最全麦肯锡战略分析工具

最全麦肯锡战略分析工具

BU Strategic Plan Template Book STRATEGY

PLANNING INSTRUCTIONS TABLE OF CONTENTS BU STRATEGIC PLAN DEVELOPMENT I

EXECUTIVE SUMMARY IIA INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY IIA

INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 1 IIA INDUSTRY DYNAMICS

-UP 2 IIA INDUSTRY DYNAMICS AND IMPLICATIONS – AND IMPLICATIONS –BACK

BACK-UP 3 IIA INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 4 IIB COMPETITIVE ASSESSMENT – SUMMARY IIB COMPETITIVE ASSESSMENT –

BACK-UP

1 IIB COMPETITIVE ASSESSMENT – BACK-UP

2 IIC INTERNAL ASSESSMENT –

BACK-UP 1 IIC INTERNAL ASSESSMENT SUMMARY IIC INTERNAL ASSESSMENT –– BACK-UP 2 IIC INTERNAL ASSESSMENT – BACK-UP 3 IIIA STRATEGY ARTICULATION – SUMMARY IIIA STRATEGY ARTICULATION – BACK-UP 1 IIIA STRATEGY ARTICULATION – BACK-UP 2 IIIA STRATEGY ARTICULATION –BACK-UP

3 IIIA STRATEGY ARTICULATION – BACK-UP

4 IIIB STRATEGIC

INITIATIVES – SUMMARY IIIB STRATEGIC INITIATIVES – BACK-UP 1 IIIB STRATEGIC INITIATIVES – BACK-UP 2 IIIB STRATEGIC INITIATIVES – BACK-UP 3 IIIB

STRATEGIC INITIATIVES – BACK-UP 4 IIIC FINANCIAL PROJECTIONS –SUMMARY

IIIC FINANCIAL PROJECTIONS – BACK-UP 1 IIIC FINANCIAL PROJECTIONS –

BACK-UP 2 IIIC FINANCIAL PROJECTIONS – BACK-UP 3 IIIC FINANCIAL PROJECTIONS – BACK-UP 4 IIID RISKSCONTINGENCIES STRATEGIC ALTERNATIVES– SUMMARY IIID RISKSCONTINGENCIES STRATEGIC ALTERNATIVES –BACK-UP 1 IIID RISKSCONTINGENCIES STRATEGIC ALTERNATIVES – BACK-UP

2 IIID RISKSCONTINGENCIES STRATEGIC ALTERNATIVES – BACK-UP

3 SEGMENT

ANALYSIS STRUCTURE-CONDUCT-PERFORMANCE SCP MODEL SWOT ANALYSIS

CAPABILITY PLATFORM ASSESSMENT OF SOURCES OF

COMPETITIVE ADVANTAGE 12 CAPABILITY PLATFORM ASSESSMENT OF SOURCES OF COMPETITIVE ADVANTAGE 22 COMPETITOR CAPABILITY COMPARISON BENCHMARK PERFORMANCE AGAINST RELEVANT INDUSTRY KPIs SEGMENT ANALYSIS TREND ANALYSIS – RETURN ON CAPITAL EMPLOYED ROCE TREND ANALYSIS – CASH INTANGIBLE ASSET CHECKLIST WHERE TO COMPETE VALUE PROPOSITION BUSINESS MODEL STRATEGIC INITIATIVES SOURCES OF VALUE STRATEGIC INITIATIVES VALUE QUANTIFICATION STRATEGIC INITIATIVES RESOURCING REQUIREMENTS DEFINITION OF RISKS C1 What are the key assumptions Profit and loss eg revenues costs margin Balance sheet Corporate center directives Corporate center assumptions BASE CASE Business unit assumptions Revenues Market size Market share Price Costs Input costs Production costs Other costs eg SGA Margins Gross margin Operating

margin Capital Planned investments divestments Changes in working

capital 2002 KEY FORECAST ASSUMPTIONS 2003 2004 Growth rate Corporate center assumptions 2002 2003

2004 Key economic indicators GDP growth Consumer price index

Exchange rate PhP USD 91-day T-bill rate Corporate tax rate

Instructions

These are the minimum required assumptions Feel free to add other assumptions relevant to your BU C2 What is your projected net income in the next few years Income statement forecast BASE CASE Historical Sales Cost of goods sold Gross profit Operating expenses Operating profit Other expenses Taxes Net profit 1999 FORECASTED INCOME STATEMENT 2000 In PhP million Forecast 2001 2002 2003 2004 CAGR 1999-2004 Growth analysis Sales

Gross profit Operating profit Net profit Margin analysis Gross margin Operating margin Net margin Key assumptions not listed earlier should be detailed at the bottom of the chart The impact of planned initiatives on the revenues and costs should be established clearly with additional attachments if required Best estimates on possible actual results Instructions

These are the minimum required income statement accounts and analyses Feel free to add other accounts and analyses relevant to your BU C3

What is your expected cash generation ability over the medium term Cash flow forecast Instructions

These are the minimum required cash flow statement accounts Feel

free to add other accounts relevant to your BU BASE CASE Operating

profit Depreciation and amortization Other non-cash operating expenses Net operating cash flow Increasedecrease in working capital Other operating cash flow Total operating cash flow FORECASTED CASH FLOW STATEMENT Historical 1999 2000 Forecast 2001 2002 2003 2004 CAGR 1999-2004 Capital expenditure Other investing cash flow items Total investing cash flow Increasedecrease in debt Dividends Other financing cash flow Total financing cash flow In PhP million Key assumptions not listed earlier should be detailed at the bottom of the chart The impact of planned initiatives on the fixed and working capital investments should be

established clearly with additional attachments if required Best estimates on possible actual results C4 What is your expected capital productivity Balance sheet forecast ROCE computation ROCE Operating income x 1- tax rate All interest bearing debt

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 BASE CASE Cash Accounts receivables Inventories Other current assets Total current assets Net fixed assets Other assets Total assets FORECASTED BALANCE SHEET Historical 1999 2000 Forecast 2001 2002 2003 2004 CAGR

1999-2004 Accounts payable Other current liabilities Total current liabilities Shortans Long-term loans Other liabilities Total -term lo liabilities Minority interest Total stockholders equity In PhP

million Capital employed ROCE Total liab stockholders equity Ratio analysis Working capital turnover Debt-equity ratio Best estimates on possible actual results D What strategic alternatives have you considered D1

What are the associated risks to your chosen strategy D2

Re-examining industry opportunities and industrycompetitive threats what alternatives exist to your chosen strategy Instructions

The answer to this

overarching question

requires a recapitulation

of the sections main

findings D3 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 D1 What are the associated risks to your chosen strategy Identification of significant potential risks and plans to mitigate Sensitivityscenario financial analysis Potential risks Business risk Regulatory risk Technology risk Integrity risk Macroeconomic risk Impact Likelihood Contingency Other D2 Re-examining industry opportunities and

industrycompetitive threats what alternatives exist to your chosen strategy Where to compete Value proposition Business model Alignment with external realities Where to compete Alternative value proposition Alternative business model Alignment with external realities Instructions

Based on a review of the section on Environmental and Internal Assessment Strategy Articulation and the frameworks used Exhibit 2-4 13-15 determine other potential strategic alternatives D3 Beyond the 3-year time frame what breakthrough strategic options may be possible Out-of-the-box ideas

Instructions

Think radical Think out-of-the-box IV EXHIBITS Instructions Please include all relevant supporting documentation in this section Exhibit 1 ILLUSTRATIVE Industry boundaries Segments Industry segments Relatively distinct sub-groupings within the industry Market is relatively similar within the segment but different across segments Different industry dynamics may vary in importance in different segments Producers Industry S Technology breakthroughs Changes in government policyregulations Domestic International Economics of demand Availability of substitutes Differentiability of products Rate of growth Volatilitycyclicality Economics of supply Concentration of producers Import competition Diversity of producers Fixedvariable cost

structure

Capacity utilization Entryexit barriers Industry chain economics Bargaining power of input suppliers Bargaining power of customers Marketing Pricing Volume Advertisingpromotion New productsRD

Distribution Capacity change Expansioncontraction Entryexit Acquisitionmerger divestiture Vertical integration Forwardbackward integration Vertical joint ventures Long-term contracts Internal efficiency Cost control Logistics Process RD Organization effectiveness Finance Profitability Value creation Technological progress Employment objectives External shocks Feedback tructure C onduct P erformance Exhibit 2 Exhibit 3 1 Determinants of supplier power Differentiation of inputs Switching costs of suppliers and firms in the industry Presence of substitute inputs Supplier concentration Importance of volume to supplier Cost relative to total purchases in the industry Impact of inputs on cost or differentiation Threat of forward integration relative to

threat of backward integration by firms in the industry 2

Determinants of barriers to entry Economies of scale Proprietary product differences Brand identity Switching costs Capital requirements Access to distribution Absolute cost advantages Proprietary learning curve Access to necessary inputs Proprietary low-cost product design Government policy Expected retaliation 5 Rivalry determinants

Industry growth Fixed or storage costvalue added Intermittent

overcapacity Product differences Brand identity Switching costs

Concentration and balance Informational complexity Diversity of competitors Corporate stakes Exit barriers 3 Determinants of buying power Bargaining leverage Buyer concentration vs firm concentration Buyer volume Buyer switching costs relative to firm switching costs Buyer

information Ability to backward integrate Substitute products

Pull-through 4 Determinants of

substitution threat Relative price performance of substitutes Switching

costs Buyer propensity to substitute 2 New entrants 3 Buyers 4

Substitutes Intensity of rivalry 1 Suppliers Price sensitivity Pricetotal purchases Product differences Brand Identity Impact on quality

perception Buyer profits Decision makers incentives 5 Industry competitors "FORCES AT WORK" FRAMEWORK OpportunitiesThreats How are and supply expected to evolve How do you expect the industry chain demand

economics to evolve What are the potential major industry discontinuities

What competitor actions do you expect YOUR BU Exhibit 4 CONVERT OPPORTUNITIES BUILD ON STRENGTHS NEUTRALIZE THREATS ADDRESS WEAK-NESSES Strengths Weaknesses What are your BUs assetscompetencies that solidify your competitive position What are your BUs assetscompetencies that weaken your competitive position Can be used as a thought starter for

competitive analysis and internal assessment Surfaces potential opportunitiesthreats arising from factors external to the BU Physical asset Location"space"

Distributionsales network Brandreputation Patent Relationship with "license" allocator BHPs low-cost mines Telecommmedia company with rights

radio spectrum Avons representatives Coca-Cola Pharmaceutical company with a "wonder drug "Favored nation" status with a key minister in liberalizing economy Innovation Cross-functional coordination Market positioning Costefficiency management Talent development 3M with new products McDonalds with QSCV JJ with branded consumer health products Emerson Electrics Best Cost Producer program PG brand management program Privileged assets Distinctive competencies Necessary capabilities in order to succeed in the industry Example Exhibit 5 ILLUSTRATIVE Step 1 Ensure that these are the capabilities required to succeed in the industry Use this list as a thought starter add and

delete as you see appropriate BU Overall Segments A B C Step 2 Assess your overall position relative to the capabilities required to succeed

in the industry Also determine if these capabilities are relevant to the segments you serve Physical asset Location"space"

Distributionsales network Brandreputation Patent Relationship with "license" allocator Innovation Cross-functional coordination Market positioning Costefficiency management Talent development Privileged assets Distinctive competencies Necessary capabilities in order to

succeed in the industry Exhibit 6 Extremely relevant Somewhat relevant Irrelevant BU Overall Competitors A B C Step 3 Compare the strengths and weaknesses of your competitive position vs the necessary skills Physical asset Location"space"

Distributionsales network Brandreputation Patent Relationship with "license" allocator Innovation Cross-functional coordination Market positioning Costefficiency management Talent development Privileged assets Distinctive competencies Necessary capabilities in order to succeed in the industry Exhibit 7 ILLUSTRATIVE Exhibit 8

ILLUSTRATIVE KPIs examples Financial indicators Margin Net income ROCE

Operating indicators Advertising effectiveness Utilization rate Strategic indicators Market share Percent of revenue from new products Working capital trend External indicators Market prices of raw materials BU Competitor A Competitor B Competitor C Revenue Gross profit Operating profit Assets employed People employed Operating

profit margin Gross profit

margin ROCE Step 1 Identify the relevant segments Step 2 Provide a segment analysis based on the following minimum financial metrics revenue gross profit and margin operating profit and margin Step 3 To

the extent assets and people can be disaggregated by segment deployment of assets against returns can be analyzed PhP of total Segment 1 PhP of total Segment 2 PhP of total Segment 3 PhP of total

Segment 4 PhP of total Total Exhibit 9

Segment 1 Segment 2 Segment 3 Segment 4 Total NOT EXHAUSTIVE The ROCE tree can be disaggregated to show the other relevant KPIs of a BU ROCE Percent Operating income x 1 - tax rate PhP million Capital employed PhP million ? Revenue PhP million Operating margin Percent x 1 - tax rate

Percent x Market share Percent Industry sales PhP million x Exhibit 10 NOT EXHAUSTIVE The cash flow tree can be disaggregated to show the other relevant KPIs of a BU Exhibit 11 Cash flow generated PhP million Operating cash flow PhP million Investing cash flow PhP million Net income PhP million Non-cash expenses PhP million Change in working capital PhP million Financing cash flow PhP million Exhibit 12

Intangible assets Ways to extract near-term value Talent Highly motivated and competent workforce leveraging specific skill sets to Generate growth Improveincrease company intangibles Intellectual property Patents generating licensing fees Understanding of customer behavior Risk management Software ILLUSTRATIVE Network Interconnected webs of parties Non-exclusive Additional member lowers costs increases benefits Brandimage Inherent image or brand built upon excellent service and product offerings Lower search costs for

customers Exhibit 13 Customers Channels Products

markets Target customers and segments Which customers are you Geographic

trying to target or attract Which are you willing to serve but will not spend resources to attract Which would you prefer not to serve How

does the entity reach its target customers Which distribution channels will you use What customer segments can they reach Geographical scope of business activities Geographic limits to the business Local regional multi-local national international or global player If local which localities Quality and breadth of the product line Breadth of the product line Quality of the product line Product bundles or a series of unrelated products A companys specific promise to its target customers of the benefits it will provide at an explicit price It answer the following questions Who is your target customer What are the explicit benefits you provide to your customer What perceived value do you provide to the customer better than competition How much value do your customers attach to the benefits you provide Exhibit 14 Exhibit 15 Understand value desires Select target Chose the value Value proposition Design product process Procure manu- facture Distri- bute Provide the value Service Price

Define benefits

price Sales message Communicate the value Business model Integrated set of actions to provide and communicate the value proposition to customers Segmentation Value proposition Adver- tising Promo- tionalPR Value delivery system VDS Each BU must address these 2 issues to define their business model Illustration of how the value proposition will be provided and communicated Identification of existing strengths that can be leveraged and required capabilities that need to

be built to be distinctive in chosen value delivery system 1 2

Categories of initiatives 1 Capture greater market share Volume increase EBIT impact via Price increase Cost reduction Other Invest-ment Capital employed impact via Divest-ment Capital

efficiency Other ü 2 Cost reduction eg effective channel management

3

Obtain higher prices 4 Create new market demand 5 Form strategic alliances partnerships ü ü ü ü ü ü ü ü ü ü ü Eg improved

working capital employment increased asset utilization changes to asset

ownership Specific actionable initiatives Exhibit 16 ILLUSTRATIVE Exhibit 17 ILLUSTRATIVE Estimate of total

ongoing operating income and

capital employed impact from

successful implementation of

strategic initiatives Operating income ongoing impact 2001-2004 PhP millions Capital employed ongoing impact 2001-2004 PhP billions Present operating income Volume increase Price increase Cost reduction benefit Additional costs Total ongoing operating income Present capital employed Improved capital efficiency Divestments Investments capex

acquisitions

Total ongoing capital employed one-time operating income impact one-time costs ––– Exhibit 18 ILLUSTRATIVE Categories of initiatives Specific actionable initiatives Peopleskills Resource

requirements Funding Ex-Com involvement 1 Capture greater market share 2 Cost reduction 3 Achieve higher prices

4 Create new market demand

5 Form strategic

alliancespartnerships Exhibit 19 Definition Risk of loss due to changes in industry and competitive environment as well as shifts in customer preferences Business risk Risk due to changes in regulatory environment eg deregulation Regulatory risk Risk due to major changes in technology Technology risk Risk of failures due to business processes and operations or peoples behavior either intentional eg fraud or unintentional eg errors Integrity risk Risk of loss due to changes in the political social or

economic environments Macroeconomic risk Unit of measure

Footnote Source Source CONFIDENTIAL Document Date 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 Company This material was used by McKinsey Company during an oral presentation it is not a complete record of the discussion CONFIDENTIAL 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 Company This material was used by McKinsey Company during an oral presentation it is

not a complete 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 The objective of these templates is to

provide completeness and consistency of BU strategic plan submissions These templates are not intended to replace or constrain BU strategic thinking and should be adapted to reflect a particular BUs sectoral context as required Each 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 relevant back-up analyses and then work

towards the overall synthesis I Executive summary II

Environmental and internal assessment A Industry dynamics and its implications B Competitive assessment C Internal assessment III Strategic definition and implications A Strategy articulation B

Strategic initiatives C Financial projection D

Riskscontingencies and strategic alternatives IV Exhibits Industry dynamics and implications Environmental and internal assessment Competitive assessment Internal assessment What are the major changes in 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 projections 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 Riskcontingen-cies strategic alternatives What strategic alternatives have you considered

Instructions The Executive Summary

provides a synthesis of the

Environmental and Internal

Assessments and the

resultant BU Strategic Plans II ENVIRONMENTAL AND INTERNAL ASSESSMENT A What are the major changes in industry dynamics and the resulting opportunities and risks A2 How is industry structure changing demand supply and industry chain economics What are the resulting opportunities and risks A3 What is the expected competitor conduct What are the resulting opportunities and risks A4 What are the present and future external factors that could present new opportunities and risks A1

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

contain a 1-2 sentence

summary of the relevant

findings A1 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 framework for

answering this question Industry definition Industry segmentation A2 How is industry structure changing with respect to demand supply and industry chain economics What are the resulting opportunities and risks Economics of demand By segment Substitutes ability to differentiate Volatility cyclicality Economics of supply Producer concentration and diversity Import competition Capacity utilization Entryexit barriers Cost structure fixed and variable Industry chain economics Customer and supplier bargaining power Instructions

Exhibit 23 or 4 could provide

a useful framework for

answering this question A3 What is the expected competitor conduct What are the resulting opportunities and risks Major industry competitor moves

Marketing initiatives Industry capacity changes MAs divestitures Vertical integrationdisaggregation Alliances and partnerships Cost

control and efficiency improvements Instructions

Exhibit 23 or 4 could provide

a useful framework for

answering this question A4 What are the present and future external factors that could present new opportunities and risks Impact and likelihood of major industry discontinuities Changes in regulationgovernment policy Technological breakthroughs Instructions Exhibit 23 or 4 could provide

a useful framework for

answering this question B What are your competitive strengths and weaknesses B1 What are the capabilities required to succeed in this industry B2 How do you compare against these necessary capabilities Instructions

The answer to this

overarching question

requires a recapitulation

of the sections main

findings Instructions

These subsections

contain a 1-2 sentence

summary of the relevant

findings B1 What are the capabilities required to succeed in this industry Privileged assets that create competitive advantage eg physical assets locationspace distributionsales network intangible assets

intellectual capital network brands talents Distinctive skillscompetencies that create competitive advantage eginnovation talent development Instructions

Exhibit 5 could provide

a useful framework for

answering this question B2 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 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 framework for

answering this question KPIs are a handful of levers that drive the value of the industrybusiness C How does your current business emphasis