【正文】 9 5NOT EXHAUSTIVE 28 ? INTANGIBLE ASSET CHECKLIST ? ? Intangible assets Ways to extract nearterm value ? ? ? ? ? ? Talent ? Highly motivated and petent workforce leveraging specific skill sets to – Generate growth – Improve/increase pany intangibles ? ? ? ? ? Intellectual property ? Patents generating licensing fees ? Understanding of customer behavior ? Risk management ? Software ? Network ? Interconnected webs of parties ? Nonexclusive ? Additional member lowers costs, increases benefits ? Brand/image ? Inherent image or brand built upon excellent service and product offerings ? Lower search costs for customers ? ? ? ? ? 29 ? ?Technology for products ?Networking software INTANGIBLE ASSET ASSESSMENT APPLIED TO LEXMARK Intangible assets Ways to extract nearterm value ?Customize to suit industry segments currently not served ?Develop related products that may use working software inhouse or via partnership ?Sales force engineers ?Develop the best product to suit identified customer needs Talent ?Relationship with suppliers ?Good working relationship allows better capture of production efficiencies that improve product cycle time and cost efficiency Network Intellectual property NOT EXHAUSTIVE 30 ? STRATEGY ARTICULATION ? Where are you going to pete along these dimensions and why: – Target market – Distribution channels – Product (breadth and depth) – Geographic scope ? Target customer definition ? Benefits that you will offer the customers ? Product pricing ? Position against petition vis224。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 569707139。9 51214131105101539。9 501 , 0 0 02 , 0 0 03 , 0 0 04 , 0 0 039。9 505001 , 0 0 01 , 5 0 039。9 5010020030040039。 Revenue USD M Operating margin Percent x (1 tax rate) Percent x Market share Percent Industry sales USD M x 2934302701020304039。9 7 39。9 8 39。9 9 39。0 0020406039。9 6 39。9 7 39。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 8 39。9 9 39。0 012141639。9 6 39。9 7 39。9 8 39。9 9 39。 Revenue PhP million Operating margin Percent x (1 tax rate) Percent x Market share Percent Industry sales PhP million x 0102039。 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? Integrated set of actions ? Developed high quality standards and excellent operational procedures ? Focus on developing critical mass of stores and establishing market dominance ? McDonald’s experienced phenomenal success in globalization due to: – Successfully screening franchisees and a dedication to intense initial and ongoing training – Consistent delivery of highquality food and service around the world – Huge economies of scale and powerful supplier leverage –Capitalized on “American” appeal of McDonald’s – Success in tailoring assortment mix to meet local needs ? “We want to be the world’s best quickservice restaurant experience” ? We will offer identical excellent quality across the world ? Targeting a broad set of the urban population, increasingly offering a bundled product (., meals) at a low price in major cities around the world McDONALD’S EXAMPLE 5 ? BU STRATEGY REVIEW INTERACTIONS Highly interactive debate driven by factbased understanding of environment and internal capabilities How do you expect Competitor A to react? How sustai