新型工业化产业研究报告

1、This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bains prior written consent.Strategic Planning in the Private SectorContact: Phyllis Yale, Hernan Saenz Glenn Haufler August 2003GXC AgendaiWha

2、t successful companies doiExamples from the private sector2GXC Success is rare and few entities accomplish their goalsOver $500MrevenueGrew revenueat 5.5% realGrew profitat 5.5% realEarned costof capital100%27%16%13%020406080100%Percent companies meeting successive criterion3GXC Keys to successA wel

3、l developed, differentiated strategyA rigorous, fact based planning process to connect strategy with tacticsA well aligned, effective organization to execute 4GXC “Strategy” defined: Oxford dictionary“The art of a commander-in-chief. The art of projecting and directing the larger military movements

4、and operations of a campaign.Usually distinguished from tactics which is the art of handling forces in battle or in the immediate presence of the enemy.”5GXC “Strategy” defined: Bain perspective A dynamic plan to differentiate a business from its competitors profitably and sustainably A proprietary

5、set of actions that create and capture value by serving customers in a superior way relative to competitors Informs virtually all decisions-Portfolio strategy: Where to play?-Business unit strategy: How to win?6GXC Strategy is about making choicesWhere we will and wont competeWhere we will and wont

6、investBusinessesCustomersGeographiesActivitiesMarkets7GXC Companies who succeed are focused and are the best at what they do020406080100%Multi coreNoneRegional focusOne businessChannel focusPercent of companiesCustomer focus8GXC Keys to successA well developed, differentiated strategyA rigorous, fac

7、t based planning process to connect strategy with tacticsA well aligned, effective organization to execute 9GXC 75% of U.S. organizations believe they need to upgrade their strategic planning processNoYes 020406080100%“Our strategic planning process is effective”NoYes 020406080100%“Our strategic pla

8、nning process is fully developed”10GXC Best demonstrated strategic planning process Mission Define the mission RarelyPortfolio Strategy Decide what businesses and markets to compete in Determine success metrics by business Every 5 yearsBusiness Unit Strategy Develop differentiated offering Identify

9、changing dynamics- External- Internal Identify key gaps Every 2-3 yearsTactical Planning Set targets and timelines Design key initiatives Develop implemen-tation plans Realign organization AnnuallyExecution and Tracking Track performance against plans Modify plans as necessary On-going11GXC Business

10、 unit strategy must be informed by the facts around the “3Cs”Fact based diagnostic and value propositionCustomersCompetitorsCosts What does our target customer value? What can competitors offer and how can we beat this offering? How can we provide our value proposition at minimum costs? Market size

11、Market growth Customer segments Channel segments Price experience Cost experience Product profitability Channel profitability Value chain economics Systems cost Cost position Competitive position Profitability Strategy Commitment12GXC Strategic planning is often done without reference to facts 3.7%6

12、.0%12.0%024681012%PercentActual average market growthForecast average company growthForecast average company earnings growth13GXC Planning processes of best-in-class firms Senior management devotes significant time Systematic, with clearly defined steps Rigorous, fact-based approach, and a consisten

13、t view of the future Coordinated across business units Enables quick decision making and course correction Note: Examples include GE, Dell, Agilent, Abbott, Emerson Electric, Sun14GXC Keys to successA well developed, differentiated strategyA rigorous, fact based planning process to connect strategy

14、with tacticsA well aligned, effective organization to execute 15GXC A high performance organization aligns five elements2. Drives effective decisions3. Aligns the front linewith right jobs and right incentives4. Right peopleLeadershipDecisionsProcessesPeople Culture1. Provides sustained leadership5.

15、 Creates a high performance culture16GXC AgendaiWhat successful companies doiExamples from the private sector17GXC Successful strategic planning begins with a clear, focused mission Force trade-offs between competing resource demands Test soundness of a particular action Set clear boundaries on what

16、 to do and what not to do Make clear what “the core” is Memorable distillation of strategy clearly understood by all18GXC A well defined mission helps answer the questions that define the core business What are your most critical product and service offerings? What are your most differentiated and s

17、trategic capabilities? What are your most important channels? Who are your most profitable, franchise customers? What are the other critical strategic assets that contribute to the above?Core business19GXC Examples of clear, focused, private sector missions: Dell and SouthwestSouthwest AirlinesDell

18、Computer“Meet customers short-haul travel needs at fares competitive with the cost of taking a bus.”“Be direct.”20GXC In 1993, Dell strayed from its mission and its core 1990 1991 1992 1993$27M$51M$102M-$36M-50050100$150MProfitSituation Only in the direct channel (“core”) PC market was exploding Wan

19、ted to capture a larger part of the growthComplication Expansion into retail channel21GXC Dell: Back to the core mission 199019911992199319941995$27M$57M$102M-$36M$149M$272M-1000100200$300MProfitDell withdrew from retail22GXC Examples of clear, focused, private sector missions: Dell and SouthwestSou

20、thwest AirlinesDell Computer“Meet customers short-haul travel needs at fares competitive with the cost of taking a bus.”“Be direct.”23GXC Southwest translated its mission into clear, measurable goals Southwest Industryaverage$0.07$0.110.000.030.060.09$0.12Cost per available seat mileSuperior custome

21、r serviceAchieve low cost position30% lower Southwest Industryaverage$86$140050100$150Average passenger fareAffordable travel40% lower Southwest Industryaverage0.53.301234Consumer complaintsper 100K passengers24GXC Industry dynamics and competitive positioning(The 4Cs)Customers Market size Market gr

22、owth Customer segments Channel segments Price experienceCost Cost experience Product profitability Channel profitability Value chain economics Systems costCompetitors Cost position Competitive position Sources of profitability Strategy CommitmentCapabilities Human resources Information Product Proce

23、ss CapacitySouthwest used a rigorous factbase to set its strategy and targetsBuilding a rigorous factbase around the “4Cs” informs sound strategy and practical targetsBusiness definition25GXC Southwest researched target customer segment needs and preferencesOtherFrequent flyer pointsPriceScheduleCus

24、tomer purchase criteria 020406080100%Percent of responses26GXC Southwest focused on key metrics for the target population vs. competitors Southwest Industryaverage48%28%020406080100%Percent of customers:Excellent value for the money Southwest Industryaverage75%70%020406080100%On-time performancePric

25、eSchedule27GXC Southwest aligned its cost structure to support its positioning vs. competitorsSouthwestIndustry average7.29.10246810Cents per available seat mile One type aircraft Secondary airports Customer self service No frills, no meals serviceCost Initiatives28GXC Southwest ignored traditional airline measures that competitors focus