Cpsp the generic approach part 2
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Transcript of Cpsp the generic approach part 2
•Navigation
•Health
•Strategy
Most easily understood through generic rules
Generic Approaches to Complex Issues
•Impossible - every country/ocean is different
The Generic Rules for Navigation
•Possible - there are a few rules that apply everywhere
Generic Rules Ought to be:
•Simple - understood by all
•Timeless - never changing
•Effective - always work
Physical environment: good
Home environment: goodWorking environment: good Parental health: good
Physique: good
Age: relative
Stress: low
Education: highAffluence: high
Environmental factors Inherited factors
Lifestyle factors
Fitness factorsExercise: goodDiet: healthy
The Health Compass: LIFE
•If we can have generic rules for healthy individuals
Health = Profits
An Assumption
•We can have generic rules for profitable (healthy) firms
Competitive positionSales # 1
Rel. Mkt. Share # 1
Degree of innovation: highPatents/Mkt. Control: yes
Market share # 1
Relative Quality # 1
Asset utilisationInvestment intensity: lowest
Productivity, people + assets: #
1
Fixed Vs Liquid assets:
lowest Capacity utilisation: # 1
Markets addressed
Size of ticket item: large
Customer power: weakest
Logistics: simplest
Market growth rate: highest
Concentration: High
The Strategy Compass: CALM
LeadershipLeadership: respected, visionary
Labour turnover: lowest People: connected
Absenteeism: lowest
Communication and values
Competitive positionSales # 1
Rel. Mkt. Share # 1
Degree of innovation: highPatents/Mkt. Control: yes
Market share # 1
Relative Quality # 1
Asset utilisationInvestment intensity: lowest
Productivity, people + assets: #
1
Fixed Vs Liquid assets:
lowest Capacity utilisation: # 1
Markets addressed
Size of ticket item: large
Customer power: weakest
Logistics: simplest
Market growth rate: highest
Concentration: High
The Strategy Compass: CALM
LeadershipLeadership: respected, visionary
Labour turnover: lowest People: connected
Absenteeism: lowest
Communication and values
The Strategy Compass: CALM
Markets addressed
Competitive position
Asset utilisation
Leadership
B.2.3. Markets addressedB.2.3.1. Markets addressedB.2.3.2. Product niche analysisB.2.3.3 Customer group
analysis
B.2.4. Competitive analysisB.2.4.1. Industry competitive
analysisB.2.4.2. Firm competitive analysisB.2.4.3. Actual competitor analysis
B.2.5. Leadership B.2.5.1. Behavioural
analysis B.2.5.2. Leadership and
change B.2.5.3. Leadership
measurementB.2.6. Asset Utilisation B.2.6.1. Overall asset
utilisation B.2.6.2. Productivity B.2.6.3. Financial
performance
The Skeleton Strategic Plan
Section A: Background to the strategic planA.1. Introduction A.2. Executive summary Section B.1. The overall strategic plan B.1. Mission, goals and strategy
B.1.1. MissionB.1.2. GoalsB.1.3. Strategies
Section B.2. The detailed strategic plan B.2.1. Defining the businessB.2.2. The product market portfolioB.2.3. Markets addressed
B.2.3.1. Markets addressedB.2.3.2. Product niche analysisB.2.3.3 Customer group analysis
B.2.4. Competitive analysisB.2.4.1. Industry competitive analysisB.2.4.2. Firm competitive analysisB.2.4.3. Actual competitor analysis
B.2.5. LeadershipB..2.5.1. Behavioural analysisB.2.5.2. Leadership and changeB.2.5.3. Leadership measurement
B.2.6. Asset utilisation B.2.6.1. Overall asset utilisationB.2.6.2. ProductivityB.2.6.3. Financial performance
Section B.3. ForecastsB.3.1. Overall forecastsB.3.2. Risks
Section B.4. ImplementationB.4.1. Implementation; incrementalB.4.2. Implementation: strategic
The Skeleton Strategic Plan
The Stra
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The Financia
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