麦肯锡--战略咨询培训手册

Instructions: Exhibit 2,3 or 4 could provide
a useful framework for answering this question
9
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 4
A.4 What are the present and future external factors that could present new opportunities and risks?
1
TABLE OF CONTENTS
I. Executive summary II. Environmental and internal assessment
A. Industry dynamics and its implications B. Competitive assessment C. Internal assessment III. Strategic definition and implications A. Strategy articulation B. Strategic initiatives C. Financial projection D. Risks/contingencies and strategic
– Marketing initiatives – Industry capacity changes – M&As, divestitures – Vertical integration/disaggregation – Alliances and partnerships – Cost control and efficiency improvements

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• 公司在如下几个条件下可以有持久的竞争优势： – 顾客能感到客户与竞争者的产品在重要产品/传递特征上有明显的不同（即客 户创造、传递并交流着一个卓越的价值方案）。
– 这种不同直接来自与客户与竞争者的“能力差别”。 – 竞争者不能或不愿采取行动弥补这种差别。 • 第三个条件可能是最难达到的。
增长价值
投资收支差额 （ROIC〉WACC） 投资总额
负债市值
投资收支差 额稳定性
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战略目标：利益相关者剩余模型
战略目标是在客户终身实现利益相关者剩余的最大化，并将其在资源提供者之间进行 合适的、可持续的分配。
利益相关者剩余=以市场价格对所有资源的投入进行补偿后的可分配现金
2019/11/30
客户 消费者/需求分析 竞争者/供给分析
供应商和分销商分析 市场分析 第4步：产生战略选择 5-Cs模型
竞争 集中 获得 创造 合作 业务动态框架 第5步：测试动态影响并作出选择 第6步：设计细节并实施 SMILE框架 7-S框架 促进变革 第7步：监测结果并调整战略 第二部分 • 第4章:STI/MSF战略流程 传统模型 近期战略革新 环境分析 诊断 STI/MSF综合战略流程
• 经营单元提供给消费者一定的价值，即利益和价格的组合，这就是价值方案。
2019/11/30
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如何竞争：通过价值方案影响顾客
• 一个价值的保证（利益减价格）使得顾客选择某种产品而不是竞争者的： – 利益清楚、独特、显而易见 – 价格明确 – 有明确的目标消费者 – 清楚这样的价值方案对于目标细分市场为什么是优秀的 – 显然有充足的需求 – 显然有足够的回报 – 在竞争者的价值方案影响下仍然可行 – 革新方案在当前经营环境中是可行的 – 是客户几个可能的价值方案中最好的 – 清晰、简单

I. EXECUTIVE SUMMARY
第4页/共58页
II. ENVIRONMENTAL AND INTERNAL ASSESSMENT
第5页/共58页
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY
A. What are the major changes in industry dynamics and the resulting opportunities and risks?
Benchmark performance against the relevant industry’s KPIs:
第13页/共58页
IIC. INTERNAL ASSESSMENT – SUMMARY
C. How does your current business emphasis fit with the industry opportunities and the competitive landscape?
C.2 What have been performance trends along major BU KPIs?
第16页/共58页
IIC. INTERNAL ASSESSMENT – BACK-UP 3
C.3 Which intangible assets could be near-term potential sources of value?
Strategic initiatives
Financial projections
What strategy will your BU pursue over the next 3 years?
What will be the impact of major strategic initiatives?

除了财富创造的其它目标
回避风险 总体风险回避 特殊风险回避 令人满意 足够好就行 最大可能危害最小化 非直接利益的目标 象征性的目标： 市场份额 消费者满意度 销售量 组织利益： 维持/创造就业 维持企业 国家福利 使命性目标 在最低的成本下创造最高质量质量协会 为妇女获得发展 领导和权威创造机会妇女协会
*
TCQ011129BJGB
如何竞争：通过价值方案影响顾客
一个价值的保证利益减价格使得顾客选择某种产品而不是竞争者的： 利益清楚 独特 显而易见 价格明确 有明确的目标消费者 清楚这样的价值方案对于目标细分市场为什么是优秀的 显然有充足的需求 显然有足够的回报 在竞争者的价值方案影响下仍然可行 革新方案在当前经营环境中是可行的 是客户几个可能的价值方案中最好的 清晰 简单
*
TCQ011129BJGB
在哪儿竞争
一个完整的战略描述应该在五个相互协调的子轴上定义客户的业务活动： 顾客 产品 地理区域 渠道 垂直整合程度
*
TCQ011129BJGB
如何竞争
一个完整的战略应该清楚地描述客户与四组市场参与者的关系： 为顾客提供价值方案 防止客户在市场上被竞争者取代 建立与主要供货商 分销商建立良好关系 有时建立与其他利益相关者的良好关系
第一部分 第1章: 战略目标 价值模型 适应公司远景及战略 第2章: 定义经营单元战略 战略规则/业务构想 在哪里竞争 怎样竞争 价值假设 可持续竞争优势 何时竞争 一系列相互协调的举措 价值传递系统 第3章: 发展战略思考流程 第1步：设定目标 第2步：定义经营单元 第3步：进行环境分析 结构行为绩效分析 波特模型 行业参与者模型 客户 消费者/需求分析 竞争者/供给分析
*
TCQ011129BJGB

• The purpose of this document is to guide new CEOs through the
basic elements of developing a BU-level strategic plan.
• This presentation is complemented by a companion document the
+
Internal assessment
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
+
Financial projections
• What are the expected
WHAT IS A BU STRATEGY?
A strong business concept that drives an integrated set of actions that creates value by:
• Creating products/services whose value exceeds the cost of
Training materials 8 June 2001
This 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 material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.

你的竞争优势 和劣势是什么
在这个产业里成功所必需的能力是什么
怎样比较这些必需的能力
你的竞争位置的优势和劣势 vs 必备的能力 绩效标准与KPIS关于利润和市场份额的必须的最小值之间的矛盾
主要问题
子问题
要考虑的问题
* KPIs 是一个促进产业/商业的价值的有用的工具
能力平台: 对竞争优势资源的评价1/2
特有资产
独特能力
为了在产业里成功必需的能力
竞争者能力比较
说明
在产业中成功必需的能力
特有资产
独特能力
适用于 LEXMARK的能力平台
分销/销售网络
品牌/名声
革新
交叉功能的协调
市场地位
成本/效率管理
激光
喷墨
销售网络
分销
名声
品牌
部门
完全相关 稍微相关 不相关
在产业中成功必需的能力
业务单元
竞争者 A
竞争者 B
竞争者 C
KPIs
财务指标 主营业务收入 利润 ROCE 运作指标 分销势力 运作周期 战略指标 市场占有率 品牌意识
Lexmark
HP
Epson
适用于 LEXMARK的标准
Strong Medium Weak
* Includes other information equipment e g scanners; projectors
2 进入障碍的决定因素 范围经济 自有产品的产异化 品牌识别 成本转化 资本需求 分销渠道 绝对成本优势 自有学习曲线 必须投入的通道 自主拥有; 低成本产品设计 政府政策 期望的报复行动
5 竞争的决定因素 产业成长率 固定的or 存储 成本/增加的价值 间歇性的生产能力过剩 产品差异化 品牌识别 成本转化 集中于平衡 信息化的复杂程度 竞争对手的多样化 合作风险 退出障碍

Strategy articulation
• What strategy will your BU
pursue over the next 3 years?
+
Strategic initiatives
• What will be the impact of
major strategic initiatives?
– Definition
– Sizing
Industry definition:
Instructions: Exhibit 1 could provide a useful framework for answering this question
Industry segmentation:
7
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 2
Assessments and the resultant BU Strategic Plans
4
II. ENVIRONMENTAL AND INTERNAL ASSESSMENT
5
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY
A. What are the major changes in industry dynamics and the resulting opportunities and risks?
Training materials 8 June 2001
This 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 material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.

• Developed high quality standards and excellent operational
procedures
• Focus on developing critical mass of stores and establishing market
dominance
• McDonald’s experienced phenomenal success in globalization due to:
“BU Strategic Plan Template Book” which provides 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 BU’s sectoral context as required
financial returns of your strategy?
Risk/contingen- • What strategic alternatives
cies & strategic have you considered? alternatives
6
INDUSTRY DYNAMICS AND IMPLICATIONS
– Successfully screening franchisees and a dedication to intense initial and ongoing training

• Economics of supply
– Producer concentration and diversity – Import competition – Capacity utilization – Entry/exit barriers – Cost structure (fixed and variable)
• Developed high quality standards and excellent operational
procedures
• Focus on developing critical mass of stores and establishing market
dominance
• McDonald’s experienced phenomenal success in globalization due to:
How do you expect Competitor A to react?
How sustainable is your business model? Can it be easily duplicated?
Highly interactive debate driven by fact-based understanding of environment and internal capabilities
What is the expected competitor conduct? What are the resulting opportunities and risks?
• Economics of demand
– By segment – Substitutes, ability to differentiate – Volatility, cyclicality

• The purpose of this document is to guide new CEOs through the
basic elements of developing a BU-level strategic plan.
• This presentation is complemented by a companion document the
BU-CEO
5
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
• What are the major
– Definition
– Sizing
What are the major changes in industry dynamics and the resulting opportunities and risks?
How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
– Successfully screening franchisees and a dedication to intense initial and ongoing training
– Consistent delivery of high-quality food and service around the world – Huge economies of scale and powerful supplier leverage – Capitalized on “American” appeal of McDonald’s – Success in tailoring assortment mix to meet local needs