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ICI » Topics » ICI strategic matrix

This excerpt taken from the ICI 20-F filed Apr 1, 2005.
ICI strategic matrix
ICI’s vision is to develop leadership in formulation science. Central to this vision is building a portfolio of businesses that are leaders within their respective industries, bringing together outstanding knowledge of customer needs with leading edge technology platforms to provide a distinctive competitive advantage for ICI’s customers.

As part of the 2003 strategic review, the individual business units of ICI were reviewed and evaluated in terms of market attractiveness, competitive position, and financial characteristics. Each business was then mapped onto a two by two matrix. This strategic matrix now drives generic strategy development across ICI. Strategies for those businesses within the “grow aggressively” segment are focused on profitable sales growth, whereas those for businesses within the “maintain selectively” segment emphasise improvement in cost and capital effectiveness.

The strategic review identified significant opportunities for creating and capturing additional value from three principal sources:

 

•   Differentiated resource allocation
Investing in technology and marketing in those businesses where sustainable competitive advantage can be created.
   
•   Cost and capital effectiveness
Achieving a step-change in cost and capital effectiveness for ICI overall; in the near term through the successful delivery of the 2003 restructuring programme, and sustainably through changing organisational, cultural, and behavioural norms in ICI to consistently improve effectiveness.
   
•   Strategy execution
A greater focus on strategy execution; delivered by upgrading operational capabilities and enhancing rewards for short-to medium-term performance delivery.
 

 


 

       
ICI strategic matrix†     Strategic plan targets
       
      Targets
       
       
       
       
       
     

 
       
       
     

 
         
         
    † Only major business units shown    

 

ICI ANNUAL REPORT AND ACCOUNTS 2004

Back to Contents

DESCRIPTION OF BUSINESS   9

 

 

 


  National Starch  

 

These excerpts taken from the ICI 6-K filed Mar 16, 2005.
ICI strategic matrix
ICI’s vision is to develop leadership in formulation science. Central to this vision is building a portfolio of businesses that are leaders within their respective industries, bringing together outstanding knowledge of customer needs with leading edge technology platforms to provide a distinctive competitive advantage for ICI’s customers.

As part of the 2003 strategic review, the individual business units of ICI were reviewed and evaluated in terms of market attractiveness, competitive position, and financial characteristics. Each business was then mapped onto a two by two matrix. This strategic matrix now drives generic strategy development across ICI. Strategies for those businesses within the “grow aggressively” segment are focused on profitable sales growth, whereas those for businesses within the “maintain selectively” segment emphasise improvement in cost and capital effectiveness.

The strategic review identified significant opportunities for creating and capturing additional value from three principal sources:

 

•   Differentiated resource allocation
Investing in technology and marketing in those businesses where sustainable competitive advantage can be created.
   
•   Cost and capital effectiveness
Achieving a step-change in cost and capital effectiveness for ICI overall; in the near term through the successful delivery of the 2003 restructuring programme, and sustainably through changing organisational, cultural, and behavioural norms in ICI to consistently improve effectiveness.
   
•   Strategy execution
A greater focus on strategy execution; delivered by upgrading operational capabilities and enhancing rewards for short- to medium-term performance delivery.

ICI strategic matrix
ICI’s vision is to develop leadership in formulation science. Central to this vision is building a portfolio of businesses that are leaders within their respective industries, bringing together outstanding knowledge of customer needs with leading edge technology platforms to provide a distinctive competitive advantage for ICI’s customers.

As part of the 2003 strategic review, the individual business units of ICI were reviewed and evaluated in terms of market attractiveness, competitive position, and financial characteristics. Each business was then mapped onto a two by two matrix. This strategic matrix now drives generic strategy development across ICI. Strategies for those businesses within the “grow aggressively” segment are focused on profitable sales growth, whereas those for businesses within the “maintain selectively” segment emphasise improvement in cost and capital effectiveness.

The strategic review identified significant opportunities for creating and capturing additional value from three principal sources:

 

•   Differentiated resource allocation
Investing in technology and marketing in those businesses where sustainable competitive advantage can be created.
   
•   Cost and capital effectiveness
Achieving a step-change in cost and capital effectiveness for ICI overall; in the near term through the successful delivery of the 2003 restructuring programme, and sustainably through changing organisational, cultural, and behavioural norms in ICI to consistently improve effectiveness.
   
•   Strategy execution
A greater focus on strategy execution; delivered by upgrading operational capabilities and enhancing rewards for short-to medium-term performance delivery.
 

EXCERPTS ON THIS PAGE:

20-F
Apr 1, 2005
6-K (2 sections)
Mar 16, 2005

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