Business Case DevelopmentWord格式.docx
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Business Case DevelopmentWord格式.docx
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Sydney'
sbossmadethecommonmistakeofignoringauniverseofpossibilitiesandthinkingaboutabusinesscaseasameanstojustifyadesiredcourseofaction.Instead,Sydneyshouldbuildacasearoundhowthecompanycanbestcreateandsupplynewtrainingtothesalesstaff.Bythinkingabouttheopportunity,insteadofjustonewayofapproachingit,Sydneyislikelytocomeupwithabetterrecommendation.Aspartoftheprocess,Sydneyshouldconsidermultiplealternatives,includingremainingwiththestatusquo.ItmayturnoutthatSydney'
scompanywoulddobetterbyfocusingoneliminatingcurrenttrainingprojectsthantryingtoexpandthestafftotakeonnewones.
Inthistopic,you'
lllearnhowtobuildabusinesscasetoexploremultiplealternativesbeforemakingarecommendationtosupportaparticularoption.You'
lllearnhowtodefinetheopportunity,identifyandanalyzealternatives,andpresentyourfinalrecommendationtokeystakeholders.
Howdoyoudecideonthebestcourseofactionforyourcompanytotakeadvantageofnewopportunities?
Bybuildingabusinesscase.
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TopicObjectives
Thistopicprovidesaframeworkforbuildingabusinesscase.You'
lllearnhowto:
∙Clearlydefinetheopportunityyou'
llwanttoaddressinyourbusinesscase
∙Identifyandanalyzearangeofalternatives
∙Recommendoneoptionandassessitsrisks
∙Createahigh-levelimplementationplanforyourproposedalternative
∙Communicateyourcasetokeystakeholders
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AbouttheMentor
JuneParadiseMaul
PresidentofAdvantageValue,aconsultingandeducationcompany,Dr.JuneParadiseMaulhasexperienceleadinglarge-scalechangeaswellaslineorganizations,havingbeenChiefLearningOfficeratQwestandhavingheldseniormanagementpositionsatAT&
T.Dr.Maulhastaughtexecutivedevelopmentprogramsincorporationsandgraduatelevelbusinessandleadershipprograms—incorporatingstrategicplanning,balancedscorecard,strategicleadership,virtualworkplace,decisionmaking,andcreativeresourcingintoeducationinitiatives.Sheisinvitedtospeakgloballyonleadership,strategicplanning,andcreativeresourcing.Dr.MaulreceivedherBachelorofScienceinAsianStudiesandGeologyfromM.I.T.andherDoctorateinScienceandHumanitiesfromRutgers.
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BusinessCaseBasics
Whatisabusinesscase?
Perhapsyou'
vebeenmanagingaprojectandyou'
veconcludedthatacquiringsomenewsoftwarewouldhelpyourcompanycutcostsandincreaseefficiencies.Orperhapsyouwanttohireseveralnewemployeesorbuyanewpieceofequipmentforyourgroup.
You'
vepresentedyourproposaltoyourboss,andheresponded,"
llneedtomakethebusinesscaseforitbeforewecanconsiderit."
rehappytooblige—butyou'
renotsurewhat,precisely,abusinesscaseconsistsoforhowtogoaboutcreatingone.Youwonder,"
Doeshemeanabusinessplan?
"
Butabusinesscasediffersinimportantwaysfromabusinessplan.Yourfirststepinbuildingacaseforyourgreatideaistounderstandthedifference.
Businesscasevs.businessplan
Abusinesscaseanswersthequestion:
"
Whathappensifwetakethiscourseofaction?
Forexample,ifyourunitisconsideringexpandingsalestoanewmarket,yourbossmightask,"
Whichofthreealternativemarketsshouldweinvestintocreatethemostvalue—andshouldweevenmakethisinvestment?
Managersatalllevelscreatebusinesscasestogainsupportforallmannerofdecisions,toinitiateaction,ortoobtainresourcesforaninitiative.
Abusinessplan,ontheotherhand,describeshowanorganizationorbusinessunitplanstonavigatesuccessfullythroughitsownuniquecompetitiveenvironment.Businessplansfeaturelong-rangeprojectionsofrevenues,expenses,businessstrategy,andotherinformation.Typically,managersandexecutivesusebusinessplanstosecurefinancingfrominvestorsortoplanstrategyexecution.
RelatedTopic
BusinessPlanDevelopment
Whentocreateabusinesscase
Doyouneedtodemonstrateaproduct'
svalue?
Doyouhaveprojectstoprioritizeorneednewresources?
Ifso,it'
stimetobuildabusinesscase.
KeyIdea
Inmanyways,theprocessofbuildingabusinesscaseissimilartosolvingaproblem.
Forexample,supposeyoudon'
thaveenoughstafftoaccomplishyourresponsibilities,oryoubelievethatyourcompany'
scompetitorsusemoreefficientprocessesthatallowthemtohavelowercoststhanyourfirmdoes.
Developingabusinesscasewouldnotonlyhelpyouidentifypotentialsolutionstosuchproblems,itwouldalsohelpyou"
sell"
yourideastokeydecisionmakers.
Abusinesscaseisusefulwhenyouwantto:
∙Demonstratethevalueaproposedproductorservicewouldgenerateforyourorganization,
∙Prioritizeprojectswithinyourgroupandidentifywhichonestoeliminate,
∙Demonstratethevalueofaproductorservicetoacustomertomakeasale,
∙Obtainadditionalresourcesforanewproject,initiative,ororganization,
∙Modifyanexistingoffering,
∙Investinanewcapability,suchasasoftwareprogramortraining,
∙Ordecidewhethertooutsourceaparticularfunction.
Thecomplexityofabusinesscase
It'
snottheplanthatisimportant,
it'
stheplanning.
—Dr.GraemeEdwards
Asyoumightimagine,buildingabusinesscaseforarelativelysimpledecision—suchaswhethertobuyanewcopierforyourdepartmentand,ifso,whichonetoselect—isaprettystraightforwardprocess.Butwhenyou'
remakingacaseforamoreexpensive,complexcourseofaction,theprocessrequiresmorethought.
Asyou'
lldiscover,thistopicusesafairlysophisticatedexampleforillustrativepurposes—soyoucanseehowtheentireprocessofcreatingabusinesscaseunfolds.Inyourrole,youmaynotneedtogatherasmuchinformationasshownintheexampleorusecomplexnumericalanalysis.Whileabusinesscasesimilartotheexampleusedinthetopicmaytake10to15daystocomplete,yourbusinesscasemaytakeyouonlyacoupleofdays.
Theprocessvs.theproduct
Still,itisimportanttodistinguishbetweentheprocessofbuildingabusinesscaseandtheproductyoudelivertodecisionmakersandstakeholders.Theproductisadocumentorpresentation.Manyorganizationshavetheirowntemplatesandspecificguidelinesforhowtocreatethisproduct—includinghowtoformattheinformation,howtotreatgraphics,andsoforth.
Thistopicfocusesontheprocessofgatheringthenecessaryinformation,analyzingit,andpreparingtosellyourideas.Afterall,buildingabusinesscaseisaboutidentifyingandconsideringmultiplealternativesbeforemakingawell-informedrecommendationtosupportoneoption.Thecreationofadocumentorpresentationisthefinalstepinthisprocess—andcanhappenonlyafteryou'
vecompletedtheearliersteps.
Howtobuildabusinesscase
Businesscasescanbeusedtodemonstrateawidevarietyofsolutions.However,theprocessyou'
llusetobuildeachcaseshouldbethesame.
Regardlessoftheformatofyourdocument,youcanusethefollowingstepstoprepareyourcase:
∙Step1:
Definetheopportunity—Describethesituationandthebusinessobjectivesthatyourproposalwillimpact.
∙Step2:
Identifythealternatives—Brainstormmultipleapproachesandthenchoosethreetofourtoanalyze.
∙Step3:
Gatherdataandchooseatimeframe—Gatherinformationabouteachalternativeandestimatehowlongeachoptionwilltaketoimplement.
∙Step4:
Analyzedata—Analyzehowyouroptionswillaffectthebusinessobjectivesyou'
vedefined.
∙Step5:
Chooseanalternativeandassesstherisks—Makearecommendationbasedonyouranalysesandevaluatehowyouwillmitigateanyrisksassociatedwithyourrecommendation.
∙Step6:
Createahigh-levelimplementationplan—Identify,atahighlevel,howyouwillachieveyourgoalsandwhowillbeaccountableforeachmilestone.Spelloutwhenyouexpecttoseebenefits.
∙Step7:
Communicateyourcase—Createadocumentand/orapresentationtosellyourrecommendationtodecisionmakers.
Youwillneedtocompleteeachofthesestepstobuildastrongbusinesscase.However,thedepthofanalysisanddocumentationnecessarytosupportyourcasewilllikelyvary,dependingontheproposedinitiative'
sscope,organizationalimpact,andrisk.
DefiningtheOpportunity
Identifytheproblem
Thefirststepinbuildingabusinesscaseisidentifyingtheproblemyouwanttosolveoropportunityyouwanttoseize.Evenifyourbosshastheideaandasksyoutobuildthebusinesscaseforit,youwillstillneedasolidunderstandingoftheissueathand.
Considerhowyouwoulddescribethefollowingsituation,whichwillbeusedasanexamplethroughoutthistopic:
SatelliteElectronics'
newstrategywillrequirethat200salesstafflearnhowtoidentifycustomers'
needsanddefinethebestsolution,orsetofproductsandservices,tomeetthoseneeds.Acompetitorthatrecentlyadoptedthisapproach
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