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1、CONFIDENTIALBU Strategic Plan BasicsTraining materials 8 June 2001This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey it is not a complete record of
2、 the discussion.Jim Ayala PHO Melissa Gil PHO Regina Manzano PHO Suresh Mustapha PHO Steve Shaw HKO Shelly Yeh PHO Choon-Gin Tan SIODESCRIPTION OF MATERIALSThis document was developed as a training presentation for the newly appointed Business Unit CEOs of an Asian Family-owned conglomerate.The purp
3、ose of this document is to guide new CEOs through the basic elements of developing a BU-level strategic plan.This presentation is complemented by a companion document the “BU Strategic Plan Template Book” which provides completeness and consistency of BU strategic plan submissions. These templates a
4、re not intended to replace or constrain BU strategic thinking and should be adapted to reflect a particular BUs sectoral context as required2WHAT IS A BU STRATEGY?A strong business concept that drives an integrated set of actions that creates value by: Creating products/services whose value exceeds
5、the cost of providing them Capturing value from competitors, customers, distributors, suppliers, and producers of substitute products and services3RATIONALE FOR PROPOSED DEFINITIONA strong business concept that drives an integrated set of actions that creates value by: Creating products/services who
6、se value exceeds the cost of providing them Capturing value from competitors, customers, distributors, suppliers, and producers of substitute products and services1. Recognize dual role of creating and capturing value in all elements of business system2. Forces choices6. Competitive7. Externally ori
7、ented, customer driven4. Recognizes importance of cost as competitive tool5. Considers tradeoffs between benefit provided to customers and costs they incur3. Gives consideration to all elements of the business system4COMMON ELEMENTS OF REAL-LIFE STRATEGIESVisionWhere?Strong business concept consisti
8、ng ofHow to compete?Integrated set of actionsDeveloped high quality standards and excellent operational procedures Focus on developing critical mass of stores and establishing market dominanceMcDonalds experienced phenomenal success in globalization due to: Successfully screening franchisees and a d
9、edication to intense initial and ongoing training Consistent delivery of high-quality food and service around the world Huge economies of scale and powerful supplier leverage Capitalized on “American” appeal of McDonalds Success in tailoring assortment mix to meet local needs“We want to be the world
10、s best quick-service restaurant experience”“We will offer identical excellent quality across the world“Targeting a broad set of the urban population, increasingly offering a bundled product (i.e., meals) at a low price in major cities around the worldMcDONALDS EXAMPLE5BU STRATEGY REVIEW INTERACTIONS
11、Highly interactive debate driven by fact-based understanding of environment and internal capabilitiesHow do you expect Competitor A to react?How sustainable is your business model? Can it be easily duplicated?How robust are your contingency plans?How quickly can you shift your business emphasis to c
12、apture industry opportunities?BU-CEO6BU STRATEGIC PLAN DEVELOPMENTIndustry dynamics and implicationsEnvironmental and internal assessmentCompetitive assessmentInternal assessmentWhat are the major changes in industry dynamics and resulting opportunities and risks?What are your competitive strengths
13、and weaknesses?How does your current business emphasis fit with industry opportunity and competitive landscape?Strategy articulationStrategic definition and implicationsStrategic initiativesFinancial projectionsWhat strategy will your BU pursue over the next 3 years?What will be the impact of major
14、strategic initiatives?What are the expected financial returns of your strategy?+Risk/contingen- cies minimal opportunity for major product differentiationGrowth of laser and inkjet printer markets stable but dependent on PC sales and degree of replacement Economics of supplyHP holds lions share of p
15、rinter marketIndustry capacity exceeds market demandPresence of counterfeit and recycled product supply especially in consumablesHigh exit barriers due to asset intensity Industry chain economicsBargaining power of suppliers low Bargaining power of distributors highLittle integration (forward or backward)MarketingManufacture rs competing mainly on priceRetail dominant distribution channelAggressive development and release of new productsMoves to increase brand awareness via marketing campaignsCreative financing packages Internal efficiency Relentless drive to low cost manufacturingContinuous
