【正文】 ch targets and values Inspiring aspiration ‘You really need to articulate a vision and will it to happen. Our people get intoxicated with a vision. That vision is charged by something that is dreamdriven and gives the anisation direction for the future.’ ‘One key objective—to be the world’s premier packaging pany.’ ‘Be the world’s premier entertainment pany.’ ‘To better humanity as the world’s leading health care pany.’ ‘I want to build a business that can grow forever.’ Build growth engines Commit to growth Cultivate entre preneurship Build growth engines Opportunity pipeline Platform of capabilities Expansive mindset Embrace an expansive mindset ?Recognise and utilise 7 degrees of strategic freedom ?Break constraining mindsets ?Broaden traditional market definitions – Industry boundaries – Geographic boundaries – Business system boundaries Commit to growth Cultivate entre preneurship Expansive mindset Opportunity pipeline Build growth engines ?Fan anisational passion Platform of capabilities Moves into new petitive arenas Existing petitive arena vs Expansion into new geographies Existing geography vs Improvement of industry structure Existing industry structure vs Innovation in value delivery system Existing value delivery system vs Innovation in products and services Existing products and services vs New customers Existing customers vs Seven degrees of strategic freedom Current business Gillette’s seven degrees of strategic freedom ? Drove consolidation of stationery industry with acquisitions of Papermate, Waterman, and Parker ? Acquired Wilkinson Sword outside US and EC in 1991 ? Use of dual sales channels with OralB and Braun both selling electric dental care system ? Sale of Waterman pens through Parker’s corporate gift channels ? Successfully migrated consumers to newer, higher margin shaving products ? Leveraged Gillette brand in adjacent products ? Toiletries, stationery, small electrical appliances, oral care, and now batteries ? 70% of sales and profits generated outside US ? Dominant and profitable positions in most emerging markets ? Built female customer base with Sensor technology Moves into new petitive arenas Existing petitive arena vs Expansion into new geographies Existing geography vs Improvement of industry structure Existing industry structure vs Innovation in value delivery system Existing value delivery system vs Innovation in products and services Existing products and services vs New customers Existing customers vs Current business ? Massive brand and volume building through advertising and promotion Broaden traditional market definitions 5% of the personal use/personal care consumer products market 20% of men’s grooming products market 60% of the blade and razor market Blades and razors ? Blades and razors ? Shaving cream ? Deodorant/ antiperspirant ? Aftershave ?Men’s grooming products ?Women’s shaving and grooming products ? Shampoo/haircare ? Oral care CCA’s expansive mindset with focused product offering From… Nonbeverage sales decreased from $ billion to 0 Poultry sold 1989 Beverages Packaging sold 1990 Printing sold 1990 Tobacco sold 1989 Diversified Australian conglomerate in 1985 Snack foods sold 1992 …To Beverage sales increased from $ billion to $ billion Specialist global beverage leader in 1996 16 countries 368 million consumers Indonesia PNG Europe Fiji Australia Fill the opportunity pipeline ?Resource processes to fill the opportunity pipeline ?Design petitively defensible business concepts Commit to growth Cultivate entre preneurship Platform of capabilities Expansive mindset Opportunity pipeline Build growth engines Capital One’s ‘Golden Gate’ process Growth opportunities (GO) group Idea generation Initial evaluation ?Led by VP of new business development ?35 fulltime analysts ?Identifies growth opportunities ?‘Golden gate’ group analyses other industries for opportunities ?Employees encouraged to pursue opportunities ?‘GO’ group analyses ideas ?Each screened idea allowed a 4week ‘sniff’ by team of 2/3 analysts ?Best ideas set up as pilot businesses and assigned a ‘C