindustry.Also,determinewhetherthesecapabilitiesarerelevanttothesegmentsyouservePhysicalassetLocation/space
Distribution/salesnetworkBrand/reputationPatentRelationshipwith‘license’allocatorInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymanagementTalentdevelopmentPrivileged
assetsDistinctivecompetenciesCapabilitiesneededtosucceedinindustryCAPABILITYPLATFORM:ASSESSINGSOURCESOFCOMPETITIVEADVANTAGE(CONT.)ILLUSTRATIVEExtremelyrelevantSomewhatrelevantIrrelevantBU戰(zhàn)略計劃基本RANKINGYOURSELFAGAINSTTHECOMPETITIONKeymidmarketbuyingfactorsExplanationConvenientlocationOfferPrice*CustomerserviceShoppingenvironment**CompetitivepositioningofDepartmentStore2(DS2)vs.DS1Much
worseWorseRDS
positionBetterMuch
better-2-1012DS2islocatedinmajorthoroughfaresandisaccessibleviapublictransport,resultinginhighertrafficDS2isconsideredadestinationDS2andDS1havethesamecategoriesexceptforsnacksandappliancesDS2hashistoricallybeenviewedasthelow-priceplayer.ThisisreinforcedbycontinuouscustomerexperienceaswellasthecontinuousreminderofthelowpricesviastoresignsandthestrategicplacementoflossleadersallaroundthestoresBothprovidethestandardofferingRangeDS2hasitallX * Best/lowestprice,promotions ** Cleanliness,ambience,signage Source: TeamanalysisXXXXXBU戰(zhàn)略計劃基本BENCHMARKPERFORMANCEAGAINSTRELEVANTINDUSTRYKPIsKPIs(examples)FinancialindicatorsMarginNetincomeROCE
OperatingindicatorsAdvertisingeffectivenessUtilizationrateStrategicindicatorsMarketsharePercentofrevenuefromnewproductsWorkingcapitaltrendExternalindicatorsMarketpricesofrawmaterialsBUCompetitorACompetitorBCompetitorCBU戰(zhàn)略計劃基本KPIsFinancialindicators*OperatingincomeMarginsROCE**OperatingindicatorsDistributionreachCycletimeStrategicindicatorsMarketshareBrandawarenessLexmarkHPEpsonBENCHMARKINGAPPLIEDTOLEXMARKStrongMediumWeak *Includesotherinformationequipment(e.g.,scanners,projectors) **Returnoncapitalemployed$457million12%29%$1,573million9%11%$583million6%N/A12%47%17%Source:LexmarkCasePresentationassociatetrainingmaterialsBU戰(zhàn)略計劃基本INTERNALASSESSMENTRelevantBUsegments(basedoncustomer,product,geography,distributionchannel)OperatingcontributionestimatesforeachsegmentHowdoesyourcurrentbusinessemphasisfitwiththeindustryopportunitiesandthecompetitivelandscape?Whichsegmentsofthebusinessareprovidingthehighestreturns?*WhathavebeentheperformancetrendsalongmajorBUKPIs?KPIperformancetrendsoverthelast3-5years,e.g.,returnoncapitalemployed(ROCE),**operatingincome,margins,capitalemployedAssessmentofunderlyingtrenddriversExpectedevolutionKeyquestionSubquestionsIssuestobeconsideredWhichintangibleassetscouldbenear-termsourcesofvalue?Identificationofin-houseintellectualproperty,talent,networks,brand/imageConversionintosourcesofvalue * Basedonlatestavailable,1-to2-yearhistoricalfinancialstatements ** ROCE=Operatingincomex(1-taxrate) Allinterest-bearingdebt(shortandlong)+minorityinterest+stockholders’equityBU戰(zhàn)略計劃基本SEGMENTANALYSISRevenueGrossprofitOperatingprofitAssetsemployedPeopleemployedOperating
profitmarginGrossprofit
marginROCEStep1:IdentifytherelevantsegmentsStep2:Provideasegmentanalysisbasedonthefollowingminimumfinancialmetrics:revenue,grossprofitandmargin,operatingprofitandmarginStep3:Totheextentassetsandpeoplecanbedisaggregatedbysegment,analyzedeploymentofassetsagainstreturns%%oftotalSegment1%oftotalSegment2%oftotalSegment3%oftotalSegment4%oftotalTotal%%%%Segment1Segment2Segment3Segment4TotalBU戰(zhàn)略計劃基本SEGMENTANALYSISAPPLIEDTOLEXMARKPrintersandsuppliersOtherofficeimagingKeyboardsandotherRestofworldEuropeU.S.Product%Geography%oftotalrevenues,1995100%=$3,807million100%=$2,494m100%=$895m11414864846100%=$3,021m100%=$1,024m14355184646100%=$3,452m100%=$1,031m1428584060100%=$3,807m100%=$1,164m9236832671GrossprofitRev1992GrossprofitRev1993GrossprofitRev1994GrossprofitRev19950Source:LexmarkCasePresentationassociatetrainingmaterials;McKinseydatabaseBU戰(zhàn)略計劃基本TRENDANALYSIS:RETURNONCAPITALEMPLOYED(ROCE)TheROCEtreecanbedisaggregatedtoshowtheotherrelevantKPIsofaBUROCE%Operatingincomex(1-taxrate)PHPmillionCapitalemployedPHPmillion÷RevenuePHPmillionOperatingmargin%x(1-taxrate)%xMarketshare%IndustrysalesPHPmillionxILLUSTRATIVEBU戰(zhàn)略計劃基本TRENDANALYSIS:CASHThecashflowtreecanbedisaggregatedtoshowtheotherrelevantKPIsofaBUCashflowgeneratedPHPmillionOperatingcashflowPHPmillionInvestingcashflowPHPmillion+NetincomePHPmillionNoncashexpensesPHPmillion+ChangeinworkingcapitalPHPmillion+FinancingcashflowPHPmillion+NOTEXHAUSTIVEBU戰(zhàn)略計劃基本ROCE%Operatingincomex(1-taxrate)$millionCapitalemployed$million÷Revenue$millionOperatingmargin%x(1-taxrate)%xMarketshare%Industrysales$millionxNOTEXHAUSTIVESource:LexmarkCasePresentationassociatetrainingmaterials;McKinseydatabaseTRENDANALYSISAPPLIEDTOLEXMARKBU戰(zhàn)略計劃基本INTANGIBLE-ASSETCHECKLIST
IntangibleassetsWaystoextractnear-termvalue
TalentHighlymotivatedandcompetentworkforceleveragingspecificskillsetstoGenerategrowthImprove/increasecompanyintangibles
IntellectualpropertyPatentsgeneratinglicensingfeesUnderstandingofcustomerbehaviorRiskmanagementSoftwareNetworkInterconnectedwebsofpartiesNonexclusiveAdditionalmemberlowerscosts,increasesbenefitsBrand/imageInherentimageorbrandbuiltuponexcellentserviceandproductofferingsLowersearchcostsforcustomers
BU戰(zhàn)略計劃基本TechnologyforproductsNetworkingsoftwareINTANGIBLE-ASSETASSESSMENTAPPLIEDTOLEXMARKIntangibleassetsWaystoextractnear-termvalueCustomizetosuitindustrysegmentscurrentlynotservedDeveloprelatedproductsthatmayusenetworkingsoftwarein-houseorviapartnershipSalesforceengineersDevelopthebestproducttosuitidentifiedcustomerneedsTalentRelationshipwithsuppliersGoodworkingrelationshipallowsbettercaptureofproductionefficienciesthatimproveproductcycletimeandcost-efficiencyNetworkIntellectualpropertyNOTEXHAUSTIVESource:TeamanalysisBU戰(zhàn)略計劃基本STRATEGYARTICULATIONWhereareyougoingtocompetealongthesedimensionsandwhy?TargetmarketDistributionchannelsProduct(breadthanddepth)GeographicscopeTargetcustomerdefinitionBenefitsthatyouwillofferthecustomersProductpricingPositionagainstcompetitionvis-à-visthebenefitsprovidedandthepricechargedDeliveryandcommunicationofcustomervalueproposition(valuedeliverysystem)CompetitiveadvantageindeliveringthesebenefitstothecustomerWheretocompete?Whatisyourcustomervaluepropositionforthedifferentsegmentsyouaregoingtoserve?Whatisyourbusinessmodel?WhatstrategywillyourBUpursueoverthenext3
years?KeyquestionSubquestionsIssuestobeconsideredIndustryattractivenessandimplicationreviewAlignmentofchosenstrategyandenvironmentalrealitiesHowdoesyourchosenstrategyexploittheindustryopportunitiesandaddresstheindustry/competitivethreats?BU戰(zhàn)略計劃基本W(wǎng)HERETOCOMPETE?CustomersChannelsProductsGeographicmarketsTargetcustomersandsegmentsWhichcustomersareyoutryingtotargetorattract?Whichareyouwillingtoserve,butwillnotspendresourcestoattract?Whichwouldyouprefernottoserve?WaystheentityreachesitstargetcustomersWhichdistributionchannelswillyouuse?Whatcustomersegmentscantheyreach?GeographicalscopeofbusinessactivitiesGeographiclimitstothebusiness?Local,regional,multilocal,national,international,orglobalplayer?Iflocal,whichlocalities?QualityandbreadthoftheproductlineQualityoftheproductline?Breadthoftheproductline?Productbundlesoraseriesofunrelatedproducts?BU戰(zhàn)略計劃基本W(wǎng)HERETOCOMPETE?LEXMARKEXAMPLEStagedexpansion:national,theninternationalFortune1000companiesinbanking,insurance,retail/pharmacyindustriesforlaserprintersHaveuniquenetworkprintingneedsLargeprinterusersValue-(notprice-)orientedsegmentsConsumermassmarketforink-jetprintersUsedbroadestrangeofchannelsforcustomerfreedomTraditionalretailchannels(i.e.,dealernetwork,value-addedresellers,about5,000retailoutlets)OwnaccountmarketingteamstoselldirecttocustomersLaserprintersColorink-jetprintersAssociatedconsumablesuppliesMarkVisioncompleteprintermanagementsystemCustomersChannelsProductsGeographicmarketsBU戰(zhàn)略計劃基本VALUEPROPOSITION
Acompany’sspecificpromisetoitstargetcustomersofthebenefitsitwillprovideatanexplicitprice.Itanswersthefollowingquestions:Whoisyourtargetcustomer?Whatexplicitbenefitsdoyouprovidetoyourcustomer?Whatperceivedvaluedoyouprovidetothecustomerbetterthancompetition?Howmuchvaluedoyourcustomersattachtothebenefitsyouprovide?BU戰(zhàn)略計劃基本‘Wewillservethefast-growingsegmentsof
thenetworkprintermarketwithhigh-quality,technologicallyadvancedproductstargetedtocustomerneedsatamoderatelyhigherpricethanundifferentiatedlaserprinters.’LEXMARK'SVALUEPROPOSITIONFORLASERPRINTERSSource:LexmarkCasePresentationassociatetrainingmaterialsBU戰(zhàn)略計劃基本FlashmemoryallowinginstantaneousprintingandupdatingofformsinmultiplelocationsDuplexprinting–abilitytoprintonbothsidesofpaperPapertraystohandlethreeormoresizesofpaperandformsTechnicalservicesupporttohelpwithsystemsdesignandproductproblemsTargetedtosegmentneedsHighqualityTechnologicallyadvancedCompetitivepriceSlightpremiumBankingPriceBenefitsWhychoose
Lexmark?SlightpremiumPharmacyTAILORVALUEPROPOSITIONTOVARIOUS
CUSTOMERSEGMENTSAbilitytoprintprescriptionlabelswithoutjamming(duetospacingofrollers)TechnicalservicesupporttohelpwithsystemdesignandproductproblemsLEXMARKEXAMPLESegmentSource:TeamanalysisBU戰(zhàn)略計劃基本BUSINESSMODELUnderstandvaluedesiresSelecttargetChoosethevalueValuepropositionDesignproduct/processProcure,manu-factureDistri-buteProvidethevalueServicePriceDefinebenefits/
priceSalesmessageCommunicatethevalueBusinessmodel:IntegratedsetofactionstoprovideandcommunicatethevaluepropositiontocustomersSegmentationValuepropositionAdver-tisingPromo-tion/PRValuedeliverysystem(VDS)EachBUmustaddressthese2issuestodefinetheirbusinessmodel
Illustrationofhowthevaluepropositionwillbeprovidedandcommunicated Identificationofexistingstrengthsthatcanbeleveragedandofthecapabilitiesthatneedtobebuilttobedistinctiveinchosenvaluedeliverysystem12BU戰(zhàn)略計劃基本LEXMARKLINKEDVALUEPROPOSITIONTO
CHANGESINBUSINESSSYSTEMProductdesignprocessProcurementManu-facturingDistributionMarketing
&salesAfter-saleserviceProvidethevalueCommunicatethevalueHighlycustomizedtocustomersegments12-monthdesigncycleFullycross-functionalLimitedtospecifictargetsegmentsIn-housecontrolofcriticaltechnologiesOutsourcedonlynon-criticalcomponentsUtilizedpreferredsuppliersKepthigh-value-addedprocesses
in-houseImprovedflexibilityandreducedproductcycletimeMinimizedchangesinproductionfornewproductsMultiplechannelsSmallchannelsalesforceProvidedincentivestoretailersviahighermarginsPartnershipswithkeymanufacturersfor“private-label”brandsLargesalesforcetargetedatendusersinspecificindustriesSophisticatedorderfulfillmentsystemMonthlycustomerindexrankingpersalesteamRetrainingtoallowmoreend-usersalesapproachDedicatedtechnicalpeopleperindustrysalesgroupRapidcustomerresponse
(<3hr)Multiplechannels,e.g.,phone,InternetLexExpressovernightexchangeifrepaircannotbedoneStrengths
toleverageCapabilitiestobuildRelationshipsoftheaccountteamswithendusersR&DtalentRelationshipswithsuppliersProductionknow-howRelationshipsinheritedfromIBMBrandstrengthBettersystemstoallowanevensmootherflowofinformationSources:LexmarkCasePresentationassociatetrainingmaterials;teamanalysisBU戰(zhàn)略計劃基本STRATEGICINITIATIVESFinancialimpactfromeachstrategicinitiativeExpectedfinancialoutlayforeachinitiativeHowmuchvaluewillbecreatedfromeachstrategicinitiative?ResourcesrequiredAvailabilityofresourcesintheorganizationPlanforfillingresourcegapsWhatresourceswilleachstrategicinitiativerequire?Whatwillbetheimpactofmajorstrategicinitiatives?KeyquestionSubquestionsIssuestobeconsideredPossiblestrategicinitiativeslistWhatmajorstrategicinitiativesarerequiredtosuccessfullyimplementyourselectedbusinessmodel?Sourcesofvaluefromeachstrategicinitiative(e.g.,EBIT,capitalemployed)Whatarethesourcesofvaluecreatedfromeachstrategicinitiative?BU戰(zhàn)略計劃基本STRATEGICINITIATIVES:SOURCESOFVALUEILLUSTRATIVE
Initiatives(examples)1. Capturegreater
marketshareVolumeincreaseEBITimpactviaPriceincreaseCostreductionOtherInvest-mentCapitalemployedimpactviaDivest-mentCapital
efficiency*Otherü2. Costreduction(e.g.,effectivechannelmanagement)3. Obtainhigherprices4. Createnewmarke
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲空間,僅對用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時也不承擔(dān)用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。
最新文檔
- 《牛和鵝》的教學(xué)設(shè)計
- 《北京市農(nóng)林經(jīng)濟(jì)復(fù)合生態(tài)系統(tǒng)土壤-植物配置技術(shù)規(guī)范》編制說明
- 音樂學(xué)院演播廳使用申請表
- 無縫氣瓶檢驗(yàn)作業(yè)指導(dǎo)書2024
- 古法發(fā)酵醋功效作用與禁忌
- 工程測量技能等級認(rèn)定練習(xí)測試卷
- 雷擊、低空偏差與教員接管學(xué)習(xí)驗(yàn)證專項(xiàng)測試題
- 新教材同步系列2024春高中地理熱點(diǎn)微專題3環(huán)境與國家安全課件中圖版選擇性必修3
- 小學(xué)數(shù)學(xué)計算題-口算(師版)
- 小學(xué)二年級語文下冊課課練
- 2022地面三維激光掃描工程應(yīng)用技術(shù)規(guī)程
- 空調(diào)招標(biāo)投標(biāo)書
- 部編人教版三年級上冊語文 第9課 那一定會很好 說課稿
- 信息系統(tǒng)安全方案
- 微量元素分析儀安全操作保養(yǎng)規(guī)定
- 罩棚檐口翻新施工方案
- 公證書樣本模板-公證書-
- 美制螺紋對照表
- linux基礎(chǔ)知識-linux的文件系統(tǒng)
- 《手機(jī)短視頻拍攝與剪輯》教學(xué)課件合集
- 【新版本】華為 H12-711 V4.0 HCIA-Security 認(rèn)證華為安全題庫(含答案)
評論
0/150
提交評論