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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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objectives smw
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

boeing s management model

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

something to think about this week
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

some background
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

overview of smw framework
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

high level overview
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

slide8

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

strategic marketing workshop
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

strategic market assessment business case business plan methodology

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

detailed business case business plan methodology

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)

slide12

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

jeppesen marine
Jeppesen Marine

“The tie that binds … “

14

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slide15

Product and Markets

Airline

  • Create new product lineswithin existing markets

Navigation Solutions

Operations

Document Services

Software Solutions

Distribution

15

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slide16

Product and Markets

Airline

GA/BA

Deploy existing productsinto new markets

Navigation Solutions

Operations

International Trip Planning

Training

Document Services

Software Solutions

Distribution

16

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slide17

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

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slide18

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

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