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MindMap Gallery PG Winning Strategy Mind Map

PG Winning Strategy Mind Map

As a company with a history of hundreds of years, P

Edited at 2023-10-12 14:41:08

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PG Winning Strategy Mind Map

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Outline

Timing Management mind map
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Mason·Carter

"P&G Winning Strategy" Mind Map

Learn the success story of a century-old company

5 steps to develop a company strategy

3 Practical Strategy-Making Tools

1 set of methodologies for planning personal development

about the author

Roger Martin

Former consultant at Monitor Consulting

Nominated for Best Business School Dean in 2013

Once selected as one of the world's 50 most influential business thinkers, ranking third

Lafley

Former Chairman and CEO of Procter & Gamble

2000-2009: Served as CEO of Procter & Gamble, sales profit increased 4 times during his tenure

2013: In the face of crisis, he was appointed as P&G CEO again. During his tenure, he mainly adjusted P&G's strategy.

What exactly is strategy?

5 misunderstandings about strategy

[Myth 1]: Define strategy as vision

strategy = vision

Mission and vision are the building blocks of strategy

[Myth 2]: Define strategy as a plan

Strategy = annual plan

Plans and tactics are the building blocks of strategy

[Misunderstanding 3]: Denying long-term or mid- to long-term strategic possibilities

Businesses only need short-term strategies

Develop long-term strategies, take the initiative to plan and do things

[Misunderstanding 4]: Defining strategy as optimization Existing business

Just think about how to make your existing business better

Existing business & future business to be incubated together

[Myth 5]: Defining strategy as following best practices

See how others solve it and then learn from it

No leading company relies on learning from others. to the first

strategy definition

Strategy is choice

Strategy is a set of choices designed to position a company uniquely in its industry to create a lasting advantage and superior value over its competitors.

Strategy should include core content

5 basic choices to help you understand strategy·

Company level

[Choice 1]: Vision Goal (What is the vision that drives a company to win?)

what is vision

The guiding ideology of the enterprise defines the pursuit of the enterprise

[Example 1]: Huawei’s “Internet of Everything”

[Example 2]: Procter & Gamble “Get closer to life and beautify life”

What is a winning vision?

Fundamental purpose: win!

Determine how to make each choice, what to do and what not to do

6 points to build a winning vision

[Point 1]: Fight to win

[Point 2]: Carefully polish the vision

Be beneficial and meaningful to employees and consumers

[Point 3]: Based on customers

Vision must be relevant to people

[Point 4]: Understand how to win

No. 1 in market share

The widest coverage

[Point 5]: Think about the difference between winning and competing

Examine traditional competitors & find unexpected competitors

[Point 6]: Don’t stop here

Vision is only the first element of strategy

Business Layer

[Choice 2]: Strategic choice (What kind of market does the company enter?)

5 dimensions to consider when making market choices

【1】.Geographic market

【2】.Product type

【3】.Consumer group

【4】.Distribution channels

Through what methods and channels to reach users?

【5】.Vertical production

In the vertical field of the value chain, which link does one enter and which link does one not enter?

Two dimensions that are easily overlooked

3 suggestions for market selection

【1】.When choosing which market to enter, you must also make the decision not to enter or avoid which type of market.

【2】. Find attractive areas where you can compete and win.

【3】.Don’t start formulating a strategy without choosing a specific area.

Choice 3: Winning Strategy Choice (How to win in your chosen market?)

Key points to win: Flexible choice

Procter & Gamble’s winning edge

[Advantage 1]: Thorough understanding of core consumers

[Advantage 2]: Create a differentiated brand

winning strategy

[Strategy 1]: Cost leadership strategy

[Strategy 2]: Differentiated competition

functional residence

Option 4: Core competitiveness functions (What core competencies must companies possess?)

How to define core competencies

Feasibility, uniqueness, defensibility

P&G’s 5 core competencies

【1】.Understand consumer needs

【2】.Brand building

【3】.Innovation

【4】.Work with customers and suppliers to develop markets

【5】.Global scale

P&G’s other competencies

Designing ability

Account team capabilities

organizational capabilities

Competitiveness and core competitiveness constitute P&G’s activity system

Pick 5: Institutional mechanism and corporate culture guarantee (What kind of management system does the company need?)

Management system

definition

The company’s organization, processes, talents, capabilities, information construction, etc.

effect

As a foundation to support the implementation of strategies

practice

Process: Have a robust process to establish reviews, communicate across departments, and implement strategies

Organizational structure: There must be an organizational structure that supports the core capabilities of the enterprise

Measurement methods: Use specific measurement methods to ensure that the strategy is effective

Purpose (objective)

Definition: The strategic purpose to be achieved by a company/business unit

Example: Become a market leader

Target (Goal)

Definition: A goal to achieve to achieve a purpose

be careful

Use quantitative goals whenever possible

The number of targets should not be too many

Goals are more specific than goals

Example: Market share reaches 51%

Strategy: Competitive Areas (Strategy)

Definition: Two directions, what is the competitive field and how to win

action (Action)

Definition: Turning grand strategy into steps that can guide action more precisely

Example

What does the R&D department do?

What does the production department do?

Improved OGSAM model

Performance: Measurement Methods (Measurement)

Note: Measurement methods should correspond to strategies

Example

Strategy: Let the company’s products cover more channels

Measurement method: number of stores, number of consumer terminals, etc.

How to develop an implementable strategy

Where to start when formulating a strategy?

difficulty

where to compete

how to compete

Solution: strategic logic flow chart

【Module 1】: industry analysis

Market segments

product type

Corresponding channel

Target consumers

Notice: 1. Make choices when selecting target consumers 2. Don’t be afraid of existing competitors in the market

structural attraction

Analysis method: Porter’s five forces model

[Module 2]: Consumer value analysis

Channel customers (dealers)

Key points of inspection: profit margin, profit source, space, premium ability...

final consumer

[Module 3]: Relative position analysis

activity system

What can the enterprise’s capabilities do? What not to do

cost analysis

Differentiation Strategy

Cost leadership strategy

Module 4: competitor analysis

Anticipate competitor reactions

Make a strategy for yourself

Summarize: Utilize three major models for formulating strategies

Model 1: The corporate strategy room

Model 2: 0GSM/0GSAM model

Model 3: Strategic Logic Flowchart

think: 4 questions to help you formulate a strategy

What is your vision when it comes to personal development?

Define an area of focus and how to be the best in this area?

What abilities do you need to achieve the desired state?

How to build such competitiveness? What should be done? What resources should be invested? How to plan time?

Strategy is a combination of the consequences of a series of choices