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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
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