Business-Unit-Strategy-Framework-貝恩業(yè)務(wù)單元戰(zhàn)略方法課件

StanMiranda

LondonBusinessUnitStrategyFrameworkStanMiranda

LondonBusiness

IntroductionWhatisaStrategy?WhatisagoodStrategy?WhatarethekeyelementsofaStrategy?HowdowedevelopagoodStrategy?KeyTakeawaysFrequentlyAskedQuestionsStrategyDevelopmentToolsIntroductionStrategyDevelop

CorporateVersusBusinessUnitStrategyBusinessUnitStrategysetsmarketandproductpriorities,definessourcesofcompetitiveadvantageandallocatesresourcesbehindstrategicimperatives.DefinesfullpotentialtargetsFocusesoncoremarkets,products,customersegments,channelsDefinessourcesofcompetitiveadvantageandcorecompetencesPrioritisesstrategicimperativesDefinespotentialadjacentexpansionopportunitiesCorporateStrategyBusinessUnit

StrategyBusinessUnit

StrategyMarketStrategyProductStrategyChannelStrategyFunctionalAreaStrategyProductStrategyChannelStrategyFunctionalAreaStrategyMarketStrategyCorporateVersusBusinessUn

TheBainToolkitBusinessDefinitionandBusinessUnitStrategyareatthecoreofallresultsdeliveredthroughstrategyatBain.BusinessDefinitionBUStrategyBusinessDefinitionPerformanceImprovementM&AOrgCorporateStrategyJointVenture/AlliancesGrowthPortfolioStrategyCoreCapabilitiesO/headCostReductionParentValueAddedChangeManagementPostMergerIntegrationOrganisationDesignProcessRedesignRoleofCentreShareholderValueAnalysisLBOCommercialReviewsSalesandMarketingVMR’sLoyaltyAcquisitionEvaluationTheBainToolkitBusinessDef

IntroductionWhatisaStrategy?WhatisagoodStrategy?WhatarethekeyelementsofaStrategy?HowdowedevelopagoodStrategy?KeyTakeawaysFrequentlyAskedQuestionsStrategyDevelopmentToolsIntroductionStrategyDevelop

DefinitionofStrategy(FromClients)“AroutefromAtoB.”“Longtermplans,unfetteredbyshorttermpressures.”DefinitionofStrategy(From

BainDefinitionofStrategyStrategyisaproprietarysetofactionsthatbetterservecustomersthanthecompetition.BainDefinitionofStrategyS

BainDefinitionofStrategyStrategyisthescienceofallocatingscarceresources.BainDefinitionofStrategyS

ImportanceofStrategyYouwon’tgettherewithoutknowingwhereyouaregoinghowtogetthere

Guidesdecision-makingandresourceallocation

Definesfullpotential

Strategicallymindedbusinessesgenerallyout-performoperationallymanagedbusinesses

ClearlycommunicatestotheorganisationwheretheyaregoingImportanceofStrategyYouwo

ImportanceofStrategyCEO’sbelieveastrongstrategyiskey.Attributesthatwillmakeacompanymostrespectedinthefuture

1.“Strong,wellthoughtoutstrategy”2.Maximizingcustomersatisfactionandloyalty3.Businessleadership4.Qualityofproducts/services5.StrongandconsistentperformanceFinancialTimes"World’sMostRespected"CompaniesSurvey(Nov.1998)ImportanceofStrategyCEO’s

IntroductionWhatisaStrategy?WhatisagoodStrategy?WhatarethekeyelementsofaStrategy?HowdowedevelopagoodStrategy?KeyTakeawaysFrequentlyAskedQuestionsStrategyDevelopmentToolsIntroductionStrategyDevelop

StrategicPrinciples“PerhapsmymostimportantactwasmyfirstcentralideaforGEbackin1981,whichwasmydecisiontobeeithernumberoneornumbertwoinourbusinesses-orgetoutofthemaltogether.”-JackWelch,CEOGeneralElectricStrategicPrinciples“Perhaps

StrategicPrinciples“Foranewtechnologytoreallyflourish,itshouldbemanagedandmarketedonitsown,withoutexploitingthesynergiesfromotherdivisions.Thatisbecausewhenatechnologyissuccessful-executiveswillslowdownthegrowthofnewcompetingtechnologies.”-RobertGalvinCEOMotorolaStrategicPrinciples“Foran

1. Rootedinafewpowerfulguidingstrategicprinciples2. Proprietary3. Makestrade-offs4. Defines2-3topstrategicimperatives5. Builtonstrongbasicoperatingperformance(i.e.,isimplementable)6. Dynamic-“futureproof”WhatisaGoodStrategy?1. Rootedinafewpowerful

IntroductionWhatisaStrategy?WhatisagoodStrategy?WhatarethekeyelementsofaStrategy?HowdowedevelopagoodStrategy?KeyTakeawaysFrequentlyAskedQuestionsStrategyDevelopmentToolsIntroductionStrategyDevelop

IraqiWarIraqinvadedKuwait,declaredKuwaitaprovinceUNSecurityCouncildeclaredannexationvoidAnallianceofNatoandMiddleEastcountriesappointedGeneralSchwartzkopf+SecurityCouncilofAlliedforces

ColinPowelltocommandtheAlliedForcesYouaregeneralColinPowellYouneedastrategy(“l(fā)et’scallitDesertStorm”)August1990January1991WhatarethecriticalelementsofStrategy?IraqiWarIraqinvadedKuwait

DesertStormKUWAITIRAQSAUDIARABIAIRANBaghdadNasiryahKuwaitCityBasraDesertStormKUWAITIR

IraqiWar-KeyElementsofStrategyRemovetheIraqthreattoKuwaitNottoannihilateIraq1.GoalsNotIraq;KuwaitandSouthernborderofIraq2.BattlefieldPrecisionbombingattacksfollowedbyseaandlandattack4.Weapons1.Speed,soSaddamhadnotimetomobilisearmy2.Precisionbombingattacksfollowedbysea&landattack5.Plan-StrategicImperativesNATOandMiddleEastcountries7.Allies1.Specificlocations2.Sequencingofattacks3.Mediavisibilitytogaininternationalsupport6.Plan-Keytactics1.SaddamHussein2.Kurds3.Enemy3.20mpeople4.100KNationalGuardIraqiWar-KeyElementsof

WhataretheCriticalElementsofStrategy?MilitaryContext1. Goals2. Battlefields3. Enemy4. Weapons/Troops5.Plan -strategicimperatives -tactics6. Allies1. Financialtargetsandvision2. Product,markets&customersegments3.Competitors4. Primarysourceofcompetitiveadvantage5. Management,employees& money(resources)6. Managementplans&programmes7. AlliancePartnersBusinessContextACEOdoesn’thaveastrategywithoutthesecriticalelements.WhataretheCriticalElemen

1.Vision2.SourceofCompetitiveAdvantage3.TargetCompetitors4.PrincipalBattlefields5.StrategicImperatives6.KeyInitiativesBusinessUnitStrategyPyramid

Apyramidhelpstotranslatethestrategyintoaday-to-daytool.1.Vision2.SourceofCompet

1.VisionEurope’smostprofitableautomotivemanufacturerby2002:5%ROS&7%growthAutoCoPyramid(1)1.VisionEurope’sAutoCoPyra

AutoCoPyramid(2)LowcostproducerofhighqualityvehiclesDistributionnetworkwhichdelivershighownerloyaltyCustomer-drivenPDProcess2.SourceofCompetitiveAdvantageAutoCoPyramid(2)Lowcost

3.TargetCompetitorsPremiumManufacturersVWGroupOtherMainstreamManufacturersAutoCoPyramid(3)3.TargetCompetitorsPremium

4.PrincipalBattlefieldsDrivecoreCandC/DplatformseverywhereDominateUKandMCVacrossEuropeDrivetoNo.2inGermanyAutoCoPyramid(4)4.PrincipalBattlefieldsDri

5.StrategicImperativesAchievelowesttotalenterprisecostOptimisefullportfolioofbrandsandincreasepremiumparticipationExpandintoprofitableadjacentrevenueareasAutoCoPyramid(5)5.StrategicImperativesAchi

MaterialscostsDemand-to-deliveryCapitalexpenditureCapacity&labourstrategyPortfolio&brandstrategyProductdevelopmentprocessPremiumstrategyDistributionstrategyAdjacentbusinesses6.KeyInitiativesAutoCoPyramid(6)MaterialscostsPortfolio&br

IntroductionWhatisaStrategy?WhatisagoodStrategy?WhatarethekeyelementsofaStrategy?HowdowedevelopagoodStrategy?KeyTakeawaysFrequentlyAskedQuestionsStrategyDevelopmentToolsIntroductionStrategyDevelop

HowDoWeDevelopB.U.Strategies?

ProcessStepStrategyDiagnosticImplementationDiagnosticChangeProgrammeOutputStrategicPlanImplementationPlan(s)ChangeProcessResultsWhereinstrategydevelopmentprocessarewe?HowDoWeDevelopB.U.Strat

1. BusinessDefinition2. KeyValueDrivers3. StrategicPrinciples4. StrategicOptionsFourCoreSteps1. BusinessDefinitionFourC

StrategyFrameworkPurch.Tech.,R&DMfg.Mktg.SalesDistCust.Svc.3. StrategicPrinciples

4. StrategicOptions

OptionAOptionBOptionC1. BusinessDefinition

Tech.,R&DMfg.Mktg.SalesDistCust.Svc.Purch.2. KeyValueDrivers

StrategyFrameworkPurch.Te

BusinessUnitStrategy1.Whatarethemarket’scompetitiveboundaries?ActivitiescurrentlyperformedCurrentandfuturebusinessdefinitionproducts/services?global,regional,local?whichvaluechainelements?technology?InputsBusinessdefinitionIssuesraisedOutputsBusinessUnitStrategy1.Wha

BusinessUnitStrategyCustomerneedscustomersegmentationwhatisimportant?howdifferentiable?CostanalysislargestmanageablecomponentscostsharingcapitalrequirementsCorecapabilitiesIndustry“keyvaluedrivers”strategicoperationalWhatarethekeyvaluedriversforanycompetitor?Purch.Mfg.SalesDist.Tech.,

R&DMktg.Cust.Svc.2.Whatarethekeyvaluedriversforanycompetitor?InputsOutputsBusinessUnitStrategyCustome

BusinessUnitStrategyPurchMtgDistCustSvcTechR&DMktgSales3.Whatisrequiredofourwinningstrategy?Industrystructure:todayandfutureCompetitors:todayandfuturePerformancebenchmarkscustomerneedscostscapabilitiesInputsOurguidingstrategicprinciples

“anygoodstrategymust….”O(jiān)utputsBusinessUnitStrategyPurchM

BusinessUnitStrategyDevelopoptionsEvaluateoptionsFinancialanalysisprofitcapitalshareholdervalueOptionAOptionBOptionCListofstrategicoptionsRecommendedstrategyKeyelementsforstrategyvisionandtargetsbattlefieldsproducts/markets/customerssourceofadvantagetargetcompetitorstop3strategicimperativesresourcerequirementsQuantifiedfullpotential4.Howdoweachieveourfullpotential?InputsOutputsBusinessUnitStrategyDevelop

StrategyFrameworkPurch.Tech.,R&DMfg.Mktg.SalesDistCust.Svc.3. StrategicPrinciples

4. StrategicOptions

OptionAOptionBOptionC1. BusinessDefinition

Tech.,R&DMfg.Mktg.SalesDistCust.Svc.Purch.2. KeyValueDrivers

StrategyFrameworkPurch.Tec

Helpsdeterminewhatbusinessbattlefieldismostdefensibledefineittoobroadly,areovertakenbymorefocusedcompetitorsdefineittoonarrowly,areovertakenbymorebroadlybasedcompetitorsImportanceofBusinessDefinitionThisisour“MagicDust”.Helpsdeterminewhatbusines

BainCapitalApproachBusinessdefinitioniskeyinBainCapital’sapproach.BainCapitalInvestmentMemorandum4.ProvenAnalyticalApproachMarketdefinition Marketdefinitiondelineatestheboundarieswherecompetitiveadvantagecanbeestablishedandsustained.Marketdefinitionisbasedonthebusiness’seconomics,sharingwithotherbusinessesandthedynamicsofcustomerbehaviourMarketsegmentationCompetitivepositionCostanalysisCapabilitiesandAssetsManagementRegulatory,Environmental,Tax,Legal,AccountingHarvestAnalysisBainCapitalApproachBusines

WesleyJessonVisionCareStoryAcquiredstrugglingcontactlensmanufacturerdiversifiedintoalleyewear,retailoutlets,solutions/accessoriesLimitedcost,distributionandtechnologyoverlapsuggestedbusinessdefinitionwassoftcontactlensmanufacturingonlyDivestedeverythingelseandfocusedoninnovatingwithincontactlensonly1997exitedat400%IRR$MBusinessdefinitionisBainCapital’sMagicDustaswell.WesleyJessonVisionCareSto

BusinessDefinition(Version1.0)OnebusinesswithpotentialforsubstitutionSeparatebusinesseswithpotentialforbundlingSeparateBusinessSeparatebusinesseswithpotentialforcostleadershipshiftOnebusinesswithpotentialfordifferentiationornichepositionOneBusinessLowHighHighLowCostSynergiesCustomerSynergiesBusinessDefinition(Version

InnovationsinBusinessDefinitionWehavemadeseveralimprovementstoVersion1.0.1. Capabilitysharingisascriticalascostandcustomersharingindefiningbusinessboundaries2.Thinkingclearlyaboutallofthedimensionsofbusinessdefinition3.Understandingthatbusinessdefinitionisnotclearcut4.Recognisingthatbusinessdefinitionisconstantlychanging-andgettingthetimingright5.Competitiveposition-dominanceopensupopportunitiesforleaderstodefineboundariesInnovationsinBusinessDefi

ClassicBusinessDefinitionDimensions1.Products2.Geography3.ValueChain4.Customersegments5.Channels6.Technology7.CapabilitiesThesearethekeydimensionsweuse-thetop3usuallymattermost.ClassicBusinessDefinitionD

BrewCoExampleProductGeographyChannelBackwardIntegrationSoftDrinksSpiritsWineCiderOtherSpecialityBeersLagerAleStoutMktg.SalesPhysicalDist.WholesalingRetailingUKMulti-CountryEuropeEuropeanregionEuropeandAfricaWesternCountriesDevelopingWorldGlobalRawMaterialsMaltingBrewingPackagingForwardIntegrationPriceSegmentsCustomerSegmentsClientKeyTool#142BrewCoExampleProductGeograph

AutoCoExampleServiceTechnologyGeographyProductBackwardIntegrationTourismUsedCarTradingLeasingRentalInsuranceCreditAfterSalesServicePartsUKMulti-CountryEuropeEuropeandAfricaWesternCountriesDevelopingWorldCustomerSegmentsForwardIntegrationClientKeyTool#1AutoCoExampleServiceTechnolo

StrategyFrameworkPurch.Tech.,R&DMfg.Mktg.SalesDistCust.Svc.3. StrategicPrinciples

4. StrategicOptions

1. BusinessDefinition

Tech.,R&DMfg.Mktg.SalesDistCust.Svc.Purch.2. KeyValueDrivers

OptionAOptionBOptionCStrategyFrameworkPurch.Te

WinningStrategy-CompetitorsCompetitivepositiondefinestheboundariesforoperatingperformance.ReturnsEarnedRelativeMarketShareCompetitivePositionWeakStrongLowHighPositiveEVANegativeEVACostofCapitalOperationsImprovedStrategicPositionWinningStrategy-Competito

BeerIndustryKeyValueDriver“Sincethebeerbusinessisanationalbusiness(notglobal)wewerenotsurprisedtoseeDomesticRMSasthekeydriverofvalue.”UKUSAIrelandOpProfitperhl(￡)1510500.1x1x10x12DomesticRMS8400.1x1x10x1062108400.1x1x10x62BeerCopositionBeerIndustryKeyValueDrive

BrewCo-CostAnalysisNational/Regionalscaleisthemajordriverofoperatingcostsinthebrewingindustry.PercentofCostsBrewCo-CostAnalysisNationa

BrewCo-CustomerNeeds1.Therearesizeablesegmentsofconsumerswhoarepreparedtopayapremiumpriceforaproductdifferentiatedbytasteimagefashion2.BrandLoyaltyinthesesegmentscanovercomedistributionweaknessesrelativetodominantnationalbrewers3.DominantlocalbrewersshowlittleinterestinthissegmentBrewCo-CustomerNeeds1.Th

BrewCo-StrategicandOperationalKeyValueDriversStrategicOrWhereblockedfromachievingdominantlocalpositions,seektobuildleadingbrandsinpremiumsegmentsSeektodominatebeermarketswithfullportfolioofbrandswhichleadtheirrespectivesegmentswithinnationalboundariesOperationalAndAndMarketingandsalesarethecriticalactivitieswherebrewerscanachievesustainablecompetitiveadvantageIneachmarket,totalsupplycostsmustbetightlymanagedMarketing&Salesmustfocusonexploitingemergingconsumerneedsandcontrollingaccesstoon-tradedistributionKeyTool#2BrewCo-StrategicandOperatAutomobileIndustryKVD’sEngineering&LaunchingManufacturing&AssemblyMaterials

020406080100%Selling&MarketingRegionalLocalGlobalRegionalCostDriversCostBarandPlatformRMSwithinRegion50AutomobileIndustryKVD’sEnginTotalCostperMinuteManageableKeyCostDriversCostperMinute(%ofTotal)MobileCo-CostAnalysis

Thekeymanageablecostdriverswererelativemarketshareoflowchurncustomersandrelativeshareofoff-peaktraffic.TotalCostperMinuteManageabl

MobileCo-CustomerNeedsCustomerneedsmustbeunderstoodateachstageinthedecisionprocess.NeedaMobilePhoneWillLookforOneHereChooseThisNetworkWillStaywithThisNetworkPricevs.FixedLineBrandawarenessRetailnetworkFriend’srecommen-dationMyfixedlineoperatorTailoredofferservicelevelpriceIntegrationwithfixed PriceHandsetupgradeMobileCo-CustomerNeedsCuMobileCo-Retention

Significantlymoreprofitwascreatedbyretainingexistingcustomers,ratherthanattractingnewcustomers.IncreasedvaluefromretentionasopposedtoacquisitionValueCreatedByReducingChurnBy5%(‘98-2003)ValueCreatedByAcquiringEquivalent#ofNewCustomersLifetimeNPV($M)MobileCo-RetentionSignifica

Operational1.Maximizehighvaluecustomers2.MaximizelowchurncustomerRMS3.MaximizeRMSofoff-peakusage4.Integratefixedoffering5.AlignregulatorobjectiveswithcompanystrategicobjectivesStrategic1.Managecostsdowninlinewithscaleandexperiencecurves2.Maximizenetworkcapacityutilization3.Developworldclasscustomerserviceandbillingcapabilities4.MaximizecustomerretentionMobileCoThestrategicandoperationalkeyvaluedriverswereasfollows:KeyTool#2Operational1.Maximizehighv

StrategyFrameworkPurch.Tech.,R&DMfg.Mktg.SalesDistCust.Svc.3. StrategicPrinciples

4. StrategicOptions

OptionAOptionBOptionC1. BusinessDefinition

Tech.,R&DMfg.Mktg.SalesDistCus.Svc.Purch.2. KeyValueDrivers

StrategyFrameworkPurch.Te

90%ofindustryprofitswereearnedfromareasadjacenttoautomanufacturingThemanufacturingprofitpoolwaslikelytoshrinkbeforeitgrewandperhapsgonegativeMergersofferedsignificanteconomicopportunitiesAutoCo-IndustryStructureToidentifystrategicprinciples,AutoCo’sindustrystructuretodayandinthefuturewasexamined.0%ofindustryprofitswere

AutoCo-CompetitorsKeyTool#3(2)02460.20.412RelativeMarketShare(3-yearcumulative)BMWGMPSAFordMercedesFiatRenaultVWGroupPre-taxReturnonSales

(3yearaverage)Overperformingormilking?Underperformingorinvesting?PremiumbrandswereoverperformingwhileVWGroupwasinvestingtogainshare.AutoCo-CompetitorsKeyTool

AutoCo-Competitors(Future)1996VWGroupwasinvestingtoconsolidateitsplatforms(chassis)suchthatitsWeightedAveragePlatformRMSwouldsignificantlyexceedAuto-Co’sby2002.2002AutoCo-Competitors(Future)

AutoCo-PerformanceBenchmarksAreasofpotentialadvantagewereidentified.AutoCocurrentlyundifferentiatedAutoCohasgreaterpotentialwith“family-oriented”segments(C/CDPlatforms)AutoCocurrentlymatchedcompetitiononPlatformRMS,butcouldfocusonfewerplatformsandleverageothersecondarycostdriversregionalscalecrossplatform-sharingglobalscaleAreasofferingAutoCogreatestscopeforcompetitiveadvantagearecostproductdevelopmentprocessbasedoncustomerinsightdistributionnetwork/customercareconsumerinsightcustomercareCostsCapabilitiesCustomerNeedsAutoCo-PerformanceBenchma

AutoCo-StrategicPrinciplesAny“winning”AutoCoEuropeanStrategymust:Achievelowestcost

1.2.3.FocussegmentsgeographiesplatformsOccupypremiumsegments

Findadjacentrevenuegrowthsources4.

AutoCo-StrategicPrinciple

StrategyFrameworkPurch.Tech.,R&DMfg.Mktg.SalesDistCust.Svc.3. StrategicPrinciples

4. StrategicOptions

OptionAOptionBOptionC1. BusinessDefinition

Tech.,R&DMfg.Mktg.SalesDistCust.Svc.Purch.2. KeyValueDrivers

StrategyFrameworkPurch.Te

StrategicOptionsThereareanumberofgenericstrategicoptions.SeektowinSeektoSeektochangeDominateRedefineFocusDifferentiateLowCostDefinitionwithinaspecificmarketsegmentdominateagivenmarketbyparticipatingacrossallsegmentsofthemarketthedefinitionofamarketbyexpandingbeyonditstraditionalboundariesStrategicOptionsThereareaTheseareshowngraphicallybelow.StrategicOptions1.FocusSegment3Segment22.Dominate3.RedefineBusinessARelatedBusinessBRelatedBusinessCMarketsSegment1KeyTool#4TheseareshowngraphicallybeBrewCo-StrategicOptions

World’sleadingspecialitybeercompanyGlobalBrandLicensor(tohighestbidderineachlocalmarket)FocusDominateGlobalmergerwithBrewingCompany(mostdomesticoverlap)Thestrategicoptionsforthebrewingcompanywereidentifiedanda“focus”strategyselected.BrewCo-StrategicOptionsW

A.Seektodominatebeermarketswithafullportfolioofbrandswhichleadtheirrespectivesegmentswithinnationalboundaries“TheBrewCovisionistobetheworld’smostsuccessfulmarketerandproducerofpremiumbeerbrands,withparticularemphasisontheBrewCobrand.”FullPortfolio:IrelandSpainMalaysiaB.Whereblockedfrom achievingdominantlocalpositions,seektobuildleadingbrandsinpremiumsegmentsGrowPremium:USEuropeanExportBrewCo-VisionThevisionforthe“focus”strategywasthendeveloped.MarketsA.SeektodominatebeermarBrewingCo-FullPotentialOperating

Profit

(￡M)Strategic

PlanKeyTool#5Andthefullpotentialcalculated.BrewingCo-FullPotentialOpe

MobileCo-StrategicOptionAsMarketGrowthslows,MobileCo’s0.2xRMSwill“freeze”belowacceptableReturnonCapital.ReturnonSales(ROS)MobileCo-StrategicOptionAsMobileCo-StrategicOptions

MobileCo’sweakstrategicpositioninaslowinggrowthenvironmentdictatedthefollowingstrategicoptionsbereviewed.Issues:Option1Option2Option3Option4FocusonfastestgrowingsegmentsControlselectedfastgrowthchannelsofdistributionAggressiveprice-ledsharegainstrategyAcuteDifferentiationStrategySizeofgrowthsegmentsDataValue-addedvoiceapplicationsCostof“acquiring”channelsShort-termprofitgoalsIPOimplicationsOrganisationalchallengeMobileCo-StrategicOptionsMobileCo-OptionEvaluationStrategicPrinciplesThinkToolswereusedtoevaluatetheoptions.GenericOptionsMobileCo-OptionEvaluationStMobileCo-OptionEvaluationTheoutputofThinkToolsshowedthat“differentiation”wastheonlywaytosurvive.DifferentiationDifferentiationShortTermLongTermMobileCo-OptionEvaluationTh

1.Vision2.CompetitiveAdvantage3.TargetCompetitors4.PrincipalBattlefields5.StrategicImperatives6.KeyInitiativesMobileCo-OptionEvaluation1.Vision2.CompetitiveAdva

IntroductionWhatisaStrategy?WhatisagoodStrategy?WhatarethekeyelementsofaStrategy?HowdowedevelopagoodStrategy?KeyTakeawaysFrequentlyAskedQuestionsStrategyDevelopmentToolsIntroductionStrategyDevelop

BusinessDefinitionKeyValueDriversStrategicPrinciplesKeyTakeawaysThereare6keytoolstotakeaway.BusinessDefinitionKeyValueOptionsFullPotential

Strategy38TEMPLATES-ICONbcLONTodayFuture020406080SHVKeyTakeawaysThereare6keytoolstotakeaway.OptionsFullPotentialStrate

IntroductionWhatisaStrategy?WhatisagoodStrategy?WhatarethekeyelementsofaStrategy?HowdowedevelopagoodStrategy?KeyTakeawaysFrequentlyAskedQuestionsStrategyDevelopmentToolsIntroductionStrategyDevelop

FrequentlyAskedQuestionsWhatismyagendawiththeclient?FrequentlyAskedQuestionsWh

FrequentlyAskedQuestions1.PointofDeparture2.Goals3.BusinessDefinition4.KeyValueDrivers5.StrategicPrinciples6.OptionsRecommendation7.OrganisationalImplications8.ImplementationPlanningWithclients,the4keystepsneedtobe“toppedandtailed”bygoalsandimplementation.FrequentlyAskedQuestions1.

FrequentlyAskedQuestionsHowandwhereshouldIusethisframework?FrequentlyAskedQuestionsHo

FrequentlyAskedQuestions1.FormalBUStrategyexerciseideallyinstrategyworkshopswithmajorclients3.Performanceimprovement/do80:20versiontochallengeclients.UseasfoundationforPerformanceImprovement/organizationframeworkdevelopedtodefinefullpotentialofeachB.U.2.CorporateStrategymentalframeworkusedininitialinterviewswithtopmanagement5.ClientDevelopmentframeworkfor1-2weekquickreviews6.PrivateEquityduediligenceacute80:20in2-3dayworkingsessions7.SmallCompanyTurnarounds4.MergersandAcquisitionspointstopriorityacquisitions(whichstage-focus/dominate/redefine?)organizationworkFrequentlyAskedQuestions1.

StanMiranda

LondonBusinessUnitStrategyFrameworkStanMiranda

LondonBusiness

IntroductionWhatisaStrategy?WhatisagoodStrategy?WhatarethekeyelementsofaStrategy?HowdowedevelopagoodStrategy?KeyTakeawaysFrequentlyAskedQuestionsStrategyDevelopmentToolsIntroductionStrategyDevelop

CorporateVersusBusinessUnitStrategyBusinessUnitStrategysetsmarketandproductpriorities,definessourcesofcompetitiveadvantageandallocatesresourcesbehindstrategicimperatives.DefinesfullpotentialtargetsFocusesoncoremarkets,products,customersegments,channelsDefinessourcesofcompetitiveadvantageandcorecompetencesPrioritisesstrategicimperativesDefinespotentialadjacentexpansionopportunitiesCorporateStrategyBusinessUnit

StrategyBusinessUnit

StrategyMarketStrategyProductStrategyChannelStrategyFunctionalAreaStrategyProductStrategyChannelStrategyFunctionalAreaStrategyMarketStrategyCorporateVersusBusinessUn

TheBainToolkitBusinessDefinitionandBusinessUnitStrategyareatthecoreofallresultsdeliveredthroughstrategyatBain.BusinessDefinitionBUStrategyBusinessDefinitionPerformanceImprovementM&AOrgCorporateStrategyJointVenture/AlliancesGrowthPortfolioStrategyCoreCapabilitiesO/headCostReductionParentValueAddedChangeManagementPostMergerIntegrationOrganisationDesignProcessRedesignRoleofCentreShareholderValueAnalysisLBOCommercialReviewsSalesandMarketingVMR’sLoyaltyAcquisitionEvaluationTheBainToolkitBusinessDef

IntroductionWhatisaStrategy?WhatisagoodStrategy?WhatarethekeyelementsofaStrategy?HowdowedevelopagoodStrategy?KeyTakeawaysFrequentlyAskedQuestionsStrategyDevelopmentToolsIntroductionStrategyDevelop

DefinitionofStrategy(FromClients)“AroutefromAtoB.”“Longtermplans,unfetteredby