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1、CONFIDENTIALBUStrategicPlanBasicsTrainingmaterials8June2001Thisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companydurin
2、ganoralpresentation;itisnotacompleterecordofthediscussion.JimAyala–PHOMelissaGil–PHOReginaManzano–PHOSureshMustapha–PHOSteveShaw–HKOShellyYeh–PHOChoon-GinTan–SIODESCRIPTIONOFMATERIALSThisdocumentwasdevelopedasatrainingpresentationforthenewlyappointedBusinessUnitCEOsofanAsianFamily-
3、ownedconglomerate.ThepurposeofthisdocumentistoguidenewCEOsthroughthebasicelementsofdevelopingaBU-levelstrategicplan.Thispresentationiscomplementedbyacompaniondocumentthe“BUStrategicPlanTemplateBook”whichprovidescompletenessandconsistencyofBUstrategicplansubmissions.Thesetemplatesar
4、enotintendedtoreplaceorconstrainBUstrategicthinkingandshouldbeadaptedtoreflectaparticularBU’ssectoralcontextasrequired1WHATISABUSTRATEGY?Astrongbusinessconceptthatdrivesanintegratedsetofactionsthatcreatesvalueby:Creatingproducts/serviceswhosevalueexceedsthecostofprovidingthemCaptur
5、ingvaluefromcompetitors,customers,distributors,suppliers,andproducersofsubstituteproductsandservices2RATIONALEFORPROPOSEDDEFINITIONAstrongbusinessconceptthatdrivesanintegratedsetofactionsthatcreatesvalueby:Creatingproducts/serviceswhosevalueexceedsthecostofprovidingthemCapturingval
6、uefromcompetitors,customers,distributors,suppliers,andproducersofsubstituteproductsandservices1.Recognizedualroleofcreatingandcapturingvalueinallelementsofbusinesssystem2.Forceschoices6.Competitive7.Externallyoriented,customerdriven4.Recognizesimportanceofcostascompetitivetool5.Con
7、siderstradeoffsbetweenbenefitprovidedtocustomersandcoststheyincur3.Givesconsiderationtoallelementsof thebusinesssystem3COMMONELEMENTSOFREAL-LIFESTRATEGIESVisionWhere?Strongbusiness concept consistingofHowto compete?Integrated setofactionsDevelopedhighqualitystandardsandexcellentope
8、rationalproceduresFocusond
