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7、琀猀挀欀漀栀夀栀砀漀伀昀倀伀渀堀倀瀀戀樀圀最夀氀琀氀圀嘀栀倀攀吀伀焀甀匀攀挀琀椀漀渀倀栀愀猀攀甀猀椀渀攀猀猀渀愀氀礀猀椀猀吀漀漀氀猀伀一一吀唀匀一匀匀一夀匀匀刀倀伀刀吀唀一吀伀$CONFIDENTIALSection 3 - Strategic Planning Process STRATEGIC DEVELOPMENT WORKSHOP 1 CONFIDENTIALSection 3 - Strategic Planning Process Objectives of the workshop To understand Strategic Management To agree a Vis
8、ion for the enterprise To agree a set of Strategic Objectives To develop an Action Plan 2 CONFIDENTIALSection 3 - Strategic Planning Process Your role in the workshop is to Participate Listen Work in a team Be energetic Learn Question Be imaginative Become committed! 3 CONFIDENTIALSection 3 - Strate
9、gic Planning Process What is strategy? Strategy is the on-going process of creating a unique and valuable position for the enterprise choosing to perform activities differently, or to perform different activities, from rivals. Constant improvement in operational effectiveness is necessary to achieve
10、 superior profitability. However, it is not usually sufficient to achieve survival . 4 CONFIDENTIALSection 3 - Strategic Planning Process Responsibilities of management Operational management Meeting operational targets (e.g this months sales) Improving operational performance (e.g establish simple
11、inventory control and reorder systems) Strategic management Addressing the challenges facing the Enterprise which have significant long term implications. 5 CONFIDENTIALSection 3 - Strategic Planning Process What are the challenges facing your enterprise? ? ? ? 6 CONFIDENTIALSection 3 - Strategic Pl
12、anning Process Group members Group 1. names Group 2. names Group 3. names 7 CONFIDENTIALSection 3 - Strategic Planning Process Strategic management process VisionVision Strategic Objectives Performance Measures & Targets Actions Plans ACTION! ACTION! ACTION! ACTION! Monitor ? ? ? ? 8 CONFIDENTIALSec
13、tion 3 - Strategic Planning Process Roles in strategic management Level of management Owners. CEO/Managing Director. Top Managers. Junior Managers Planning Committee Role Approve Vision and key targets. Orchestrates process. Decides on conflict and options. Planning/monitoring in his area. Contribut
14、e to planning. Implementing detailed Action Plans Coordination of activities. Analysis. Documentation. Corporate monitoring. 9 CONFIDENTIALSection 3 - Strategic Planning Process Strategic management is continuous Allocating resources & implementing Action Plans Formulating / revising the strategy Li
15、nking business activities to strategy & setting targets Strategic feedback and learning COMMUNICATE COMMUNICATE 10 CONFIDENTIALSection 3 - Strategic Planning Process Strategic management enables you to. Agree what the enterprise is trying to achieve Agree how the enterprise should get there Align al
16、l activities in one direction Allocate people & financial resources rationally Check progress against target and objectives Adapt the companys plans and strategy to changing circumstances Tell a consistent and credible story. 11 CONFIDENTIALSection 3 - Strategic Planning Process Strategic planning t
17、ools Vision Strategic Objectives Performance Measures & Targets Actions Plans Enterprise Market External Analysis SMART Identify Prioritise 12 CONFIDENTIALSection 3 - Strategic Planning Process Environmental Analysing the current situation EXTERNAL ENTERPRISE Strengths and weaknesses MARKETS Market
18、position Market dynamics Key selling factors Political Economic Legal Social Technological 13 CONFIDENTIALSection 3 - Strategic Planning Process Some initials thoughts Include some thoughts on the strengths and weaknesses that affect different parts of company 14 CONFIDENTIALSection 3 - Strategic Pl
19、anning Process Who are your main competitors? We need to prepare a blank chart to be completed with columns - Market segment (if necessary hopefully not) - Name - Rank 15 CONFIDENTIALSection 3 - Strategic Planning Process What are the enterprises strengths & weaknesses? Relative to your competitors.
20、 Which of your products are the most / least profitable? Which of your customers are most/ least satisfied? Which of your customers groups/ distribution channels are most / least profitable? Which of your businesses processes are most / least effective? 16 CONFIDENTIALSection 3 - Strategic Planning
21、Process Benchmarking your products Quality Price Reputation Design Other Market leader Average Weak Co. A Co. C Co. B Co. A Co. B Co. C 17 CONFIDENTIALSection 3 - Strategic Planning Process Benchmarking your processes Sales Supplies Manufac- R&D People turing Market leader Average Weak Co. A Co. C C
22、o. B Co. A Co. B Co. C 18 CONFIDENTIALSection 3 - Strategic Planning Process Customer satisfaction and profitability What matters most to our customers? Existing Chinese customers? Future domestic and export markets? What is most important for profitability? 19 CONFIDENTIALSection 3 - Strategic Plan
23、ning Process Horses, hens, stars and queries Current Competitive Position WEAKSTRONG FAST GROWTH Market growth SLOW GROWTH Queries Old Horses Stars Hens 20 CONFIDENTIALSection 3 - Strategic Planning Process Your product portfolio Current Competitive Position WEAKSTRONG FAST GROWTH Market growth SLOW
24、 GROWTH 21 CONFIDENTIALSection 3 - Strategic Planning Process Turning strengths into competitive advantage Where should you focus? Which areas need to be improved? 22 CONFIDENTIALSection 3 - Strategic Planning Process Analysis of external factors Vision Strategic Objectives Performance Measures & Ta
25、rgets Actions Plans Enterprise Market External Analysis SMART Identify Prioritise 23 CONFIDENTIALSection 3 - Strategic Planning Process External factors Political Legal Economic Social Technological Environmental How are these factors changing your enterprise and your industry? 24 CONFIDENTIALSectio
26、n 3 - Strategic Planning Process Impact of Chinas WTO membership Greater export opportunities Possible restrictions on export policies Greater competition from imports Liberalisation of distribution, finance, and insurance Fewer joint venture opportunities 25 CONFIDENTIALSection 3 - Strategic Planni
27、ng Process Analysis of the market(s) Vision Strategic Objectives Performance Measures & Targets Actions Plans Enterprise Market External Analysis SMART Identify Prioritise 26 CONFIDENTIALSection 3 - Strategic Planning Process Major trends in your markets In the global market ? In the Chinese market ? 27 CONFIDENTIALSection 3 - Strategic Planning Process The importance of differentiation “A company can often grow faster and far more profitably by better penetrating needs and varieties where it is distinctive than by fighting it out in potentially higher growth arenas in which
