新型工业化产业研究报告(ppt 31页)(英文版).ppt

StrategicPlanninginthePrivateSector,Contact:PhyllisYale,HernanSaenzGlennHaufler,August2003,2,StrategicPlanninginthePrivateSector,Agenda,WhatsuccessfulcompaniesdoExamplesfromtheprivatesector,3,StrategicPlanninginthePrivateSector,Successisrareandfewentitiesaccomplishtheirgoals,4,StrategicPlanninginthePrivateSector,Keystosuccess,Awelldeveloped,differentiatedstrategy,Arigorous,factbasedplanningprocesstoconnectstrategywithtactics,Awellaligned,effectiveorganizationtoexecute,5,StrategicPlanninginthePrivateSector,“Strategy”defined:Oxforddictionary,“Theartofacommander-in-chief.Theartofprojectinganddirectingthelargermilitarymovementsandoperationsofacampaign.Usuallydistinguishedfromtacticswhichistheartofhandlingforcesinbattleorintheimmediatepresenceoftheenemy.”,6,StrategicPlanninginthePrivateSector,“Strategy”defined:Bainperspective,AdynamicplantodifferentiateabusinessfromitscompetitorsprofitablyandsustainablyAproprietarysetofactionsthatcreateandcapturevaluebyservingcustomersinasuperiorwayrelativetocompetitorsInformsvirtuallyalldecisionsPortfoliostrategy:Wheretoplay?Businessunitstrategy:Howtowin?,7,StrategicPlanninginthePrivateSector,Strategyisaboutmakingchoices,Wherewewillandwontcompete,Wherewewillandwontinvest,Businesses,Customers,Geographies,Activities,Markets,8,StrategicPlanninginthePrivateSector,Companieswhosucceedarefocusedandarethebestatwhattheydo,0,20,40,60,80,100%,Multicore,None,Regionalfocus,Onebusiness,Channelfocus,Percentofcompanies,Customerfocus,9,StrategicPlanninginthePrivateSector,Keystosuccess,Awelldeveloped,differentiatedstrategy,Arigorous,factbasedplanningprocesstoconnectstrategywithtactics,Awellaligned,effectiveorganizationtoexecute,10,StrategicPlanninginthePrivateSector,75%ofU.S.organizationsbelievetheyneedtoupgradetheirstrategicplanningprocess,“Ourstrategicplanningprocessiseffective”,“Ourstrategicplanningprocessisfullydeveloped”,11,StrategicPlanninginthePrivateSector,Bestdemonstratedstrategicplanningprocess,Mission,Definethemission,Rarely,PortfolioStrategy,DecidewhatbusinessesandmarketstocompeteinDeterminesuccessmetricsbybusiness,Every5years,BusinessUnitStrategy,DevelopdifferentiatedofferingIdentifychangingdynamicsExternalInternalIdentifykeygaps,Every2-3years,TacticalPlanning,SettargetsandtimelinesDesignkeyinitiativesDevelopimplemen-tationplansRealignorganization,Annually,ExecutionandTracking,TrackperformanceagainstplansModifyplansasnecessary,On-going,12,StrategicPlanninginthePrivateSector,Businessunitstrategymustbeinformedbythefactsaroundthe“3Cs”,Factbaseddiagnosticandvalueproposition,Customers,Competitors,Costs,Whatdoesourtargetcustomervalue?,Whatcancompetitorsofferandhowcanwebeatthisoffering?,Howcanweprovideourvaluepropositionatminimumcosts?,Marketsize,Marketgrowth,Customersegments,Channelsegments,Priceexperience,Costexperience,Productprofitability,Channelprofitability,Valuechaineconomics,Systemscost,Costposition,Competitiveposition,Profitability,Strategy,Commitment,13,StrategicPlanninginthePrivateSector,Strategicplanningisoftendonewithoutreferencetofacts,Actualaveragemarketgrowth,Forecastaveragecompanygrowth,Forecastaveragecompanyearningsgrowth,14,StrategicPlanninginthePrivateSector,Planningprocessesofbest-in-classfirms,SeniormanagementdevotessignificanttimeSystematic,withclearlydefinedstepsRigorous,fact-basedapproach,andaconsistentviewofthefutureCoordinatedacrossbusinessunitsEnablesquickdecisionmakingandcoursecorrection,Note:ExamplesincludeGE,Dell,Agilent,Abbott,EmersonElectric,Sun,15,StrategicPlanninginthePrivateSector,Keystosuccess,Awelldeveloped,differentiatedstrategy,Arigorous,factbasedplanningprocesstoconnectstrategywithtactics,Awellaligned,effectiveorganizationtoexecute,16,StrategicPlanninginthePrivateSector,Ahighperformanceorganizationalignsfiveelements,2.Driveseffectivedecisions,3.Alignsthefrontlinewithrightjobsandrightincentives,4.Rightpeople,Leadership,Decisions,Processes,People,Culture,1.Providessustainedleadership,5.Createsahighperformanceculture,17,StrategicPlanninginthePrivateSector,Agenda,WhatsuccessfulcompaniesdoExamplesfromtheprivatesector,18,StrategicPlanninginthePrivateSector,Successfulstrategicplanningbeginswithaclear,focusedmission,Forcetrade-offsbetweencompetingresourcedemandsTestsoundnessofaparticularactionSetclearboundariesonwhattodoandwhatnottodoMakeclearwhat“thecore”is,Memorabledistillationofstrategyclearlyunderstoodbyall,19,StrategicPlanninginthePrivateSector,Awelldefinedmissionhelpsanswerthequestionsthatdefinethecorebusiness,Whatareyourmostcriticalproductandserviceofferings?,Whatareyourmostdifferentiatedandstrategiccapabilities?,Whatareyourmostimportantchannels?,Whoareyourmostprofitable,franchisecustomers?,Whataretheothercriticalstrategicassetsthatcontributetotheabove?,Corebusiness,20,StrategicPlanninginthePrivateSector,Examplesofclear,focused,privatesectormissions:DellandSouthwest,SouthwestAirlines,DellComputer,“Meetcustomersshort-haultravelneedsatfarescompetitivewiththecostoftakingabus.”,“Bedirect.”,21,StrategicPlanninginthePrivateSector,In1993,Dellstrayedfromitsmissionanditscore,Situation,Onlyinthedirectchannel(“core”)PCmarketwasexplodingWantedtocapturealargerpartofthegrowth,Complication,Expansionintoretailchannel,22,StrategicPlanninginthePrivateSector,Dell:Backtothecoremission,Dellwithdrewfromretail,23,StrategicPlanninginthePrivateSector,Examplesofclear,focused,privatesectormissions:DellandSouthwest,SouthwestAirlines,DellComputer,“Meetcustomersshort-haultravelneedsatfarescompetitivewiththecostoftakingabus.”,“Bedirect.”,24,StrategicPlanninginthePrivateSector,Southwesttranslateditsmissionintoclear,measurablegoals,Superiorcustomerservice,Achievelowcostposition,30%lower,Affordabletravel,40%lower,25,StrategicPlanninginthePrivateSector,Industrydynamicsandcompetitivepositioning,(The4Cs),Customers,Marketsize,Marketgrowth,Customersegments,Channelsegments,Priceexperience,Cost,Costexperience,Productprofitability,Channelprofitability,Valuechaineconomics,Systemscost,Competitors,Costposition,Competitiveposition,Sourcesofprofitability,Strategy,Commitment,Capabilities,Humanresources,Information,Product,Process,Capacity,Southwestusedarigorousfactbasetosetitsstrategyandtargets,Buildingarigorousfactbasearoundthe“4Cs”informssoundstrategyandpracticaltargets,Businessdefinition,26,StrategicPlanninginthePrivateSector,Southwestresearchedtargetcustomersegmentneedsandpreferences,27,StrategicPlanninginthePrivateSector,Spetitors,Price,Schedule,28,StrategicPlanninginthePrivateSector,Spetitors,OnetypeaircraftSecondaryairportsCustomerselfserviceNofrills,nomealsservice,CostInitiatives,29,StrategicPlanninginthePrivateSector,Southwestignoredtraditionalairlinemeasuresthatcompetitorsfocusedon,Repeatpurchase,30,Stra