Mais conteúdo relacionado Semelhante a Strategy development (20) Mais de Chris Skinner (20) Strategy development4. O C O E
L O C C
I N I H
T O E N
I M T O
C I Y L
A C O
L G
Y
© Chris Skinner. All rights reserved.
5. POLITICAL FORCES FOR CHANGE
• What are the industry rules, regulations and governmental
controls that affect what you can an cannot do?
• How does our country and government's policies affect our
ability to trade domestically, regionally, globally?
• How might governmental policy change in the future?
…
• Can we build scenarios of the extremes?
© Chris Skinner. All rights reserved.
6. ECONOMIC FORCES FOR CHANGE
• Where are the growth markets for our products and services?
Are we positioned well to serve these markets?
• Where are the contracting or weak markets for our products
and services? Are we too strategically positioned in these
markets?
• How do we leverage for demand and control supply?
• What economic forces will potentially disrupt our value or
supply chains?
…
• Can we build scenarios of the extremes?
© Chris Skinner. All rights reserved.
7. SOCIAL FORCES FOR CHANGE
• How are our customers changing?
• Is our services or product viewed as a force for good oin
society?
• Will people still want our product in five years from now and
who will these people be?
…
• Can we model the extremes?
© Chris Skinner. All rights reserved.
8. TECHNOLOGICAL FORCES FOR CHANGE
• Are technologies going to assist our growth or decimate our
business?
• Can we leverage these technologies in our value and supply
chains?
• Can we find new technologies to innovate our offers or
enhance our services?
…
• Can we model the extremes?
© Chris Skinner. All rights reserved.
9. Define the Business Issues …
… then work on the Strategy
Economic
Another Asia Crisis?
Social Industry image Political
New Generation of wireless kids Greenspan policy EC
Extended family unit over time Impact of EMU - $, ¥, € Next US President
Longevity Reducing Margins Pensions exposure
Gene therapy Geographic Border Breakdown Regulatory Changes
Customer Sophistication
Direction
Taking into account
Culture (from sales culture to dealing with acquisitions)
Organization (centralization vs. decentralization)
Growth strategies
Sales and Channel management
New Products
Competition Technological
Foreign Players Integration of alternative delivery systems
New Entrants eBusiness/eCommerce
New Brands/Branding Technology Advances
Industry Consolidation Wireless Finance
Time to Market TV and Internet integration
© Chris Skinner. All rights reserved.
11. FINANCIAL STRATEGIC PLAN
Aim = maximise the return on investment for Stakeholders
MISSION
– Defines the journey; destination and time frame, e.g. to be No. 1 in 3 years
STAKEHOLDERS
– For whom in business to serve, eg. Shareholders, Customers, Employees,
Suppliers, Local Community
GOALS & OBJECTIVES
– Major milestones for achieving the Mission, eg. 30% sales via new channel in
1 year
CRITICAL SUCCESS FACTORS
– What has to happen to achieve Objectives, eg. faster to market by 50%
Measured by: FINANCIAL RESULTS
– Delivery of Financial Performance, eg. Expenses, Profit & Loss Account,
Balance Sheet
© Chris Skinner. All rights reserved.
13. MONEY
DESTINATION
Create the Educational
Theme Park by the year
2000
STAKEHOLDERS
The University, Student Customers,
Commercial Customers, Staff, Suppliers
GOALS & OBJECTIVES
- Outperforming every other University
Hospitality in the UK
- Being Commercially Viable and Successful
- Leader of a Quality Environment
- Providing a Great Quality of Life for Students
CRITICAL SUCCESS FACTORS
Contribute 17% minimum towards University’s overall income
Grow KUH’s business by 20% year on year
Gain economies of scale
Measured by: FINANCIAL RESULTS
Bottom-line performance: costs, income, profitability
Benchmarks against the Hotel Industry and other Universities
ISO9002
Managing © Chris Skinner. All forreserved.
Monies rights Stakeholders
14. CUSTOMER STRATEGIC PLAN
Aim = optimising customer retention
RAISON D'ÊTRE
– Nature of and reason for business, eg. Richard Branson -“We fly People, not
Planes”
IDENTITY
– A unique and compelling reason to want do business with you, eg.
Convenience, Corporate & Brand Imag
ORGANISATION
– How to organise to Implement the above , eg. Process Owners, Budgets,
Resources, Structure
CAPABILITIES
– Products, skills, technologies, that can be learnt or introduced and are
required to deliver the Identity through that Organisation, eg. Teleservicing
Training, Technical Knowledge, Programming,
Measured by: CLIMATE
– Strengths, Weaknesses, Opportunities and Threats, eg. Competition,
Government, Press, European market, etc.
© Chris Skinner. All rights reserved.
15. CUSTOMERS
RAISON
D'ÊTRE
Providing our
customers with
“A Lifetime Gain”
IDENTITY
Quality of educational experience/
Quality of life experience/ Safe and
secure/ The sixth most popular campus
in the country/ A cashless society
CAPABILITIES
An Educational Theme Park/ Practical skills/
Facilities for the regular student and the corporate
visitor/ A year round Conference Park facility/
Attractive, village atmosphere in an inviting
environment/ The opportunity to meet at a University
in Quality surroundings/ An Educational Village
providing a range of facilities for a mixed community/
Our raw material is beauty of surroundings and
environment - the rural location/ Create a self-
selecting approach that caters for all markets/ The
biggest campus in the UK
ORGANISATION
Measured by: BUSINESS CLIMATE (SWOT)
Exceeding Customer Expectations
© Chris Skinner. All rights reserved.
16. PEOPLE STRATEGIC PLAN
Aim = motivating people to release their full potential)
VISION
– A lasting picture inspiring hearts and minds
CHARACTER (Value Gap Analysis)
– Philosophies, Values and Beliefs required to support the Vision, eg. Trust is Vital
(philosophy), We Trust our Staff (value), Our Staff are Trustworthy (belief)
COMPETENCIES
– The innate qualities required in people to fulfill the Character, eg. Leadership,
Intuition, Initiative, Creativity, Empathy
RECOGNITION AND REWARD
– To support and nurture the Competencies - What gets measured and rewarded
first gets done first, eg. Quality not Quantity
Measured by: INDIVIDUAL BEHAVIOURS
– The culture that determines how people act and react eg. We are never too busy
for our Customers
© Chris Skinner. All rights reserved.
17. PEOPLE
INSPIRATION
I am
Extraordinary
CHARACTER
Focus upon The Customer/Move from
institutional to empowered/Ensure right
people are in the right job/Be involved
and participate/Manage through inner
strength/Look for the positives/You
make the difference/Interact, talk,
communicate/ Say what you feel/There
is no rule book/Have fun/Be a friend
first
COMPETENCIES
Communicate/Seek opportunity/Common sense
Leadership/Creativity/Enterprise/Vision/Initiative/Dynamism
RECOGNITION AND REWARD
Reward by Profit Sharing
Recognise the TEAM EFFORT and the INDIVIDUAL EFFORT
Measured by: INDIVIDUAL BEHAVIOURS
Performance measurement
ISO9002
Investors in people
Motivating People
© Chris Skinner. All rights reserved.
18. MONEY
DESTINATION
Create the Educational
Theme Park by the
year 2000
STAKEHOLDERS
The University, Student Customers,
Commercial Customers, Staff, Suppliers
GOALS & OBJECTIVES
- Outperforming every other University
Hospitality in the UK
- Being Commercially Viable and Successful
- Leader of a Quality Environment
- Providing a Great Quality of Life for Students
CRITICAL SUCCESS FACTORS
Contribute 17% minimum towards University’s overall income
Grow KUH’s business by 20% year on year
Gain economies of scale
Measured by: FINANCIAL RESULTS
Bottom-line performance: costs, income, profitability
Benchmarks against the Hotel Industry and other Universities
ISO9002
Managing Monies for Stakeholders
© Chris Skinner. All rights reserved.
19. Define the Strategy
Direction
Money Customer People
(ROI) (Channels) (Employees)
Balanced Scorecard Critical Success factors
Key Performance Indicators
© Chris Skinner. All rights reserved.
20. Direction
Maximise shareholder value by following these
strategic themes:
leader in chosen markets
first choice for our customers
driving down day-to-day operational costs
Money Customers People
(Employees)
Lowest unit cost retail Continuously improving Well-managed, strongly
distribution and branch quality customer service motivated people. Create
service delivery comparable with the best highly- productive, customer-
retailers. Enhance lasting needs-focused, fully-
customer relationships compliant, salesforce
through effective
segmentation.
Critical Success factors & Key Performance Indicators
cost-income ratio customer satisfaction index staff viewpoint measure
groupwide CARE index for all
operational standards index complaint monitoring leadership index
activity migration index (measure of sahre of wallet (average empathy index at all levels
product holdings)
moving customer activity to appropriate customer attrition staff turnover
means) ...
...
…
© Chris Skinner. All rights reserved.
22. Commu- -nicating
© Chris Skinner. All rights reserved.
23. “Send reinforcements, we are going to advance”
“Send three and four pence, we are going to a dance”
© Chris Skinner. All rights reserved.
24. The Blunt Razor
“The ABC Mach 3 solution provides an
innovation in sharing through the addition of a
highly robust, tungsten steel third blade. This
three blades systems is integrated with the
latest technology to enable the user to bring to
bear the utensil in such a way as to allow
fewer strokes to achieve a close shave. The
result of the three blades, fixed head
integration is truly innovating in that the
reduction of strokes to the face ensures the
user has less irritation when applying this
technology.”
© Chris Skinner. All rights reserved.
25. The Blunt Razor
“The ABC Mach 3 solution provides an
innovation in sharing through the addition of a
highly robust, tungsten steel third blade. This
three blades systems is integrated with the
latest technology to enable the user to bring to
bear the utensil in such a way as to allow
fewer strokes to achieve a close shave. The
result of the three blades, fixed head
integration is truly innovating in that the
reduction of strokes to the face ensures the
user has less irritation when applying this
technology.”
© Chris Skinner. All rights reserved.
27. Why is this so difficult
BLAISE PASCAL 1623-1662 ,
(1657), xvi
“I didn’t have time to write a
short letter, so I wrote a long
one instead.”
Mark Twain
© Chris Skinner. All rights reserved.
29. Credibility Statements
Credibility Statements are statements that position corporate strength.
They provide key information about the organisation, its size and breadth,
the range of customers, the value of revenues, the excellence of its
people and systems.
The aim of these statements is to build trust in the company for investing
in their products. These statements should answer the question, “Will
they be around in five years from now if I buy from them today?”
Examples:
• more than 20,000 clients in over 50 countries
• 47 of the world’s 50 largest financial services institutions.
• $15 trillion in investment assets worldwide are accounted for and
managed daily our systems
30. Capability Statements
Capability Statements are statements that position the product and
differentiate the product from the competition. They tend to be product-
centric, and focus upon highlighting the features, functionality, pricing
and technical benefits of the product being offered.
The aim of these statements is to attack the competitive offerings direct
and ensure that the product is clearly positioned as differentiated in the
customer’s mind. These statements should answer the question, “Why
should I buy this product rather than another one?”
Examples:
• First database to pass 15 industry standard security evaluations and
first Real Application Clustering
• First native XML support in a relational database
• First fully integrated relational and multidimensional database
31. Value Statements
Value Statements focus upon the business benefits of the products
offered. These are often customer testimonial based and are the most
important statements for closing business. Typically, such statements
focus upon how clients gained cost savings, revenue increases, customer
relationship and retention improvements, employee productivity hikes,
and related benefits.
The aim of these statements is to demonstrate that not only is the
product technically superior (capability statements) but also practically
superior. These statements should answer the question, “What will this
do for my business?”
Examples:
• 50% increase in responses to followed up leads, Advance Bank
• Response rates of 38% to 50%, Banco Populare di Navara
• 14 million contacts per year, with response rates up from 10% to in
excess of 25%, Royal Bank of Scotland
32. Example use
“THE BEST A MAN CAN GET”
– Credibility Statement
– You can trust our brand because we’ve been around for over a cnetury and
we have a globally recognised brand
• THREE BLADES
– Capability Statement
– Three blades means that you get a 66% closer shave than with one blade
– This gives the advantage of:
• FEWER STROKES
– Capability and Value Statement
– Fewer strokes is provided by the three blades, so you only need to run the
razor over the skin once, which leads to:
• LESS IRRITATION
– Value Statement
– Less irritation means much nicer skin and better look
© Chris Skinner. All rights reserved.
33. Layers of communication
Headline
• The Rationale: the Value Proposition and the
Capability, Credibility and Value Statements
Heartline
• The Story: the Value Proposition and the
Capability, Credibility and Value Statements
34. Summary
• Clear Direction – PEST and Competitive Landscape
• Clear Internal Communication
– A Financial Mission (the Objective)
– A Vision for the People (the Journey)
– A Customer Raison D’Etre (the Difference)
• Clear External Communication
– Razor sharp value propositions, supported by distinct and
demonstrable
• Credibility (The Company),
• Capability (The People), and
• Value (The Customer) statements
© Chris Skinner. All rights reserved.