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最全麥肯錫戰(zhàn)略分析工具BUStrategicPlanTemplateBookSTRATEGYPLANNINGINSTRUCTIONSTABLEOFCONTENTSBUSTRATEGICPLANDEVELOPMENTIEXECUTIVESUMMARYIIAINDUSTRYDYNAMICSANDIMPLICATIONS-SUMMARYIIAINDUSTRYDYNAMICSANDIMPLICATIONS-BACK-UP1IIAINDUSTRYDYNAMICS-UP2IIAINDUSTRYDYNAMICSANDIMPLICATIONS-ANDIMPLICATIONS-BACKBACK-UP3IIAINDUSTRYDYNAMICSANDIMPLICATIONS-BACK-UP4IIBCOMPETITIVEASSESSMENT-SUMMARYIIBCOMPETITIVEASSESSMENT-BACK-UPIIBCOMPETITIVEASSESSMENT-BACK-UP2IICINTERNALASSESSMENT-BACK-UP1IICINTERNALASSESSMENTSUMMARYIICINTERNALASSESSMENT--BACK-UP2IICINTERNALASSESSMENT-BACK-UP3IIIASTRATEGYARTICULATION-SUMMARYIIIASTRATEGYARTICULATION-BACK-UP1IIIASTRATEGYARTICULATION-BACK-UP2IIIASTRATEGYARTICULATION-BACK-UP3IIIASTRATEGYARTICULATION-BACK-UP4IIIBSTRATEGICINITIATIVES-SUMMARYIIIBSTRATEGICINITIATIVES-BACK-UP1IIIBSTRATEGICINITIATIVES-BACK-UP2IIIBSTRATEGICINITIATIVES-BACK-UP3IIIBSTRATEGICINITIATIVES-BACK-UP4IIICFINANCIALPROJECTIONSSUMMARYIIICFINANCIALPROJECTIONS-BACK-UP1IIICFINANCIALPROJECTIONS-BACK-UP2IIICFINANCIALPROJECTIONS-BACK-UP3IIICFINANCIALPROJECTIONS-BACK-UP4IIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES—SUMMARYIIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES-BACK-UP1IIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES-BACK-UP2IIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES-BACK-UP3SEGMENTANALYSISSTRUCTURE-CONDUCT-PERFORMANCESCPMODELSWOTANALYSISCAPABILITYPLATFORMASSESSMENTOFSOURCESOFCOMPETITIVEADVANTAGE12CAPABILITYPLATFORMASSESSMENTOFSOURCESOFCOMPETITIVEADVANTAGE22COMPETITORCAPABILITYCOMPARISONBENCHMARKPERFORMANCEAGAINSTRELEVANTINDUSTRYKPIsSEGMENTANALYSISTRENDANALYSIS-RETURNONCAPITALEMPLOYEDROCETRENDANALYSIS-CASHINTANGIBLEASSETCHECKLISTWHERETOCOMPETEVALUEPROPOSITIONBUSINESSMODELSTRATEGICINITIATIVESSOURCESOFVALUESTRATEGICINITIATIVESVALUEQUANTIFICATIONSTRATEGICINITIATIVESRESOURCINGREQUIREMENTSDEFINITIONOFRISKSC1WhatarethekeyassumptionsProfitandlossegrevenuescostsmarginBalancesheetCorporatecenterdirectivesCorporatecenterassumptionsBASECASEBusinessunitassumptionsRevenuesMarketsizeMarketsharePriceCostsInputcostsProductioncostsOthercostsegSGAMarginsGrossmarginOperatingmarginCapitalPlannedinvestmentsdivestmentsChangesinworkingcapital2002KEYFORECASTASSUMPTIONS20032004GrowthrateCorporatecenterassumptions200220032004KeyeconomicindicatorsGDPgrowthConsumerpriceindexExchangeratePhPUSD91-dayT-billrateCorporatetaxrateInstructionsThesearetheminimumrequiredassumptionsFeelfreetoaddotherassumptionsrelevanttoyourBUC2WhatisyourprojectednetincomeinthenextfewyearsIncomestatementforecastBASECASEHistoricalSalesCostofgoodssoldGrossprofitOperatingexpensesOperatingprofitOtherexpensesTaxesNetprofit1999FORECASTEDINCOMESTATEMENT2000InPhPmillionForecast2001200220032004CAGR1999-2004GrowthanalysisSalesGrossprofitOperatingprofitNetprofitMarginanalysisGrossmarginOperatingmarginNetmarginKeyassumptionsnotlistedearliershouldbedetailedatthebottomofthechartTheimpactofplannedinitiativesontherevenuesandcostsshouldbeestablishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactualresultsInstructionsThesearetheminimumrequiredincomestatementaccountsandanalysesFeelfreetoaddotheraccountsandanalysesrelevanttoyourBUC3WhatisyourexpectedcashgenerationabilityoverthemediumtermCashflowforecastInstructionsThesearetheminimumrequiredcashflowstatementaccountsFeelfreetoaddotheraccountsrelevanttoyourBUBASECASEOperatingprofitDepreciationandamortizationOthernon-cashoperatingexpensesNetoperatingcashflowIncreasedecreaseinworkingcapitalOtheroperatingcashflowTotaloperatingcashflowFORECASTEDCASHFLOWSTATEMENTHistorical19992000Forecast2001200220032004CAGR1999 2004CapitalexpenditureOtherinvestingcashflowitemsTotalinvestingcashflowIncreasedecreaseindebtDividendsOtherfinancingcashflowTotalfinancingcashflowInPhPmillionKeyassumptionsnotlistedearliershouldbedetailedatthebottomofthechartTheimpactofplannedinitiativesonthefixedandworkingcapitalinvestmentsshouldbeestablishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactualresultsC4WhatisyourexpectedcapitalproductivityBalancesheetforecastROCEcomputationROCEOperatingincomex1-taxrateAllinterestbearingdebtshortandlongminorityintereststockholdersequityInstructionsThesearetheminimumrequiredbalancesheetaccountsandanalysesFeelfreetoaddotheraccountsandanalysesrelevanttoyourBUBASECASECashAccountsreceivablesInventoriesOthercurrentassetsTotalcurrentassetsNetfixedassetsOtherassetsTotalassetsFORECASTEDBALANCESHEETHistorical19992000Forecast2001200220032004CAGR1999-2004AccountspayableOthercurrentliabilitiesTotalcurrentliabilitiesShortansLong-termloansOtherliabilitiesTotal-termloliabilitiesMinorityinterestTotalstockholdersequityInPhPmillionCapitalemployedROCETotalliabstockholdersequityRatioanalysisWorkingcapitalturnoverDebt-equityratioBestestimatesonpossibleactualresultsDWhatstrategicalternativeshaveyouconsideredD1WhataretheassociatedriskstoyourchosenstrategyD2Re-examiningindustryopportunitiesandindustrycompetitivethreatswhatalternativesexisttoyourchosenstrategyInstructionsTheanswertothisoverarchingquestionrequiresarecapitulationofthesectionsmainfindingsD3Beyondthe3-yeartimeframewhatbreakthroughstrategicoptionsmaybepossibleInstructionsThesesubsectionscontaina1-2sentencesummaryoftherelevantfindingsD1WhataretheassociatedriskstoyourchosenstrategyIdentificationofsignificantpotentialrisksandplanstomitigateSensitivityscenariofinancialanalysisPotentialrisksBusinessriskRegulatoryriskTechnologyriskIntegrityriskMacroeconomicriskImpactLikelihoodContingencyOtherD2Re-examiningindustryopportunitiesandindustrycompetitivethreatswhatalternativesexisttoyourchosenstrategyWheretocompeteValuepropositionBusinessmodelAlignmentwithexternalrealitiesWheretocompeteAlternativevaluepropositionAlternativebusinessmodelAlignmentwithexternalrealitiesInstructionsBasedonareviewofthesectiononEnvironmentalandInternalAssessmentStrategyArticulationandtheframeworksusedExhibit2-413 15determineotherpotentialstrategicalternativesD3Beyondthe3-yeartimeframewhatbreakthroughstrategicoptionsmaybepossibleOut-of-the-boxideasInstructionsThinkradicalThinkout-of-the-boxIVEXHIBITSInstructionsPleaseincludeallrelevantsupportingdocumentationinthissectionExhibit1ILLUSTRATIVEIndustryboundariesSegmentsIndustrysegmentsRelativelydistinctsub-groupingswithintheindustryMarketisrelativelysimilarwithinthesegmentbutdifferentacrosssegmentsDifferentindustrydynamicsmayvaryinimportanceindifferentsegmentsProducersIndustrySTechnologybreakthroughsChangesingovernmentpolicyregulationsDomesticInternationalEconomicsofdemandAvailabilityofsubstitutesDifferentiabilityofproductsRateofgrowthVolatilitycyclicalityEconomicsofsupplyConcentrationofproducersImportcompetitionDiversityofproducersFixedvariablecoststructureCapacityutilizationEntryexitbarriersIndustrychaineconomicsBargainingpowerofinputsuppliersBargainingpowerofcustomersMarketingPricingVolumeAdvertisingpromotionNewproductsRDDistributionCapacitychangeExpansioncontractionEntryexitAcquisitionmergerdivestitureVerticalintegrationForwardbackwardintegrationVerticaljointventuresLong-termcontractsInternalefficiencyCostcontrolLogisticsProcessRDOrganizationeffectivenessFinanceProfitabilityValuecreationTechnologicalprogressEmploymentobjectivesExternalshocksFeedbacktructureConductPerformanceExhibit2Exhibit31DeterminantsofsupplierpowerDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegrationrelativetothreatofbackwardintegrationbyfirmsintheindustry2DeterminantsofbarrierstoentryEconomiesofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantagesProprietarylearningcurveAccesstonecessaryinputsProprietarylow-costproductdesignGovernmentpolicyExpectedretaliation5RivalrydeterminantsIndustrygrowthFixedorstoragecostvalueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriers3DeterminantsofbuyingpowerBargainingleverageBuyerconcentrationvsfirmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-through4DeterminantsofsubstitutionthreatRelativepriceperformanceofsubstitutesSwitchingcostsBuyerpropensitytosubstitute2Newentrants3Buyers4SubstitutesIntensityofrivalry1SuppliersPricesensitivityPricetotalpurchasesProductdifferencesBrandIdentityImpactonqualityperceptionBuyerprofitsDecisionmakersincentives5Industrycompetitors"FORCESATWORK"FRAMEWORKOpportunitiesThreatsHowareandsupplyexpectedtoevolveHowdoyouexpecttheindustrychaindemandeconomicstoevolveWhatarethepotentialmajorindustrydiscontinuitiesWhatcompetitoractionsdoyouexpectYOURBUExhibit4CONVERTOPPORTUNITIESBUILDONSTRENGTHSNEUTRALIZETHREATSADDRESSWEAK-NESSESStrengthsWeaknessesWhatareyourBUsassetscompetenciesthatsolidifyyourcompetitivepositionWhatareyourBUsassetscompetenciesthatweakenyourcompetitivepositionCanbeusedasathoughtstarterforcompetitiveanalysisandinternalassessmentSurfacespotentialopportunitiesthreatsarisingfromfactorsexternaltotheBUPhysicalassetLocation"space"DistributionsalesnetworkBrandreputationPatentRelationshipwith"license"allocatorBHPslow-costminesTelecommmediacompanywithrightsradiospectrumAvonsrepresentativesCoca-ColaPharmaceuticalcompanywitha"wonderdrug"Favorednation"statuswithakeyministerinliberalizingeconomyInnovationCross-functionalcoordinationMarketpositioningCostefficiencymanagementTalentdevelopment3MwithnewproductsMcDonaldswithQSCVJJwithbrandedconsumerhealthproductsEmersonElectricsBestCostProducerprogramPGbrandmanagementprogramPrivilegedassetsDistinctivecompetenciesNecessarycapabilitiesinordertosucceedintheindustryExampleExhibit5ILLUSTRATIVEStep1EnsurethatthesearethecapabilitiesrequiredtosucceedintheindustryUsethislistasathoughtstarteraddanddeleteasyouseeappropriateBUOverallSegmentsABCStep2AssessyouroverallpositionrelativetothecapabilitiesrequiredtosucceedintheindustryAlsodetermineifthesecapabilitiesarerelevanttothesegmentsyouservePhysicalassetLocation"space"DistributionsalesnetworkBrandreputationPatentRelationshipwith"license"allocatorInnovationCross-functionalcoordinationMarketpositioningCostefficiencymanagementTalentdevelopmentPrivilegedassetsDistinctivecompetenciesNecessarycapabilitiesinordertosucceedintheindustryExhibit6ExtremelyrelevantSomewhatrelevantIrrelevantBUOverallCompetitorsABCStep3ComparethestrengthsandweaknessesofyourcompetitivepositionvsthenecessaryskillsPhysicalassetLocation"space"DistributionsalesnetworkBrandreputationPatentRelationshipwith"license"allocatorInnovationCross-functionalcoordinationMarketpositioningCostefficiencymanagementTalentdevelopmentPrivilegedassetsDistinctivecompetenciesNecessarycapabilitiesinordertosucceedintheindustryExhibit7ILLUSTRATIVEExhibit8ILLUSTRATIVEKPIsexamplesFinancialindicatorsMarginNetincomeROCEOperatingindicatorsAdvertisingeffectivenessUtilizationrateStrategicindicatorsMarketsharePercentofrevenuefromnewproductsWorkingcapitaltrendExternalindicatorsMarketpricesofrawmaterialsBUCompetitorACompetitorBCompetitorCRevenueGrossprofitOperatingprofitAssetsemployedPeopleemployedOperatingprofitmarginGrossprofitmarginROCEStep1IdentifytherelevantsegmentsStep2ProvideasegmentanalysisbasedonthefollowingminimumfinancialmetricsrevenuegrossprofitandmarginoperatingprofitandmarginStep3TotheextentassetsandpeoplecanbedisaggregatedbysegmentdeploymentofassetsagainstreturnscanbeanalyzedPhPoftotalSegment1PhPoftotalSegment2PhPoftotalSegment3PhPoftotalSegment4PhPoftotalTotalExhibit9Segment1Segment2Segment3Segment4TotalNOTEXHAUSTIVETheROCEtreecanbedisaggregatedtoshowtheotherrelevantKPIsofaBUROCEPercentOperatingincomex1-taxratePhPmillionCapitalemployedPhPmillion?RevenuePhPmillionOperatingmarginPercentx1-taxratePercentxMarketsharePercentIndustrysalesPhPmillionxExhibit10NOTEXHAUSTIVEThecashflowtreecanbedisaggregatedtoshowtheotherrelevantKPIsofaBUExhibit11CashflowgeneratedPhPmillionOperatingcashflowPhPmillionInvestingcashflowPhPmillionNetincomePhPmillionNon-cashexpensesPhPmillionChangeinworkingcapitalPhPmillionFinancingcashflowPhPmillionExhibit12IntangibleassetsWaystoextractnear-termvalueTalentHighlymotivatedandcompetentworkforceleveragingspecificskillsetstoGenerategrowthImproveincreasecompanyintangiblesIntellectualpropertyPatentsgeneratinglicensingfeesUnderstandingofcustomerbehaviorRiskmanagementSoftwareILLUSTRATIVENetworkInterconnectedwebsofpartiesNon-exclusiveAdditionalmemberlowerscostsincreasesbenefitsBrandimageInherentimageorbrandbuiltuponexcellentserviceandproductofferingsLowersearchcostsforcustomersExhibit13CustomersChannelsProductsmarketsTargetcustomersandsegmentsWhichcustomersareyouGeographictryingtotargetorattractWhichareyouwillingtoservebutwillnotspendresourcestoattractWhichwouldyouprefernottoserveHowdoestheentityreachitstargetcustomersWhichdistributionchannelswillyouuseWhatcustomersegmentscantheyreachGeographicalscopeofbusinessactivitiesGeographiclimitstothebusinessLocalregionalmulti-localnationalinternationalorglobalplayerIflocalwhichlocalitiesQualityandbreadthoftheproductlineBreadthoftheproductlineQualityoftheproductlineProductbundlesoraseriesofunrelatedproductsAcompanysspecificpromisetoitstargetcustomersofthebenefitsitwillprovideatanexplicitpriceItanswerthefollowingquestionsWhoisyourtargetcustomerWhataretheexplicitbenefitsyouprovidetoyourcustomerWhatperceivedvaluedoyouprovidetothecustomerbetterthancompetitionHowmuchvaluedoyourcustomersattachtothebenefitsyouprovideExhibit14Exhibit15UnderstandvaluedesiresSelecttargetChosethevalueValuepropositionDesignproductprocessProcuremanu-factureDistri-buteProvidethevalueServicePriceDefinebenefitspriceSalesmessageCommunicatethevalueBusinessmodelIntegratedsetofactionstoprovideandcommunicatethevaluepropositiontocustomersSegmentationValuepropositionAdver-tisingPromo-tionalPRValuedeliverysystemVDSEachBUmustaddressthese2issuestodefinetheirbusinessmodelIllustrationofhowthevaluepropositionwillbeprovidedandcommunicatedIdentificationofexistingstrengthsthatcanbeleveragedandrequiredcapabilitiesthatneedtobebuilttobedistinctiveinchosenvaluedeliverysystem12Categoriesofinitiatives1CapturegreatermarketshareVolumeincreaseEBITimpactviaPriceincreaseCostreductionOtherInvest-mentCapitalemployedimpactviaDivest-mentCapitalefficiencyOtheru2Costreductionegeffectivechannelmanagement3Obtainhigherprices4Createnewmarketdemand5FormstrategicalliancespartnershipsuuuuuuuuuuuEgimprovedworkingcapitalemploymentincreasedassetutilizationchangestoassetownershipSpecificactionableinitiativesExhibit16ILLUSTRATIVEExhibit17ILLUSTRATIVEEstimateoftotalongoingoperatingincomeandcapitalemployedimpactfromsuccessfulimplementationofstrategicinitiativesOperatingincomeongoingimpact2001-2004PhPmillionsCapitalemployedongoingimpact2001-2004PhPbillionsPresentoperatingincomeVolumeincreasePriceincreaseCostreductionbenefitAdditionalcostsTotalongoingoperatingincomePresentcapitalemployedImprovedcapitalefficiencyDivestmentsInvestmentscapexacquisitionsTotalongoingcapitalemployedone-timeoperatingincomeimpactone timecosts---Exhibit18ILLUSTRATIVECategoriesofinitiativesSpecificactionableinitiativesPeopleskillsResourcerequirementsFundingEx-Cominvolvement1Capturegreatermarketshare2Costreduction3Achievehigherprices4Createnewmarketdemand5FormstrategicalliancespartnershipsExhibit19DefinitionRiskoflossduetochangesinindustryandcompetitiveenvironmentaswellasshiftsincustomerpreferencesBusinessriskRiskduetochangesinregulatoryenvironmentegderegulationRegulatoryriskRiskduetomajorchangesintechnologyTechnologyriskRiskoffailuresduetobusinessprocessesandoperationsorpeoplesbehavioreitherintentionalegfraudorunintentionalegerrorsIntegrityriskRiskoflossduetochangesinthepoliticalsocialoreconomicenvironmentsMacroeconomicriskUnitofmeasureFootnoteSourceSourceCONFIDENTIALDocumentDateThisreportissolelyfortheuseofclientpersonnelNopartofitmaybecirculatedquotedorreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinseyCompanyThismaterialwasusedbyMcKinseyCompanyduringanoralpresentationitisnotacompleterecordofthediscussionCONFIDENTIALTrainingmaterials8June2001ThisreportissolelyfortheuseofclientpersonnelNopartofitmaybecirculatedquotedorreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinseyCompanyThismaterialwasusedbyMcKinseyCompanyduringanoralpresentationitisnotacompleterecordofthediscussionJimAyala一PHOMelissaGilPHOReginaManzano-PHOSureshMustapha-PHOSteveShaw-HKOShellyYeh-PHOChoon-GinTan-SIOTheobjectiveofthesetemplatesistoprovidecompletenessandconsistencyofBUstrategicplansubmissionsThesetemplatesarenotintendedtoreplaceorconstrainBUstrategicthinkingandshouldbeadaptedtoreflectaparticularBUssectoralcontextasrequiredEachsectionbeginswithasummarythatisbasedonasynthesisofquestionsandanalysesthatfollowThesuggestedapproachwouldbetofirstcompletetherelevantback-upanalysesandthenworktowardstheoverallsynthesisIExecutivesummaryIIEnvironmentalandinternalassessmentAIndustrydynamicsanditsimplicationsBCompetitiveassessmentCInternalassessmentIIIStrategicdefinitionandimplicationsAStrategyarticulationBStrategicinitiativesCFinancialprojectionDRiskscontingenciesandstrategicalternativesIVExhibitsIndustrydynamicsandimplicationsEnvironmentalandinternalassessmentCompetitiveassessmentInternalassessmentWhatarethemajorchangesinindustrydynamicsandresultingopportunitiesandrisksWhatareyourcompetitivestrengthsandweaknessesHowdoesyourcurrentbusinessemphasisfitwithindustryopportunityandcompetitivelandscapeStrategyarticulationStrategicdefinitionandimplicationsStrategicinitiativesFinancialprojectionsWhatstrategywillyourBUpursueoverthenext3yearsWhatwillbetheimpactofmajorstrategicinitiativesWhataretheexpectedfinancialreturnsofyourstrategyRiskcontingen ciesstrategicalternativesWhatstrategicalternativeshaveyouconsideredInstructionsTheExecutiveSummaryprovidesasynthesisoftheEnvironmentalandInternalAssessmentsandtheresultantBUStrategicPlansIIENVIRONMENTALANDINTERNALASSESSMENTAWhatarethemajorchangesinindustrydynamicsandtheresultingopportunitiesandrisksA2HowisindustrystructurechangingdemandsupplyandindustrychaineconomicsWhataretheresultingopportunitiesandrisksA3WhatistheexpectedcompetitorconductWhataretheresultingopportunitiesandrisksA4WhatarethepresentandfutureexternalfactorsthatcouldpresentnewopportunitiesandrisksA1WhatindustryareyoucompetinginWhatarethevarioussegmentsintheindustryInstructionsTheanswertothisoverarchingquestionrequiresarecapitulationofthesectionsmainfindingsInstructionsThesesubsectionscontaina1-2sentencesummaryoftherelevantfindingsA1WhatindustryareyoucompetinginWhatarethevarioussegmentsintheindustryIndustrydefinitionIndustrysegmentationDefinitionSizingInstructionsExhibit1couldprovideausefulframeworkforansweringthisquestionIndustrydefinitionIndustrysegmentationA2HowisindustrystructurechangingwithrespecttodemandsupplyandindustrychaineconomicsWhataretheresultingopportunitiesandrisksEconomicsofdemandBysegmentSubstitutesabilitytodifferentiateVolatilitycyclicalityEconomicsofsupplyProducerconcentr
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