某咨询战略规划模板(英文版ppt)

1、CONFIDENTIALBU Strategic Plan Template BookTraining materials8 June 2001This 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 mate

2、rial was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.Jim Ayala PHOMelissa Gil PHORegina Manzano PHOSuresh Mustapha PHOSteve Shaw HKOShelly Yeh PHOChoon-Gin Tan SIOSTRATEGY PLANNING INSTRUCTIONSThe objective of these templates is to provid

3、e 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 requiredEach section begins with a summary that is based on a synthesis of questions a

4、nd analyses that follow. The suggested approach would be to first complete the relevant back-up analyses and then work towards the overall synthesis1TABLE OF CONTENTSI.Executive summaryII. Environmental and internal assessmentA. Industry dynamics and its implicationsB. Competitive assessmentC. Inter

5、nal assessmentIII. Strategic definition and implicationsA. Strategy articulationB. Strategic initiativesC. Financial projectionD. Risks/contingencies and strategic alternativesIV. Exhibits2BU STRATEGIC PLAN DEVELOPMENTIndustry dynamics and implicationsEnvironmental and internal assessmentCompetitive

6、 assessmentInternal assessmentWhat 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 articulationStrategic defini

7、tion and implicationsStrategic initiativesFinancial projectionsWhat 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 alternativesWhat strategic alter

8、natives have you considered?+3I. EXECUTIVE SUMMARYInstructions:The Executive Summaryprovides a synthesis of theEnvironmental and InternalAssessments and theresultant BU Strategic Plans4II. ENVIRONMENTAL AND INTERNAL ASSESSMENT5IIA. INDUSTRY DYNAMICS AND IMPLICATIONS SUMMARYA. What are the major chan

9、ges in industry dynamics and the 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 Wha

10、t are the present and future 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 thisoverarching questionrequires a recapitulationof the sections mainfindingsInstructions:Thes

11、e subsectionscontain a 1-2 sentencesummary of the relevantfindings6IIA. INDUSTRY DYNAMICS AND IMPLICATIONS BACK-UP 1A.1What industry are you competing in? What are the various segments in the industry?Industry definitionIndustry segmentation Definition SizingInstructions:Exhibit 1 could providea use

12、ful framework foranswering this questionIndustry definition:Industry segmentation:7IIA. INDUSTRY DYNAMICS AND IMPLICATIONS BACK-UP 2A.2How 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, cyclicalityEconomics 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 powerInstructions:E

14、xhibit 2,3 or 4 could providea useful framework foranswering this question8IIA. INDUSTRY DYNAMICS AND IMPLICATIONS BACK-UP 3A.3 What is the expected competitor conduct? What are the resulting opportunities and risks?Major industry competitor moves Marketing initiatives Industry capacity changes M&am

15、p;As, divestitures Vertical integration/disaggregation Alliances and partnerships Cost control and efficiency improvementsInstructions:Exhibit 2,3 or 4 could providea useful framework foranswering this question9IIA. INDUSTRY DYNAMICS AND IMPLICATIONS BACK-UP 4A.4 What are the present and future exte

16、rnal factors that could present new opportunities and risks?Impact and likelihood of major industry discontinuities Changes in regulation/government policy Technological breakthroughsInstructions:Exhibit 2,3 or 4 could providea useful framework foranswering this question10IIB. COMPETITIVE ASSESSMENT

17、 SUMMARYB. 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 thisoverarching questionrequires a recapitulationof the sections mainfindingsInstruc

18、tions:These subsectionscontain a 1-2 sentencesummary of the relevantfindings11IIB. COMPETITIVE ASSESSMENT BACK-UP 1B.1 What are the capabilities required to succeed in this industry?Privileged assets that create competitive advantage, e.g. physical assets, location/”space”, distribution/sales networ

19、k, intangible assets (intellectual capital, network, brands, talents)Distinctive skills/competencies that create competitive advantage, e.g.innovation, talent developmentInstructions:Exhibit 5 could providea useful framework foranswering this question12IIB. COMPETITIVE ASSESSMENT BACK-UP 2B.2 How do

20、 you compare against these necessary capabilities?Strengths and weaknesses of your competitive position vs. necessary capabilitiesBenchmark performance against the industrys relevant key performance indicators (KPIs)*, with margin and market share as the required minimumStrengths and weaknesses of y

21、our competitive position vs. necessary capabilities:Benchmark performance against the relevant industrys KPIs:Instructions:Exhibits 6 and 7 couldprovide a useful frameworkfor answering this questionInstructions:Exhibit 8 could providea useful framework foranswering this question* KPIs are a handful

22、of levers that drive the value of the industry/business13IIC. INTERNAL ASSESSMENT SUMMARYC. How does your current business emphasis fit with the industry opportunities and the competitive landscape?C.1 Which segments of the business are providing the highest returns?C.2 What have been the performanc

23、e trends along major BU KPIs?C.3 Which intangible assets* could be near-term potential sources of value?Instructions:The answer to thisoverarching questionrequires a recapitulationof the sections mainfindingsInstructions:These subsectionscontain a 1-2 sentencesummary of the relevantfindings* Please

24、refer to Exhibit 12 for further description14IIC. INTERNAL ASSESSMENT BACK-UP 1C.1 Which segments of the business are providing the highest returns?*Relevant BU segments (based on customer, product, geography, channel)Operating contribution estimates for each segmentInstructions:Exhibit 9 could prov

25、idea useful framework foranswering this question* Based on latest available, 1-2 year historical financial statements15IIC. INTERNAL ASSESSMENT BACK-UP 2C.2 What have been performance trends along major BU KPIs?KPI performance trends over the last 3-5 years, e.g. return on capital employed (ROCE), o

26、perating income, margins, capital employedAssessment of underlying trend driversExpected evolutionInstructions:Exhibits 10 and 11 couldprovide a useful frameworkfor answering this questionROCE = Operating income x (1- tax rate) All interest bearing debt (short and long) + minority interest + stockho

27、lders equity16IIC. INTERNAL ASSESSMENT BACK-UP 3C.3 Which intangible assets could be near-term potential sources of value?Identification of in-house intellectual property, talent, networks, brand/imageConversion into sources of valueInstructions:Exhibit 12 could providea useful framework foranswerin

28、g this question17III. STRATEGIC DEFINITION AND IMPLICATIONS18IIIA. STRATEGY ARTICULATION SUMMARYA. What strategy will your BU pursue over the next 3 years?A.1 Where to compete?A.2 What is your customer value proposition for the different segments you are going to serve?A.3 What is your business mode

29、l?Instructions:The answer to thisoverarching questionrequires a recapitulationof the sections mainfindingsA.4 How does your chosen strategy exploit industry opportunities and address industry/competitive threats?Instructions:These subsectionscontain a 1-2 sentencesummary of the relevantfindings19III

30、A. STRATEGY ARTICULATION BACK-UP 1A.1 Where to compete? Where are you going to compete along these dimensions and why: Target market Distribution channels Product (breadth and depth) Geographic scopeInstructions:Exhibit 13 could providea useful framework foranswering this question20IIIA. STRATEGY AR

31、TICULATION BACK-UP 2A.2 What is your customer value proposition for the different segments you are going to serve? Target customer definition Benefits that you will offer the customers Product pricing Position against competition vis-vis the benefits provided and the price chargedWho is your target

32、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 do your customers attach to the benefits you provide?21IIIA. STRATEGY ARTICULATION BACK-UP 3A.3 What is your business model? Delivery and c

33、ommunication of customer value proposition (value delivery system) Competitive advantage in delivering these benefits to the customer How will the value proposition be provided and communicated?Which of your BUs existing strengths can be leveraged? What skills/capabilities do you need to build?Instr

34、uctions:Exhibit 15 could providea useful framework foranswering this question22IIIA. STRATEGY ARTICULATION BACK-UP 4A.4 How does your chosen strategy exploit the industry opportunities and address the industry/competitive threats? Industry attractiveness and implication review Alignment of strategy

35、and environmental realitiesInstructions:A review of the section on Industry Dynamics and Implications, together with the frameworks used (Exhibit 2,3 or 4) is useful for answering this question23IIIB. STRATEGIC INITIATIVES SUMMARYB. What will be the impact of major strategic initiatives?B3. How much

36、 value will be created from each strategic initiative?B4. What resources willeach strategic initiativerequire?Instructions:The answer to thisoverarching questionrequires a recapitulationof the sections mainfindingsB1. What major strategic initiatives are required to successfully implement your selec

37、ted business model?B2. What are the sources of value created from each strategic initiative?Instructions:These subsectionscontain a 1-2 sentencesummary of the relevantfindings24IIIB. STRATEGIC INITIATIVES BACK-UP 1B.1 What major strategic initiatives are required to successfully imple-ment your sele

38、cted business model? Possible strategic initiatives list25IIIB. STRATEGIC INITIATIVES BACK-UP 2B.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 initiativesVolume increaseEBIT impact via

39、Price increaseCost reductionOtherInvest-mentCapital employed impact viaDivest-mentCapitalefficiency*Other * E.g. improved working capital employment, increased asset utilization, changes to asset ownershipSpecific actionable initiatives 26IIIB. STRATEGIC INITIATIVES BACK-UP 3Operating income ongoing

40、 impact 2001-2004PhP millionsCapital employed ongoing impact 2001-2004PhP billionsPresent operating incomeVolume increasePrice increaseCost reduction benefitAdditional costsTotal ongoing operating incomePresent capital employedImproved capital efficiencyDivestmentsInvestments (capex and acquisitions

41、)Total ongoing capital employedB.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+=+=27IIIB. STRATEGIC INITIATIVES BACK-UP 4B.4 What resources will eac

42、h strategic initiative require? Resources required to make strategy work Availability of resources in the organization Plan for filling resource gapsCategories of initiativesSpecific actionable initiativesPeople/skillsResource requirementsFundingEx-Com involvement 28IIIC. FINANCIAL PROJECTIONS SUMMA

43、RYC. What are 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

44、thisoverarching questionrequires a recapitulationof the sections mainfindingsInstructions:These subsectionscontain a 1-2 sentencesummary of the relevantfindings29IIIC. FINANCIAL PROJECTIONS BACK-UP 1C.1 What are the key assumptions? Profit and loss (e.g. revenues, costs, margin) Balance sheet Corpor

45、ate center directives Corporate center assumptionsBASE CASEBusiness unit assumptionsRevenuesMarket sizeMarket sharePriceCostsInput costsProduction costsOther costs(e.g. SG&A)MarginsGross marginOperatingmarginCapitalPlannedinvestments/divestmentsChanges inworking capital2002KEY FORECAST ASSUMPTIO

46、NS20032004Growth rateCorporate center assumptions200220032004Key economicindicatorsGDP growthConsumerprice indexExchange rate(PhP/USD)91-day T-billrateCorporate taxrateInstructions:These are the minimumrequired assumptions. Feel free to add otherassumptions relevant to your BU30IIIC. FINANCIAL PROJE

47、CTIONS BACK-UP 2C.2 What is your projected net income in the next few years? Income statement forecastBASE CASEHistoricalSalesCost of goods soldGross profitOperating expensesOperating profitOther expensesTaxesNet profit1999FORECASTED INCOME STATEMENT2000In PhP millionForecast2001*200220032004CAGR199

48、9-2004Growth analysisSales (%)Gross profit (%)Operating profit (%)Net profit (%)Margin analysisGross margin (%)Operating margin (%)Net margin (%)*Key assumptions not listed earlier should be detailed at the bottom of the chart. The impact of planned initiativeson the revenues and costs should be est

49、ablished clearly with additional attachments if requiredBest 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 BU31IIIC. FINANCIAL PROJECTIONS BACK-UP 3C.3 What is you

50、r expected cash generation ability over the medium term? Cash flow forecastInstructions:These are the minimum required cash flow statementaccounts. Feel free to add other accounts relevant to your BUBASE CASEOperating profitDepreciation and amortizationOther non-cash operatingexpensesNet operating c

51、ash flowIncrease/(decrease) in workingcapitalOther operating cash flowTotal operating cash flowFORECASTED CASH FLOW STATEMENTHistorical19992000Forecast2001* 200220032004CAGR1999-2004Capital expenditureOther investing cash flow itemsTotal investing cash flowIncrease/(decrease) in debtDividendsOther f

52、inancing cash flowTotal financing cash flowIn PhP millionKey assumptions not listed earlier should be detailed at the bottom of the chart. The impact of planned initiativeson the fixed and working capital investments should be established clearly with additional attachments if requiredBest estimates

53、 on possible actual results *32IIIC. FINANCIAL PROJECTIONS BACK-UP 4C.4 What is your expected capital productivity? Balance sheet forecast ROCE computationROCE = Operating income x (1- tax rate) All interest bearing debt (short and long) + minority interest + stockholders equityInstructions:These ar

54、e the minimum required balance sheet accounts and analyses. Feel free to add other accounts and analyses relevant to your BUBASE CASECashAccounts receivablesInventoriesOther current assetsTotal current assetsNet fixed assetsOther assetsTotal assetsFORECASTED BALANCE SHEETHistorical19992000Forecast20

55、01*200220032004CAGR1999-2004Accounts payableOther current liabilitiesTotal current liabilities Short-term loansLong-term loansOther liabilitiesTotal liabilitiesMinority interestTotal stockholders equityIn PhP millionCapital employedROCETotal liab. & stockholders equityRatio analysisWorking capit

56、al turnoverDebt-equity ratioBest estimates on possible actual results *33IIID. RISKS/CONTINGENCIES & STRATEGIC ALTERNATIVES SUMMARYD. What strategic alternatives have you considered?D.1 What are the associated risks to your chosen strategy?D.2 Re-examining industry opportunities and industry/com

57、petitive threats, what alternatives exist to your chosen strategy?Instructions:The answer to thisoverarching questionrequires a recapitulationof the sections mainfindingsD.3 Beyond the 3-year time frame, what breakthrough strategic options may be possible?Instructions:These subsectionscontain a 1-2

58、sentencesummary of the relevantfindings34IIID. RISKS/CONTINGENCIES & STRATEGIC ALTERNATIVES BACK-UP 1D.1 What are the associated risks to your chosen strategy? Identification of significant potential risks and plans to mitigate Sensitivity/scenario financial analysisPotential risksBusiness riskR

59、egulatory riskTechnology riskIntegrity riskMacroeconomic riskImpactLikelihoodContingencyOther35IIID. RISKS/CONTINGENCIES & STRATEGIC ALTERNATIVES BACK-UP 2D.2 Re-examining industry opportunities and industry/competitive threats, what alternatives exist to your chosen strategy? Where to compete?

60、Value proposition Business model Alignment with external realitiesWhere 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 ot