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Strategic Planning Insight into the Creation of Winning Business Ideas
Why Planning? ,[object Object],[object Object]
The Five Tasks of  Strategic Planning ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Planning Process Setting  Direction Vision/Mission Values Goals Creating Strategy determining the way forward Implementing Change making it happen Assessing Performance today and tomorrow Ongoing   Process
Characteristics of  Powerful Visions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Barriers to creating visions ,[object Object],[object Object],[object Object]
What is a Mission ? ,[object Object],[object Object]
What is a “Strategy ?”  ,[object Object],[object Object],[object Object],.
Customers Competitive Strategy unarticulated articulated Needs ,[object Object],[object Object],[object Object],[object Object],served unserved New way to better meet existing customer needs Serving new customers who have clear needs Future: serving new customers  who have new needs in a new way Meeting customer needs that they don’t know they have
Competitive Value Proposition Superior Value Inferior Value Equal  Value Price features “ give more of what customers value and less of what they don’t”
The 3 Big Strategic Questions ,[object Object],[object Object],[object Object]
STRATEGIC ANALYSIS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Revenues  Existing Customers Existing value proposition  Satisfy customer needs New Services New customers Costs Production  Knowledge acquisition (IMS, Professional associations etc) Global Key Account Management Marketing-Promotion Analysis Current  Performance Key Performance Indicators: Net sales ? Growth rate ? Profitability (%) ? Benchmark? ,[object Object],[object Object],[object Object],[object Object],[object Object],Performance Analysis
Key External Environment Components ,[object Object],[object Object],[object Object],[object Object],[object Object]
Market Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competitor Analysis Assumptions What assumptions do our competitors hold about the future of industry and themselves? Current Strategy Does our current strategy support changes in the competitive environment? Future Objectives How do our goals compare to our competitors’ goals? Capabilities How do our capabilities compare to our competitors? Response What will our competitors do in the future? Where do we have a competitive advantage? How will this change our relationship with our competition?
Opportunities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Threats ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
10 Questions for Building Sustainable Profitable Businesses ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Disruptive Innovation:  Clayton M. Christensen-Harvard Business School, 2003
Crafting a Strategy ,[object Object],[object Object],[object Object],[object Object]
Setting Goals and Objectives The difference between where we are (current status) and where we want to be (vision and goals) is what we do (Objectives, action) VISION GOALS Strategy Plans Objectives
The Difference between Goals and Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object]
Setting Goals  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Two Types of  Objectives ,[object Object],[object Object],[object Object],[object Object]
Settings Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How to Measure Profit ? ( * related MBA course: Financial Management   )   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Creating Value at the Focal Objective:  Non Financial Value Drivers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Strategy Development Understanding of Competitive Environment Appraisal of Resources Strategy  =  Choices Competitive Advantage Goals Sustained Superior Profitability Lower Cost per Unit of Quality Scarce Resources Organizational Capabilities Industry Structure Competitors Customers Where to Compete How to Compete How to Organize
Differentiation Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Setting Measures and Targets ,[object Object],[object Object],The Balanced scorecard. R. Kaplan and D. Norton, Harvard Business School Press, 1996
Setting Measures and Targets The Balanced scorecard. R. Kaplan and D. Norton, Harvard Business School Press, 1996 ,[object Object],[object Object],[object Object],[object Object],[object Object]
Questions to participants:  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Thought Leaders  Recommended Reading  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Startegic Planning A.Egros

  • 1. Strategic Planning Insight into the Creation of Winning Business Ideas
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  • 4. Strategic Planning Process Setting Direction Vision/Mission Values Goals Creating Strategy determining the way forward Implementing Change making it happen Assessing Performance today and tomorrow Ongoing Process
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  • 10. Competitive Value Proposition Superior Value Inferior Value Equal Value Price features “ give more of what customers value and less of what they don’t”
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  • 16. Competitor Analysis Assumptions What assumptions do our competitors hold about the future of industry and themselves? Current Strategy Does our current strategy support changes in the competitive environment? Future Objectives How do our goals compare to our competitors’ goals? Capabilities How do our capabilities compare to our competitors? Response What will our competitors do in the future? Where do we have a competitive advantage? How will this change our relationship with our competition?
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  • 21. Setting Goals and Objectives The difference between where we are (current status) and where we want to be (vision and goals) is what we do (Objectives, action) VISION GOALS Strategy Plans Objectives
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  • 28. Business Strategy Development Understanding of Competitive Environment Appraisal of Resources Strategy = Choices Competitive Advantage Goals Sustained Superior Profitability Lower Cost per Unit of Quality Scarce Resources Organizational Capabilities Industry Structure Competitors Customers Where to Compete How to Compete How to Organize
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Editor's Notes

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