粮油以价值为导向的企业战略规划培训材料.pptVIP

在战略质询会上，高层领导以事实及数据为基础，对中心/业务部的战略规划的各个方面提出质询。 As we will see later in the document, a company needs many ideas in 层面 3 to build a few businesses in 层面 2. Naturally, with new ideas, the uncertainty is high. Most ideas just won’t work. Some companies have determined that it takes 100 ideas to arrive at 1 feasible business. This ratio is quite different than the one most companies anticipate when they consider continuous growth. They think they can use a pipeline of ideas, putting a few more ideas in the front end than they will need at the back end. What we have learned in our research is that this pipeline should, in fact, be a funnel. And a funnel requires a dramatic increase in the idea generation capabilities of most organizations. Intangibles provide companies with a new way to compete—the capital-light way. In the old economy, a capital-heavy approach meant that market access was gained through capital investment. In the global new economy, market access is gained instead through superior value arising from a capital-light, intangible-heavy approach. Rather than owning everything, reliance on alliances and web-based business systems allows for a reduction in the unwise use of financial capital. While a capital-heavy approach generates returns at or below the cost of capital, a capital-light, intangible-heavy approach generates high returns relative to the capital invested. In addition, the capital-heavy approach presents relatively high financial risk, while the intangible-heavy approach presents little financial risk. Finally, a capital-heavy approach is slow and inflexible, while the capital-light method allows for an enormous degree of flexibility with regard to responses. 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.