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Page 2: The basic framework of strategic planning customer segmentation analysis of key success factors of competition, how the market segments? The segment size, growth rate and gross margin to? Concentration of each segment how? The market segments in which product life cycle stage? Target customer groups which the unique needs? Target groups of people who are the key purchase decision? Target customer groups, what kind of buying behavior? What are the different industry success model? Each of these models the critical success factors? Which is most beneficial to our successful model? Service, innovation or efficiency? Our competitors in these key factors What are the advantages and disadvantages in comparison? What we have to develop core competencies? What we have established a competitive advantage? The value of market positioning segmentation targeting profitable customer orientation mode channel strategy, product strategy, marketing strategy pricing strategy the core competitiveness of Competitive Strategy Planning Strategic Planning
Page 3: When to use any graphics?
Page 4: Process: linear process: circular type
Page 5: Impact factor: interaction / mutual restraint:
Page 6: whole / part: TextTextTextTextTextLabel ALabel B causes - the result: TextTextTextTextTextText
Page 7: conflict: obstacles / resistance:
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Page 9: In the developed markets, we can clearly see the value of the regional economies of scale generated by the amount of harmonization of procurement and distribution of goods the greater bargaining power with suppliers, the stronger, more cost reduction, the largest drop to close to 3 %; large-scale, cost-efficient operation of the distribution center can control the amount of goods in the distribution of uniform purchases and 2.10% cost reduction% 3000000000 6000000000 9000000000 -1% -2% -3% decline in purchases cost curve unified curve uniform scale procurement of goods sold cost reduction% points 4.0 billion 2.0 billion 6.0 billion 1% 2% 3% cost curve distribution of the amount of the Harmonized Commodity distribution curve of the distribution of scale
Page 10: oil projects are in various aspects of project management project sponsor project steering committee to run the project leading group of project working groups at all levels of project team members contact the division of labor clear clear clear division of labor of the working groups and contact the team leader responsibilities Who is authorized to report to the exchange of information summary task broken down how the program critical path time to plan the project deliverables require the responsible person of the meeting plans to adjust the deviation of the redistribution of resources
Page 11: Introduction to cottonseed oil project report future brand positioning,
prestashop, channel expansion potential space industry competition strategy, the opportunity in 2002 sales revenue of 800 billion industry-wide in 2005 will reach 95 billion last 7 years the average annual growth rate of 7.7 %, the next 20 years the average annual growth rate of 6% before the intervention of national policy in favor of large enterprises accounted for 24% of twenty market share, industry concentration is low, there is integration opportunities; nurture lasting, low-cost mass production of raw materials to control the formation of low cost top ten brands in the market share of 10%, there is room for brand expansion. Products directly to end consumers, is conducive to building brands and channels; target market of Xinjiang, Gansu, Sichuan, Shaanxi, Shanxi and other five provinces consumer at low prices to win customers
Page 12: Introduction to Investment plan to form a lasting competitive advantage of raw materials, low-cost raw materials where control of raw materials in whose hand how to get continuous low-cost plan to get a brief introduction in the edible oil industry, raw material control is the KSF, access to the materials, you get the profit, Page 13: Denon seed industry examples of strategic planning application tools - pre-purchase and post-sales model to promote the guidance of cultural services is a key target customers continue to buy production (features and adaptability); uniformity (seed purity); growing and ear size (species characteristics). Assessment of where to buy agricultural station to the main towns; the same species, more than 85% of farmers used to buy the same product; the first few to buy depend on the performance point of view were 70%,
virtuemart template, large-scale purchase of 5% for the kinds of persons, other types of I only 25% of those species; not matter accounted for 65% of the price that the new varieties of high prices than the old varieties were 35%. Dealers buy recommendation; media publicity; around the farmers planted the variety of situations. Provide technical information and awareness training; purchase a simple explanation; properly handle the incident as soon as possible; not to purchase the reasons: the quality of less than 71%, 22% after-sales service can not keep up. Farmers need to meet the needs of the process of after-sales demonstration and extension services sales
Page 14: Analysis of key steps in the framework: understanding and assessment of current business conditions to determine their core capacity to develop financial goals for enterprise development to identify possible opportunities for growth in evaluating the various opportunities for enterprise development to understand the industry / market development identified the main factors and key industry success factors with their own core competencies, strategic program to develop selection criteria based on the size of discharge capacity of the strategic priorities of the program / gap analysis to determine the strategic implementation of enterprise development strategies to determine the risk to develop the resources and results of the strategic implementation plan : reasoned vision of enterprise development to achieve business growth candidate for a measure to improve the program implementation plan 12345 business development strategy to develop implementation plans and objectives of the development enterprise status assessment to determine their development strategies with the ultimate opportunity to identify strategic opportunities for program selection criteria to identify and conduct initial screening method of strategic planning?? the whole process of
Page 15: The first step in strategic planning is to assess the company's current business situation, identify prestashop vision of enterprise core competitiveness of 12345 of the business situation in the framework of objectives and constraints assessment of the financial core competencies and can be used to understprestashop the current capacity and resources The business situation to determine financial goals, the expected business performance and limitations of enterprise development assessment and implementation plan to develop business opportunities with the ultimate goal of determining their development strategies to identify selection criteria for identifying strategic opportunities for development program and conduct initial screening of
Page 16: The second step of the selection criteria for identifying strategic options analysis framework 12345 industry / market competitiveness of the facts of their own assessment of the main market for business success factors and key success factors of market growth in the market competition in the product life cycle, resources need to profit Rate the ease of market entry cost advantage of the market share of product line management corporate image assessment and implementation plan to develop business opportunities with the ultimate goal of determining their development strategies to identify selection criteria for identifying strategic opportunities for development program and conduct initial screening of
Page 17: German agricultural seed industry examples of strategic planning application tools - business growth curve for high-speed growth of the growing maturity of China's seed industry leader in the world top ten corn seed industry Rice 0.18% 2% 2.1% 00 melon / 05, the company set up 00/09, 00/10 acquisition of Chifeng seed industry, the formation of Cheng Loong 01/01, 01/03 West acquisition, the acquisition is into, Wanfeng 01/06, 01/09 acquisition of three yuan, 6.3 meters in the acquisition of Wu Heyu % Rice 5.1% 3.2% 02/09 melon, maize line restructuring and merger and transaction technology and Arima; 30% corn 25% rice paddy business spin-off of corn 13.3% 17.6% holding in rice seed industry to establish the Black Dragon Jiang Denong West, Long Zheng merger with corn; stripping three yuan investment integration phase phase branding phase of product management through three stages of development, German farmers will become the world's top ten German seed industry strategic adjustment of agricultural seed industry in
Page 18: the capacity of domestic potash fertilizer market growing rapidly, including potassium only 11% of total domestic capacity to use the physical volume of domestic potash fertilizer nutrient ratio in accordance with the conversion compared to potassium fertilizer country accounts for only 5.5% of total K (International average of 7%)
Page 19: China potassium sulfate market capacity is about 60-75 million tons, nearly 10 years, rising local production of potassium sulfate
Page 20: A user in the subject company is located in Qinhuangdao, the use of land sales price comparison, Luo K Qinhuangdao freight transported to 280 yuan / ton Lo Green on the potassium salt Famanhaimu law firm 10601550-16501550 different crude saltpeter nitrate method the use of technology to low-cost 32% of the 1900 Russian landed cost of imports of potassium sulfate potassium sulfate to the U.S. Coast landed cost of imports Russian imports of U.S. imports 1600-1650
Page 21: Luo K investment plan and the formation of scale of production, sales
Page 22: the formation of high-quality resources, cost advantages, economies of scale, marketing, channel four symbiotic sharing of resources
Page 23: the next 3 sales growth will mainly depend on the variety of new purchase, estimated to be 340 million yuan, accounting for sales growth of 65% of prestashop total;
prestashop relying on the new varieties, marketing, network expansion can contribute 190 million yuan in profits , accounting for 35%. Financial goals - such as corn ① ② ③ ten thousand yuan to buy new varieties is not successful, sales can only be maintained at 2 billion yuan, and profit only 2,000 million.
Page 24: Rice Business Strategy Denon icon Class 4 variety, quality technical service to customer demand facilitate the purchase of new and emerging species to allow more customers to know that German farmers to improve the quality of space there exist varieties of technical services to improve the spatial distribution network close to customers 5 class of potential varieties of contract research institutions the opportunity to purchase a breeder hired a pro-like system for the purification of re-construction of high-quality manufacturing base for strengthening field management to improve the quality of sound post processing demonstration system for distributing agricultural expert on-site consultation and technical guidance manual for agricultural workers in the blank area retailers do improve the coverage of the new sales network, or looking for local distributors and retailers, the strongest action by the 13 categories in sales and profits 02030405
Page 25: IBM completely changed the value orientation of Process Excellence / operator leading the user first / services leading product / technology leader in continuous innovation to meet customer needs and obtain market leadership, IBM's leading investment services priority values-based Process Excellence / Operations leader product / technology innovation leader in continuous customer first / service leader determines the choice of the value orientation of all the operating companies, and also the corporate strategy. Customer-oriented re-positioning the company completely changed the value of IB, M's value brand positioning and marketing strategy services strategy technology strategy
P. 26: competitive analysis customer segmentation targeting key success factors of the host business 92 years Hitachi, Fujitsu, the price is the same IBM mainframe performance of 30% -40% of the market to grab market share of IBM fell 92 to 40 % or less reliable service and excellent technical support and advanced technology at reasonable prices loyal customer base cost-competitive technology leader in software, applications, networks, information and other full service capabilities, including client-server hosting and supporting large mainframe service opportunities / issues most mainframe customer base, want to have stable, reliable, comprehensive technology suppliers price difference is too large, customers will turn to competitors, new technology options that may reduce the market size will be large cost minicomputer generally the impact of customer dissatisfaction
IBM
Page 27: PC, Business positioning market segmentation customer needs and purchase behavior of the key success factors of competition, low barriers to entry is the mainstream market, competitive market model around the WINTEL mainstream hardware design customized application software according to Moore's Law needs updating WINTEL oriented model the degree of integration at low cost, low price configuration of the core technology to provide high capacity desktop research and development opportunities compatible notebook / problems with the Internet's development, pc drive rapid growth in demand for portable notebook computers will have a greater development , higher margin
Page 28: Unit: Unit sales of $ 1,000,000,000: $ 1,000,000,000 Net income
Page 29: M & A integration industry research strategic planning strategic investment core competence concept
Page 30: Strategic investment philosophy - merger integration - integration of motor vehicles and parts industry case
Page 31: ApproachIdentify Buyer Value SegmentsSituation AssessmentHypothesis List DevelopmentSurvey CollectionData Coding and Utility CalculationInstrument Design and TestingSample Quota Design and List PullData AnalysisUnderstanding buyer values helps prove or disprove current hypotheses as well as generate strategy solutions.
Page 32: Organizational beliefs and strategy alternatives identified in the situation assessment are translated into hypotheses for testing.Hypothesis DevelopmentSituation AssessmentHypothesis List DevelopmentSurvey CollectionData Coding and Utility CalculationInstrument Design and TestingField Administration PreparationSample Quota Design and List PullData Analysis
Page 33: Identifying Buyer Value-Based segments creates prestashop foundation for creating the distribution channel strategy and design.Summary? Identify Buyer Value SegmentsIdentify Buyer Value Segments What do consumers value? How can we segment consumers based on these values? Develop Conceptual Strategy Design Based on what consumers value, what is our strategic direction? Conceptually, what types of products do we want to offer? Conceptually, what channels do we want consumers to use? Develop Migration Strategy How do we communicate these changes to our key stakeholders? How do we prepare our consumers and employees for these changes? How do we actually get to where we want to be? Pilot Plan Roll-Out PlanEstimate Anticipated Customer Behavior To which channels will customers migrate? Develop Product / Pricing Strategy What products should we offer? How should they be priced? Determine Distribution Network How do we change our branch and ATM networks? How many? Where should they be located? Minimize Business Decision Risk How will consumers react? How will this affect our bottom line? Develop Data Mining Opportunities How do we exploit buyer value insights to better target market segments? iterativePlan ImplementationDevelop Detailed Strategy DesignDevelop Conceptual Strategy DesignUnderstprestashop Value PropositionsCustomer Migration Strategy
Page 34: Value based segment strategies can produce incremental revenues of $ 700 million and reduce costs up to $ 150 million.Benefits? QuantitativeIdentify Buyer Value Segments-Quantifiable Benefits - These cost savings will be offset by the $ 52 million increase in central delivery unit costs. .. By 1999, even after absorbing significant implementation / infrastructure costs, project can contribute over $ 700 million pre-tax annually... $ 493 $ 670 $ 309The shareholder value effect can be significant.YearBranch and City Administration annual operating costs will be reduced by nearly $ 200 million... $ MM
Page 35: Its critical to define what factors or : Horsepower Acceleration Price: Purchase price Maintenance costs Insurance Style: Body style Color Image Comfort: Leaprestashopr interior Stereo system Leg room
Page 36: With traditional research, when you ask how important any particular feature is individually, consumers tend to say each is very important.1 2 3 4 5 6 7 8 9 10StylingPriceSpeedReliabilityNot at all importantVery importantInstrument Design
Page 37: Based on answers to the tradeoff questions, buyer values are calculated and respondents are grouped by .................................................. .................................................. ...............? Buyer Value Segments ?.............................. .................... ChannelistsRate / SpeedNote: 1) Each dot represents thousands of consumers 2) Analyses were run for all possible combinations to identify the best grouping of consumers and their values ............... Speed ................................. ................. Liquidity / Access ... .... .... PerformancePriceILLUSTRATIVECase Study
Page 38: These groups or segments of consumers not only have different profit potentials ...? Investment Buyer Value Segments?% Of Market (Consumers)? Investment Buyer Value Segments?% Of Market ($)? Average Investment Balance Per Value Segment ? Source: Andersen Consulting National Buyer Values Study for Retail Financial Services ConsumersValue SegmentChannelRate / SpeedLiquidity / Access SensitiveSpeedAvg .. Investment Balance $ 77,725 $ 92,264 $ 96,335 $ 68,212 Case StudyChannelistsSpeedLiquidity / Access Sensitive34% Rate / Speed Sensitive16% SpeedLiquidity / Access ChannelRate / Speed
Page 39: $ In summary, using value based segmentation is a powerful tool to improve a client's bottom line.Creates Revenue OpportunitiesRetain most profitable customers Improve profitability of other customers by fulfilling their values with lower cost structures Generate new business Identify revenue enhancement opportunities Simplify and increase effectiveness of client's target market activitiesIdentifies Substantial Cost ReductionBetter manage utilization of client's delivery network Focus on delivery on required service thresholds Strip costs from non-value added processes Don't have to build one delivery option that fits allBetter Positions Relative to Client's CompetitionIncreased customer satisfaction due to fulfilled value sets Organization clearly understands goals and delivery expectations Sets stage for adaptable organization better able to respond to competitive change
Page 40: Based on Andersen Consulting's investigation of the target markets, there is identifiable change in buyer preferences from window to split and cabinet air conditioners .-- Product - YesterdayTodayFuture trendsWindow and split account for the majority of the air conditioners possession before 1996.Split air conditioners account for the majority of sales. Cabinets sales begin to increase and windows share of the market begin to decline (From distributors perspective) Cabinet air conditioners will continue to grow cabinet air conditioners show strong growth due to increasing size of homes and price cuts. Future sales growth will continue with improvements in residential power Some customer segments (especially rural) regard air conditioners as a type of high-end furniture (whose secondary purpose is to cool). Cabinets, best meet this type of customer & rsquo ; s buyer value and will grow with this segment. Split will remain stable, and even decline in some areas Splits will keep the same market share Compared to the cabinets, it will decline slightly in some areas because of installation difficulties Generally, window air conditioners will decrease dramatically, but still account for a certain proportion acting as a transition product for price conscious buyers in hot areas Because of this income limitation, window air conditioners will still account for a large proportion of sales in economically developing markets (ie Changsha and Chongqing ) Windows will continue to sell well in markets such as Hangzhou as transition products for people who are waiting to move into new housing Growth in Mini Central and Ceiling air conditioners Mini-central or residential used ceiling ones will gain in popularity amongst people in large apartments and houses (especially as market awareness of product availability grows). Breakdown of different types of air conditioners (Before 1996) Current purchase preferences (1996-1998) Window 48% Split 48% Cabinet 9% Window 26% Split 53% Cabinet 21% Market Overview
Page 41: Competition Today Local Chinese manufacturers upgrade production technology to offer quality levels on par with JV operations Local Chinese manufacturers develop marketing capability / expertise JV operations, crippled by ability to understand market and operate within local business culture's drop in position JVs begin to compete more on price as perception of added value differentiation disappears.Over the last three to four years, local air conditioner manufacturers have been able to reposition themselves successfully through combined advances in quality and marketing ... Perceived Added ValuePriceLowLowHighHighLowLowHighHighMeidiKelonCh unlanGreePerceived Added ValuePriceNationalMitsubishiSharpHitachiChunlanGre eNationalMitsubishiHitachi - Yesterday - --- Today - Competition Yesterday Local and JV manufacturers target two different market segments separated by price / quality trade off JV operations target quality conscious upper end of market while local manufacturers target bottom end Local manufacturers limited in terms of production quality capability and marketing experienceMarket Overview
Page 42: Consolidated results for the markets - from a market attractiveness perspective. - Ie looking at market size, growth, competition, market entry (ie distribution opportunity) from a current and future perspective.Entry PriorityHighMedium-HighMediumMedium - LowLowMarket SizeStrategic ViewDistribution OpportunityCompetitionMarket GrowthMarket OverviewSource: AC market investigations
Page 43: From the sales offices and warehouses established in these several markets, strategic nodes can be established to allow access to nearby markets.Market OverviewSource: AC market investigations
Page 44: The main task of strategic objectives of the module assessment and companies, construction companies, major infrastructure projects, the responsible departments, concrete mixing stations, the relevant government departments and other cement companies; including X Province Cement market conditions and future trends - all the major labels cement demand, growth trends and the geographical area according to the demand by customers in different categories and their main competitors purchase consideration status, sub-products, the market share of cement distribution label network, methods and future trends XX-XXX products currently on the market position, core competencies, customer feedback and realistic expansion of the strategic objectives XX-XXX production, logistics and sales force in the first phase of the strategic layout of P. 45: Since its establishment in 1998, XX shares made rapid business development, in northwest China has become one of the leading building materials industry by: (million) last year from the performance of rapid growth: X Province XX Cement Company Limited Annual Report 2000, the predecessor of the basic facts XX shares in 1956 built a large state enterprises was established in November 1998, early 1999 its common shares listed on the Shenzhen Stock Exchange, stock code 0877 production of cement in 2000 1.54 million tons and sales of 1.51 million tons. X Province, the company's products in the market share of 40%. XX shares are the largest cement companies in Northwest China, but also the forefront of the large-scale cement enterprises
Page 46: But China's cement industry is widely dispersed, the geographical characteristics of strong competition; low-grade cement excess capacity, local protectionism and unfair competition, resulting in continued loss mostly cement barriers to entry? Low (in the) industry competition? Intense and present a strong alternative to the geographical characteristics of the threat? China's cement enterprises are low close to rely on local mineral resources, while China's limestone mining is a highly fragmented industry, the power supplier of cement replacement products is limited due to technical, technological or cost for various reasons have not been widely accepted because of technical maturity and high product life cycle is long, relatively easy to get raw materials, equipment manufacturing requirements of low, high degree of product standardization factors, low-grade cement manufacturing high-quality manufacturing of cement and lower barriers to entry special cement the high investment in equipment, technologies demanding, so the relatively high barriers to entry China's cement industry is widely dispersed, in 2000 more than 7,000 cement plants across the country, while the top 25 manufacturers and less than the national yield 10% of the total output of China's national cement companies is yet to come, a strong regional characteristics of competition more than 70% of the competition is mainly concentrated in low-grade products, low-end products, excess capacity, small factories everywhere, a lot of unfair competition on the market, lower the overall effectiveness of the cement industry market customers are manufacturers of concrete and cement products manufacturers, building contractors and procurement agencies in the major works of dispersion of the cement companies is high, the high degree of standardization of products, customers have a higher relative bargaining power supplier power? low customer power? high
Page 47: 1. Chose the wrong side of M & A target acquisition strategy is not clear acquisition strategy is not consistent with the overall development strategy and select the object does not consider the acquisition of the business or cultural compatibility in the peace deal signed before without much consideration 2 post-merger integration issues. The lack of detailed planning and preparation did not prepare consolidated the integration of the operations team capable of the task is not integrated in order of importance and no coordination of the merger did not establish specific programs and schedule 3. failure is not the integration of operations appropriate integration of product, price and service does not achieve the cost-effectiveness combined with low efficiency of communication and information technology support is not consistent with business needs 4. not the interests of long-term to long-term interests are not clear and the number of prior management did not invest enough The main reason for the failure of care and to promote the merger of the majority of the whole process of mergers and acquisitions are the factors that lead to failure
Page 48: two portfolio value chain integration and organizational efforts to get the best results of evaluation system and emergency information systems strategic sales organization and dealer network to adjust the high low on the new company shared services business processes optimization of production reporting structure supply chain / logistics strategic sourcing of new product development will be low growth scenario the best integration of many tasks in order of importance must be in the first few months are really the result of cost reduction opportunities to invest in the new organization and business processes to customers and dealers with the best way to increase exposure to the program start the integration of tasks in order of importance the main problems
Page 49: mergers and acquisitions in recent years, has formed some of the cement regional influence of large and influential group of Chinese cement enterprises of Jilin Yatai Group, for example Tunhe Huaxin Cement lion shares of Fujian, Hunan, Sichuan Golden Summit cement Shaofeng Conch Group Jinan Qilian mountains and rivers of water shares in the West Bohai Group
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