Welcome!<br />Elite Cambridge Business Circle <br />
Is a Business Plan Really Necessary?<br />Presented By : Michael Carr<br />©Carr Management Consultants 2011<br />
What do you mean by Strategy?<br />Business Plan Content<br />Notable Examples of strategy<br />What works and what doesn’...
How far ahead do you think?<br />What constraints do you operate under?<br />Do you have ownership of the plan?<br />Are y...
Business Plan Content<br />©Carr Management Consultants 2011<br />
“These are organisations that take an active note of the competitive landscape and then determine a strategy that has been...
China<br />$3t Liquid Assets  and applying that cash to :-<br />Security – Purchased Secondhand Ukrainian Aircraft Carrier...
Arcadis/Geraghty & Miller  publicly state their position on strategy<br />	2000   Strategic review and course change<br />...
Permison Homes<br />The Group’s financial and operational performance is subject to a significant number of risks, which a...
Additional Tools<br />Cluster Modelling<br />Portfolio Management<br />Product Life Cycle<br />Integration into  TOP<br />...
Cluster Modelling<br />$<br />Attributes Example<br />Competitor X<br />Competitor Z<br />Competitor M<br />Speed MHZ<br /...
Portfolio Management<br />Boston Box<br />DOG -ve<br />PROBLEM<br />   CHILD<br />      -ve<br />RISING STAR<br />   +ve &...
Profit Improvement<br />Product Life Cycle<br />2010<br />2014<br />Sales<br />£<br />Margin<br />TIME<br />©Carr Manageme...
Commonly used within engineering e.g. Motor manufacture will strip down a competitor vehicle<br />Equally applicable to th...
What are you trying to achieve?<br />Are your three core elements aligned?<br />Examine current profit stream management<b...
Don’t get bogged down – Keep it simple.<br />Think long-term but insure against the short- term<br />Stay focused<br />Use...
Yes-A Business Plan Really Is Necessary !<br />©Carr Management Consultants 2011<br />
Thank You For Your Time<br />www.carr-consultants.co.uk<br />©Carr Management Consultants 2011<br />
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Cambridge Elite Business Circle

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Business Plan and Strategic Planning. Do you apply strategy. What business planning tools used.Strategic Plan examples. Organisation alignment. Change Management.

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Cambridge Elite Business Circle

  1. 1. Welcome!<br />Elite Cambridge Business Circle <br />
  2. 2. Is a Business Plan Really Necessary?<br />Presented By : Michael Carr<br />©Carr Management Consultants 2011<br />
  3. 3. What do you mean by Strategy?<br />Business Plan Content<br />Notable Examples of strategy<br />What works and what doesn’t?<br />Is your Organisation aligned to your Strategy?<br />Test Point – KPI’s<br />Topics For Discussion<br />©Carr Management Consultants 2011<br />
  4. 4. How far ahead do you think?<br />What constraints do you operate under?<br />Do you have ownership of the plan?<br />Are you an influencer or stakeholder?<br />What tools do you use?<br />What Do You Mean By Strategy?<br />©Carr Management Consultants 2011<br />
  5. 5. Business Plan Content<br />©Carr Management Consultants 2011<br />
  6. 6. “These are organisations that take an active note of the competitive landscape and then determine a strategy that has been thought through, to deliver the most thorough and potentially positive realisation to the stakeholders benefit”<br />“A Business Plan is just an articulation of that strategy”<br />Notable Examples OfStrategy <br />©Carr Management Consultants 2011<br />
  7. 7. China<br />$3t Liquid Assets and applying that cash to :-<br />Security – Purchased Secondhand Ukrainian Aircraft Carrier<br />Manufacturing – Purchasing bankrupt industrial plants – e.g. MG and SAAB<br />Investment in supply chain e.g. Raw Minerals - Africa<br />Hedging – protecting their investments - e.g. Eurobonds and Italy<br />USA<br />HP – Withdrawing from hardware manufacture<br />Purchased Autonomy Cambridge UK software house for £7.1b<br />Microsoft & Nokia<br />Seeking to gain market share invested in Nokia with $1b investment<br />Notable Examples Of Strategy <br />©Carr Management Consultants 2011<br />
  8. 8. Arcadis/Geraghty & Miller publicly state their position on strategy<br /> 2000   Strategic review and course change<br />2005   Strategy 'Choices for Growth' <br />2008   Strategy 'Building Global Leadership' <br />2010   Strategy 'Leadership, Balance, Growth'<br />Notable Examples Of Strategy <br />©Carr Management Consultants 2011<br />
  9. 9. Permison Homes<br />The Group’s financial and operational performance is subject to a significant number of risks, which are subject to continual assessment by management to mitigate and minimise these risks. There are also many risks which are outside of our control which can affect our business. Our principal risks are: <br />Strategy - The Board has adopted its present strategy as it believes it is the one most likely to add the greatest value for shareholders and stakeholders. It is possible that, with time, factors become known that indicate that the strategy currently being pursued is not the most effective…….<br />……all employees have a clear understanding of the potential benefits and risks of the strategy. <br />Notable Examples Of Strategy <br />©Carr Management Consultants 2011<br />
  10. 10. Additional Tools<br />Cluster Modelling<br />Portfolio Management<br />Product Life Cycle<br />Integration into TOP<br />How Should You Be Planning?<br />©Carr Management Consultants 2011<br />
  11. 11. Cluster Modelling<br />$<br />Attributes Example<br />Competitor X<br />Competitor Z<br />Competitor M<br />Speed MHZ<br />Competitor H<br />Competitor K<br />©Carr Management Consultants 2011<br />
  12. 12. Portfolio Management<br />Boston Box<br />DOG -ve<br />PROBLEM<br /> CHILD<br /> -ve<br />RISING STAR<br /> +ve & -ve<br />CASH COW<br /> +ve<br />©Carr Management Consultants 2011<br />
  13. 13. Profit Improvement<br />Product Life Cycle<br />2010<br />2014<br />Sales<br />£<br />Margin<br />TIME<br />©Carr Management Consultants 2011<br />
  14. 14. Commonly used within engineering e.g. Motor manufacture will strip down a competitor vehicle<br />Equally applicable to the supply chain – the point at which value is added or removed for the end user/consumer.<br />This is the model used by Direct Line in establishing it’s insurance service in 1990<br />Value Analysis/Engineering<br />©Carr Management Consultants 2011<br />
  15. 15. What are you trying to achieve?<br />Are your three core elements aligned?<br />Examine current profit stream management<br />Evaluate opportunity risk/reward methodology<br />Write it down<br />Today is Thursday – what are the actions?<br />©Carr Management Consultants 2011<br />
  16. 16. Don’t get bogged down – Keep it simple.<br />Think long-term but insure against the short- term<br />Stay focused<br />Use your KPI’s and if you don’t know ask.<br />Use your mind and trust your instincts.<br />Summary<br />©Carr Management Consultants 2011<br />
  17. 17. Yes-A Business Plan Really Is Necessary !<br />©Carr Management Consultants 2011<br />
  18. 18. Thank You For Your Time<br />www.carr-consultants.co.uk<br />©Carr Management Consultants 2011<br />

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