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麦肯锡战略分析框架分析报告PPT课件

麦肯锡战略分析框架分析报告PPT课件

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第3步:进行环境分析
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第3步:进行环境分析
外部变革
行业 S 结构改变
制造商
C 行为改变
反馈
P 绩效改变
反馈
- 技术突破 - 政府政策/管理
改变 -国内 -国际
- 口味/生活方式 的转变
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- 需求经济学
-替代产品可获得性 -产品差异性 -增长率 -变更性/周期性 - 供给经济学 -生产商集中度 -进口竞争 -生产商差异性 -固定/可变成本结构 -产能运用 -科技机遇 -供给曲线 -进入/退出壁垒 - 产业链经济学 -供应商讨价能力 -顾客讨价能力 -信息市场失败 -纵向市场失败
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• 哈佛教授麦克尔•波特在他1980年出的书《竞争战略》中介绍的钻石模型:行业和 竞争者分析技术,是可以替换上面分析的一个模型。尽管钻石模型(或叫波特模 型)是有益的及大家熟悉的,麦肯锡认为S-C-P模型在行业分析上更加强有力,因 为S-C-P:
– 要求一个更加严格的战略分析过程,而不仅是定型的和描述性的
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使命、远景和战略的区别
• 理解了企业的财务目标后,在发展经营单元战略之前还必须了解公司的使命和远 景。对于经营单元在公司整体中的位置没有一个清楚的认识,战略发展将是无效
的。
使命
公司为什么存在?
• 为组织内所有决策 提供前提
• 描述一个持久的事 实 • 可以是一个无限时 期的解答(而没有时 间限制) • 为内部和外部人员 提供指导
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在哪儿竞争
• 一个完整的战略描述应该在五个相互协调的子轴上定义客户的业务活动: – 顾客 – 产品 – 地理区域 – 渠道 – 垂直整合程度

市场营销战略全套分析模型(麦肯锡咨询)

市场营销战略全套分析模型(麦肯锡咨询)

1. 选择价值
价值组合实例
公司
产品系列
价值细分
价值组合
宝洁
玉兰油
滋润 冬季营养护肤 额外滋润 美白皮肤 夏季防晒
滋润霜 营养霜 水晶凝露 美白霜 防紫外营养霜
海尔
洗衣机
夏季及时洗涤小衣物 灵活适用于不同家庭的用电能力 完全漂洗干净
小神童洗衣机 双功率洗衣机(800瓦和1000瓦) 瀑布式四轮漂洗洗衣机
常见错误
在竞争者产品基础上前进一步 只涉及营销部门 认为产品和生产过程的革新与产品概念的开发是相分离的,或是在产品概念提出之后才有的 宁愿支付高启动成本,而避免反复测试 认为不需要进一步完善
新产品开发:将产品开发过程与消费者意见相结合
配料分析和感官测试揭示了重大的产品机遇
在某一个分销渠道中占主导地位 新兴渠道的出现,使客户失去了货架空间
确定细分市场,并将目标集中于最有吸引力的细分市场
确定细分市场(消费者群体)的原则 可完成性 可区分性 可防卫性 可盈利性 可识别性 可触及性 可执行性
确定细分市场优先性的依据 规模 增长速度 消费模式— 包括包装、渠道 成本 长期盈利潜力 与公司能力的吻合程度
1. 选择价值
三种饮用场合中存在未被满足的需要
业务系统
市场
技术
亚洲的实例
伟大的新概念
提供口味和“保持清醒”的功能 很强的焦香味 不甜、无奶 非常苦而且酸
罐装咖啡
结构明晰的产品创意树能引发大量的优良创意
通过以下路径寻找良计
依据… 发现产品机会
生产过程机会
行业重组机会
通过 … 大规模地改进目前的产品
… 在目前的产品销售中获得大量增长
根据对消费者及渠道的认识来设定质量标准 供应商的选择基于其业绩和质量标准 以技术尺度而不是以消费者和顾客的看法来确定质量标准 根据“关系”来选择供应商

麦肯锡战略分析工具

麦肯锡战略分析工具
•+
•Competitive assessment
• What are the major
changes in industry dynamics and resulting opportunities and risks?
• What are your competitive
strengths and weaknesses?
• III. Strategic definition and implications
A. Strategy articulation B. Strategic initiatives C. Financial projection D. Risks/contingencies and strategic
•Strategy articulation
•+
•Strategic initiatives
• What strategy will your BU
pursue over the next 3 years?
• What will be the impact of
major strategic initiatives?
•Instructions:
external factors that could present new opportunities and risks?
Exhibit 2,3 or 4 could provide a useful framework for answering this question
PPT文档演模板
麦肯锡战略分析工具
IIB. COMPETITIVE ASSESSMENT – SUMMARY
•B. What are your competitive strengths and weaknesses?

麦肯锡解决问题的战略模型之分析问题

麦肯锡解决问题的战略模型之分析问题

访谈成功的七个秘诀
让被访者的上司安排会面; 两个人一起进行采访; 聆听,不要指导; 复述,复述,复述; 采用旁敲侧击的方式; 不要问的太多; 采用考伦波的策略。(考伦波探长在结 束了对嫌疑犯的讯问之后,他总会在门 边逗留一下,然后又提出一个问题。)
如何通过访谈提高数据收集的效 率?
的最终要的三样东西是什么?”用图表记录下来
不要寻找事实去支撑你的提案。事实和分析肯能
会证明你们错了。如果事实与假设不符,则必须修改你的假设,而非 事实。
在解释数据方面,我们得到如下 结论:
总是追问:“‘那又怎么样’ 是什么?” 迅速而正确地核查(根据常识判断正误) 切记分析的局限性
没有直觉的数据仅仅是原始信息,没 有数据的直觉只能是凭空猜想。但二者合一时,就为合理的决策带奠 定基础。
显示事实的威力。只要更多地致力于数据收集,你就能产生许
构建合适的基础结构。麦肯锡具有丰富的数据资源。咨
询顾问依靠的主要是内部报告、行业报告、分析家报告、统计数据等 诸如此类的信息。
实施指南
在聘请研究专家,购买有利于决策制定的 学术刊物和研究报告上,要舍得花本钱, 但一定要有选择。
访谈
麦肯锡高度重视访谈这个环节。事实上, 访谈已成为麦肯锡参与项目必不可少的一 部分。因为通过访谈不仅可以得到主要的 数据,而且可以发现二手数据的信息来源。 访谈的价值不仅仅局限于数据收集。它还 可以作为验证观念、增加买进的一种机制。
数据
分析
•界定 •设计 •收集 •解释
汇报
•结构 •认可
麦肯锡解决问题的战略模型
业务需求
模型说明
没有问题(或者更宽泛地说,没有客户需 求)也就别谈什么解决问题了。在商业社 会中,客户的需求往往来自这几个方面:

最全麦肯锡战略分析工具

最全麦肯锡战略分析工具
• 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
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?
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Байду номын сангаас
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 findings
Instructions: Exhibit 2,3 or 4 could provide a useful framework for answering this question

(完整word版)麦肯锡工具

(完整word版)麦肯锡工具

《麦肯锡工具》前言许多关于领导之道、组织架构、战略决策的书籍大都取材于军事组织。

事实上,许多现代商业用语都源于军事用语,如任务、视角、等级、战略沟通、集中度、专业化等.其中的主要理由就在于,军事战术中的很多知识会对商业实战产生积极的影响。

本书旨在阐述军事运作流程的标准概念以及来自执行和综合训练的卓越经验的宝贵价值.在麦肯锡公司,所有项目都需要以团队协作的形式来解决问题。

本书的目标就是提供提高团队解决问题的效率与效力的工具.TEAM-FOCUS 模型Talk 交流决定项目组能否高质量解决问题的最重要因素之一就在于是否构建了通畅的沟通渠道。

Evaluate 评价团队协作是一个动态的过程,最为优秀的项目组往往会评估当前的绩效水平并据此对工作方法加以调整。

Assist 协助完成评价后,团队工作的下一个重要阶段就是去协助他人完成团队的目标。

Motivate 激励作为TEAM-FOCUS模型中人际要素的最后一项,激励要素涉及非常具体的激励策略,需要我们着重考虑的是如何激励团队成员。

Frame 界定作为FOCUS模型中的第一个要素,界定被公认为是整个模型中最重要的.Organize 分工在打造高效能解决问题的项目时,分工环节随显枯燥却必不可少。

一切团队都是以某种方式组织起来的。

Collect 收集高效项目组的数据分析往往都是有的放矢,而不是“多而无当”。

Understand 解读当项目组收集数据时,这必须以它们能否证明或推翻假设为标准.Synthesiza 提炼 FOCUS模型的最后一个要素就是要将信息提炼成一个引人入胜的故事。

提炼环节是著名的金字塔法则发挥作用的地方,通常需要撰写一篇书面报告或制作幻灯片。

TEAM-FOCUS 模型框架每章都会先给出一个核心概念,接着从五个方面细述明确而直接的标准操作程序(SOP):➢概念:主题概要➢执行规则:给出三条最为重要的行动建议➢操作攻略:给出非常具体的策略建议➢实战故事:介绍麦肯锡校友和商学院学生应用这些概念的情况和体会➢案例研究:讲述在非营利性自寻项目中应用这些概念的真实故事(说明:本次整理中未对实战故事和案例研究进行具体的描述,如有同事想进一步深入了解,可直接阅读《麦肯锡工具》一书)上篇:TEAM1.交流(Talk)➢概念在研究和采访麦肯锡校友的过程中,交流一直处于全部人及要素中最重要的地位。

麦肯锡之SWOT分析模型(SWOTAnalysis)

麦肯锡之SWOT分析模型(SWOTAnalysis)

麦肯锡之SWOT分析模型(SWOTAnalysis)在现在的战略规划报告里,SWOT分析算是一个众所周知的工具了,同样SWOT也是来自McKinsey咨询公司的。

SWOT分析代表分析企业优势(strength)、劣势(weakness)、机会(opportunity)和威胁(threats)。

因此,SWOT分析实际上是将对企业内外部条件各方面内容进行综合和概括,进而分析组织的优劣势、面临的机会和威胁的一种方法。

Why SWOT?可以通过分析帮助企业把资源和行动Focus在自己的强项和有最多机会的地方。

1、模型含义介绍优劣势分析主要是着眼于企业自身的实力及其与竞争对手的比较,而机会和威胁分析将注意力放在外部环境的变化及对企业的可能影响上。

在分析时,应把所有的内部因素(即优劣势)集中在一起,然后用外部的力量来对这些因素进行评估。

(1) 机会与威胁分析(OT)随着经济、社会、科技等诸多方面的迅速发展,特别是世界经济全球化、一体化过程的加快,全球信息网络的建立和消费需求的多样化,企业所处的环境更为开放和动荡。

这种变化几乎对所有企业都产生了深刻的影响。

正因为如此,环境分析成为一种日益重要的企业职能。

环境发展趋势分为两大类:一类表示环境威胁,另一类表示环境机会。

环境威胁指的是环境中一种不利的发展趋势所形成的挑战,如果不采取果断的战略行为,这种不利趋势将导致公司的竞争地位受到削弱。

环境机会就是对公司行为富有吸引力的领域,在这一领域中,该公司将拥有竞争优势。

对环境的分析也可以有不同的角度。

比如,一种简明扼要的方法就是PEST分析,另外一种比较常见的方法就是波特的五力分析。

(2) 优势与劣势分析(SW)识别环境中有吸引力的机会是一回事,拥有在机会中成功所必需的竞争能力是另一回事。

每个企业都要定期检查自己的优势与劣势,这可通过“企业经营管理检核表”的方式进行。

企业或企业外的咨询机构都可利用这一格式检查企业的营销、财务、制造和组织能力。

麦肯锡战略分析的工具

麦肯锡战略分析的工具

麦肯锡战略分析的工具:解决问题的基本方法(之一)麦肯锡是国际顶级战略管理咨询公司,它有一系列独特的管理理念、方法和工具。

这里介绍他们的一个分析问题的方法。

原文是PPT文档,现在还无法上传,只好这样转贴了。

这里先贴到步骤一。

余下部门,有空时我尽快编好贴出。

有关解决问题常见的迷思迷思―解决问题的高手是天生的,而不是培养出来的。

有的人生来就有这个天赋,而有的人却没有,这是一种天生的创造能力...是教不出来的。

‖事实―善于解决问题的能力通常是缜密而系统化思维的产物,任何一个有才之士都能获得这种能力。

有序的思维工作方式并不会扼杀灵感及创造力,反而会助长灵感及创造力的产生。

‖解决问题的七个步骤1、陈述问题> 2、分解问题(问题树) > 3、去掉所有非关键问题(漏斗法) > 4、制定详细的工作计划 > 5、进行关键分析 > 6、综合调查结果,并建构论证 > 7、讲述来龙去脉:在沟通文件中将数据及论证联系起来第一步-陈述问题清晰地陈述要解决的问题清晰陈述问题的特点:1) 一个主导性的问题或坚定的假设2) 具体,不笼统3) 有内容的(而非事实的罗列或一种无可争议的主张)4) 可行动的5) 以决策者下一步所需的行动为重点首要之务是对问题的准确了解陈述问题的实例-公共图书馆问题评价公共图书馆面临着大家抱怨它不能事实的陈述提供信息服务的问题图书馆是否应努力改善对会员的服务?无可争议能否采取不同的图书馆管理方法以改太空泛善对会员的服务?图书馆有哪些改善会员服务的可能?具体,可行动的是通过延长时间,更好地选择书刊,还是在现有的预算内改善编辑目录使借阅更加容易?其他方面-问题的背景情况1.决策者哪些是你的听众?2.影响决策者的主要因素哪些是他们比较关心的问题?你如何解决互相冲突的问题?3.解决问题的时间多快需要找出解答?4.成功的标准决策者如何判断是否成功地解决了问题?他/她所关心的是什么?5.主要衡量标准哪些是衡量成功的主要变数?6.所需的准确度需要何种准确度?问题背景情况的实例-公共图书馆1.决策者• 图书馆馆长• 理事会• 市长2.影响决策者的主要因素图书馆馆长• 12个月後需再由市长续聘并由理事会批准• 已任职7年市长• 将在9个月后重新选举,并面临着需增加赋税但没有提供足够服务的压力3.解决问题的时间安排必须在6个月内进行改善,所以必须在2月内解决问题4.成功的标准改革必须同图书馆的使命一致• 改革计划必须可在6个月内实施• 改善成果必须在6个月内可以衡量并有所显现• 因为图书馆的工作人员是主要的改革实施者,所以他们必须支持改革5.主要衡量标准不超出预算• 客户满意度调查结果有所改善• 发给市长、报纸或图书馆长的表扬信6.所需的准确度对所需变革种类的强有力的指导比细节的精确度更为重要• 但不能超出预算关心听众所急一定要考虑到决策者的主要标准注意多快需要答案麦肯锡战略分析的工具:解决问题的基本方法(之二)步骤2-分解问题问题陈述:逻辑树问题/假设1分支问题分支问题问题/假设2分支问题分支问题问题/假设3分支问题分支问题为什么使用逻辑树?1.将问题分成几个部分使• 解决问题的工作可以分成智力上能够解决的几个部分• 不同部分可按轻重缓急区分• 工作责任能分派到各人2.保证问题获得完整地解决• 将问题的各个部分解决好,即可解决整个问题• 所分问题的各个部分各不相同,而且包括了各个方面(即没有重叠没有遗漏)3.使项目小组共同了解解决问题的框架4.协助重点使用组织框架及理论步骤3-淘汰非关键的问题• 经常反复推敲过程中的第一步–假设/理论及数据之间的来回穿梭–使用80/20的思考方式• 重点努力解决最重要的问题• 不仅要常问―那又会怎样‖...而且还要问你忘了什么• 进行一项较困难的研究分析时淘汰非关键性问题是掌握合理生活方式的关键步骤4-制定详细的工作计划问题• 从逻辑树中最後一点(或「叶」)开始• 「重要议题」和「未解决议题」定义不同。

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最全麦肯锡战略分析工具BU Strategic Plan Template Book STRATEGYPLANNING INSTRUCTIONS TABLE OF CONTENTS BU STRATEGIC PLAN DEVELOPMENT IEXECUTIVE SUMMARY IIA INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY IIAINDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 1 IIA INDUSTRY DYNAMICS-UP 2 IIA INDUSTRY DYNAMICS AND IMPLICATIONS – AND IMPLICATIONS –BACKBACK-UP 3 IIA INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 4 IIB COMPETITIVE ASSESSMENT – SUMMARY IIB COMPETITIVE ASSESSMENT –BACK-UP1 IIB COMPETITIVE ASSESSMENT – BACK-UP2 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-UP3 IIIA STRATEGY ARTICULATION – BACK-UP4 IIIB STRATEGICINITIATIVES – SUMMARY IIIB STRATEGIC INITIATIVES – BACK-UP 1 IIIB STRATEGIC INITIATIVES – BACK-UP 2 IIIB STRATEGIC INITIATIVES – BACK-UP 3 IIIBSTRATEGIC INITIATIVES – BACK-UP 4 IIIC FINANCIAL PROJECTIONS –SUMMARYIIIC 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-UP2 IIID RISKSCONTINGENCIES STRATEGIC ALTERNATIVES – BACK-UP3 SEGMENTANALYSIS STRUCTURE-CONDUCT-PERFORMANCE SCP MODEL SWOT ANALYSISCAPABILITY PLATFORM ASSESSMENT OF SOURCES OFCOMPETITIVE 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 Operatingmargin Capital Planned investments divestments Changes in workingcapital 2002 KEY FORECAST ASSUMPTIONS 2003 2004 Growth rate Corporate center assumptions 2002 20032004 Key economic indicators GDP growth Consumer price indexExchange rate PhP USD 91-day T-bill rate Corporate tax rateInstructionsThese 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 SalesGross 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 InstructionsThese are the minimum required income statement accounts and analyses Feel free to add other accounts and analyses relevant to your BU C3What is your expected cash generation ability over the medium term Cash flow forecast InstructionsThese are the minimum required cash flow statement accounts Feelfree to add other accounts relevant to your BU BASE CASE Operatingprofit 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 beestablished 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 debtshort and long minority interest stockholders equityInstructionsThese 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 CAGR1999-2004 Accounts payable Other current liabilities Total current liabilities Shortans Long-term loans Other liabilities Total -term lo liabilities Minority interest Total stockholders equity In PhPmillion 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 D1What are the associated risks to your chosen strategy D2Re-examining industry opportunities and industrycompetitive threats what alternatives exist to your chosen strategy InstructionsThe answer to thisoverarching questionrequires a recapitulationof the sections mainfindings D3 Beyond the 3-year time frame what breakthrough strategic options may be possible InstructionsThese subsectionscontain a 1-2 sentencesummary of the relevantfindings 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 andindustrycompetitive 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 InstructionsBased 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 ideasInstructionsThink 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 coststructureCapacity utilization Entryexit barriers Industry chain economics Bargaining power of input suppliers Bargaining power of customers Marketing Pricing Volume Advertisingpromotion New productsRDDistribution 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 tothreat of backward integration by firms in the industry 2Determinants 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 determinantsIndustry growth Fixed or storage costvalue added Intermittentovercapacity Product differences Brand identity Switching costsConcentration 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 Buyerinformation Ability to backward integrate Substitute productsPull-through 4 Determinants ofsubstitution threat Relative price performance of substitutes Switchingcosts Buyer propensity to substitute 2 New entrants 3 Buyers 4Substitutes Intensity of rivalry 1 Suppliers Price sensitivity Pricetotal purchases Product differences Brand Identity Impact on qualityperception 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 demandeconomics to evolve What are the potential major industry discontinuitiesWhat 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 forcompetitive 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 rightsradio 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 anddelete as you see appropriate BU Overall Segments A B C Step 2 Assess your overall position relative to the capabilities required to succeedin 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 tosucceed 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 8ILLUSTRATIVE KPIs examples Financial indicators Margin Net income ROCEOperating 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 Operatingprofit margin Gross profitmargin 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 Tothe 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 totalSegment 4 PhP of total Total Exhibit 9Segment 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 ratePercent 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 12Intangible 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 forcustomers Exhibit 13 Customers Channels Productsmarkets Target customers and segments Which customers are you Geographictrying to target or attract Which are you willing to serve but will not spend resources to attract Which would you prefer not to serve Howdoes 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 PriceDefine benefitsprice 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 tobe built to be distinctive in chosen value delivery system 1 2Categories 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 Capitalefficiency Other ü 2 Cost reduction eg effective channel management3Obtain higher prices 4 Create new market demand 5 Form strategic alliances partnerships ü ü ü ü ü ü ü ü ü ü ü Eg improvedworking capital employment increased asset utilization changes to assetownership Specific actionable initiatives Exhibit 16 ILLUSTRATIVE Exhibit 17 ILLUSTRATIVE Estimate of totalongoing operating income andcapital employed impact fromsuccessful implementation ofstrategic 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 capexacquisitionsTotal ongoing capital employed one-time operating income impact one-time costs ––– Exhibit 18 ILLUSTRATIVE Categories of initiatives Specific actionable initiatives Peopleskills Resourcerequirements Funding Ex-Com involvement 1 Capture greater market share 2 Cost reduction 3 Achieve higher prices4 Create new market demand5 Form strategicalliancespartnerships 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 oreconomic environments Macroeconomic risk Unit of measureFootnote 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 isnot a complete record of the discussion Jim Ayala – PHO MelissaGil –PHO Regina Manzano – PHO Suresh Mustapha – PHO Steve Shaw – HKO ShellyYeh – PHO Choon-Gin Tan – SIO The objective of these templates is toprovide 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 worktowards the overall synthesis I Executive summary IIEnvironmental and internal assessment A Industry dynamics and its implications B Competitive assessment C Internal assessment III Strategic definition and implications A Strategy articulation BStrategic initiatives C Financial projection DRiskscontingencies 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 landscapeStrategy 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 consideredInstructions The Executive Summaryprovides a synthesis of theEnvironmental and InternalAssessments and theresultant 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 A1What industry are you competing in What are the various segments in the industry InstructionsThe answer to thisoverarching questionrequires a recapitulationof the sections mainfindings InstructionsThese subsectionscontain a 1-2 sentencesummary of the relevantfindings A1 What industry are you competing in What are the various segments in the industry Industry definition Industry segmentation Definition Sizing InstructionsExhibit 1 could providea useful framework foranswering 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 InstructionsExhibit 23 or 4 could providea useful framework foranswering this question A3 What is the expected competitor conduct What are the resulting opportunities and risks Major industry competitor movesMarketing initiatives Industry capacity changes MAs divestitures Vertical integrationdisaggregation Alliances and partnerships Costcontrol and efficiency improvements InstructionsExhibit 23 or 4 could providea useful framework foranswering 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 providea useful framework foranswering 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 InstructionsThe answer to thisoverarching questionrequires a recapitulationof the sections mainfindings InstructionsThese subsectionscontain a 1-2 sentencesummary of the relevantfindings B1 What are the capabilities required to succeed in this industry Privileged assets that create competitive advantage eg physical assets locationspace distributionsales network intangible assetsintellectual capital network brands talents Distinctive skillscompetencies that create competitive advantage eginnovation talent development InstructionsExhibit 5 could providea useful framework foranswering this question B2 How do you compare against thesenecessary capabilities Strengths and weaknesses of your competitive position vs necessary capabilities Benchmark performance against the industrys relevant key performance indicators KPIs with margin andmarket share as the required minimum Strengths and weaknesses of your competitive position vs necessary capabilities Benchmark performance against therelevant industrys KPIs InstructionsExhibits 6 and 7 couldprovide a useful frameworkfor answering this question InstructionsExhibit 8 could providea useful framework foranswering this question KPIs are a handful of levers that drive the value of the industrybusiness C How does your current business emphasis。

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