【正文】 e? ? Quality of the product line? ? Product bundles or a series of unrelated products? 32 ? WHERE TO COMPETE? LEXMARK EXAMPLE ?Staged expansion: national, then international ?Fortune 1000 panies in banking, insurance, retail/pharmacy industries for laser printers –Have unique work printing needs –Large printer users –Value (not price) oriented segments ?Consumer mass market for inkjet printers ?Used broadest range of channels for customer freedom –Traditional retail channels (., dealer work, valueadded resellers, about 5,000 retail outlets) –Own account marketing teams to sell direct to customers ?Laser printers ?Color inkjet printers ?Associated consumable supplies ?MarkVision plete printer management system Customers Channels Products Geographic markets 33 ? VALUE PROPOSITION 34 ? “We will serve the fastgrowing segments of the work printer market with high quality, technologicallyadvanced products targeted to customer needs at a moderately higher price than undifferentiated laser printers”. LEXMARK39。9 2 39。9 2 39。9 6 39。0 005001 , 0 0 01 , 5 0 039。9 9 39。9 8 39。 incentives 5. Industry petitors FORCES AT WORK FRAMEWORK 11 ? Opportunities/Threats ? How are demand and supply expected to evolve? ? How do you expect the industry chain economics to evolve? ? What are the potential major industry discontinuities? ? What petitor actions do you expect? YOUR BU SWOT ANALYSIS CONVERT OPPORTUNITIES BUILD ON STRENGTHS NEUTRALIZE THREATS ADDRESS WEAKNESSES Strengths/ Weaknesses ?What are your BU’s assets/petencies that solidify your petitive position? ?What are your BU’s assets/petencies that weaken your petitive position? Can be used as a thought starter for petitive analysis and internal assessment Surfaces potential opportunities/threats arising from factors external to the BU 12 ? SCP APPLIED TO LEXMARK ? Rapidly changing technology, ., birth of portable, handheld, wireless puters ?Rapidly changing customer preferences ?Possibility of a paperless society given increasing environmental concern and rise of the inter Economics of demand ?Inkjet printers replacing laser in nonwork environment ?High price sensitivity。9 8 39。9 9 39。0 0ILLUSTRATIVE 26 ? TREND ANALYSIS – CASH The cash flow tree can be disaggregated to show the other relevant KPIs of a BU Cash flow generated PhP million Operating cash flow PhP million Investing cash flow PhP million + Net ine PhP million Noncash expenses PhP million + Change in working capital PhP million + 020406039。9 6 39。9 7 39。9 501 , 0 0 02 , 0 0 03 , 0 0 04 , 0 0 039。9 501 0 , 0 0 02 0 , 0 0 03 0 , 0 0 04 0 , 0 0 05 0 , 0 0 039。9 51298 1005101539。9 505001 , 0 0 01 , 5 0 039。9 8 39。9 7 39。9 6 39。0 012141639。9 9 39。9 6 39。9 7 39。9 8 39。9 9 39。0 0Financing cash flow PhP million + 020406039。9 2 39。9 2 39。9 4 39。9 4 39。0 0NOT EXHAUSTIVE 27 ? TREND ANALYSIS APPLIED TO LEXMARK ROCE Percent Operating ine x (1 tax rate) USD M Capital employed USD M 247。9 9 39。9 8 39。9 7 39。9 6 39。CONFIDENTIAL BU Strategic Plan Basics Training materials This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client anization without prior written approval from McKinsey Company. This material was used by McKinsey Company during an oral presentation。0 0020040060039。9 6 39。9 7 39。9 8 39。9 9 39。9 3 39。9 3 39。9 3 39。9 3 39。9 6 39。0 03132333439。9 9 39。9 8 39。9 7 39。9 8 39。9 9 39。0 005 , 0 0 01 0 , 0 0 01 5 , 0 0 039。9 6 39。9 7 39。9 4 39。9 4 39。 2 39。9 2 39。9 8 39。9 7 39。9 6 39。0 03132333439。9 9 39。 it is not a plete record of the discussion. Jim Ayala – PHO Melissa Gil – PHO Regina Manzano – PHO Suresh Mustapha – PHO Steve Shaw – HKO Shelly Yeh – PHO ChoonGin Tan – SIO ? DESCRIPTION OF MATERIALS ? This document was developed as a training presentation for the newly appointed Business Unit CEOs of an Asian Familyowned conglomerate. ? The purpose of this document is to guide new CEOs through the basic elements of developing a BUlevel strategic plan. ? This presentation is plemented by a panion document the “BU Strategic Plan Template Book” which provides pleteness and consistency of BU strategic plan submissions. These templates are not intended to replace or constrain BU strategic thinking and should be adapted to reflect a particular BU’s sectoral context as required 2 ? WHAT 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 the cost of providing them ?Capturing value from petitors, customers, distributors, suppliers, and producers of substitute products and services 3 ? RATIONALE FOR PROPOSED DEFINITION A strong business concept that drives an integrated set of actions that creates value by: ?Creating products/services whose value exceeds the cost of providing them ?Capturing value from petitors, customers, distributors, suppliers, and producers of substitute products and services 1. Recognize dual role of creating and capturing value in all elements of business system 2. Forces choices 6. Competitive 7. Externally oriented, customer driven 4. Recognizes importance of cost as petitive tool 5. Considers tradeoffs between benefit provided to customers and costs they incur 3. Gives consideration to all elements of the business system 4 ? COMMON ELEMENTS OF REALLIFE STRATEGIES Vision Where? Strong business concept consisting of How to pete? Integ