战略分析工具英文

CONFIDENTIALBUStrategicPlanTemplateBookTrainingmaterials8June2001Thisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companyduringanoralpresentation;itisnotacompleterecordofthediscussion.JimAyala–PHOMelissaGil–PHOReginaManzano–PHOSureshMustapha–PHOSteveShaw–HKOShellyYeh–PHOChoon-GinTan–SIO*第一页，共五十九页。STRATEGYPLANNINGINSTRUCTIONSTheobjectiveofthesetemplatesistoprovidecompletenessandconsistencyofBUstrategicplansubmissions.ThesetemplatesarenotintendedtoreplaceorconstrainBUstrategicthinkingandshouldbeadaptedtoreflectaparticularBU’ssectoralcontextasrequiredEachsectionbeginswithasummarythatisbasedonasynthesisofquestionsandanalysesthatfollow.Thesuggestedapproachwouldbetofirstcompletetherelevantback-upanalysesandthenworktowardstheoverallsynthesis2*第二页，共五十九页。TABLEOFCONTENTSI. ExecutivesummaryII. EnvironmentalandinternalassessmentA. IndustrydynamicsanditsimplicationsB. CompetitiveassessmentC. InternalassessmentIII. StrategicdefinitionandimplicationsA. StrategyarticulationB. StrategicinitiativesC. FinancialprojectionD. Risks/contingenciesandstrategicalternativesIV. Exhibits3*第三页，共五十九页。BUSTRATEGICPLANDEVELOPMENTIndustrydynamicsandimplicationsEnvironmentalandinternalassessmentCompetitiveassessmentInternalassessmentWhatarethemajorchangesinindustrydynamicsandresultingopportunitiesandrisks?Whatareyourcompetitivestrengthsandweaknesses?Howdoesyourcurrentbusinessemphasisfitwithindustryopportunityandcompetitivelandscape?StrategyarticulationStrategicdefinitionandimplicationsStrategicinitiativesFinancialprojectionsWhatstrategywillyourBUpursueoverthenext3years?Whatwillbetheimpactofmajorstrategicinitiatives?Whataretheexpectedfinancialreturnsofyourstrategy?++++Risk/contingen-cies&strategicalternativesWhatstrategicalternativeshaveyouconsidered?+4*第四页，共五十九页。I.EXECUTIVESUMMARYInstructions:TheExecutiveSummary

providesasynthesisofthe

EnvironmentalandInternal

Assessmentsandthe

resultantBUStrategicPlans5*第五页，共五十九页。II.ENVIRONMENTALANDINTERNALASSESSMENT6*第六页，共五十九页。IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–SUMMARYA.Whatarethemajorchangesinindustrydynamicsandtheresultingopportunitiesandrisks?A.2 Howisindustrystructurechanging(demand,supply,andindustrychaineconomics)?Whataretheresultingopportunitiesandrisks?A.3 Whatistheexpectedcompetitorconduct?Whataretheresultingopportunitiesandrisks?A.4 Whatarethepresentandfutureexternalfactorsthatcouldpresentnewopportunitiesandrisks?A.1 Whatindustryareyoucompetingin?Whatarethevarioussegmentsintheindustry?Instructions:

Theanswertothis

overarchingquestion

requiresarecapitulation

ofthesection’smain

findingsInstructions:

Thesesubsections

containa1-2sentence

summaryoftherelevant

findings7*第七页，共五十九页。IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP1A.1 Whatindustryareyoucompetingin?Whatarethevarioussegmentsintheindustry?IndustrydefinitionIndustrysegmentationDefinitionSizingInstructions:

Exhibit1couldprovide

ausefulframeworkfor

answeringthisquestionIndustrydefinition:Industrysegmentation:8*第八页，共五十九页。IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP2A.2 Howisindustrystructurechangingwithrespecttodemand,supply,andindustrychaineconomics?Whataretheresultingopportunitiesandrisks?EconomicsofdemandBysegmentSubstitutes,abilitytodifferentiateVolatility,cyclicalityEconomicsofsupplyProducerconcentrationanddiversityImportcompetitionCapacityutilizationEntry/exitbarriersCoststructure(fixedandvariable)IndustrychaineconomicsCustomerandsupplierbargainingpowerInstructions:

Exhibit2,3or4couldprovide

ausefulframeworkfor

answeringthisquestion9*第九页，共五十九页。IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP3A.3 Whatistheexpectedcompetitorconduct?Whataretheresultingopportunitiesandrisks?MajorindustrycompetitormovesMarketinginitiativesIndustrycapacitychangesM&As,divestituresVerticalintegration/disaggregationAlliancesandpartnershipsCostcontrolandefficiencyimprovementsInstructions:

Exhibit2,3or4couldprovide

ausefulframeworkfor

answeringthisquestion10*第十页，共五十九页。IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP4A.4 Whatarethepresentandfutureexternalfactorsthatcouldpresentnewopportunitiesandrisks?ImpactandlikelihoodofmajorindustrydiscontinuitiesChangesinregulation/governmentpolicyTechnologicalbreakthroughsInstructions:

Exhibit2,3or4couldprovide

ausefulframeworkfor

answeringthisquestion11*第十一页，共五十九页。IIB.COMPETITIVEASSESSMENT–SUMMARYB.Whatareyourcompetitivestrengthsandweaknesses?B.1 Whatarethecapabilitiesrequiredtosucceedinthisindustry?B.2 Howdoyoucompareagainstthesenecessarycapabilities?Instructions:

Theanswertothis

overarchingquestion

requiresarecapitulation

ofthesection’smain

findingsInstructions:

Thesesubsections

containa1-2sentence

summaryoftherelevant

findings12*第十二页，共五十九页。IIB.COMPETITIVEASSESSMENT–BACK-UP1B.1 Whatarethecapabilitiesrequiredtosucceedinthisindustry?Privilegedassetsthatcreatecompetitiveadvantage,e.g.physicalassets,location/”space”,distribution/salesnetwork,intangibleassets(intellectualcapital,network,brands,talents)Distinctiveskills/competenciesthatcreatecompetitiveadvantage,e.g.innovation,talentdevelopmentInstructions:

Exhibit5couldprovide

ausefulframeworkfor

answeringthisquestion13*第十三页，共五十九页。IIB.COMPETITIVEASSESSMENT–BACK-UP2B.2 Howdoyoucompareagainstthesenecessarycapabilities?Strengthsandweaknessesofyourcompetitivepositionvs.necessarycapabilitiesBenchmarkperformanceagainsttheindustry’srelevantkeyperformanceindicators(KPIs)*,withmarginandmarketshareastherequiredminimumStrengthsandweaknessesofyourcompetitivepositionvs.necessarycapabilities:Benchmarkperformanceagainsttherelevantindustry’sKPIs:Instructions:

Exhibits6and7could

provideausefulframework

foransweringthisquestionInstructions:

Exhibit8couldprovide

ausefulframeworkfor

answeringthisquestion *KPIsareahandfulofleversthatdrivethevalueoftheindustry/business14*第十四页，共五十九页。IIC.INTERNALASSESSMENT–SUMMARYC.Howdoesyourcurrentbusinessemphasisfitwiththeindustryopportunitiesandthecompetitivelandscape?C.1 Whichsegmentsofthebusinessareprovidingthehighestreturns?C.2 WhathavebeentheperformancetrendsalongmajorBUKPIs?C.3 Whichintangibleassets*couldbenear-termpotentialsourcesofvalue?Instructions:

Theanswertothis

overarchingquestion

requiresarecapitulation

ofthesection’smain

findingsInstructions:

Thesesubsections

containa1-2sentence

summaryoftherelevant

findings *PleaserefertoExhibit12forfurtherdescription15*第十五页，共五十九页。IIC.INTERNALASSESSMENT–BACK-UP1C.1 Whichsegmentsofthebusinessareprovidingthehighestreturns?*RelevantBUsegments(basedoncustomer,product,geography,channel)OperatingcontributionestimatesforeachsegmentInstructions:

Exhibit9couldprovide

ausefulframeworkfor

answeringthisquestion *Basedonlatestavailable,1-2yearhistoricalfinancialstatements16*第十六页，共五十九页。IIC.INTERNALASSESSMENT–BACK-UP2C.2 WhathavebeenperformancetrendsalongmajorBUKPIs?KPIperformancetrendsoverthelast3-5years,e.g.returnoncapitalemployed(ROCE),operatingincome,margins,capitalemployedAssessmentofunderlyingtrenddriversExpectedevolutionInstructions:

Exhibits10and11could

provideausefulframework

foransweringthisquestionROCE=Operatingincomex(1-taxrate) Allinterestbearingdebt(shortandlong)+ minorityinterest+stockholders’equity

17*第十七页，共五十九页。IIC.INTERNALASSESSMENT–BACK-UP3C.3 Whichintangibleassetscouldbenear-termpotentialsourcesofvalue?Identificationofin-houseintellectualproperty,talent,networks,brand/imageConversionintosourcesofvalueInstructions:

Exhibit12couldprovide

ausefulframeworkfor

answeringthisquestion18*第十八页，共五十九页。III.STRATEGICDEFINITIONANDIMPLICATIONS19*第十九页，共五十九页。IIIA.STRATEGYARTICULATION–SUMMARYA.WhatstrategywillyourBUpursueoverthenext3years?A.1 Wheretocompete?A.2 Whatisyourcustomervaluepropositionforthedifferentsegmentsyouaregoingtoserve?A.3 Whatisyourbusinessmodel?Instructions:

Theanswertothis

overarchingquestion

requiresarecapitulation

ofthesection’smain

findingsA.4 Howdoesyourchosenstrategyexploitindustryopportunitiesandaddressindustry/competitivethreats?Instructions:

Thesesubsections

containa1-2sentence

summaryoftherelevant

findings20*第二十页，共五十九页。IIIA.STRATEGYARTICULATION–BACK-UP1A.1 Wheretocompete?Whereareyougoingtocompetealongthesedimensionsandwhy:TargetmarketDistributionchannelsProduct(breadthanddepth)GeographicscopeInstructions:

Exhibit13couldprovide

ausefulframeworkfor

answeringthisquestion21*第二十一页，共五十九页。IIIA.STRATEGYARTICULATION–BACK-UP2A.2 Whatisyourcustomervaluepropositionforthedifferentsegmentsyouaregoingtoserve?TargetcustomerdefinitionBenefitsthatyouwillofferthecustomersProductpricingPositionagainstcompetitionvis-à-visthebenefitsprovidedandthepricechargedWhoisyourtargetcustomer?Whataretheexplicitbenefitsyouprovidetoyourcustomers?Whatperceivedvaluedoyouprovidetothecustomerbetterthancompetition?Howmuchvaluedoyourcustomersattachtothebenefitsyouprovide?22*第二十二页，共五十九页。IIIA.STRATEGYARTICULATION–BACK-UP3A.3 Whatisyourbusinessmodel?Deliveryandcommunicationofcustomervalueproposition(valuedeliverysystem)CompetitiveadvantageindeliveringthesebenefitstothecustomerHowwillthevaluepropositionbeprovidedandcommunicated?WhichofyourBU’sexistingstrengthscanbeleveraged?Whatskills/capabilitiesdoyouneedtobuild?Instructions:

Exhibit15couldprovide

ausefulframeworkfor

answeringthisquestion23*第二十三页，共五十九页。IIIA.STRATEGYARTICULATION–BACK-UP4A.4 Howdoesyourchosenstrategyexploittheindustryopportunitiesandaddresstheindustry/competitivethreats?IndustryattractivenessandimplicationreviewAlignmentofstrategyandenvironmentalrealitiesInstructions:

AreviewofthesectiononIndustryDynamicsandImplications,togetherwiththeframeworksused(Exhibit2,3or4)isusefulforansweringthisquestion24*第二十四页，共五十九页。IIIB.STRATEGICINITIATIVES–SUMMARYB.Whatwillbetheimpactofmajorstrategicinitiatives?B3. Howmuchvaluewillbecreatedfromeachstrategicinitiative?B4. Whatresourceswill

eachstrategicinitiative

require?Instructions:

Theanswertothis

overarchingquestion

requiresarecapitulation

ofthesection’smain

findingsB1. Whatmajorstrategicinitiativesarerequiredtosuccessfullyimplementyourselectedbusinessmodel?B2. Whatarethesourcesofvaluecreatedfromeachstrategicinitiative?Instructions:

Thesesubsections

containa1-2sentence

summaryoftherelevant

findings25*第二十五页，共五十九页。IIIB.STRATEGICINITIATIVES–BACK-UP1B.1 Whatmajorstrategicinitiativesarerequiredtosuccessfullyimple-mentyourselectedbusinessmodel?Possiblestrategicinitiativeslist26*第二十六页，共五十九页。IIIB.STRATEGICINITIATIVES–BACK-UP2B.2 Whatarethesourcesofvaluecreatedfromeachstrategicinitiative?Sourcesofvaluefromeachstrategicinitiative(e.g.,EBIT,capitalemployed)CategoryofinitiativesVolumeincreaseEBITimpactviaPriceincreaseCostreductionOtherInvest-mentCapitalemployedimpactviaDivest-mentCapital

efficiency*Other

*E.g.improvedworkingcapitalemployment,increasedassetutilization,changestoassetownershipSpecificactionableinitiatives

27*第二十七页，共五十九页。IIIB.STRATEGICINITIATIVES–BACK-UP3Operatingincomeongoingimpact2001-2004PhPmillionsCapitalemployedongoingimpact2001-2004PhPbillionsPresentoperatingincomeVolumeincreasePriceincreaseCostreductionbenefitAdditionalcostsTotalongoingoperatingincomePresentcapitalemployedImprovedcapitalefficiencyDivestmentsInvestments(capexandacquisitions)TotalongoingcapitalemployedB.3 Howmuchvaluewillbecreatedfromeachstrategicinitiative?one-timeEBITimpact=one-timecosts=FinancialimpactfromeachstrategicinitiativeExpectedfinancialoutlayforeachinitiative+++–=+–=–28*第二十八页，共五十九页。IIIB.STRATEGICINITIATIVES–BACK-UP4B.4 Whatresourceswilleachstrategicinitiativerequire?ResourcesrequiredtomakestrategyworkAvailabilityofresourcesintheorganizationPlanforfillingresourcegapsCategoriesofinitiativesSpecificactionableinitiativesPeople/skillsResourcerequirementsFundingEx-Cominvolvement

29*第二十九页，共五十九页。IIIC.FINANCIALPROJECTIONS–SUMMARYC.Whataretheexpectedfinancialreturnsofyourstrategy?C.3 Whatisyourexpectedcashgenerationabilityoverthemediumterm?C.4 Whatisyourexpectedcapitalproductivity?C.2 Whatisyourprojectednetincomeinthenextfewyears?C.1 Whatarethekeyassumptions?Instructions:

Theanswertothis

overarchingquestion

requiresarecapitulation

ofthesection’smain

findingsInstructions:

Thesesubsections

containa1-2sentence

summaryoftherelevant

findings30*第三十页，共五十九页。IIIC.FINANCIALPROJECTIONS–BACK-UP1C.1 Whatarethekeyassumptions?Profitandloss(e.g.revenues,costs,margin)BalancesheetCorporatecenterdirectivesCorporatecenterassumptionsBASECASEBusinessunitassumptionsRevenues•Marketsize•Marketshare•PriceCosts•Inputcosts•Productioncosts•Othercosts(e.g.SG&A)Margins•Grossmargin•OperatingmarginCapital•Plannedinvestments/divestments•Changesinworkingcapital2002KEYFORECASTASSUMPTIONS20032004GrowthrateCorporatecenterassumptions200220032004Keyeconomicindicators•GDPgrowth•Consumerpriceindex•Exchangerate(PhP/USD)•91-dayT-billrateCorporatetaxrateInstructions:

Thesearetheminimumrequiredassumptions.FeelfreetoaddotherassumptionsrelevanttoyourBU31*第三十一页，共五十九页。IIIC.FINANCIALPROJECTIONS–BACK-UP2C.2 Whatisyourprojectednetincomeinthenextfewyears?IncomestatementforecastBASECASEHistoricalSalesCostofgoodssoldGrossprofitOperatingexpensesOperatingprofitOtherexpensesTaxesNetprofit1999FORECASTEDINCOMESTATEMENT2000InPhPmillionForecast2001**200220032004CAGR1999-2004GrowthanalysisSales(%)Grossprofit(%)Operatingprofit(%)Netprofit(%)MarginanalysisGrossmargin(%)Operatingmargin(%)Netmargin(%)***Keyassumptionsnotlistedearliershouldbedetailedatthebottomofthechart.TheimpactofplannedinitiativesontherevenuesandcostsshouldbeestablishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactualresultsInstructions:

Thesearetheminimumrequiredincomestatementaccountsandanalyses.FeelfreetoaddotheraccountsandanalysesrelevanttoyourBU32*第三十二页，共五十九页。IIIC.FINANCIALPROJECTIONS–BACK-UP3C.3 Whatisyourexpectedcashgenerationabilityoverthemediumterm?CashflowforecastInstructions:

Thesearetheminimumrequiredcashflowstatementaccounts.FeelfreetoaddotheraccountsrelevanttoyourBUBASECASEOperatingprofitDepreciationandamortizationOthernon-cashoperatingexpensesNetoperatingcashflowIncrease/(decrease)inworkingcapitalOtheroperatingcashflowTotaloperatingcashflowFORECASTEDCASHFLOWSTATEMENTHistorical19992000Forecast2001**200220032004CAGR1999-2004CapitalexpenditureOtherinvestingcashflowitemsTotalinvestingcashflowIncrease/(decrease)indebtDividendsOtherfinancingcashflowTotalfinancingcashflowInPhPmillionKeyassumptionsnotlistedearliershouldbedetailedatthebottomofthechart.TheimpactofplannedinitiativesonthefixedandworkingcapitalinvestmentsshouldbeestablishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactualresults***33*第三十三页，共五十九页。IIIC.FINANCIALPROJECTIONS–BACK-UP4C.4 Whatisyourexpectedcapitalproductivity?BalancesheetforecastROCEcomputationROCE=Operatingincomex(1-taxrate) Allinterestbearingdebt(shortandlong)+ minorityinterest+stockholders’equity

Instructions:

Thesearetheminimumrequiredbalancesheetaccountsandanalyses.FeelfreetoaddotheraccountsandanalysesrelevanttoyourBUBASECASECashAccountsreceivablesInventoriesOthercurrentassetsTotalcurrentassetsNetfixedassetsOtherassetsTotalassetsFORECASTEDBALANCESHEETHistorical19992000Forecast2001*200220032004CAGR1999-2004AccountspayableOthercurrentliabilitiesTotalcurrentliabilitiesShort-termloansLong-termloansOtherliabilitiesTotalliabilitiesMinorityinterestTotalstockholders’equityInPhPmillionCapitalemployedROCETotalliab.&stockholders’equityRatioanalysisWorkingcapitalturnoverDebt-equityratioBestestimatesonpossibleactualresults*34*第三十四页，共五十九页。IIID.RISKS/CONTINGENCIES&STRATEGICALTERNATIVES–SUMMARYD.Whatstrategicalternativeshaveyouconsidered?D.1 Whataretheassociatedriskstoyourchosenstrategy?D.2 Re-examiningindustryopportunitiesandindustry/competitivethreats,whatalternativesexisttoyourchosenstrategy?Instructions:

Theanswertothis

overarchingquestion

requiresarecapitulation

ofthesection’smain

findingsD.3 Beyondthe3-yeartimeframe,whatbreakthroughstrategicoptionsmaybepossible?Instructions:

Thesesubsections

containa1-2sentence

summaryoftherelevant

findings35*第三十五页，共五十九页。IIID.RISKS/CONTINGENCIES&STRATEGICALTERNATIVES–BACK-UP1D.1 Whataretheassociatedriskstoyourchosenstrategy?IdentificationofsignificantpotentialrisksandplanstomitigateSensitivity/scenariofinancialanalysisPotentialrisksBusinessriskRegulatoryriskTechnologyriskIntegrityriskMacroeconomicriskImpactLikelihoodContingencyOther36*第三十六页，共五十九页。IIID.RISKS/CONTINGENCIES&STRATEGICALTERNATIVES–BACK-UP2D.2 Re-examiningindustryopportunitiesandindustry/competitivethreats,whatalternativesexisttoyourchosenstrategy?Wheretocompete?ValuepropositionBusinessmodelAlignmentwithexternalrealitiesWheretocompete?:Alternativevalueproposition:Alternativebusinessmodel:Alignmentwithexternalrealities:Instructions:

BasedonareviewofthesectiononEnvironmentalandInternalAssessment,StrategyArticulation,andtheframeworksused(Exhibit2-4,13-15),determineotherpotentialstrategicalternatives37*第三十七页，共五十九页。IIID.RISKS/CONTINGENCIES&STRATEGICALTERNATIVES–BACK-UP3D.3 Beyondthe3-yeartimeframe,whatbreakthroughstrategicoptionsmaybepossible?“Out-of-the-box”ideasInstructions:

Thinkradical!Thinkout-of-the-box!38*第三十八页，共五十九页。IV.EXHIBITSInstructions:

Pleaseincludeallrelevantsupportingdocumentationinthissection39*第三十九页，共五十九页。SEGMENTANALYSISExhibit1ILLUSTRATIVEIndustryboundariesSegmentsIndustrysegmentsRelativelydistinctsub-groupingswithintheindustryMarketisrelativelysimilarwithinthesegmentbutdifferentacrosssegmentsDifferentindustrydynamicsmayvaryinimportanceindifferentsegments40*第四十页，共五十九页。ProducersIndustrySTechnologybreakthroughsChangesingovernmentpolicy/regulationsDomesticInternationalEconomicsofdemandAvailabilityofsubstitutesDifferentiabilityofproductsRateofgrowthVolatility/cyclicalityEconomicsofsupplyConcentrationofproducersImportcompetitionDiversityofproducersFixed/variablecoststructureCapacityutilizationEntry/exitbarriersIndustrychaineconomicsBargainingpowerofinputsuppliersBargainingpowerofcustomersMarketingPricingVolumeAdvertising/promotionNewproducts/R&DDistributionCapacitychangeExpansion/contractionEntry/exitAcquisition/merger/divestitureVerticalintegrationForward/backwardintegrationVerticaljointventuresLong-termcontractsInternalefficiencyCostcontrolLogisticsProcessR&DOrganizationeffectivenessFinanceProfitabilityValuecreationTechnologicalprogressEmploymentobjectivesExternalshocksFeedbacktructureConductPerformanceSTRUCTURE-CONDUCT-PERFORMANCE(SCP)MODELExhibit241*第四十一页，共五十九页。Exhibit31. DeterminantsofsupplierpowerDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegrationrelativetothreatofbackwardintegrationbyfirmsintheindustry2. DeterminantsofbarrierstoentryEconomiesofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantagesProprietarylearningcurveAccesstonecessaryinputsProprietary,low-costproductdesignGovernmentpolicyExpectedretaliation5. RivalrydeterminantsIndustrygrowthFixed(orstorage)cost/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriers3. DeterminantsofbuyingpowerBargainingleverageBuyerconcentrationvs.firmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-through4. Determinantsof

substitutionthreatRelativepriceperformanceofsubstitutesSwitchingcostsBuyerpropensitytosubstitute2.Newentrants3.Buyers4.SubstitutesIntensityofrivalry1.SuppliersPricesensitivityPrice/totalpurchasesProductdifferencesBrandIdentityImpactonqualityperceptionBuyerprofitsDecisionmakers'incentives5.Industrycompetitors"FORCESATWORK"FRAMEWORK42*第四十二页，共五十九页。Opportunities/ThreatsHowaredemandandsupplyexpectedtoevolve?Howdoyouexpecttheindustrychaineconomicstoevolve?Whatarethepotentialmajorindustrydiscontinuities?Whatcompetitoractionsdoyouexpect?YOURBUSWOTANALYSISExhibit4CONVERT

OPPORTUNITIESBUILDONSTRENGTHSNEUTRALIZETHREATSADDRESSWEAK-NESSESStrengths/WeaknessesWhatareyourBU’sassets/competenciesthatsolidifyyourcompetitiveposition?WhatareyourBU’sassets/competenciesthatweakenyourcompetitiveposition?CanbeusedasathoughtstarterforcompetitiveanalysisandinternalassessmentSurfacespotentialopportunities/threatsarisingfromfactorsexternaltotheBU43*第四十三页，共五十九页。PhysicalassetLocation/"space"

Distribution/salesnetworkBrand/reputationPatentRelationshipwith"license"allocatorBHP’slow-costminesTelecomm/mediacompanywithrights

radiospectrumAvon’srepresentativesCoca-ColaPharmaceuticalcompanywitha"wonderdrug”"Favorednation"statuswithakeyministerinliberalizingeconomyInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymanagementTalentdevelopment3MwithnewproductsMcDonald’swithQSC&VJ&JwithbrandedconsumerhealthproductsEmersonElectric’sBestCostProducerprogramP&GbrandmanagementprogramPrivilegedassetsDistinctivecompetenciesNecessarycapabilitiesinordertosucceedintheindustryExampleCAPABILITYPLATFORM:ASSESSMENTOFSOURCESOF

COMPETITIVEADVANTAGE(1/2)Exhibit544*第四十四页，共五十九页。CAPABILITYPLATFORM:ASSESSMENTOFSOURCESOFCOMPETITIVEADVANTAGE(2/2)ILLUSTRATIVEStep1:Ensurethatthesearethecapabilitiesrequiredtosucceedintheindustry.Usethislistasathoughtstarter,addanddeleteasyouseeappropriateBUOverallSegmentsABCStep2:Assessyouroverallpositionrelativetothecapabilitiesrequiredtosucceedintheindustry.Also,determineifthesecapabilitiesarerelevanttothesegmentsyouservePhysicalassetLocation/"space"

Distribution/salesnetworkBrand/reputationPatentRelationshipwith"license"allocatorInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymanagementTalentdevelopmentPrivileged

assetsDistinctivecompetenciesNecessarycapabilitiesinordertosucceedintheindustryExhibit6ExtremelyrelevantSomewhatrelevantIrrelevant45*第四十五页，共五十九页。COMPETITORCAPABILITYCOMPARISONBUOverallCompetitorsABCStep3:Comparethestrengthsandweaknessesofyourcompetitivepositionvs.thenecessaryskillsPhysicalassetLocation/"space"

Distribution/salesnetworkBrand/reputationPatentRelationshipwith"license"allocatorInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymanagementTalentdevelopmentPrivileged

assetsDistinctivecompetenciesNecessarycapabilitiesinordertosucceedintheindustryExhibit7ILLUSTRATIVE

46*第四十六页，共五十九页。BENCHMARKPERFORMANCEAGAINSTRELEVANTINDUSTRYKPIsExhibit8ILLUSTRATIVEKPIs(examples)FinancialindicatorsMarginNetincomeROCE

OperatingindicatorsAdvertisingeffectivenessUtilizationrate

StrategicindicatorsMarketsharePercentofrevenuefromnewproductsWorkingcapitaltrend

ExternalindicatorsMarketpricesofrawmaterials

BUCompetitorACompetitorBCompetitorC47*第四十七页，共五十九页。SEGMENTANALYSISRevenueGrossprofitOperatingprofitAssetsemployedPeopleemployedOperating

profitmarginGrossprofit

marginROCEStep1:IdentifytherelevantsegmentsStep2:Provideasegmentanalysisbasedonthefollowingminimumfinancialmetrics:revenue,grossprofitandmargin,operatingprofitandmarginStep3:Totheextentassetsandpeoplecanbedisaggregatedbysegment,deploymentofassetsagainstreturnscanbeanalyzed%PhP%oftotalSegment1PhP%oftotalSegment2PhP%oftotalSegment3PhP%oftotalSegment4PhP%oftotalTotalExhibit9%%%%Segment1Segment2Segment3Segment4Total48*第四十八页，共五十九页。TRENDANALYSIS–RETURNONCAPITALEMPLOYED(ROCE)NOTEXHAUSTIVETheROCEtreecanbedisaggregatedtoshowtheotherrelevantKPIsofaBUROCEPercentOperatingincom