麦肯锡战略规划模板(英文版ppt)
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麦肯锡战略规划英文版ppt
financial returns of your strategy?
+
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
4
I. EXECUTIVE SUMMARY
• Economics of demand
– By 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)
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
Financial projections
• What are the expected
STRATEGY PLANNING INSTRUCTIONS
• 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 BU’s sectoral context as required
+
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
4
I. EXECUTIVE SUMMARY
• Economics of demand
– By 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)
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
Financial projections
• What are the expected
STRATEGY PLANNING INSTRUCTIONS
• 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 BU’s sectoral context as required
【战略管理】麦肯锡战略咨询手册(英文版)(PPT)
• What are the major
changes in industry dynamics and resulting opportunities and risks?
• What are your competitive
strengths and weaknesses?
Strategic definition and implications
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.
alternatives IV. Exhibits
2
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
+
Internal assessment
h麦肯锡——战略规划模板
•英国电信
•英国电信为自己确立了一个宏伟的目标：成为世界上最成功的 •通信集团。为了实现这个目标，我们将通过下列工作，为股东 •创造价值：1）在全球市场上把握各种机遇，2）建设我们目前 •的业务，特别是在高速增长的领域，3）按最高的整体标准进 •行运作，4）在我们所覆盖的社区中履行我们的义务。
•新加坡电信
PPT文档演模板
h麦肯锡——战略规划模板
持续增长是一个能力的吐旧纳新、使业务阶梯式 的演进的过程
•酝酿增长方案 •
检验业务• •模型 •
复制已 证实•
获取赢利
•寻找并获 •检验业务 •通过创建
•取未来增 •理念的商 •业务措施，
•长的方案 •业可行性 •实现增长
•各步骤 •• 抓主机遇 • • 建立新能力 •• 为下一步建 立新方案
•
CompuServe, ANS通信公司，Brooks Fiber properties
•层面3：MCI国际公司---通过合资进入国际市场（包括lephonic de Espana)
•结果
•• MCI国际公司的销售额1998年达176.8亿，与1997年相比增加了140.5%
•3、可持续发展要求有一种独特的企业文化，用不同的方式对长、中、 • 短三个时间层面的业务、人才和业绩进行系统管理。
PPT文档演模板
h麦肯锡——战略规划模板
•原则
•优良的营运业绩 • 措
•战略性资产剥离
•铸造投资者的信心
PPT文档演模板
争取增长的资格
•描述
•影响
力图成为市场领•
低成本生产企业
• 使管理者能领导，并 在财务上支持增长举 •措
建立能力平台，取得增长的动力
•• 获得成功增长的企业往往需要组合所需的能力，以良好 •的状态战胜竞争对手 •---它们还能迅速判断在已有的能力中哪些是新的能力平 •台所需要的 •---它们用切实的、一步一步的获取尚没有的能力，以充 •实能力平台 •• 成功的企业的能力平台随不同层面业务的不同而不同， •并能在增长阶梯的每一步，都能在原有基础上进行充实， •以形成竞争者难以模仿的能力
麦肯锡战略咨询手册(英文版)(PPT)
8
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
+
Internal assessment
+Байду номын сангаас
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
Financial projections
• What are the expected
alternatives IV. Exhibits
2
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
Assessments and the resultant BU Strategic Plans
4
II. ENVIRONMENTAL AND INTERNAL ASSESSMENT
5
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY
A. What are the major changes in industry dynamics and the resulting opportunities and risks?
麦肯锡战略规划工具与方法ppt课件
时间
企业必须不断地开展业务增长的各种活动； 必须以对现有业务的同等专注来关心企业未来的发展方向； 需要当前业务、新建业务和未来可选业务之间保持协调平衡的方法
14
与增长三层面有关的一些因素
第一层面
第二层面
拓展并确保 核心事业之运作
发展新业务
关键成功因素 • 注重绩效
评估标准
• 利润 • 投资资本回报率
或能力等特定因素
7
关键成功因素分析方法在港口行业的运用
• 行业分散程度降低可
以保持高回报
• 香港港口业求大于供
带来了高回报(1999 年HIT投资资本回报 率为16%)
行业结构
规模经济
• 固定成本高，要求大
规模
• 作为一个真正的港口
枢纽必须具备足够大 的规模
• 客户服务需
求
• 供应链总成
本降低
腹地连接
过主观判断。
尽管选择的内外部因素较 多，但基本上都是资源和 环境的因素，没有直接体 现关系未来长期趋势的企 业内部能力因素和产业发 展阶段的特征。
5
分析工具之三：市场吸引力矩阵
果园矩阵
高
成熟 已收获
销
售
增
长
率
困难 已毁坏
低
低
高
集中程度（市场领先者份额）
步骤
估测每一市场的销售增长率 估测每一市场的集中程度 将各市场标于矩阵上 作出诠释
12
分析工具之七：波特的价值链
A类 服务
B类 服务
C类 服务
哪些行业
行业3
哪 类 服
行业2 行业1
务 环节1 环节2 环节3 环节4 环节5 环节6
？
供应链哪些环节？
某咨询战略规划模板(英文版ppt)
CONFIDENTIAL
BU Strategic Plan Template Book
Jim Ayala – PHO Melissa Gil – PHO Regina Manzano – PHO Suresh Mustapha – PHO Steve Shaw – HKO Shelly Yeh – PHO Choon-Gin Tan – SIO
financial returns of your strategy?
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
3
I. EXECUTIVE SUMMARY
4
A.1 What industry are you competing in? What are the various segments in the industry?
A.2 How is industry structure changing (demand, supply, and industry chain economics)? What are the resulting opportunities and risks?
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
Financial projections
• What are the expected
BU Strategic Plan Template Book
Jim Ayala – PHO Melissa Gil – PHO Regina Manzano – PHO Suresh Mustapha – PHO Steve Shaw – HKO Shelly Yeh – PHO Choon-Gin Tan – SIO
financial returns of your strategy?
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
3
I. EXECUTIVE SUMMARY
4
A.1 What industry are you competing in? What are the various segments in the industry?
A.2 How is industry structure changing (demand, supply, and industry chain economics)? What are the resulting opportunities and risks?
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
Financial projections
• What are the expected
S英文版本—麦肯锡.ppt
Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
The processes and procedures through which things get done from day-to-day
A coherent set of actions aimed at gaining a sustainable advantage over competition
Capabilities
possessed by
the organization
as a whole as distinct from
Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members
from the individuals. Some companies
A coherent set of actions aimed at gaining a sustainable advantage
Style
perform extraordinary feats with ordinary people
Staff
Style
The way managers collectively behave with respect to use of time, attention and symbolic actions
麦肯锡战略规划模板(英文版ppt)
a useful framework for
answering this question
10
IIB. COMPETITIVE ASSESSMENT – SUMMARY
B. What are your competitive strengths and weaknesses?
Instructions: The answer to this overarching question requires a recapitulation of the section’s main
• Impact and likelihood of major industry discontinuities
– Changes in regulation/government policy – Technological breakthroughs
Instructions:
Exhibit 2,3 or 4 could provide
பைடு நூலகம்
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
– Definition
– Sizing
Industry definition:
Instructions: Exhibit 1 could provide a useful framework for answering this question
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+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
Financial projections
• What are the expected
• 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
A.1 What industry are you competing in? What are the various segments in the industry?
Industry definition:
• Industry definition • Industry segmentation
Strategy articulation
• What strategy will your BU
pursue over the next 3 years?
+
Strategic initiatives
• What will be the impact of
major strategic initiatives?
麦肯锡战略规划模板(英 文版pATEGY PLANNING INSTRUCTIONS
• 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 BU’s sectoral context as required
A.4 What are the present and future external factors that could present new opportunities and risks?
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 1
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?
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY
A. What are the major changes in industry dynamics and the resulting opportunities and risks?
A.1 What industry are you competing in? What are the various segments in the industry?
changes in industry dynamics and resulting opportunities and risks?
• What are your competitive
strengths and weaknesses?
Strategic definition and implications
financial returns of your strategy?
+
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
I. EXECUTIVE SUMMARY
II. ENVIRONMENTAL AND INTERNAL ASSESSMENT
TABLE OF CONTENTS
I. Executive summary
II. Environmental and internal assessment A. Industry dynamics and its implications B. Competitive assessment C. Internal assessment
IV. Exhibits
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
• What are the major
– Definition
– Sizing
Industry segmentation:
III. Strategic definition and implications A. Strategy articulation B. Strategic initiatives C. Financial projection D. Risks/contingencies and strategic alternatives