麦肯锡战略咨询手册－1(PPT).ppt

1、CONFIDENTIAL,BU Strategic Plan Template Book,Training materials 8 June 2001,This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey it is not a complete

2、 record of the discussion.,Jim Ayala PHO Melissa Gil PHO Regina Manzano PHO Suresh Mustapha PHO Steve Shaw HKO Shelly Yeh PHO Choon-Gin Tan SIO,1,STRATEGY PLANNING INSTRUCTIONS,The objective of these templates is to provide completeness and consistency of BU strategic plan submissions. These templat

3、es are not intended to replace or constrain BU strategic thinking and should be adapted to reflect a particular BUs sectoral context as requiredEach section begins with a summary that is based on a synthesis of questions and analyses that follow. The suggested approach would be to first complete the

4、 relevant back-up analyses and then work towards the overall synthesis,2,TABLE OF CONTENTS,I. Executive summaryII. Environmental and internal assessment A. Industry dynamics and its implications B. Competitive assessment C. Internal assessmentIII. Strategic definition and implications A. Strategy ar

5、ticulation B. Strategic initiatives C. Financial projection D. Risks/contingencies and strategic alternativesIV. Exhibits,3,BU STRATEGIC PLAN DEVELOPMENT,Industry dynamics and implications,Environmental and internal assessment,Competitive assessment,Internal assessment,What are the major changes in

6、industry dynamics and resulting opportunities and risks?,What are your competitive strengths and weaknesses?,How does your current business emphasis fit with industry opportunity and competitive landscape?,Strategy articulation,Strategic definition and implications,Strategic initiatives,Financial pr

7、ojections,What strategy will your BU pursue over the next 3 years?,What will be the impact of major strategic initiatives?,What are the expected financial returns of your strategy?,+,+,+,+,Risk/contingen-cies & strategic alternatives,What strategic alternatives have you considered?,+,4,I. EXECUTIVE

8、SUMMARY,Instructions: The Executive Summary provides a synthesis of the Environmental and Internal Assessments and the resultant BU Strategic Plans,5,II. ENVIRONMENTAL AND INTERNAL ASSESSMENT,6,IIA. INDUSTRY DYNAMICS AND IMPLICATIONS SUMMARY,A. What are the major changes in industry dynamics and the

9、 resulting opportunities and risks?,A.2 How is industry structure changing (demand, supply, and industry chain economics)? What are the resulting opportunities and risks?,A.3 What is the expected competitor conduct? What are the resulting opportunities and risks?,A.4 What are the present and future

10、external factors that could present new opportunities and risks?,A.1 What industry are you competing in? What are the various segments in the industry?,Instructions: The answer to this overarching question requires a recapitulation of the sections main findings,Instructions: These subsections contai

11、n a 1-2 sentence summary of the relevant findings,7,IIA. INDUSTRY DYNAMICS AND IMPLICATIONS BACK-UP 1,A.1 What industry are you competing in? What are the various segments in the industry?,Industry definition Industry segmentation Definition Sizing,Instructions: Exhibit 1 could provide a useful fram

12、ework for answering this question,Industry definition:,Industry segmentation:,8,IIA. INDUSTRY DYNAMICS AND IMPLICATIONS BACK-UP 2,A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?,Economics of demand B

13、y segment Substitutes, ability to differentiate Volatility, cyclicality Economics of supply Producer concentration and diversity Import competition Capacity utilization Entry/exit barriers Cost structure (fixed and variable) Industry chain economics Customer and supplier bargaining power,Instruction

14、s: Exhibit 2,3 or 4 could provide a useful framework for answering this question,9,IIA. INDUSTRY DYNAMICS AND IMPLICATIONS BACK-UP 3,A.3 What is the expected competitor conduct? What are the resulting opportunities and risks?,Major industry competitor moves Marketing initiatives Industry capacity ch

15、anges M&As, divestitures Vertical integration/disaggregation Alliances and partnerships Cost control and efficiency improvements,Instructions: Exhibit 2,3 or 4 could provide a useful framework for answering this question,10,IIA. INDUSTRY DYNAMICS AND IMPLICATIONS BACK-UP 4,A.4 What are the present a

16、nd future external factors that could present new opportunities and risks?,Impact and likelihood of major industry discontinuities Changes in regulation/government policy Technological breakthroughs,Instructions: Exhibit 2,3 or 4 could provide a useful framework for answering this question,11,IIB. C

17、OMPETITIVE ASSESSMENT SUMMARY,B. What are your competitive strengths and weaknesses?,B.1 What are the capabilities required to succeed in this industry?,B.2 How do you compare against these necessary capabilities?,Instructions: The answer to this overarching question requires a recapitulation of the

18、 sections main findings,Instructions: These subsections contain a 1-2 sentence summary of the relevant findings,12,IIB. COMPETITIVE ASSESSMENT BACK-UP 1,B.1 What are the capabilities required to succeed in this industry?,Privileged assets that create competitive advantage, e.g. physical assets, loca

19、tion/”space”, distribution/sales network, intangible assets (intellectual capital, network, brands, talents) Distinctive skills/competencies that create competitive advantage, e.g.innovation, talent development,Instructions: Exhibit 5 could provide a useful framework for answering this question,13,I

20、IB. COMPETITIVE ASSESSMENT BACK-UP 2,B.2 How do you compare against these necessary capabilities?,Strengths and weaknesses of your competitive position vs. necessary capabilities Benchmark performance against the industrys relevant key performance indicators (KPIs)*, with margin and market share as

21、the required minimum,Strengths and weaknesses of your competitive position vs. necessary capabilities:,Benchmark performance against the relevant industrys KPIs:,Instructions: Exhibits 6 and 7 could provide a useful framework for answering this question,Instructions: Exhibit 8 could provide a useful

22、 framework for answering this question,* KPIs are a handful of levers that drive the value of the industry/business,14,IIC. INTERNAL ASSESSMENT SUMMARY,C. How does your current business emphasis fit with the industry opportunities and the competitive landscape?,C.1 Which segments of the business are

23、 providing the highest returns?,C.2 What have been the performance trends along major BU KPIs?,C.3 Which intangible assets* could be near-term potential sources of value?,Instructions: The answer to this overarching question requires a recapitulation of the sections main findings,Instructions: These

24、 subsections contain a 1-2 sentence summary of the relevant findings,* Please refer to Exhibit 12 for further description,15,IIC. INTERNAL ASSESSMENT BACK-UP 1,C.1 Which segments of the business are providing the highest returns?*,Relevant BU segments (based on customer, product, geography, channel)

25、 Operating contribution estimates for each segment,Instructions: Exhibit 9 could provide a useful framework for answering this question,* Based on latest available, 1-2 year historical financial statements,16,IIC. INTERNAL ASSESSMENT BACK-UP 2,C.2 What have been performance trends along major BU KPI

26、s?,KPI performance trends over the last 3-5 years, e.g. return on capital employed (ROCE), operating income, margins, capital employed Assessment of underlying trend drivers Expected evolution,Instructions: Exhibits 10 and 11 could provide a useful framework for answering this question,ROCE = Operat

27、ing income x (1- tax rate)All interest bearing debt (short and long) + minority interest + stockholders equity,17,IIC. INTERNAL ASSESSMENT BACK-UP 3,C.3 Which intangible assets could be near-term potential sources of value?,Identification of in-house intellectual property, talent, networks, brand/im

28、age Conversion into sources of value,Instructions: Exhibit 12 could provide a useful framework for answering this question,18,III. STRATEGIC DEFINITION AND IMPLICATIONS,19,IIIA. STRATEGY ARTICULATION SUMMARY,A. What strategy will your BU pursue over the next 3 years?,A.1 Where to compete?,A.2 What i

29、s your customer value proposition for the different segments you are going to serve?,A.3 What is your business model?,Instructions: The answer to this overarching question requires a recapitulation of the sections main findings,A.4 How does your chosen strategy exploit industry opportunities and add

30、ress industry/competitive threats?,Instructions: These subsections contain a 1-2 sentence summary of the relevant findings,20,IIIA. STRATEGY ARTICULATION BACK-UP 1,A.1 Where to compete?,Where are you going to compete along these dimensions and why: Target market Distribution channels Product (breadt

31、h and depth) Geographic scope,Instructions: Exhibit 13 could provide a useful framework for answering this question,21,IIIA. STRATEGY ARTICULATION BACK-UP 2,A.2 What is your customer value proposition for the different segments you are going to serve?,Target customer definition Benefits that you wil

32、l offer the customers Product pricing Position against competition vis-vis the benefits provided and the price charged,Who is your target customer?What are the explicit benefits you provide to your customers?What perceived value do you provide to the customer better than competition?How much value d

33、o your customers attach to the benefits you provide?,22,IIIA. STRATEGY ARTICULATION BACK-UP 3,A.3 What is your business model?,Delivery and communication of customer value proposition (value delivery system) Competitive advantage in delivering these benefits to the customer,How will the value propos

34、ition be provided and communicated?Which of your BUs existing strengths can be leveraged? What skills/capabilities do you need to build?,Instructions: Exhibit 15 could provide a useful framework for answering this question,23,IIIA. STRATEGY ARTICULATION BACK-UP 4,A.4 How does your chosen strategy ex

35、ploit the industry opportunities and address the industry/competitive threats?,Industry attractiveness and implication review Alignment of strategy and environmental realities,24,IIIB. STRATEGIC INITIATIVES SUMMARY,B. What will be the impact of major strategic initiatives?,B3. How much value will be

36、 created from each strategic initiative?,B4. What resources will each strategic initiative require?,Instructions: The answer to this overarching question requires a recapitulation of the sections main findings,B1. What major strategic initiatives are required to successfully implement your selected

37、business model?,B2. What are the sources of value created from each strategic initiative?,Instructions: These subsections contain a 1-2 sentence summary of the relevant findings,25,IIIB. STRATEGIC INITIATIVES BACK-UP 1,B.1 What major strategic initiatives are required to successfully imple-ment your

38、 selected business model?,Possible strategic initiatives list,26,IIIB. STRATEGIC INITIATIVES BACK-UP 2,B.2 What are the sources of value created from each strategic initiative?,Sources of value from each strategic initiative (e.g., EBIT, capital employed),Category of initiatives,Volume increase,EBIT

39、 impact via,Price increase,Cost reduction,Other,Invest-ment,Capital employed impact via,Divest-ment,Capital efficiency*,Other,* E.g. improved working capital employment, increased asset utilization, changes to asset ownership,Specific actionable initiatives,27,IIIB. STRATEGIC INITIATIVES BACK-UP 3,B

40、.3 How much value will be created from each strategic initiative?,one-time EBIT impact = one-time costs =,Financial impact from each strategic initiative Expected financial outlay for each initiative,+,+,+,=,+,=,28,IIIB. STRATEGIC INITIATIVES BACK-UP 4,B.4 What resources will each strategic initiati

41、ve require?,Resources required to make strategy work Availability of resources in the organization Plan for filling resource gaps,Categories of initiatives,Specific actionable initiatives,People/skills,Resource requirements,Funding,Ex-Com involvement,29,IIIC. FINANCIAL PROJECTIONS SUMMARY,C. What ar

42、e the expected financial returns of your strategy?,C.3 What is your expected cash generation ability over the medium term?,C.4 What is your expected capital productivity?,C.2 What is your projected net income in the next few years?,C.1 What are the key assumptions?,Instructions: The answer to this o

43、verarching question requires a recapitulation of the sections main findings,Instructions: These subsections contain a 1-2 sentence summary of the relevant findings,30,IIIC. FINANCIAL PROJECTIONS BACK-UP 1,C.1 What are the key assumptions?,Profit and loss (e.g. revenues, costs, margin) Balance sheet

44、Corporate center directives Corporate center assumptions,Instructions: These are the minimum required assumptions. Feel free to add other assumptions relevant to your BU,31,IIIC. FINANCIAL PROJECTIONS BACK-UP 2,C.2 What is your projected net income in the next few years?,Income statement forecast,In

45、structions: These are the minimum required income statement accounts and analyses. Feel free to add other accounts and analyses relevant to your BU,32,IIIC. FINANCIAL PROJECTIONS BACK-UP 3,C.3 What is your expected cash generation ability over the medium term?,Cash flow forecast,Instructions: These

46、are the minimum required cash flow statement accounts. Feel free to add other accounts relevant to your BU,33,IIIC. FINANCIAL PROJECTIONS BACK-UP 4,C.4 What is your expected capital productivity?,Balance sheet forecast ROCE computation,ROCE = Operating income x (1- tax rate)All interest bearing debt

47、 (short and long) + minority interest + stockholders equity,Instructions: These are the minimum required balance sheet accounts and analyses. Feel free to add other accounts and analyses relevant to your BU,34,IIID. RISKS/CONTINGENCIES & STRATEGIC ALTERNATIVES SUMMARY,D. What strategic alternatives

48、have you considered?,D.1 What are the associated risks to your chosen strategy?,D.2 Re-examining industry opportunities and industry/competitive threats, what alternatives exist to your chosen strategy?,Instructions: The answer to this overarching question requires a recapitulation of the sections m

49、ain findings,D.3 Beyond the 3-year time frame, what breakthrough strategic options may be possible?,Instructions: These subsections contain a 1-2 sentence summary of the relevant findings,35,IIID. RISKS/CONTINGENCIES & STRATEGIC ALTERNATIVES BACK-UP 1,D.1 What are the associated risks to your chosen strategy?,Identification of significant potential risks and plans to mitigate Sensitivity/scenario financial analysis,