Developing A Strategic Business Plan

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«is the manageria pr ess
deve ping and maintaining a strategi
it etween the rganizati n's
etives and res res and its
hanging market pp rtnities.
Strategi Fit

0he R e Strategy
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misi n and Strategy
Sun Tze n Strategy

Strategi Marketing
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} rp rate Missi n
Br ad prp ses the rganizati n
Genera riteria r assessing the
ng-term rganizati na eetiveness
Driven y heritage & envir nment
Missi n statements are inreasingy
eing deve ped at the SBU eve as
we
ampes } rp rate Missi n
SINGAPOR AIRLINS is engaged in
air transp rtati n and reated
sinesses. It perates w rd-wide as
the ag arrier the Repi
Singap re, aiming t pr vide servies
the highest qaity at reas nae
pries r st mers and a pr it r
the mpany
ampes } rp rate Missi n
nt¶d)
( nt¶d)
MARRIO00¶S Missi n Statement:

We are mmitted t eing the est
dging and d servie mpany in
the w rd, y treating emp yees in
ways that reate etra rdinary
st mer servie and shareh der
vae
} rp rate }tre
0he m st astrat eve manageria
thinking
¬ d y u define culture?
What is the significance f culture t
an rganizati n?
¬ d es marketing affect culture in
the rganizati n?
} rp rate Oetives & G as
An etive is a ng-range prp se
ñ N t qantiied and n t imited t a time peri d
ñ .g. inreasing the retrn n shareh ders¶ eqity
A g a is a measrae etive the
siness
ñ Attainae at s me speii tre date thr gh
panned ati ns
ñ .g. 10% gr wth in the net tw years
Strategi panning
S0RA0GI} PLAN
DmLOPMN0
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'$ What are the ma r What strategy wi y

hanges in indstry
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dynamis and years?
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resting pp rtnities
) and risks? )
What are y r What wi e the impat
! mpetitive strengths
ma r strategi initiatives?
and weaknesses?
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H w d es y r rrent What are the epeted
siness emphasis it & inania retrns y r
with indstry ! strategy?
pp rtnity and
mpetitive )
andsape?
*+, What strategi aternatives
# have y nsidered?

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usi ss
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Framew rk a Sess
Organisati n
Bsiness Panning and Deivery
Strategi
Pan
New In rmati n Bsiness

Feed Bak Pan
Regi na r Saes &

Indstry Marketing
Saes Pan Pan
State Saes
Pans
misi n is a }ritia Driver
0 seed in the ng
term, r siness

needs a visi n h w
we wi hange and
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³with t a visi n, the
pe pe perish´
0he visi n the
siness gives its
energy. "($
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ñ It heps m tivate s. '
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ñ It heps set the
direti n rp rate
and marketing
strategy.

maes nderpin a we d
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maes pr vide the stiiati n ehavi r and, there re, eert signiiant inene n
marketing deisi ns.
An eampe is pr vided y B0 Gr p - deining its vaes:
B0's ativities are nderpinned y a set vaes that a B0 pe pe are asked t
respet:
ñ We pt st mers irst
ñ We are pr essi na
ñ We respet eah ther
ñ We w rk as ne team
ñ We are mmitted t ntin s impr vement.
0hese are spp rted y r visi n a mmniati ns-rih w rd - a w rd in whih
every ne an eneit r m the p wer mmniati n skis and tehn gy.
A s iety in whih individas, rganisati ns and mmnities have nimited aess t
ne an ther and t a w rd kn wedge, via a mtipiity mmniati ns
tehn gies inding v ie, data, m ie, internet - regardess nati naity, tre,
ass r edati n.
Or is t aiitate eetive mmniati n, irrespetive ge graphy, distane, time
r mpeity.
S re: B0 Gr p p wesite

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It pr vides an tine
h w the marketing pan
sh d seek t i the
missi n 1# #
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It pr vides a means busi ss ar i maag m t
evaating and sreening a o ? b i v s i
the marketing pan; are
marketing deisi ns
nsistent with the
missi n?
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It pr vides an inentive t ± t
ru s tat gui
impement the marketing o o rat
pan
¥Strategy is the Ð and
an rganisati n ver
the
whih ahieves
Ð r the rganisati n
thr gh its nigrati n
within a haenging
, t meet the
needs and t i

Ð epetati ns¥.
Strategi Adit
- ensring that the } mpany res res and
mpetenies are nderst d and evaated
Res re Adit
mae }hain Anaysis
} re } mpetene Anaysis
Per rmane Anaysis
P rt i Anaysis
SWO0 / PS0 Anaysis

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mae }hain Anaysis
mae }hain Anaysis desries the ativities that take pae in a siness and
reates them t an anaysis the mpetitive strength the siness.
Mihae P rter sggested that the ativities a siness d e gr ped nder
tw headings:
0 $ - th se that are direty nerned with reating and deivering a
pr dt (e.g. mp nent assemy); and
20
!! , whih whist they are n t direty inv ved in pr dti n, may
inrease eetiveness r eiieny (e.g. hman res re management). It is rare r a
siness t ndertake a primary and spp rt ativities.
mae }hain Anaysis is ne way identiying whih ativities are est ndertaken
y r siness and whih are est pr vided y thers (¥ ts red¥).
* $ ! '

What ativities a siness ndertakes is direty inked t ahieving mpetitive
advantage.
F r eampe, i we wish t tper rm r mpetit rs thr gh '((
rseves thr gh higher qaity then we wi have t per rm r vae hain
ativities etter than the pp siti n.
Bt i we ad pt a strategy ased n seeking '! this wi reqire a
redti n in the sts ass iated with the vae hain ativities, r a redti n in
the t ta am nt res res sed.
mae }hain
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Primary Ativities
Primary vae hain ativities inde:
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Spp rt Ativities
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Steps in a mae }hain Anaysis
Break d wn a market / rganisati n int its

key ativities
Assess the p tentia r adding vae via

st advantage r dierentiati n, r identiy
rrent ativities where a siness appears
t e at a mpetitive disadvantage;
Determine strategies it ar nd sing

n ativities where mpetitive advantage
an e sstained
} re mpetenies
} re mpetenies are th se apaiities that are ritia t a siness
ahieving mpetitive advantage.
0he starting p int r anaysing re mpetenies is re gnising that
mpetiti n etween sinesses is as mh a rae r mpetene mastery
as it is r market p siti n and market p wer.
Seni r management ann t s n a ativities a siness and the
mpetenies reqired t ndertake them.
S the g a is r management t s attenti n n mpetenies that reay
aet mpetitive advantage.
} re } mpetenies are n t seen as eing ied. } re } mpetenies sh d
hange in resp nse t hanges in the mpany's envir nment. 0hey are
eie and ev ve ver time. As a siness ev ves and adapts t new
irmstanes and pp rtnities, s its } re } mpetenies wi have t
adapt and hange.
We need t nderstand what we are g d and what makes s etter and t
h ne these advantages and t deve p new nes t nderpin the siness
strategy
Identiying } re } mpetenies
Prahaad and Hame sggest three at rs t hep identiy re mpetenies in any siness:
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What is } mpetitive Advantage?
mpetitive advantage is a
c mpany¶s ability t perf rm in ne r
m re ays that c mpetit rs cann t r
ill n t match.´
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f y u d n¶t have a c mpetitive
advantage, d n¶t c mpete.´
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F r Generi Strategies
wer st ifferentiati n

Br a
0arget st
ifferentiati n
ea ers i
S e
ifferentiati n
Narr w st F s
0arget F s

Other }harateristis
} mpetitive Advantage
Sstantiaity
ñ Is it sstantia en gh t make a
dierene?
Sstainaiity
ñ }an it e netraized y mpetit rs
qiky?
Aiity t e everaged int visie
siness attrites that wi inene
st mers
nS urce: Strategic Marketing Management, Aakers)
Seeking } mpetitive Advantages
P siti ns advantage
ñ Speri r st mer vae
ñ L wer reative t ta st
Per rmane advantages
ñ }st mer satisati n, L yaty, Market
Share, Pr it
S res advantages
ñ Speri r skis & kn wedge, Speri r
res res, Speri r siness pr ess
WHR 0O }OMP0?
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Whih st mers are y trying t target r attrat?
Whih are y wiing t serve, t wi n t spend
res res t attrat?
Whih w d y preer n t t serve?

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Ge graphi imits t the
siness? !
L a, regi na, mti- *
Whih distriti n hannes
a, nati na,
wi y se?
internati na, r g a
What st mer segments
payer?
an they reah?
I a, whih aities?
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Breadth the pr dt ine?
Qaity the pr dt ine?
Pr dt ndes r a series nreated
pr dts?
}apaiity pat rm: assessment s res
mpetitive advantage (1/2)
- !
Physia asset BHP¶s w- st mines
L ati n/¥spae¥ 0ee mm/media mpany with rights

radi spetrm
Privieged
assets Distriti n/saes netw rk Av n¶s representatives
Brand/reptati n } a-} a
$ Patent Pharmaetia mpany with a ¥w nder

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a at r minister in ieraizing e n my
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Inn vati n 3M with new pr dts
Distintive }r ss-nti na MD nad¶s with QS}&m

mpetenies rdinati n
J&J with randed nsmer heath pr dts
Market p siti ning
mers n etri¶s Best } st Pr der
} st/eiieny pr gram
management
P&G rand management pr gram
0aent deve pment
tremey reevant
}apaiity pat rm: assessment S mewhat reevant
s res mpetitive advantage (2/2) Irreevant

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Market p siti ning
} st/eiieny
management 0aent
deve pment

!2% Assess y r vera p siti n reative t

!% nsre that these are the
the apaiities reqired t seed in the indstry.
apaiities reqired t seed in the
As , determine i these apaiities are reevant t
indstry. Use this ist as a th ght
the segments y serve
starter, add and deete as y see
appr priate
} mpetit r apaiity mparis n
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}r ss-nti na
Distintive rdinati n
mpetenies
Market p siti ning
} st/eiieny
management 0aent
deve pment

!5% } mpare the strengths and weaknesses
y r mpetitive p siti n vs. the neessary skis
²ort r¶s or s o Co titi
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P rter 5 F res
P rter¶s 5 F res } mpetitive
P siti n versi n #2
² rter¶s res } mpetitive
² siti n ntry Barriers
c n mies f Scale
Brand dentity
apital Requirements Rivalry Determinants
ndustry Gr th
Fixed sts
New Pr duct Differences
Determinants f Supplier P er ntrants Brand dentity
Sitching sts xit Barriers
Supplier V lume
mpact
F rard ntegrati n
Indstry
} mpetit rs
Sppiers Byers
Intensity
Rivary Determinants f Buyer P er
Buyer ncentrati n
Determinants f Buyer V lume
Substituti n Threat
Backard ntegrati n
Relative Price
Perf rmance Sstittes
Sitching sts
F res at w rk ramew rk
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Strategi Panning Link with
Marketing Panning
Bsinesses that seed d s y reating and keeping st mers.
0hey d this y pr viding etter vae r the st mer than the mpetiti n.
Marketing management nstanty have t assess whih st mers they are
trying t reah and h w they an design pr dts and servies that pr vide
etter vae (³ mpetitive advantage´).
0he main pr em with this pr ess is that the ³envir nment´ in whih
sinesses perate is nstanty hanging.
S a siness mst adapt t reet hanges in the envir nment and make
deisi ns a t h w t hange the marketing mi in rder t seed.
0his pr ess adapting and deisi n-making is kn wn as marketing
panning.
Strategi Bsiness Marketing Regi na Indstry Key

Pan Pan Pan Saes Pan State Pan Pan Pan A nt
Pan
Strategi vs. Marketing Pans
Strategi panning is nerned a t the vera direti n the
siness.
ñ It is nerned with marketing, rse.
ñ Bt it as inv ves deisi n-making a t pr dti n and perati ns, inane,
hman res re management and ther siness isses.
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Marketing has a key r e t pay in strategi panning, ease it is

the marketing management t nderstand and manage the
inks etween the siness and the ³envir nment´. S metimes this is
qite a straight rward task.
ñ F r eampe, in many sma sinesses there is ny ne ge graphia market
and a imited nmer pr dts (perhaps ny ne pr dt!).
ñ H wever, nsider the haenge aed y marketing management in a
mtinati na siness, with hndreds siness nits ated ar nd the
g e, pr ding a wide range pr dts.
ñ Keeping ntr marketing deisi n-making in sh a mpe sitati n as
r we- rganised marketing panning.
Key isses in strategi and
marketing panning?
0he wing qesti ns are key in the marketing and strategi
panning pr ess:
ñ Where are we n w?
ñ H w did we get there?
ñ Where are we heading?
ñ Where w d we ike t e?
ñ H w d we get there?
ñ Are we n rse?
A marketing pan heps t :

ñ 0he aiity a siness t ahieve pr itae saes is impated y d zens
envir nmenta at rs, many whih are inter- nneted
ñ Identiy s res mpetitive advantage
ñ Gain mmitment t a strategy
ñ Get res res needed t invest in and id the siness
ñ In rm stakeh ders in the siness
ñ Set etives and strategies
ñ Measre per rmane
Sitati n Anaysis
Interna Anaysis² mpany; apaiity et.
terna Anaysis²st mers, market
deiniti n, indstry strtre
SWO0 Anaysis
ñ
trengths, 7eaknesses,
pp rtnities & 0hreats
ñ Identiy & pri ritize ma r pr ems and
pp rtnities: seeti n key isses
Based n the irm¶s re
mpetenies, deide n tre
pti ns
SWO0
Interna nvir nment
Strengths Weaknesses
W rd ass pr dt 0ehnia spp rt
Finania res res Interna pr esses
Kn w-h w }hannes netw rk
terna nvir nment

Opp rtnities 0hreats
Water & nergy rises } mpetit rs market share
nvir nment awareness r X D ar
Pr dtivity impr vement 0ehn gy deve pment
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H w are demand and

8 sppy epeted t
3
ev ve?
H w d y epet the
indstry hain
e n mis t ev ve?
hat are the p tentia
ma r indstry
dis ntinities?
1

hat mpetit r

3

ati ns d y epet?
+
7*
hat are y r BU¶s

assets/ mpetenies raes p tentia

pp rtnities/threats arising
that s idiy y r 7 9, r m at rs eterna t the
mpetitive p siti n?

siness
hat are y r BU¶s
assets/ mpetenies
that weaken y r
mpetitive p siti n?
}an e sed as a th ght

starter r mpetitive
anaysis and interna
assessment
SWO0 Anaysis is sti a se
0
0OWS matri
Strengths Weaknesses
Opp rtnities S-O strategies W-O strategies
0hreats S-0 strategies W-0 strategies
, prse pp rtnities that are a g d it t the

mpanies strengths.
7, ver me weaknesses t prse pp rtnities.
, identiy ways that the irm an se its strengths t
rede its vneraiity t eterna threats.
7, estaish a deensive pan t prevent the irm's
weaknesses r m making it highy sseptie t eterna threats.
PS0 anaysis
A san the eterna mar -
envir nment in whih the mpany
wants t perate ( r perates) and
an e epressed in terms the
wing at rs:
ñ itia
ñ n mi
ñ
ia
ñ ehn gia
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Generay speaking a SWO0 anaysis measres a siness
nit r pr p siti n, whereas a PS0 anaysis measres the
market p tentia and sitati n, partiary indiating gr wth
r deine, and therey market attrativeness, siness
p tentia, and sitaiity aess - market p tentia and 'it' in
ther w rds.
PS0 anaysis ses r perspetives, whih give a gia
strtre, in this ase rganized y the PS0 rmat, that
heps nderstanding, presentati n, disssi n and deisi n-
making.
PS0 anaysis an e sed r marketing and siness
deve pment assessment and deisi n-making, and the
PS0 tempate en rages pr ative thinking, rather than
reying n haita r instintive reati ns.
trutur --out
trutur out-- ror
(C²)
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BÐ
0ehn gy (' ' "* &
reakthr ghs Avaiaiity sstittes Priing Pr itaiity
}hanges in Dierentiaiity pr dts m me mae reati n
g vernment Rate gr wth Advertising/pr m ti n !
p iy/regati ns m atiity/yiaity New pr dts/R&D !$
D mesti (!!$ Distriti n
Internati na } nentrati n pr ders !$
Imp rt mpetiti n pansi n/ ntrati n
Diversity pr ders ntry/eit
Fied/variae st strtre Aqisiti n/merger/ divestitre
}apaity tiizati n
ntry/eit arriers F rward/akward integrati n
'$ mertia int ventres
Bargaining p wer inpt L ng-term ntrats
sppiers (($
Bargaining p wer st mers } st ntr
L gistis
Pr ess R&D
Organizati n eetiveness
Deiniti n risks
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Risk ss de t hanges in indstry and mpetitive

* envir nment, as we as shits in st mer preerenes
Risk de t hanges in regat ry envir nment (e.g.

$* deregati n)
Risk de t ma r hanges in tehn gy

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Risk aires de t siness pr esses and

$* perati ns r pe pe¶s ehavi r, either intenti na (e.g.
rad) r nintenti na (e.g. err rs)
" Risk ss de t hanges in the p itia, s ia, r

* e n mi envir nments
Management
Management, ntr and evaati n

Five disipines Peter Senge
"$%
ñ Aspirati n inv ves rmating a herent pitre the rests
pe pe m st desire t gain as individas, a ngside a reaisti
assessment the rrent state their ives t day.
ñ Learning t tivate the tensi n etween visi n and reaity an
epand pe pe's apaity t make etter h ies, and t ahieve
m re the rests that they have h sen.
""':
ñ Reeti n and inqiry skis is sed ar nd deve ping
awareness the attitdes and perepti ns that inene th ght
and interati n.
ñ By ntinay reeting p n, taking a t, and re nsidering
these interna pitres the w rd, pe pe an gain m re
apaiity in g verning their ati ns and deisi ns.

':
ñ staishes a s n mta prp se.
ñ Pe pe earn t n rish a sense mmitment in a gr p
r rganizati n y deve ping shared images the tre
they seek t reate, and the prinipes and giding
praties y whih they h pe t get there.
:
ñ Gr p interati n.
ñ 0hr gh tehniqes ike dia ge and ski disssi n,
teams trans rm their etive thinking, earning t
m iize their energies and ati ns t ahieve mm n
g as, and drawing rth an inteigene and aiity greater
than the sm individa memers' taents.

$ *:
ñ Pe pe earn t etter nderstand
interdependeny and hange, and therey t
dea m re eetivey with the res that shape
the nseqenes r ati ns.
ñ Systems thinking is ased p n a gr wing dy
the ry a t the ehavi r eedak and
mpeity - the innate tendenies a system
that ead t gr wth r staiity ver time.
ñ 0 hep pe pe see h w t hange systems m re
eetivey and h w t at m re in tne with the
arger pr esses the natra and e n mi
w rd.
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hain
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anaysis
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ative partiipants
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manage impementati n
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ntents the pan and rm it wi detais
take
Sess Keys - } mmniati n
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Sess Faire
Assign r es and resp nsiiities N a ntaiity
} mmniate the pan nstanty Never tak a t the pan

and nsistenty
Re gnize the hange pr ess Ign re the em ti na impat

hange
Hep pe pe thr gh the hange
pr ess F s ny n task
a mpishment
Sess Keys - Impementati n
Impementing - I
Sess Faire
Inv ve seni r eaders Disengagement r m pr ess
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etives eads t s- ptimizati n
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impementati n impementati n and daiy w rk; t
ati ns with w rk ad many teams
Inv ve every ne within the N aignment strategies

rganizati n
Sess Keys - Impementati n
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Sess Faire
A ate res res r F s ny n sh rt term need r
impementati n res res
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Manage the hange pr ess
N measrement system
vaate rests
Hide mistakes/ay ame;
Share ess ns earned; imited/n mmniati n
akn wedge
sesses thr gh pen and
reqent mmniati n
Sess Keys - Measrement
Strategi Measrement - I
Sess Faire
Use measrement t nderstand S- ptimizati n: s ny n

the rganizati n eiienies
Use measrement t pr vide a Use measres that pr vide n rea

nsistent viewp int r m whih t in rmati n n per rmane; se
gage per rmane t many measres
Use measrement t pr vide an Use measrement t s n the

integrated, sed view the tt m-ine ny
tre
Sess Keys - Measrement
Strategi Measrement - II
Sess Faire
Use measrement t mmniate Use measrement t ntr
p iy (new strategi direti n)
Update the measrement system Never review measres
Use measrement t pr vide Fai t se measrement t make

qaity eedak t the strategi strategi, at-ased deisi ns; se
management pr ess ny r ntr
Sess Keys - vaati n
vaati n
Sess Faire
Re gnize when t pdate the pan P r timing and n t re gnizing
eterna res
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a mm date the m re matre panning pr ess; ign re ess ns
rganizati n earned r m previ s e rts
Ign re impat new eaders

In rp rate new eaders int the
strategi panning pr ess
D n't se measrement
Integrate measrement with strategi in rmati n
panning
Sh rtt the pr ess
Use eperiened strategi panning
aiitat rs
Best } mpanies Spend m re time
n F rward Panning than Hist ria
Anaysis
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Beneits R ing F reasts

Developing A Strategic Business Plan

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 Strategi Fit 

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Physia asset BHP¶s w- st mines

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s res mpetitive advantage (2/2) Irreevant

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terna nvir nment

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Risk ss de t hanges in indstry and mpetitive

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Risk de t ma r hanges in tehn gy

Risk aires de t siness pr esses and

" Risk ss de t hanges in the p itia, s ia, r

Management, ntr and evaati n

>staish pri rities >0 many g as, strategies, r etives

>Inv ve mid-eve management as >Pan in a vam-nti na s

>0hink it thr gh - deide h w t >N vera strategy t impement

Dep yment - } mmniating

} mmniate the pan nstanty Never tak a t the pan

Re gnize the hange pr ess Ign re the em ti na impat

Inv ve seni r eaders Disengagement r m pr ess

Deine an inrastrtre Unmanaged ativity

Link g a gr ps Fragmented a mpishment

Phase integrati n F re pe pe t h se etween

Inv ve every ne within the N aignment strategies

Use measrement t nderstand S- ptimizati n: s ny n

Use measrement t pr vide a Use measres that pr vide n rea

Use measrement t pr vide an Use measrement t s n the

Update the measrement system Never review measres

Use measrement t pr vide Fai t se measrement t make

M diy strategi panning pr ess t Rigid appiati n strategi

Ign re impat new eaders

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