Preparing a business plan

Workshop APL

Leading a business

Drives and values

Context

Actions

Leadership styles

ECONOMICLOGIC

CUSTOMERLOGIC

INTERNALLOGIC

PRODUCTLOGIC

PROCESSLOGIC

External Logic

Introducing: BUSINESS LOGIC What are you trying to do, as a business ? Is it cohere?

ECONOMICLOGIC

CUSTOMERLOGIC

INTERNALLOGIC

PRODUCTLOGIC

PROCESSLOGIC

Beyond logic...

…there are data.

Business metrics for these logics are the balanced scorecard

Workshop

• Drives and Values• Local Situation• Eleborating on

External Logic• Economic Logic• Custumer Logic

• Product Logic• Process Logic• Internal Logic• Actions• Leadership

Drives and values

• What are we going to built and why?• What are the 3 most important values for your organization?• What competences do we need to achieve this?

ECONOMICLOGIC

CUSTOMERLOGIC

INTERNALLOGIC

PRODUCTLOGIC

PROCESSLOGIC

External Logic

THE INDUSTRY

New entrants Suppliers Buyers Substitutes Rivalry

THE TRENDS

Economic Demographic Political/legal Technological Socio-cultural

Check the external environment for opportunities and threats the organization faces, due to forces in its own sector and trends in the world around it?

Questions:• What are your key opportunities?• What are key threats?• Is your business growing or shrinking?

COST STRUCTURE

PRICING STRATEGY

FINANCIAL PICTURE

GROWTHSTRATEGY

CUSTOMERLOGIC

INTERNALLOGIC

PRODUCTLOGIC

PROCESSLOGIC

ECONOMICLOGIC

How the APL Centre gets profit and growth

Questions:• What are fixed and variable costs?• Which is more of an issue for you?• What are the key onces?• How are you pricing your service?• Which end of the market are you targeting? Why?• What are key metrics?

ECONOMICLOGIC

CUSTOMERLOGIC

INTERNALLOGIC

PRODUCTLOGIC

PROCESSLOGIC

MARKETSTRATEGY

RELATIONSHIP VSTRANSACTION

STRATEGY

How the APL Centre finds and keeps customers

Questions:• How are you segmenting the market?• Which segment are you going after and why?• What are key metrics?

ECONOMICLOGIC

CUSTOMERLOGIC

INTERNALLOGIC

PRODUCTLOGIC

PROCESSLOGIC

PRODUCTSTRATEGY

SOURCES OFDIFFERENTIATION

COMPANY IMAGE

How the APL service appeals to customers

Questions:• What makes your product distinctive, unique?• What is the image your company projects in order to appeal to

customers?• What is the companies reputation to customers?• What are key metrics?

ECONOMICLOGIC

CUSTOMERLOGIC

INTERNALLOGIC

PRODUCTLOGICPROCESS

LOGIC

RESEARCH &DEVELOPMENT

SOURCESOF VALUE

PRODUCTIONAND/OR

LOGISTICS

POST-SALE

How the APL centre acts in creating and providing the APL Service

Questions:• What happens inside your APL Centre to turn input into product and

services?• Does the APL Centre provide post-sale?• What are key metrics?

ECONOMICLOGIC

CUSTOMERLOGIC

INTERNALLOGIC

PRODUCTLOGIC

PROCESSLOGIC

INTERNALSTRUCTURE

LEARNING &INNOVATION

ORGANIZATIONCULTURE

INFORMATIONSYSTEMS

The infrastructure of the APL Centre.

How it organizes itself to accomplish its work.

Questions:• What does your organization chart looks like?• How do you acquire skills and knowledge?• What are key metrics?

Planning for actions

What has to be done ?

By whom ?

Deadline ?

Monitoring ?

Mission/vision

Values

BehaviorsTask

Goals

Results

Process PracticesLeadershipLeadership

Strategy Culture

Tosti & Jackson 1994

Effects

Leadership

• What are main management activities concerning the APL centre?• What kind of leadership style is suitable?