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Some introductory comments

Some introductory comments. Objectives, SMW:. Understand strategy and marketing capabilities and approaches Enhance innovative strategic global thinking Highlight business environment and its implications to Boeing Identify, assess and prioritize growth opportunities

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Some introductory comments

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  1. Some introductory comments

  2. Objectives, SMW: • Understand strategy and marketing capabilities and approaches • Enhance innovative strategic global thinking • Highlight business environment and its implications to Boeing • Identify, assess and prioritize growth opportunities • Develop profitable market-driven strategies • Deliver actionable business plans • Ensure common language among marketing and strategy people 2

  3. Growth Boeing’s Management Model CHARTS THE COURSE SETS HIGH EXPECTATIONS Stock Price Growth Stakeholders FinancialObjectives Financial Performance • Customer Satisfaction Performance to Plan • Economic Profit • Employees • Customers • Shareholders • Communities • Move Toward World-Class: Margins, Earnings, Cash DELIVERS RESULTS Productivity INSPIRES OTHERS • Employee Accountability • Competitiveness • Attaining World-Class Growth and Productivity: • Committed, performance-driven management • Maximize learning across the enterprise and from outside • Adapt and apply learning in clearly defined businesses LIVES BOEING VALUES FINDS A WAY 3

  4. Something to think about this week … “When the rate of change inside an institution becomes slower than the rate of change outside, the end is in sight. The only question is when.” … Jack Welch

  5. Some Background • Background motivation – develop expertise in building a business case • Overall framework Five Questions: • What should we do to understand business environment? • Where do we find new business opportunities? • How do we evaluate these opportunities? • How do we develop a profitable strategy moving forward? • How do we execute and deliver moving forward? • SMW advanced and comprehensive 5

  6. Overview of SMW Framework “ A general framework that captures these views, is flexible enough to incorporate state-of-the-art external thinking on strategy and BDS and BCA strategic processes and approaches, connecting strategic development through a common language and “ties the dots” across current Boeing processes and procedures” 6

  7. High-Level Overview Timeline: • SMW starts Sunday evening through Friday noon • Follows order of “Developing a Business Case” • Understanding Business Environment • Understand Customer and Competition • Understand Capabilities to Win • Analyze and Assess Strategic Options • Persuade Purchase • Deliver Products and Services • Care and Feeding of the Relationship • Links to current Boeing practices via Jeppesen Marine Capstone Exercise Sunday SMW Friday noon SMW 7

  8. UnderstandCustomer and Competition Understand Business Environment UnderstandCapabilities to Win Persuade Purchase Deliver Products andServices Care andFeeding of theRelationship Analyzeand Assess Strategic Options Define Value Proposition, Price, Products andServices 1 2 3 4 5 6 7 8 Building an Innovative and Entrepreneurial Environment(IDEO, Google, Apple, etc.) Integration of Jeppesen, Alteon, CAS, etc. http://www.jeppesen.com/wlcs/index.jsp?section=home&content=index.jsp 8

  9. What should we do to understand the business environment? Where do we find new business opportunities? How do we evaluate these opportunities? How do we develop a profitable strategy moving forward? How do we execute and deliver moving forward? Strategic Marketing Workshop SMW course designed to utilize LTLs and bring strategy to action

  10. Go / No Go Decisions Strategic Market Assessment Business Case & Business Plan Methodology Business Case (Market / Product Strategy) Market / Product Assessment Capability Assessment Strategy Market Analysis Identify Market Value Chain and Control Points Identify Gaps & Potential Solutions Entry Option Selection “GO” Business Plan (Execution) Go to Market Plan Capability Plan Financial Analysis Operating & Execution

  11. Go / No Go Decisions Detailed Business Case & Business Plan Methodology Business Case (Market / Product Strategy) Market Analysis Identify Value Chain & Control Points Identify Gaps & Potential Solutions Entry Option Selection • Customer needs • Segmentation • Core vs. adjacency • Size and growth • Profitability • Competitive intensity • Trends • Overall attractiveness • Requirements • Value Chains • Capabilities / Technologies • Discriminators • Competitor capabilities • Boeing capabilities • Boeing gaps • “Gap Filler” options • Strategic option creation • Options assessment • Develop business model (s) • Competitor response • Financial analysis • Risks / scenario analysis • Ranking & selection “GO” Business Plan (Execution)

  12. Logical Flow of Strategic Tools External business environment Core and adjacent markets Value chain Strategic control points Portfolio analysis Segmentation Value Proposition Branding principles Pricing principles Points of access and vertical strategic alignment Points of touch and integrated communications

  13. SMW “Windowpane” 13

  14. Jeppesen Marine “The tie that binds … “ 14 143361

  15. Product and Markets Airline • Create new product lineswithin existing markets Navigation Solutions Operations Document Services Software Solutions Distribution 15 143361

  16. Product and Markets Airline GA/BA Deploy existing productsinto new markets Navigation Solutions Operations International Trip Planning Training Document Services Software Solutions Distribution 16 143361

  17. Data BLUE CoreNet DataBRWN Jeppesen Marine Commercial Market Capture Curve LRBP Zone (2005 -2009) 2010 7,000 6,000 4.1% penetration (4,705 boats) 5,000 4.5% penetration (4,157 boats) 4,000 Ngr boats 3,000 1% penetration (1,102 boats) 2,000 1,000 0 1 7 13 19 25 31 37 43 49 55 61 67 73 79 85 91 97 103 Months 17 143361

  18. Jeppesen Marine (P/L)“Kahuna” Build From Dirt Model Total Marine Information Services (in millions) Development Zone 2004 2005 2006 2007 2008 2009 2010 Revenue Blue Water Brown Water CoreNet Recreational Earnings Recurring EBIT Incremental Investment* R&D Capital - - - 2.2 $ 2.2 (1.04)-47% $ 0.2 $ 0.3 $ 0.6 - - - 6.1 $ 6.1 (5.73) -95% $ 3.7 $ 8.2 $ 11.9 - 1.0 0 8.1 $ 9.1 (7.54) -83% $ 4.8 $ 9.9 $ 14.7 3.8 2.7 1.2 10.4 $ 18.1 (5.23) -29% $ 4.2 $ 4.0 $ 8.2 10.9 10.6 4.4 12.8 $ 38.7 6.2216% $ 4.0 $ 3.5 $ 7.5 36.2 18.5 21.1 15.3 $ 91.0 34.85 38% $ 3.8 $ 8.3 $ 12.1 45.5 17.6 46.6 19.5 $ 128.3 49.92 39% $ 3.8 $ 4.8 $ 8.6 NPA @ 10.5% $129 million IRR 60% Payback Period 6.31 18 143361

  19. Who Am I?

  20. WELCOME!!!!

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