Klaus Macharzina - Springer Gabler
Klaus Macharzina - Springer Gabler
Klaus Macharzina - Springer Gabler
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Abbildung 5‐8: Process of Strategic Business Planning<br />
Implementation<br />
Plan<br />
Evaluation/Selection<br />
of Alternatives<br />
Product Lines<br />
Portfolio Management<br />
Screening of<br />
Each Business<br />
Product Market<br />
Analysis<br />
Market size and<br />
attractiveness<br />
SBU A<br />
Cost<br />
Product<br />
Strategic alternative<br />
of SBU A<br />
Sales<br />
Basic road map<br />
Size<br />
Growth rate<br />
Segmentation<br />
Life cycle<br />
Technology change<br />
Leaders’ strength<br />
SBU B<br />
(Strategies of SBU A)<br />
Reinforce<br />
and expand<br />
Stabilize<br />
profitability<br />
Raise market<br />
share<br />
Select<br />
strictly<br />
Strategic alternative<br />
of SBU Z<br />
Protect present<br />
position<br />
Establish<br />
advantages<br />
Recover invested<br />
capital<br />
Our own strengths<br />
Eat up<br />
Minimize<br />
losses<br />
Share of market<br />
Profitability<br />
Brand<br />
Technology<br />
Marketing<br />
Basic road map<br />
(Strategies of SBU Z)<br />
PIMS<br />
(3)<br />
(2)<br />
Cash flow<br />
Sales volume Profit Investment in<br />
plants/equipment<br />
SBU A (1)<br />
(3)<br />
(2)<br />
SBU Z<br />
SBU Z (1)<br />
Corporate objectives,<br />
limit of resources<br />
Implementation Plan<br />
Profit Improvement<br />
Program (PIP)
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