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ANALISI STRATEGICA E
INNOVAZIONE CON LA
BUSINESS ANALYSIS
ANGELO PANSINI
Leonardo
Hello!
Nice to meet you.
Angelo Pansini Competitive Analysis & Strategy Director Land & Naval Defence Electronics Leonardo
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http://www.leonardocompany.com/
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CAGR
CAGR di M/L Termine = f (Posizionamento Competitivo Corrente, Obiettivi Strategici, Investimenti, Offer Proposition, Mercato, Evoluzione
Tecnologica, Concorrenza, Rischi Interni/Esterni, Assetto Organizzativo e Skill-set, Crescita Inorganica, etc.)
= f (Strategy Analysis) = f (Business Analysis)
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Key Business Analysis Questions
Who is the Customer?
What are the Needs?
What is the Value for the Customer? A cosa attribuisce “valore” - (cosa conta per il cliente) ?
Which is the Context?
Where we compete? Who are our Competitors ? Which are our Key activities to create Value for the Customer?
Let see some Key Analysis to simplify the complexity
Analyze Current State
Define Future State
Assess Risks
Define Change Strategy
Needs
Strategy Analysis
Source: BACCM - BABOK Guide V3
Strategy
Analysis
Some Key
Analysis to
simplify the
complexity
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3
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Strategic Framework &
Highlights
External & Competitive
Analysis
Internal Analysis
Strategic Objectives
• Divisional and LoB Objectives • Strategic Risks • Main Actions and Criticalities • Monitor & Tracking (KPIs)
• Vision and Mission • Division in a Snapshot • Strategic Objectives • Financial Highlights (Division / LoB) • Budget Plan and Top Orders
• Global Macro Trends • Market Breakdown • Market Trends by Mission, Technology and Geography • Drivers and Constraints • Division competitive position • Competitors Analysis
Competitive Positioning • Competitive Positioning by Division and by LoB Portfolio Assessment & Investments • Product Portfolio Assessment and Evolution • Investments and R&D Plan Value Chain, Human Resources & Competence Assessment • Activities / Processes • Human Resources Divisional Distribution • Competence Assessment
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Land & Naval Defence Electronics
5 Business Lines 19 Business Areas 50+ Product Families ~ 140 Products/Systems/Services
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Analyze Current State
Define Future State
Assess Risks
Define Change Strategy
Needs
Strategy Analysis
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Business Model Canvas
Source: BABOK Guide V3 Figure 10.8.1
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Business Segmentation
the starting point to go wrong or to be right
Products/Geographies
ATR42
ATR72
Europe
RRJ
USA Far
East Russia
«Traditional» Segmentation «Multidimensional» Segmentation
User Groups (Airlines Type: Major, Low Cost, Affiliates)
Use Destinations (H&S, P2P)
Technologies
(HS Train vs Aircraft, TP vs Jet)
THE REGIONAL
TRANSPORT
BUSINESS
IDENTIFICATION
THROUGH THE
MULTIDIMENSIONAL
APPROACH
ADVANCED
TURBOPROPS
SMALL REGIONAL JETS
(50 Seats)
CONVENTIONAL TURBOPROPS
(<19 Seats)
USE DESTINATIONS
FEEDING +
HUB by PASS
FEEDING
(<300nm)
HUB by PASS MINOR HUBS
CONNECTIONS
END USERS
TECHNOLOGY
(Aircraft type)
MAJOR/LARGE AIRLINES
MAJOR REGIONAL AIRLINES
CONVENTIONAL TURBOPROPS
(20-40 Seats)
CONVENTIONAL TURBOPROPS
(41-70 Seats)
SUPER REGIONAL JETS
(71-130 Seats)
CONVENTIONAL JET AIRLINERS
(Shortened version of greater narrow body)
POINT to POINT
Subsidiaries of Major Airlines (Low cost)
Joined with MA through Marketing Agreements
Independents
SECONDARY REGIONAL AIRLINES
SMALL REGIONAL AIRLINES
THIRD LEVEL COMPANIES (Corporate, Taxi, Light Commuter, etc.)
Subsidiaries of Major Regional Airlines
Joined with MRA through Marketing Agreements
Indipendents
FACTORS CONTRIBUTING TO
THE DEFINITION OF THE DIMENSIONS
END USERS Fleet consistency and mix, network
type, etc.
USE DESTINATION Stage Length, connections type, etc.
TECHNOLOGY Aircraft type in terms of propulsion,
speed, technological content, price, etc.
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Business Chains
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Business Chains
All the companies showed can be considered active in the Business of
Commercial Aerospace
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Asses the strategic position means to identify and
analyse the forces influencing the business
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A tool to assess the
Source of
Competitive
Advantage
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Identify the source of competitive advantage “really” applicable to our business
(whatever is the strategy, the source of competitive advantage is generally unique and strictly business specific !!)
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1. Customising
t 0
Profit customising
2. Time to market
t 0
Profit Price
Cost
3. Product Structure
7. Focus 5. Brand
4. Product Families
BRAND
Profit
NO-BRAND
Specialised
Profit
Diversified Segments
Product Variants 0
Profit
Product family
Building Blocks 0
Profit Prime contractor
Q 0
Profit 6. Volumes & Market Share
9. Value Chain Focus
Profit
Q
C
P
8. Learning Curve
Value Chain
Profit
MKTG R&D Procur Manuf Sales
Profitability
Post Sales
10. Market/Products development Profit
Q, Life Cycle Stage
t
P
Competitors
Profit
Organisation
11. Company Structure
Customer
Centric
Strategy
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Identify the Business Model necessary for
delivering value to the customers
Understand what are the user’s needs to be
satisfied
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Implement a structured, conscious, “fact-based” process
Identify and apply tools to track and check the process
Ensure the alignment between Strategy (Strategic Plan) and key figures (Budget/Plan)
STRATEGY
EXECUTION
Implement, check, track & quantify (-> KPIs) - Solution Evaluation
BA
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Business Sustainability – Solution Evaluation
BUSINESS SUSTAINABILITY
Measure Solution Performance
Analyze Performance Measures
Assess Solution Limitations
Assess Enterprise Limitations
Recommend Actions to Increase Solution Value
BA BA
Solution Evaluation Source: Business Analysis Beyond Projects - BABOK Guide V3
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• Achieve a Sustainable Competitive Position
• Preserve and improve market share and financial performance, facing and/or outperforming the competition in the business domains the Division decided to compete
DEFINITION • Capacity of a business to endure in the long term, remaining productive overtime and
safeguarding its potential for long term maintenance of profitability, against the foreseeable market evolution
MODALITIES
CHECK LIST
1. Degree of focalisation and rationalisation of LoBs
offering
2. Current and future competitiveness of the offer-
portfolio
3. Current (last X years) and future sales and profitability
(B/Plan + Opportunities)
4. Adequacy of Investments (Quantity, Quality, Timing)
5. Adequacy of current and future resources, capabilities
and skillset
6. Adequacy of organization, processes and supply chain
7. Attractiveness of the addressable market
8. Adequacy of the actions aimed at ensuring a
sustainable competitive position (Strategic Plan,
Investment Plan, BPPs, OIF, etc.)
EXPECTED OBJECTIVES
1. Maximise financial performance 2. Protect and grow market share 3. Ensure a competitive market
offerings (price, performance and reliability)
4. Optimise investment against robust market and financial business cases
5. Optimise effectiveness and efficiency of the organisation and relevant skills and resources
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LoB Class Product Line Product Family
Description
Characteristics Last 5 year sales
Status
Product life Cycle
Sold individually
1) Introduction 2) Growth 3) Maturity 4) Decline
1) New “disruptive” 2) New “evolutionary” 3) Production 4) Upgrade 5) To be Disposed
Next 5 Years sales Price Range
Value k€ Value k€
1)< 100k€; 2) 100k€ < && < 1 M€; 3) >1M€
Photo Synthetic
description
Main characteristics
Product/System/Service LoP FoP
Sold as Product/System Component
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Bombardier C-Series - EVALUATION
$
t NRE
Max Production Rate
Decline or rivitalisation
?
Life Cycle = 25+ years F (Maintenance Cycles)
Bombardier C-Series
Regional Jet da 100-130 posti • Annuncio ufficiale: Luglio 2004 (Clienti di Lancio/Investitori) • Avvio attività di sviluppo: 2008 • Primo volo: Settembre 2013 (Certificazione) • Entrata in Servizio: 2016 • Break Even: 2020
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Lodi
Roma
