Business case presentation
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The Business Case Presentation Template provides an optional format for presenting the results of a business case analysis in PowerPoint. It includes sections for describing the investment, assumptions and dependencies, solution recommendation, anticipated benefits including revenues, productivity savings and non-economic benefits, costs overview, and financial summary. The template aims to justify a proposed project by explaining its objectives, solutions considered, strategic fit, and projected benefits compared to costs.
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SLIDE 2
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SLIDE 1
• A Plan is only of value if it is successfully implemented
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– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
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SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
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Save hundreds of hours of work by downloading the full Powerpoint presentation available on this link: https://www.slidebooks.com/products/supply-chain-management-toolkit
Go to www.slidebooks.com to access the World's Best Business & Consulting Toolkits.
Join today the 100,000+ CEOs, Executives & Consultants using our Business & Consulting Toolkits to improve the revenue & efficiency of their Organization.
The Toolkits include Business Frameworks, Analysis Tools & Document Templates in Powerpoint & Excel created by Ex-McKinsey & Deloitte Management Consultants.
The Toolkits cover many Business areas such as: Strategy, Finance, Operations, Change Management, Project Management & Leadership.
Tesla business case analysis
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- Digital technologies like IoT, analytics, robotics and more are being deployed across
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
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Supply Chain Management Training in Powerpoint | By ex-McKinsey Consultants
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Reason(s) why this assertion should be accepted; and
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ACC 202 Final Project Guidelines and Rubric
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ECO 520 Final Project Investment Opportunity Analysis Guidelines .docx
ECO 520 Final Project: Investment Opportunity Analysis Guidelines and Grading Guide
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approximate figures. You will determine whether or not to recommend investing in the development and commercialization of the investment opportunity to your business
partners.
This assignment will assess your mastery of the following course outcomes:
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• Analyze organizational costs and identify technical and economically efficient methods of production and acquisition of resources through the use of microeconomic
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Prompt
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a product or service for a start-up company (submit your product or service for approval to the instructor).
Specifically, the following critical elements must be addressed in your analysis:
1. Opportunity Background and Demand: In this section you will identify an appropriate investment opportunity specific to introducing a new product or service. You
will analyze product demand and company revenues specific to this opportunity applying key economic principles to support your reasoning.
a. Background: Provide a brief background on the company, product line, and proposed product. This is where you would lay the foundation for the analysis
that follows. What is the significance of this opportunity?
1
b. Demand: Evaluate key non-price variables that are expected to support existing or potential demand specific to this opportunity and support your
evaluation with sources. For example, this is where you want to include rationale f ...
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Learning Objectives
After completing this chapter, you should be able to:
• Understand how business processes create competitive capabilities that enable
organizations to satisfy customer requirements.
• Explain how operations management can maintain an organization’s competitive
edge through high-quality production, convenient delivery, effective customer
service, and competitive cost.
• Describe key business processes including strategy development, product develop-
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• Discuss why operations are strategically important.
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• Describe how operations managers use information technology to increase produc-
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2 .Dominik Pabis/Getty Images
Gaining Competitive Advantage
Through Operations
von70154_02_c02_033-060.indd 33 2/22/13 3:31 PM
CHAPTER 2Section 2.1 Achieving Competitive Advantage
2.1 Achieving Competitive Advantage
Operations presents top management with many opportunities to develop competi-tive advantages. A competitive advantage is a capability that customers value, such as short delivery lead-time or high product quality that gives an organization
an edge against its competition. When prop-
erly used, operations can be an important tool
for improving profits, increasing market share,
and developing new markets. A firm’s market
share is its percentage of sales in a particular
market, that is, its sales divided by total sales
for all organizations competing in a particular
market.
An organization creates a competitive advan-
tage by giving customers what they want in a
better way than other companies. What do cus-
tomers want, or in other words, what do they
value? Figure 2.1 provides a model for under-
standing how an organization can deliver com-
petitive advantage to its customers. An organi-
zation should know its external environment
(threats and opportunities) and its internal
environment (strengths and weaknesses), and
have a clear understanding of the customers it
is trying to serve. This is often called “SWOT
analysis,” for strengths, weaknesses, opportu-
nities, and threats. An in-depth understanding
of customer requirements allows the firm to
determine a set of competitive capabilities that
will enable it to delight, rather than merely sat-
isfy, customers. These competitive capabilities
are, in turn, the result of well-designed busi-
ness processes. These key business processes
are cross-functional and require operations managers to work closely with their counter-
parts in accou ...
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Business case presentation
- 1. OE PM - Business Case Presentation Template Month, Day, Year Enter Project Name 1PM-COP Artifact ID: I02.00
- 2. Purpose The Business Case Presentation is an optional template that can be used if it is deemed appropriate to present the results of the business case in a PowerPoint format. 2PM-COP Artifact ID: I02.00
- 3. Investment Description • Business Project Objective: A one or two sentence describing the successful outcome of this project. • Problem/Opportunity Statement: Problem/Opportunity Table from the Project Charter. 3PM-COP Artifact ID: I02.00
- 4. Investment Description • Solution Strategy: Summarize the proposed project, including major activities, and key attributes of the solution. Explain how the proposed project addresses the specific business issues or opportunities identified in the previous section. • Strategic Fit: Identify which of the company’s strategic objectives this proposed project supports, and explain how (i.e. increases customer retention/acquisition, etc.). List project characteristics (e.g. regulatory requirement, corporate mandate, contract expiration, etc.) 4PM-COP Artifact ID: I02.00
- 5. Assumptions and Dependencies 5PM-COP Artifact ID: I02.00 • Key Assumptions: Specify any assumptions that are driving the project approach. Information should come from the Project Charter. • Strategic Fit: List all efforts that this project is dependent on, as well as efforts that will depend on this project. Explain coordination efforts planned or underway.
- 6. Competitive Benchmarking 6PM-COP Artifact ID: I02.00 Discuss competitor’s practices in the solution space.
- 7. Document each alternative solution considered. Discuss the “Do Nothing” alternative only if it is a viable alternative. Discuss the advantages and disadvantages of each alternative and why each was rejected. Alternatives and Comparisons 7PM-COP Artifact ID: I02.00
- 8. Document the recommended solution with a summary of the reasons why this solution is being recommended. Solution Recommendation 8PM-COP Artifact ID: I02.00
- 9. Benefits 9PM-COP Artifact ID: I02.00 Revenue Benefits Identify the incremental revenues anticipated. Clearly identify which business units will receive these benefits. For revenue projects consider the following factors: target market(s), size, growth rate, penetration/share, revenue cannibalization, pricing structure, price direction, market window. For revenue retention projects describe the basis for assumed accounts/assets saved. ecommend Productivity/Cost Savings Identify the incremental cost savings. Distinguish between savings in sponsoring enterprise and savings in other enterprises. • Identify the incremental cost savings. Distinguish between savings in sponsoring enterprise and savings of other enterprises: • What group or groups will be more productive as a result of this project? • What percent productivity improvement is assumed in the Business Case? By activity? By function? • What existing costs are we saving by investing in this project? • What future costs are we avoiding by investing in this project? • Have the affected organizations/functions agreed to the benefits cited in the Business Case? • For headcount reduction projects - what are the employee relocation/reassignment costs?
- 10. Benefits 10PM-COP Artifact ID: I02.00 Non-Economic Benefits Discuss non-economic benefits, including those related to regulatory requirements. Benefits Realization List each expected benefit, whether it can be measured, and the proposed method for measurement. If the method for measurement does not currently exist, its’ development should be included as a project requirement. Measurable Benefits Benefits Proposed Method for Measurement Ex: Increased trade revenue Ex: Reporting on number of clicks Non-Measurable Benefits Benefits Reason why Benefits are not Measurable Ex: Increased security Ex: Success defined as no significant security breaches, which are not currently happening now
- 11. Cost Overview 11PM-COP Artifact ID: I02.00 • Develop Cost and Capital Spending: Identify all the relevant costs of developing the project. Discuss the cost and timeline of returning any applications, systems, or processes that would be replaced by the new vendor. • Ongoing Costs: Identify the incremental impacts on the firm’s Operating expense once the project is complete. Include both direct costs, as well as, any indirect costs that are not fully captured in the current cost allocation (e.g. mainframe processing (MIPS) impacts). Distinguish between ongoing costs in sponsoring enterprise and those of other enterprises. • FOE Resources: Discuss FOE resource needs not accounted for by development costs (example: subject matter experts who will not be charged to the project, but from whom a significant time commitment is required).
- 12. Financial Summary 12PM-COP Artifact ID: I02.00 Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Q1 Q2 Q3 Q4 Total Capital Expense Operating Expense (not including Depreciation) Total Cost (CapEx+OpEx) Depreciation