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Business plan outline
Executive Summary Company Description
Including product/service
& technology/coreknowledge
Industry Analysis &Trends
Target Market
Competition Strategy/Business Model Marketing and Sales Plan Production/Operations
Plan
Technology Plan
Management &Organization
Social Responsibility
Development & Milestones
Financials Including Capital
Requirements & FinancialStatements
Appendix
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Strategy funnel industry side
Customer &
Benefits
CompetitiveDynamics
CompetitiveSpace
Segment,SizeChannels
StrategicPositioning
ValueProposition
Industry
Structure
Environmental Trends
IndustryMarket
PerceptualSpace
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Industry-side goal
Describe, in detail, the competitive, industry, andenvironmental landscape in which your firm will
operateto find a defensible space you might occupy.
0
10
20
30
40
50
60
70
Return on
Equity (%)
Business Landscape
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Business as supply chain
Financial Management
People Management
Dig clay Throw clay into pots Sell pots
Technology
Infrastructure & Logistics
R & D
The supply chain traces processes and transformations. As thesebecome more complex, they tend to differentiate into variousfunctions.
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Business as value chain
Dig clay Throw clay into pots Sell pots Margin
The value chain maps value added andcaptured onto the supplychain. Each step in the supply chain contributes different amountsof value.
Effective management involves both identifying new sources ofvalue and tying together pieces to create more than the sum of theparts.
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Markets & industries
Each cluster of competitors is an industry, industry segment orstrategic group
Supply chains and industries evolve over time as do their rules,cultures, technologies and sources of value
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Book selling commerce chain
Author Publisher Wholesaler ReaderRetailerAgent
Sales groups
Direct marketing
Packager
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Book selling value chain
Author Publisher Wholesaler ReaderRetailerAgent
Sales groups
Packager
$0.50
Promotions
$0.05
$0.50
$1.00
$0.375
$5.50
$1.25
$0.375
$10.00$3.50
From trade sales, a publisher might keep 7% for salaries etc though the amountsand percentages do increase with print runs and cover prices.
From direct mail, a publisher might keep 12.5% or so, but without as many economiesof scale (since so much goes to logistics).
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Exercise:Draw the chain,identify your industry
Who sells what to whom? Ask industry informants Look at customer and supplier lists
Look at industry magazines Draw what you see Circle your industry
The related functional cluster of firms
Identify sources of competition direct competitors from within the industry indirect competitors from related supply chains
Note the supply market Note the demand market
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I. Environmental Scanning:STEEP analysis
Macro-environment
Economic
Forces
Ecological
Forces
Socio-culturalForces
TechnologicalForces
PoliticalForces
Firm/Organization
StructureCulture
CompetenciesResources
Operating
Environment
TradeAssociation
Regulators
Union/employees
Competitors
Creditors Suppliers
Customers
Communities
Stockholders
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Stakeholders shape theoperating environment
Macro-environment
Firm/Organization
StructureCulture
CompetenciesResources
Operating
Environment
TradeAssociation
Regulators
Union/employees
Competitors
Creditors Suppliers
Customers
Communities
Stockholders
Economic
Forces
Ecological
Forces
Socio-culturalForces
TechnologicalForces
PoliticalForces
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Stakeholder management
Importance to Firm
Low Average HighLow
Averag
e
High
Influence
onI
niti
ative
SH1SH3
SH2
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II. Industry structure
Industries are clusters of firms that serve the same function in acommerce chain. These sets of firms operate in the same space andcompete to control enough space to capture value.
Industries all have structure, history, trajectories and competitivedynamics that constrain entry options and are shaped in part bymacro-environmental conditions.
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Industry power: Bookstores
Threat from Substitutes:High: multimedia, web
distribution
Suppliers Power:Reduced but still
significant
Threat from New EntrantsMinimal at scale eg.
warehousing, leases
Buyers Power:Mild local
monopoly but options
Rivalry:
Oligopoly
Other Stakeholders:Minimal domestic,some international,
financial concerns
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2. Substitutes
Industries with few substitute products aremore attractive than those with many
substitutes. Effective substitutes can often provide
ways in for upstarts.
The threat of substitutes is often theweakest of the forces -- except duringtimes of high demand or fast change, wheninterlopers may see opportunities.
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3. Buyer power
Attractive industries feature disorganized,small customers, with little purchasing andnegotiating power.
Buyers gain power when: They are large, relative to the seller
(superstores). They are organized (eg., a coop). It is easy to switch to another supplier (eg., when
products are standard). They could integrate backwards and so take over
a supplier.
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4. Supplier power
Attractive industries feature small anddisorganized suppliers.
Suppliers gain power when: They are large, relative to the buyers. (Alcoa).
It is difficult for buyers to switch to competingsuppliers. (Custom products, proprietary
information). They pose a credible threat of integrating
forward and taking over the buyers functions.
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5. Rivalry
Attractive industries are controlled by monopoliesor gentlemanly oligopolies. On the other hand, the more the players, and the more
equally matched, the closer the industry approximatesperfect competition and minimum profits.
Rivalry is reduced when: Power is concentrated (C4 Index ) Competitors can truly differentiate.
It is easy to exit. Demand is stable and predictable. Regulation takes the edge off.
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Profit pools
OperatingM
argin
Acquisition Funding Servicing 100%0
20%
Share of Industry Revenue
Banking
OperatingM
argin
Funding Servicing 100%0
20%
Share of Industry Revenue
Banking
Acquisition
Operating margin:Industry reports, interviews
Share:Profit amount x total sales in sub-segment
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While useful, the five forces, value chainand profit pool models are essentially static.
It is critical to make guesses about thefuture -- especially about when trendsmight stop and the existing power structureshift. STEEP and technology life cycle
analyses can help with this. If you need a more dynamic model, ask me
later about the 4 Arenas analysis.
Industry dynamics
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Exercise:Industry power structure
Threat from
Substitutes
SuppliersPower
Threat fromNew Entrants
BuyersPower
Rivalryof
Firms
Power of other
Stakeholders
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Company competitive analysis
How does each firm compete? Quality, service, low price, something else?
How effective is each? How well designed are they to compete as they do? How powerful?
What resources do they control? Money, people,
influence... How aggressive? How hard do they compete? Whats their
trajectory?
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Competitor response profile
Future Goals
Vision statement
Managerial
behavior
Critical
Assumptions
Key beliefs
Blind spots
Response ProfileSatisfied or ambitious?
Likely next moves?
Vulnerabilities?
Sensitive spots?(What will provoke
retaliation?)
Current Strategy
Price, quality,
distribution,
resources
Capabilities
Strengths &
weaknesses
Drivers Abilities
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Competitors table
Organizes competitors using crucialdimensions of competition, plus effectiveness,power, trajectory, likely changes...
Market
ShareQuality Cost Effective-
ness
Aggres-
siveness
Competitor1 15% H H M
Competitor2 25% L L H very
Competitor3 5% M M L
Competitor4 20% L L H slipping
Competitor5 15% M M H
Power
M
H
L
H
L
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Groups of firms that pursue similarstrategies with similar resources
Strategic groups
Price
Selection
Fast Food
Upscale Chains
Diners/Family Style
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Example: Variation on GartnersMagic Quadrant
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