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【战略管理】麦肯锡战略咨询手册(英文版)(PPT)

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麦肯锡战略咨询手册-2(1)

麦肯锡战略咨询手册-2(1)
CONFIDENTIAL
BU Strategic Plan Basics
Jim Ayala – PHO Melissa Gil – PHO Regina Manzano – PHO Suresh Mustapha – PHO Steve Shaw – HKO Shelly Yeh – PHO Choon-Gin Tan – SIO
Key question
Sub-questions
Issues to be considered*
What industry are you competing in? What are the various segments in the industry?
• Industry definition • Industry segmentation
“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 refontext as required
6. Competitive
7. Externally oriented, customer driven
4. Recognizes importance of cost as competitive tool
3
COMMON ELEMENTS OF REAL-LIFE STRATEGIES
McDONALD’S EXAMPLE

麦肯锡战略规划英文版ppt

麦肯锡战略规划英文版ppt
financial returns of your strategy?
+
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
4
I. EXECUTIVE SUMMARY
• Economics of demand
– By segment – Substitutes, ability to differentiate – Volatility, cyclicality
• Economics of supply
– Producer concentration and diversity – Import competition – Capacity utilization – Entry/exit barriers – Cost structure (fixed and variable)
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
Financial projections
• What are the expected
STRATEGY PLANNING INSTRUCTIONS
• The objective of these templates 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 BU’s sectoral context as required

麦肯锡战略咨询手册(英文版)(PPT)

麦肯锡战略咨询手册(英文版)(PPT)

8
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 3
A.3 What is the expected competitor conduct? What are the resulting opportunities and risks?
• Major industry competitor moves
+
Internal assessment
+Байду номын сангаас
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
Financial projections
• What are the expected
alternatives IV. Exhibits
2
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
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?

麦肯锡战略规划模板(英文版ppt)

麦肯锡战略规划模板(英文版ppt)

+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
Financial projections
• What are the expected
• Each section begins with a summary that is based on a synthesis 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 synthesis
A.1 What industry are you competing in? What are the various segments in the industry?
Industry definition:
• Industry definition • Industry segmentation
Strategy articulation
• What strategy will your BU
pursue over the next 3 years?
+
Strategic initiatives
• What will be the impact of
major strategic initiatives?

战略管理-158 麦肯锡战略咨询手册1 精品

战略管理-158 麦肯锡战略咨询手册1 精品
A.4 What are the present and future external factors that could present new opportunities and risks?
Instructions: These subsections contain a 1-2 sentence summary of the relevant
Strategy articulation
• What strategy will your BU
pursue over the next 3 years?
+
Strategic initiatives
• What will be the impact of
major strategic initiatives?
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
STRATEGY PLANNING INSTRUCTIONS
• The objective of these templates is to provide completeness and

【麦肯锡】mckinsey战略咨询培训手册

【麦肯锡】mckinsey战略咨询培训手册
指导后者作用。除了公司的使命和远景，还有一些影响发展经营单元战略的关键因素：
• 业绩期望 • 公司价值观 • 业务领域 • 核心技能 • 未来经营环境
PPT文档演模板
【麦肯锡】mckinsey战略咨询培训手 册
第2章: 定义经营单元战略
在第3章描述发展战略的思考过程之前，这一章将刻划一些一个完整的战略应该清楚描 述的一系列概念和决定，包括：
PPT文档演模板
【麦肯锡】mckinsey战略咨询培训手 册
一系列紧密联系的举措
客户必须将业务概念转化为一系列有形的举措，使得：1.顾客、竞争者、供应商、分 销商改变其行为，而为客户创造财富，或 2.改变客户的成本结构和/或资产使用以在 任何给定的产出水平上提高利润。
PPT文档演模板
【麦肯锡】mckinsey战略咨询培训手 册
一系列紧密联系的举措：业务系统
行业 制造业
业务系统
研发
获得 成果
制造
分销
广告
销售
服务
金融（如： 证券公司的 债券业务）
餐饮业 （如：快 餐业）
产品 开发
业务概 念计划
广告 定价 承销 联合 募集 交易
饭店 发展
地点 选择
购买
培训
监督
库存 促销 管理
零售业
产品 开发
购买
分销
广告
库存 购买
销售
服务
PPT文档演模板
选择价值
提供价值
理解 价值 取向
选择 目标
定义 利益/ 价格
生产/ 过程 设计
获得 技术， 分销
生产
服务 价格
传递价值 销售 广告 促销 信息
PPT文档演模板
【麦肯锡】mckinsey战略咨询培训手 册

麦肯锡战略咨询手册(ppt 49页)(英文)


• "We will offer identical excellent quality across the world"
• Targeting a broad set of the urban population, increasingly offering a
bundled product (i.e., meals) at a low price in major cities around the world
Key question
Sub-questions
Issues to be considered*
What industry are you competing in? What are the various segments in the industry?
• Industry definition • Industry segmentation
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
6. Competitive
7. Externally oriented, customer driven
4. Recognizes importance of cost as competitiveTS OF REAL-LIFE STRATEGIES

麦肯锡战略规划模板(英文版ppt)


a useful framework for
answering this question
10
IIB. COMPETITIVE ASSESSMENT – SUMMARY
B. What are your competitive strengths and weaknesses?
Instructions: The answer to this overarching question requires a recapitulation of the section’s main
• Impact and likelihood of major industry discontinuities
– Changes in regulation/government policy – Technological breakthroughs
Instructions:
Exhibit 2,3 or 4 could provide
பைடு நூலகம்
A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
• Economics of demand
– Definition
– Sizing
Industry definition:
Instructions: Exhibit 1 could provide a useful framework for answering this question

麦肯锡战略咨询手册英文版课件

$number{01}
McKinsey&Company Strategic Consulting Handbook Eng
目录
IntroductionStrategic AnalysisStrategic DecisionsStrategic ImplementationCase Studies
It categorizes businesses into four different categories: Stars (high market share and high growth potential), Cash Cows (high market share but low growth potential), Dogs (low market share and low growth potential), and Question Marks (uncertain growth potential).
Service
Outbound Logistics
Inbound Logistics
Analyze the processes and activities involved in bringing raw materials into the organization.
Assess the processes and activities involved in getting final products to customers.
Determine the level of after-sales service and support provided to customers.
03
Strategic Decisions

麦肯锡战略咨询手册

• 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:
2. Forces choices
3. Gives consideration to all elements of the business system
5. Considers tradeoffs between benefit provided to customers and costs they incur
• "We will offer identical excellent quality across the world"
• Targeting a broad set of the urban population, increasingly offering a
bundled product (i.e., meals) at a low price in major cities around the world
DESCRIPTION OF MATERIALS
• This document was developed as a training presentation for the
newly appointed Business Unit CEOs of an Asian Family-owned conglomerate.
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• What are the major
changes in industry dynamics and resulting opportunities and risks?
• What are your competitive
strengths and weaknesses?
Strategic definition and implications
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.
alternatives IV. Exhibits
2
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitiveancial projections
• What are the expected
financial returns of your strategy?
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
3
I. EXECUTIVE SUMMARY
Instructions: The Executive Summary provides a synthesis of the Environmental and Internal
Strategy articulation
• What strategy will your BU
pursue over the next 3 years?
+
Strategic initiatives
• What will be the impact of
major strategic initiatives?
STRATEGY PLANNING INSTRUCTIONS
• The objective of these templates 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 BU’s sectoral context as required
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
CONFIDENTIAL
BU Strategic Plan Template Book
Jim Ayala – PHO Melissa Gil – PHO Regina Manzano – PHO Suresh Mustapha – PHO Steve Shaw – HKO Shelly Yeh – PHO Choon-Gin Tan – SIO
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?
• Each section begins with a summary that is based on a synthesis
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 synthesis