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Strategy Processes - Winfried Kempfle Marketing Services
 

Strategy Processes - Winfried Kempfle Marketing Services

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Please have a look at the well-designed strategy process that consulting firm Winfried Kempfle Marketing Services uses in strategy projects. The strategy process shows phases and milestones as well as ...

Please have a look at the well-designed strategy process that consulting firm Winfried Kempfle Marketing Services uses in strategy projects. The strategy process shows phases and milestones as well as main tasks to be performed in order to develop or im-prove a company´s strategy. The process is focused on strengthening the company´s competitiveness. It also shows strategy tools that should be applied to perform strategic planning processes in an efficient way.

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    Strategy Processes - Winfried Kempfle Marketing Services Strategy Processes - Winfried Kempfle Marketing Services Presentation Transcript

    • Strategy Processes In Industrial Practice Strategic Management and Marketing PracticesCopyright © 2011. All rights reserved. www.strategie-und-planung.de11.10.2012
    • Core Elements Of Strategy Processes Strategy Analysis Definition Implementation Analysis and Forecast Strategy Development Planning of Measures of Market Positioning  Vision / Mission  Responsible Persons  Market Segments  Strategic Success  Deadlines  Customers Position  Priorities  Competition  Market Strategy  Feasibility  Environment  Business Strategy  Risk Analysis  Portfolio Analysis + + + Internal Analysis Target Setting Project Planning and  Handling of the  Strategic Goals Project Organization Market  Measures  Processes  Operational Targets  EmployeesCopyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 211.10.2012
    • The Strategy Development Process – Phases And Milestones Development Evaluation Strategy Strategic Strategic of Strategic of Strategic Implemen- Analysis Forecast Options Options tation S1 S2 S2 S4 S5 Strategic Initial Situation Future Trends Spezific Criteria Action Plans Dimensions  Main Markets  Key Markets  Markets  Resources  Goals  Competition  Market Trends  Customers  Capabilities  Indicators  Environment and Drivers  Product Mix  Skills  Measures  Strengths /  Performance  Growth  ROI  Project Weaknesses Drivers Management  Competition  Time Frame  Performance  External Factors  Implementation  Partners  Risks (Laws, Regula- Controlling  Market Position  Technologies tions, etc.) Strategy realizedCopyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 311.10.2012
    • Market And Competitive Analyses As Main Parts Of The Strategic Analysis Customer Demand Market / Competitor Business Technology Behaviour Strategy Development Own Position Strengths / WeaknessesCopyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 411.10.2012
    • Sector Analysis – Porter´s „Five Forces“ Model Potential Competitors Threat of New Entrants Rivalry Among Bargaining Bargaining Suppliers Power Power Buyers Existing Firms Threat of Sub- stitutes Substitute ProductsCopyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 511.10.2012
    • SWOT Analysis – Practice Internal Analysis SWOT Analysis Strengths Weaknesses S/O Strategy: W/O Strategy: Evaluate chances that are well in line Eliminate weaknesses to better make with the strenghts of the company use of new opportunities Oppor-  Which strengths go with which  Where can chances evolve from tunities chances? weaknesses? External Analysis  How can strengths be utilized to better  How can weaknesses be changed into realize chances? strengths? S/T Strategy: W/T Strategy: Utilize strengths to avert threats Create measures to avoid that existing  Which threats can be fought by which weaknesses become aims of external strengths? threats Threats  How can existing strengths be used to  Which weaknesses do exist? avoid certain risks?  How can disadvantages be averted?Copyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 611.10.2012
    • Life Cycle Analyses – Practice Life Cycle Phases 150 Introduction Growth Maturity Saturation 100 Sales 50 0 0 2 4 6 8 10 12 14 16 Time / Periods (Years, Quarters, …) Reference objects of the analysis Objectives of the analysis  Industry sectors  Determine the position of the considered  Markets reference objects (e.g. produkts at the market)  Technologies  Analize the expected life cycle  Single products  Derive appropriate strategic & marketing  Product groups measures for each life cycle phaseCopyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 711.10.2012
    • Portfolio Analysis According BCG – Determination Of Competitive PositionCopyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 811.10.2012
    • Basic Strategy Options – Product Market Matrix by AnsoffCopyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 911.10.2012
    • Standard Strategies Of Various Strategy Concepts Strategy Concepts Potential Strategic Directions (Standard Strategy)  Cost Leadership Sector Analysis  Differentiation  Forward Integration (Porter)  Cost Focus  Reverse Integration  Differentiation Focus  Investment Strategy  Offensive Strategy Portfolio Analyses  Growth Strategy  Defense Strategy (BCG / McK)  Exploitation Strategy  Transition Strategy  Divestment Strategy Product Market Matrix  Market Penetration  Product Development (Ansoff)  Market Development  DiversificationCopyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 1011.10.2012
    • Top-down Specification Of Strategic Goals Questions What is the main objective of the organization? Strategic Goals Which are the drivers to reach the goals? Drivers How to measure success? Measures (Key Performance Indicators) Which target values should be achieved, and when? Target Values Who is responsible to reach the goals? ResponsibilitiesCopyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 1111.10.2012
    • Balanced Scorecard As Tool For Strategy Development And Implementation Controlling Financial Perspective Mea- Goal KPI Target sure Customer Perspective Processes Perspective Mea- Vision Mea- Goal KPI Target Goal KPI Target sure and sure Strategy Employee Perspective Mea- Goal KPI Target sure KPI = Key Performance IndicatorCopyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 1211.10.2012
    • Main Tasks Of Market And Competitive Analyses Market Analyses Competitive Analyses Customer Market Market strategically tactically Analyses Forecasts Positions  Buying Decision  Market Trends  Market Shares  Competitor  Product / Feature Criteria  M. Segments  Dynamic of the Profiles Comparisons  Customer Satis-  Market Volume Market Position  C. Strategy  Unique Selling faction  Market  C. Position Propositions  Market Growth  Buying Behaviour Penetration  Key Business  Selling  M. Attractivity  Demand Analysis  Competitive Data Arguments  M. Potential  Buying Power Advantages  Portfolio  Competitor News  Customer  Price Sensitivity  Soft Facts  Competitor Structure Weaknesses  Promotion Impact  Sales Channels  Sales Support  Support of Strategy Development  Sales SupportCopyright © 2011. All rights reserved. www.strategie-und-planung.de page 1311.10.2012
    • A comprehensive strategy analysis presentation with detailed explanations of the practices and numerous practical examples is available on request. (currently available only in German) Please use the contact form to order the presentation http://www.strategie-und-planung.de/kontakt.html Note: This presentation is available only for a small charge because of the benefits of the huge amount of information and the multitude of examples, etc. The current price list of the documentation can be seen at http://www.strategie-und-planung.de/mediapool/92/922449/data/Preise/Preisliste_Doku-Tools-20110101.pdfCopyright © 2011. All rights reserved. www.strategie-und-planung.de Seite 1411.10.2012