By Paul Elkin
This is often the suitable publication for a person looking an advent to enterprise making plans and strategic considering that's either entire and obtainable. Paul Elkin explains all of the key techniques, abilities, and strategies for constructing winning enterprise plans and techniques in a fashion that would depart you totally ready to use them in practice.The ebook is designed for executives who've lately taken on a strategic position within the association; marketers operating their very own enterprise; advertising and marketing, finance, or creation managers who desire a right grab of the topic; and company and administration students.Leading companies are likely to be aware of 3 components: tips to confirm they fulfill patron wishes, the best way to in attaining and continue aggressive virtue, and the way to strengthen and construct at the company's strengths. Directed at assembly those ambitions, the ebook offers important strategies for profiling your online business, robust strategic pondering, concentrated alternative appraisal, powerful choice making, in addition to interpreting the industry and your opponents.
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Additional info for Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking
Example text
Concept The concept identifies the two distinct drivers of competitive advantage: • Low cost – This is where the business manages its cost base to ensure that it is the lowest cost producer – thereby either winning a greater volume of business through lower prices than competitors can sustain and continue to be profitable, or charging comparable prices and therefore achieving a higher level of profitability. • Uniqueness – This is where the business provides a distinct basis of differentiation (uniqueness perceived by the customer and regarded as valuable) which enables business to be won and normally a price premium attracted.
Q How well utilized are the facilities? Q What is the level of output quality achieved? TWO MASTERING STRATEGIC ANALYSIS 23 PREMISES Q What is the condition of the premises? Q How suitable are they for present/future needs? Q What is their location? Q What alternative uses are there for the site/premises and what is the impact on realizable value? STOCK Q What levels of stocks are held – what is the stockholding policy? Q What are the stock turn performances? Q What are the levels of work-in-progress?
SECTOR ATTRACTIVENESS • HIGH G G Y MEDIUM G Y R LOW Y R R STRONG MEDIUM WEAK R NO GROWTH: low overall attractiveness – harvest/divest Y BORDERLINE: medium overall attractiveness G GROWTH: high overall attractiveness – hold/build COMPETITIVE POSITION FOUR MASTERING MARKET ANALYSIS 43 Market sector attractiveness The analysis of Market Sector Attractiveness should reflect the following key drivers: MARKET FACTORS • Growth rate • Volume and financial value • Maturity • Seasonality • Stability COMPETITIVE FACTORS • The number of competitors • Relative size of competitors • Intensity of competition • Barriers to entry and exit • Potential availability of substitute products/services • Product lifecycles TECHNOLOGY FACTORS • Speed of technological change • Technology investment required • Access to technology (patents etc) FINANCIAL FACTORS 44 • Investment funding requirement • Working capital funding requirement • Profit margin levels and trends • Volatility of market MASTERING BUSINESS PLANNING AND STRATEGY • Cost flexibility (balance of fixed and variable costs) • Taxation policies • Cash flow requirements CUSTOMER FACTORS • Strength of customer bargaining power • Loyalty/ability to switch • Stability of needs and demand levels SUPPLIER FACTORS • The availability and cost of supplier inputs • Strength of supplier bargaining power • Strength of employee bargaining power SOCIAL AND ENVIRONMENTAL FACTORS • The power of pressure groups • ‘Green’ acceptability of industry • Social attitudes toward industry • Regulatory controls and trend of legislation Competitive position The analysis of competitive position should reflect the following factors: MARKET FACTORS • Market share and relative market share • Annual growth rate of business unit sales versus competitors • Maturity of products relative to competitors • Quality of products/services relative to competitors • Strength of product mix and range • Marketing competence • Protection of product/intellectual property (patents etc) FOUR MASTERING MARKET ANALYSIS 45 • Relative pricing and perceived differentiation • Control and quality of distribution channels • Advertising quality and responsiveness • Level of marketing spend • Level of customer loyalty and satisfaction TECHNOLOGY FACTORS • Technological competence and leadership • Quality of technology adoption and integration • Patent protection • Quality of manufacturing/service delivery technology PRODUCTION FACTORS • Costs relative to competitors • Level of capacity utilization • Availability of raw materials and sub-assemblies • Quality of inventory control • Quality of maintenance ORGANIZATIONAL FACTORS • Quality of employees • Effectiveness of management systems • Culture and fit with market • Quality of training and development • Staff attraction and retention FINANCIAL FACTORS 46 • Financial resources available • Access to capital • Relative cost of capital • Inventory and debtor management • Relationships with suppliers MASTERING BUSINESS PLANNING AND STRATEGY Application The Directional Policy Matrix is an important tool for business portfolio analysis and seeks to clearly reflect the position and attractiveness of each Strategic Business Unit (SBU).