麥肯錫戰(zhàn)略規(guī)劃模板(英文版)

1、 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)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.

2、 This material 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 SIO 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)1STRATEGY PLANNING INSTRUCTIONSThe objective of these t

3、emplates is to provide completeness and consistency of BU strategic plan submissions. These templates are not intended to replace or constrain BU strategic thinking and should be adapted to reflect a particular BUs sectoral context as requiredEach section begins with a summary that is based on a syn

4、thesis of questions and analyses that follow. The suggested approach would be to first complete the relevant back-up analyses and then work towards the overall 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)2TABLE OF CONTENTSI.Executive summaryII. Environmental and internal assessmentA. Industry dynamics and its implicationsB. Competiti

5、ve assessmentC. Internal assessmentIII. Strategic definition and implicationsA. Strategy articulationB. Strategic initiativesC. Financial projectionD. Risks/contingencies and strategic alternativesIV. E 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)3BU STRATEGIC PLAN DEVELOPMENTIndustry dynamics and implicationsEnvironmental and intern

6、al assessmentCompetitive 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 arti

7、culationStrategic definition 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 alternat

8、ivesWhat strategic alternatives have you considered?+ 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)4I. EXECUTIVE SUMMARYInstructions:The Executive Summaryprovides a synthesis of theEnvironmental and InternalAssessments and theresultant BU Strategic P 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)5II. ENVIRONMENTAL AND INTERNAL ASSESSMENT 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)6IIA. INDUSTRY DYNAMICS

9、AND IMPLICATIONS SUMMARYA. What are the major changes 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

10、 are the resulting opportunities and risks?A.4 What 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 recapitul

11、ationof the sections mainfindingsInstructions:These subsectionscontain a 1-2 sentencesummary of the 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)7IIA. 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 Sizi

12、ngInstructions:Exhibit 1 could providea useful framework foranswering this questionIndustry definition:Industry segmentation: 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)8IIA. INDUSTRY DYNAMICS AND IMPLICATIONS BACK-UP 2A.2How is industry structure changing with respect to demand, supply, and industry chain economics? What are the re

13、sulting opportunities and risks?Economics of demand By 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

14、 Customer and supplier bargaining powerInstructions:Exhibit 2,3 or 4 could providea useful framework foranswering this 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)9IIA. INDUSTRY DYNAMICS AND IMPLICATIONS BACK-UP 3A.3 What is the expected competitor conduct? What are the resulting opportunities and risks?Major industry competitor move

15、s Marketing initiatives Industry capacity changes M&As, divestitures Vertical integration/disaggregation Alliances and partnerships Cost control and efficiency improvementsInstructions:Exhibit 2,3 or 4 could providea useful framework foranswering this 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)10IIA. INDUSTRY DYNAMICS AND IMPLIC

16、ATIONS BACK-UP 4A.4 What are the present and future external 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

17、 foranswering this 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)11IIB. COMPETITIVE ASSESSMENT 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 questionreq

18、uires a recapitulationof the sections mainfindingsInstructions:These subsectionscontain a 1-2 sentencesummary of the 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)12IIB. 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 a

19、ssets, location/”space”, distribution/sales network, 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 房地產(chǎn)房地產(chǎn)E

20、網(wǎng)網(wǎng)13IIB. COMPETITIVE ASSESSMENT BACK-UP 2B.2 How do 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 a

21、s the required minimumStrengths and weaknesses of your 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 framew

22、ork foranswering this question* KPIs are a handful of levers that drive the value of the industry/ 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)14IIC. 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

23、the highest returns?C.2 What have been the performance 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

24、 1-2 sentencesummary of the relevantfindings* Please refer to Exhibit 12 for further 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)15IIC. 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 estimate

25、s for each segmentInstructions:Exhibit 9 could providea useful framework foranswering this question* Based on latest available, 1-2 year historical financial 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)16IIC. INTERNAL ASSESSMENT BACK-UP 2C.2 What have been performance trends along major BU KPIs?KPI performance trends over the last 3-

26、5 years, e.g. return on capital employed (ROCE), operating 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 d

27、ebt (short and long) + minority interest + stockholders 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)17IIC. 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:E

28、xhibit 12 could providea useful framework foranswering this 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)18III. STRATEGIC DEFINITION AND IMPLICATIONS 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)19IIIA. 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 differen

29、t segments you are going to serve?A.3 What is your business model?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 subse

30、ctionscontain a 1-2 sentencesummary of the 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)20IIIA. 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 usefu

31、l framework foranswering this 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)21IIIA. STRATEGY ARTICULATION 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

32、benefits provided and the price chargedWho is your target 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? 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)22IIIA. STRATEGY A

33、RTICULATION BACK-UP 3A.3 What is your business model? Delivery and communication 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 c

34、an be leveraged? What skills/capabilities do you need to build?Instructions:Exhibit 15 could providea useful framework foranswering this 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)23IIIA. STRATEGY ARTICULATION BACK-UP 4A.4 How does your chosen strategy exploit the industry opportunities and address the industry/competitive threats?

35、Industry attractiveness and implication review Alignment of strategy 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 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)24IIIB. STRATEGIC INITIATIVES SUMMARY

36、B. What will be the impact of major strategic initiatives?B3. How much 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 s

37、trategic initiatives are required to successfully implement your selected business model?B2. What are the sources of value created from each strategic initiative?Instructions:These subsectionscontain a 1-2 sentencesummary of the 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)25IIIB. STRATEGIC INITIATIVES BACK-UP 1B.1 What major strategi

38、c initiatives are required to successfully imple-ment your selected business model? Possible strategic initiatives 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)26IIIB. 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, ca

39、pital employed)Category of initiativesVolume increaseEBIT impact viaPrice increaseCost reductionOtherInvest-mentCapital employed impact viaDivest-mentCapitalefficiency*Other * E.g. improved working capital employment, increased asset utilization, changes to asset ownershipSpecific actionable initiat

40、ives 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)27IIIB. STRATEGIC INITIATIVES BACK-UP 3Operating income ongoing impact 2001-2004PhP millionsCapital employed ongoing impact 2001-2004PhP billionsPresent operating incomeVolume increasePrice increaseCost reduction benefitAdditional costsTotal ongoing operating incomePresent capital empl

41、oyedImproved capital efficiencyDivestmentsInvestments (capex and acquisitions)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 ini

42、tiative+=+= 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)28IIIB. STRATEGIC INITIATIVES BACK-UP 4B.4 What resources will each strategic initiative require? Resources required to make strategy work Availability of resources in the organization Plan for filling resource gapsCategories of initiativesSpecific actionable initiativesPeople/s

43、killsResource requirementsFundingEx-Com involvement 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)29IIIC. FINANCIAL PROJECTIONS SUMMARYC. 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 project

44、ed net income in the next few years?C.1 What are the key assumptions?Instructions:The answer to thisoverarching questionrequires a recapitulationof the sections mainfindingsInstructions:These subsectionscontain a 1-2 sentencesummary of the 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)30IIIC. FINANCIAL PROJECTIONS BACK-UP 1C.1 What are

45、 the key assumptions? Profit and loss (e.g. revenues, costs, margin) Balance sheet Corporate center directives Corporate center assumptionsBASE CASEBusiness unit assumptionsRevenuesMarket sizeMarket sharePriceCostsInput costsProduction costsOther costs(e.g. SG&A)MarginsGross marginOperatingmargi

46、nCapitalPlannedinvestments/divestmentsChanges inworking capital2002KEY FORECAST ASSUMPTIONS20032004Growth rateCorporate center assumptions200220032004Key economicindicatorsGDP growthConsumerprice indexExchange rate(PhP/USD)91-day T-billrateCorporate taxrateInstructions:These are the minimumrequired

47、assumptions. Feel free to add otherassumptions relevant to your BU 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)31IIIC. FINANCIAL PROJECTIONS 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 expen

48、sesTaxesNet profit1999FORECASTED INCOME STATEMENT2000In PhP millionForecast2001*200220032004CAGR1999-2004Growth analysisSales (%)Gross profit (%)Operating profit (%)Net profit (%)Margin analysisGross margin (%)Operating margin (%)Net margin (%)*Key assumptions not listed earlier should be detailed a

49、t the bottom of the chart. The impact of planned initiativeson the revenues and costs should be established 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 ot

50、her accounts and analyses relevant to your BU 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)32IIIC. FINANCIAL PROJECTIONS BACK-UP 3C.3 What is your 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

51、 your BUBASE CASEOperating profitDepreciation and amortizationOther non-cash operatingexpensesNet operating cash flowIncrease/(decrease) in workingcapitalOther operating cash flowTotal operating cash flowFORECASTED CASH FLOW STATEMENTHistorical19992000Forecast2001* 200220032004CAGR1999-2004Capital e

52、xpenditureOther investing cash flow itemsTotal investing cash flowIncrease/(decrease) in debtDividendsOther financing 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 wo

53、rking capital investments should be established clearly with additional attachments if requiredBest estimates on possible actual results * 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)33IIIC. FINANCIAL PROJECTIONS BACK-UP 4C.4 What is your expected capital productivity? Balance sheet forecast ROCE computationROCE = Operating income x

54、(1- tax rate) All interest bearing debt (short and long) + minority interest + stockholders equityInstructions:These are the minimum required balance sheet accounts and analyses. Feel free to add other accounts and analyses relevant to your BUBASE CASECashAccounts receivablesInventoriesOther current

55、 assetsTotal current assetsNet fixed assetsOther assetsTotal assetsFORECASTED BALANCE SHEETHistorical19992000Forecast2001*200220032004CAGR1999-2004Accounts payableOther current liabilitiesTotal current liabilities Short-term loansLong-term loansOther liabilitiesTotal liabilitiesMinority interestTota

56、l stockholders equityIn PhP millionCapital employedROCETotal liab. & stockholders equityRatio analysisWorking capital turnoverDebt-equity ratioBest estimates on possible actual results * 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)34IIID. RISKS/CONTINGENCIES & STRATEGIC ALTERNATIVES SUMMARYD. What strategic alternatives have

57、you considered?D.1 What are the associated risks to your chosen strategy?D.2 Re-examining industry opportunities and industry/competitive threats, what alternatives exist to your chosen strategy?Instructions:The answer to thisoverarching questionrequires a recapitulationof the sections mainfindingsD

58、.3 Beyond the 3-year time frame, what breakthrough strategic options may be possible?Instructions:These subsectionscontain a 1-2 sentencesummary of the 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)35IIID. RISKS/CONTINGENCIES & STRATEGIC ALTERNATIVES BACK-UP 1D.1 What are the associated risks to your chosen strategy? Identification

59、 of significant potential risks and plans to mitigate Sensitivity/scenario financial analysisPotential risksBusiness riskRegulatory riskTechnology riskIntegrity riskMacroeconomic riskImpactLikelihoodContingencyO 房地產(chǎn)房地產(chǎn)E網(wǎng)網(wǎng)36IIID. RISKS/CONTINGENCIES & STRATEGIC ALTERNATIVES BACK-UP 2D.2 Re-examin

60、ing industry opportunities and industry/competitive threats, what alternatives exist to your chosen strategy? Where to compete? Value proposition Business model Alignment with external realitiesWhere to compete?:Alternative value proposition:Alternative business model:Alignment with external realities:Instructions:Based