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CONFIDENTIAL
BU Strategic Plan Basics
Jim Ayala – PHO Melissa Gil – PHO Regina Manzano – PHO Suresh Mustapha – PHO Steve Shaw – HKO Shelly Yeh – PHO Choon-Gin Tan – SIO
Key question
Sub-questions
Issues to be considered*
What industry are you competing in? What are the various segments in the industry?
• Industry definition • Industry segmentation
“BU Strategic Plan Template Book” which provides completeness and consistency of BU strategic plan submissions. These templates are not intended to replace or constrain BU strategic thinking and should be adapted to refontext as required
6. Competitive
7. Externally oriented, customer driven
4. Recognizes importance of cost as competitive tool
3
COMMON ELEMENTS OF REAL-LIFE STRATEGIES
McDONALD’S EXAMPLE
1
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
• 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:
How do you expect Competitor A to react?
How sustainable is your business model? Can it be easily duplicated?
Highly interactive debate driven by fact-based understanding of environment and internal capabilities
changes in industry dynamics and resulting opportunities and risks?
• What are your competitive
strengths and weaknesses?
Strategic definition and implications
+
Internal assessment
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
+
Financial projections
• What are the expected
• "We will offer identical excellent quality across the world"
• Targeting a broad set of the urban population, increasingly offering a
bundled product (i.e., meals) at a low price in major cities around the world
financial returns of your strategy?
Risk/contingen- • What strategic alternatives
cies & strategic have you considered? alternatives
6
INDUSTRY DYNAMICS AND IMPLICATIONS
BU-CEO
5
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
• What are the major
– Successfully screening franchisees and a dedication to intense initial and ongoing training
– Consistent delivery of high-quality 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
• The purpose of this document is to guide new CEOs through the
basic elements of developing a BU-level strategic plan.
• This presentation is complemented by a companion document the
providing them
• Capturing value from competitors, customers, distributors,
suppliers, and producers of substitute products and services
2
RATIONALE FOR PROPOSED DEFINITION
Training materials 8 June 2001
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 organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
Strategy articulation
• What strategy will your BU
pursue over the next 3 years?
+
Strategic initiatives
• What will be the impact of
major strategic initiatives?
DESCRIPTION OF MATERIALS
• This document was developed as a training presentation for the
newly appointed Business Unit CEOs of an Asian Family-owned conglomerate.
– Definition
– Sizing
What are the major changes in industry dynamics and the resulting opportunities and risks?
How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
• Economics of supply
– Producer concentration and diversity – Import competition – Capacity utilization – Entry/exit barriers – Cost structure (fixed and variable)
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
What is the expected competitor conduct? What are the resulting opportunities and risks?
• Economics of demand
– By segment – Substitutes, ability to differentiate – Volatility, cyclicality
Vision
• “We want to be the world’s best quick-service restaurant experience”
Strong business concept
consisting of Where?
How to compete?
Integrated set of actions
2. Forces choices
3. Gives consideration to all elements of the business system
5. Considers tradeoffs between benefit provided to customers and costs they incur
• Capturing value from competitors, 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
4
BU STRATEGY REVIEW INTERACTIONS
How quickly can you shift your business emphasis to capture industry opportunities?
How robust are your contingency plans?
BU Strategic Plan Basics
Jim Ayala – PHO Melissa Gil – PHO Regina Manzano – PHO Suresh Mustapha – PHO Steve Shaw – HKO Shelly Yeh – PHO Choon-Gin Tan – SIO
Key question
Sub-questions
Issues to be considered*
What industry are you competing in? What are the various segments in the industry?
• Industry definition • Industry segmentation
“BU Strategic Plan Template Book” which provides completeness and consistency of BU strategic plan submissions. These templates are not intended to replace or constrain BU strategic thinking and should be adapted to refontext as required
6. Competitive
7. Externally oriented, customer driven
4. Recognizes importance of cost as competitive tool
3
COMMON ELEMENTS OF REAL-LIFE STRATEGIES
McDONALD’S EXAMPLE
1
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
• 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:
How do you expect Competitor A to react?
How sustainable is your business model? Can it be easily duplicated?
Highly interactive debate driven by fact-based understanding of environment and internal capabilities
changes in industry dynamics and resulting opportunities and risks?
• What are your competitive
strengths and weaknesses?
Strategic definition and implications
+
Internal assessment
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
+
Financial projections
• What are the expected
• "We will offer identical excellent quality across the world"
• Targeting a broad set of the urban population, increasingly offering a
bundled product (i.e., meals) at a low price in major cities around the world
financial returns of your strategy?
Risk/contingen- • What strategic alternatives
cies & strategic have you considered? alternatives
6
INDUSTRY DYNAMICS AND IMPLICATIONS
BU-CEO
5
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
• What are the major
– Successfully screening franchisees and a dedication to intense initial and ongoing training
– Consistent delivery of high-quality 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
• The purpose of this document is to guide new CEOs through the
basic elements of developing a BU-level strategic plan.
• This presentation is complemented by a companion document the
providing them
• Capturing value from competitors, customers, distributors,
suppliers, and producers of substitute products and services
2
RATIONALE FOR PROPOSED DEFINITION
Training materials 8 June 2001
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 organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
Strategy articulation
• What strategy will your BU
pursue over the next 3 years?
+
Strategic initiatives
• What will be the impact of
major strategic initiatives?
DESCRIPTION OF MATERIALS
• This document was developed as a training presentation for the
newly appointed Business Unit CEOs of an Asian Family-owned conglomerate.
– Definition
– Sizing
What are the major changes in industry dynamics and the resulting opportunities and risks?
How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
• Economics of supply
– Producer concentration and diversity – Import competition – Capacity utilization – Entry/exit barriers – Cost structure (fixed and variable)
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
What is the expected competitor conduct? What are the resulting opportunities and risks?
• Economics of demand
– By segment – Substitutes, ability to differentiate – Volatility, cyclicality
Vision
• “We want to be the world’s best quick-service restaurant experience”
Strong business concept
consisting of Where?
How to compete?
Integrated set of actions
2. Forces choices
3. Gives consideration to all elements of the business system
5. Considers tradeoffs between benefit provided to customers and costs they incur
• Capturing value from competitors, 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
4
BU STRATEGY REVIEW INTERACTIONS
How quickly can you shift your business emphasis to capture industry opportunities?
How robust are your contingency plans?