strategicplanningtrainingsession(ppt91)-经营管理(编辑修改稿)

strategicplanningtrainingsession(ppt91)-经营管理(编辑修改稿)内容摘要：

169。 1998 Arthur And rsen. All rights reserved. Market Peration Product Development Diversification Market Development Customers Products Current Current New Strategic Alternatives New 27 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. Objectives Phase 7: Develop Action Plan  Develop action plan for implementation  Complete financial projections to support the strategic plan  Develop the action plan to identify the task and resources required  Project the financial resources and mitments required to support the strategic plan  Consolidate the strategic plan  Develop monitoring and control process for the strategic plan implementation Major Activities 28 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved.  Action Plan  Financial Projections  Consolidated Strategic Plan Key Deliverables Phase 7: Develop Action Plan 29 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. • Introduction • Strategic Planning What is it? • Arthur Andersen Strategic Planning Methodology • Case Study Exercise Agenda for Day 1 • Case Study (continue) • Latest thinking in Strategy • Corporate Strategy for Asian Conglomerates • Selling Strategy work today Agenda for Day 2 Agenda 30 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. 1. Illustrate The Importance Of Trying To “Read customers” 2. Illustrate The Importance Of Trying To “Read Competitors” 3. Show How A Rapidly Changing Environment /Industry Creates Problems For Some But Opportunities For Others (Poulan) Case Study: Chain Saw Industry Objectives 31 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. 4. Warn Against The Temptation Of Chasing Quick Profits When It Takes You Away From Your Basic Strengths (Mcculloch) 5. Demonstrate The Power Of Leveraging Experience (Poulan) Case Study: Chain Saw Industry Objectives 32 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. 1. What are the “industry forces” affecting the industry? 2. Where do you expect them to be in 1977? 3. What environmental “drivers” or industry “forces” are affecting the evolution of the chain saw industry? Questions: Case Study 33 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. 4. What segments do you see? 5. What are the needs of the different segments? What is the buying behavior of each segments? 6. Competitors Analysis: What is the likely petitive response to your (and other pany) strategic moves? Case Study 34 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. Strategic Planning Training Session 2 January 23, 1998 8:00 am 10:00am Chow Sang Hoe Senior Manager, Kuala Lumpur 35 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. • Latest thinking in Strategy • Corporate Strategy for Asian Conglomerates • Selling Strategy work today Day 2 Agenda 36 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. • Strategy under uncertainty (HBR: Nov Dec 97) • Looking ahead: Implications of the present (HBR: Sept Oct 97) • Strategy amp。 New Economics of Information (HBR: Sept Oct 97) • Discipline of Market Leaders • Built to last: Successful habits of visionary pany • Competing for the future Latest thinking in strategy 37 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. Step 1 identify nature amp。 extent of residual uncertainties Step 2 choose strategic posture Step 3 build portfolio of actions Step 4 actively manage the strategy Strategy under uncertainty 38 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. 4 levels of uncertainty • Level 1 A ClearEnough Future • Level 2 Alternate Futures • Level 3 A Range of Futures • Level 4 True Ambiguity 39 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. Level 1 A ClearEnough Future • A single forecast precise enough for determining strategy • “Traditional” strategy tool kit • Strategy against lowcost airline entrant What Can Be Known? Analytic Tools Examples 40 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. Level 2 Alternate Futures • A few discrete outes that define the future • Decision analysis • Option valuation models • Game theory • Longdistance telephone carriers’ strategy to enter deregulated localservice market • Capacity strategies for chemical plants 1 2 3 What Can Be Known? Analytic Tools Examples 41 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. Level 3 A Range of Futures • A range of possible outes, but no natural scenarios • Latentdemand research • Technology forecasting • Scenario planning • Entering emerging markets, such as India •。