【正文】 i cH un ga r yS i ng a po r eU ni t e d K i ng do mFra nc eU S A0 0 . 5 1 1 . 5 2 2 . 5U S AU ni t e d K i ng do mFra nc eP ol a ndS i ng a po r eS ou t h A f r i c aR us s i aC hi naC z e c h R e pu bl i cH un ga r yTelephone Lines 1998 Number of main lines in use per 1000 inhabitants Investment in Telemunications 19951997 Average percentage of GDP % % Source: IMD World Factbook 1999 … and many developing markets are in catch up mode 25 Technical Development Wireless Telems ? Next generation working technologies are providing opportunities for developing markets to leapfrog the developed world. ? World Bank now sees investment in telems infrastructure as a key enabler of economic growth ? With the use of technologies like VSAT, African countries are getting wired ? In the medium term webbased ERP could bee a practical option 26 ? Globalisation ? Growth through Acquisition ? Customer Trends ? EBusiness ? Competitive environment PLUS ? Technology development leading to … ? Longterm Shareholder Value Buyers Suppliers Competitors Substitutes New Entrants You You have identified 7 key areas where IT can address the “value gap” in XXXXXXXXX 27 Target Setting Resource Allocation Strategic Options Strategy Evaluation Strategy Operations Execution Forecasting Management Control Monitoring Valuebased Performance Management can be used to operationalise Strategic Priorities 28 Current IT environment IT Budgeting/ Spend Central/Eastern Europe Hungary Poland Romania Slovakia Russia Pilsner Urquell Canary Islands Africa Beer Division ABI Southern Sun Group Central Management XXXXXXXXXI Africa Asia 2,148 2,651 898 316 576 1,095 2,810 35,333 2,500 2,033 357 77 240 60 16 18 219 120 1,609 400 250 % % % % % % % % % % IT spend $?000s Sales $M IT % sales China Total Industry benchmark 51,520 210 3,219 % % 29 Cut costs Increase throughput ? Shorter time to market ? Premium pricing ? Superior quality ? 2540% return ? Higher ROA ? Low risk Increased control Better information Better integration Improved quality Increased sales New business Innovative services Market positioning Competitive advantage Competitive necessity ? 50% fail ? Some spectacular successes ? 23 year lag ? Premium pricing ? Higher revenue employee Business integration Business flexibility Reduced marginal cost of BU?s IT Reduced IT costs Standardization ?More growth ? Higher ?Less ROA ? Higher INFORMATIONAL STRATEGIC INFRASTRUCTURE TRANSACTIONAL 169。 IT Strategy Finance Directors 2 Introduction ? Why do we need a Group IT Strategy ? ? What will a Group IT Strategy deliver ? ? How will we develop it ? ? How much will it cost ? ? What value will we get from it ? ? What happens next ? 3 Pre1960 Back Office/ Cost Control Front Office/ Value Creation “ DP” “ IS/IT” “ IT/IM” ? 1999 Mission Criticality Punch card puting (Finance/HR) Mainframe midrange puting (Manufacturing/Supply) Client/server puting (Service) Inter/work puting (Consumer) Ubiquitous puting (Home) IT is now at the heart of the CEO’s agenda ? Year 2023 wakeup call ? Large scale puting is now mission critical ? Pervasive IT now gnawing at the heart of the executive agenda 4 1997 A gap existed in Business/IT alignment before Y2K ? Business/IT alignment the CIO?s highest priority ? Business and IT didn?t often connect ? Business frustration with IT Requirements/Delivery 5 ? IT focus finances deflected to pliance ? ?Makedoandmend? delivers zero business value ? Increasing gap between IT and business alignment 1997 Y2K Requirements/Delivery 2023 Y2K has made the gap wider 6 ? IT focus finances deflected to pliance ? Makedoandmend delivers zero business value ? Increasing gap between IT and business alignment ? How to ensure that IT is delivering business value The challenge looking forward 1997 Requirements/Delivery 2023 2023 Convergence? or Business as usual? 7 Implications for South African Breweries Listed on LSE XXXXXXXXX is on a journey from national brewer to major global player ... …the challenge is in defining the route Top 5 Brewery 1993 Dreher 1994 China 1996 Ursus 1999 Pilsner Urquell 1999 Listed LSE Integrated Global Beverage Business 8 ? Globalisation ? Growth through Acquisition ? Customer Trends ? EBusiness ? Competitive environment PLUS ? Technology development leading to … ? Longterm Shareholder Value Buyers Suppliers Competitors Substitutes New Entrants You There are 7 key areas where IT can address the “value gap” in XXXXXXXXX 9 Efficiency ? Speed of delivery to global customers (35%) Competition ? Response to petitors global initiatives (34%) Customers ? Meeting demands of foreign customers (46%) ? Supporting current customer?s international operations (34%) Labour Markets ? Access to skilled labour (22%) ? Access to lower cost labour (8%) Regulations ? Avoiding domestic regulations (17%) Drivers of Globalisation Of the many reasons for globalisation: customers, petitors efficiency are likely to be highest on XXXXXXXXX?s agenda 10 The positive impact of globalization on stock price: Food Manufacturers 100 150 200 250 1991 1992 1993 1994 1995 1996 1997 Stock Price Index Indices of the 8 most global and 8 least global: Food Manufactures industry Least Global Most global FT/SP World In some i