粮油集团战略规划管理报告.ppt

COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * 战略规划应对行业及竞争态势，以及中化自身竞争优/劣势进行充分、详实的分析，并在此基础上制订相应的战略，而且必须对与此战略相应的财务目标及资源需求作出尽量实际的预测。 COFCO/020918/SH-YGC(2000GB) * 以下几页列举了战略规划中几项重要的战略分析工作的要素，供作参考。 COFCO/020918/SH-YGC(2000GB) * 以下几页列举了战略规划中几项重要的战略分析工作的要素，供中化参考。 COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * COFCO/020918/SH-YGC(2000GB) * Take Gillette, which has sustained high growth for more than a decade. Its activities across the three 层面s in 1986 and 1995 (see next page), illustrate the importance of continuous idea generation for growth. In 1986, Gillette was actively investing in 层面 3 activities across all divisions. While this exhibit shows no 层面 3 activities at the highest level, top management was likely heavily involved in major 业务单元 level moves such as entering new countries with razors and blades or preparing to acquire Waterman pen. COFCO/020918/SH-YGC(2000GB) * Nine years later, Gillette’s 层面s 2 and 3 have almost completely been regenerated to continue fueling growth across all five businesses. Activities such as the Sensor razor development in 1986 (see previous page) have become core 层面 1 businesses. And, Gillette has a new set of ideas for future growth businesses in 层面 2, at both the 业务单元 and the corporate level. This organization has not stood still. COFCO/020918/SH-YGC(2000GB) * Growth ideas were not restricted to new products. Rather, Gillette has sought growth acro