最全麦肯锡战略分析工具.docx
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最全麦肯锡战略分析工具.docx
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最全麦肯锡战略分析工具
最全麦肯锡战略分析工具
BUStrategicPlanTemplateBookSTRATEGY
PLANNINGINSTRUCTIONSTABLEOFCONTENTSBUSTRATEGICPLANDEVELOPMENTI
EXECUTIVESUMMARYIIAINDUSTRYDYNAMICSANDIMPLICATIONS–SUMMARYIIA
INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP1IIAINDUSTRYDYNAMICS
-UP2IIAINDUSTRYDYNAMICSANDIMPLICATIONS–ANDIMPLICATIONS–BACK
BACK-UP3IIAINDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP4IIB
COMPETITIVEASSESSMENT–SUMMARYIIBCOMPETITIVEASSESSMENT–BACK-UP
1IIBCOMPETITIVEASSESSMENT–BACK-UP2IICINTERNALASSESSMENT–
BACK-UP1IICINTERNALASSESSMENTSUMMARYIICINTERNALASSESSMENT–
–BACK-UP2IICINTERNALASSESSMENT–BACK-UP3IIIASTRATEGYARTICULATION–SUMMARYIIIASTRATEGYARTICULATION–BACK-UP1IIIA
STRATEGYARTICULATION–BACK-UP2IIIASTRATEGYARTICULATION–BACK-UP
3IIIASTRATEGYARTICULATION–BACK-UP4IIIBSTRATEGICINITIATIVES–SUMMARYIIIBSTRATEGICINITIATIVES–BACK-UP1IIIBSTRATEGICINITIATIVES–BACK-UP2IIIBSTRATEGICINITIATIVES–BACK-UP3IIIB
STRATEGICINITIATIVES–BACK-UP4IIICFINANCIALPROJECTIONS–SUMMARY
IIICFINANCIALPROJECTIONS–BACK-UP1IIICFINANCIALPROJECTIONS–
BACK-UP2IIICFINANCIALPROJECTIONS–BACK-UP3IIICFINANCIAL
PROJECTIONS–BACK-UP4IIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES–SUMMARYIIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES–BACK-UP1IIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES–BACK-UP
2IIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES–BACK-UP3SEGMENT
ANALYSISSTRUCTURE-CONDUCT-PERFORMANCESCPMODELSWOTANALYSIS
CAPABILITYPLATFORMASSESSMENTOFSOURCESOF
COMPETITIVEADVANTAGE12CAPABILITYPLATFORMASSESSMENTOFSOURCESOFCOMPETITIVEADVANTAGE22COMPETITORCAPABILITYCOMPARISONBENCHMARKPERFORMANCEAGAINSTRELEVANTINDUSTRYKPIsSEGMENTANALYSISTRENDANALYSIS–RETURNONCAPITALEMPLOYEDROCETRENDANALYSIS–CASH
INTANGIBLEASSETCHECKLISTWHERETOCOMPETEVALUEPROPOSITIONBUSINESSMODELSTRATEGICINITIATIVESSOURCESOFVALUESTRATEGICINITIATIVESVALUEQUANTIFICATIONSTRATEGICINITIATIVESRESOURCINGREQUIREMENTSDEFINITIONOFRISKSC1WhatarethekeyassumptionsProfitandlossegrevenuescostsmarginBalancesheetCorporatecenterdirectivesCorporatecenterassumptionsBASECASEBusinessunitassumptionsRevenuesMarketsizeMarketsharePriceCostsInputcostsProductioncostsOthercostsegSGAMarginsGrossmarginOperatingmarginCapitalPlannedinvestmentsdivestmentsChangesinworkingcapital2002KEYFORECASTASSUMPTIONS20032004GrowthrateCorporatecenterassumptions20022003
2004KeyeconomicindicatorsGDPgrowthConsumerpriceindex
ExchangeratePhPUSD91-dayT-billrateCorporatetaxrate
Instructions
ThesearetheminimumrequiredassumptionsFeelfreetoaddotherassumptionsrelevanttoyourBUC2WhatisyourprojectednetincomeinthenextfewyearsIncomestatementforecastBASECASEHistoricalSalesCostofgoodssoldGrossprofitOperatingexpensesOperatingprofitOtherexpensesTaxesNetprofit1999FORECASTEDINCOMESTATEMENT2000InPhPmillionForecast2001200220032004CAGR1999-2004GrowthanalysisSales
GrossprofitOperatingprofitNetprofitMarginanalysisGrossmarginOperatingmarginNetmarginKeyassumptionsnotlistedearliershouldbedetailedatthebottomofthechartTheimpactofplannedinitiativesontherevenuesandcostsshouldbeestablishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactual
resultsInstructions
ThesearetheminimumrequiredincomestatementaccountsandanalysesFeelfreetoaddotheraccountsandanalysesrelevanttoyourBUC3
Whatisyourexpectedcashgenerationabilityoverthemediumterm
CashflowforecastInstructions
ThesearetheminimumrequiredcashflowstatementaccountsFeelfreetoaddotheraccountsrelevanttoyourBUBASECASEOperatingprofitDepreciationandamortizationOthernon-cashoperatingexpensesNetoperatingcashflowIncreasedecreaseinworkingcapitalOtheroperatingcashflowTotaloperatingcashflowFORECASTEDCASHFLOWSTATEMENTHistorical19992000Forecast2001200220032004CAGR1999-2004CapitalexpenditureOtherinvestingcashflowitemsTotalinvestingcashflowIncreasedecreaseindebtDividendsOtherfinancingcashflowTotalfinancingcashflowInPhPmillionKeyassumptionsnotlistedearliershouldbedetailedatthebottomofthechartTheimpactofplannedinitiativesonthefixedandworkingcapitalinvestmentsshouldbe
establishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactualresultsC4WhatisyourexpectedcapitalproductivityBalancesheetforecastROCEcomputationROCEOperatingincomex1-taxrateAllinterestbearingdebt
shortandlongminorityintereststockholdersequity
Instructions
ThesearetheminimumrequiredbalancesheetaccountsandanalysesFeelfreetoaddotheraccountsandanalysesrelevanttoyourBUBASECASECashAccountsreceivablesInventoriesOthercurrentassetsTotalcurrentassetsNetfixedassetsOtherassetsTotalassetsFORECASTEDBALANCESHEETHistorical19992000Forecast2001200220032004CAGR1999-2004AccountspayableOthercurrentliabilitiesTotalcurrentliabilitiesShortansLong-termloansOtherliabilitiesTotal-termlo
liabilitiesMinorityinterestTotalstockholdersequityInPhPmillionCapitalemployedROCETotalliabstockholdersequityRatioanalysisWorkingcapitalturnoverDebt-equityratioBestestimatesonpossibleactualresultsDWhatstrategicalternativeshaveyouconsideredD1
WhataretheassociatedriskstoyourchosenstrategyD2
Re-examiningindustryopportunitiesandindustrycompetitivethreats
whatalternativesexisttoyourchosenstrategyInstructions
Theanswertothis
overarchingquestion
requiresarecapitulation
ofthesectionsmain
findingsD3Beyondthe3-yeartimeframewhatbreakthroughstrategic
optionsmaybepossibleInstructions
Thesesubsections
containa1-2sentence
summaryoftherelevant
findingsD1WhataretheassociatedriskstoyourchosenstrategyIdentificationofsignificantpotentialrisksandplanstomitigateSensitivityscenariofinancialanalysisPotentialrisksBusinessriskRegulatoryriskTechnologyriskIntegrityriskMacroeconomicriskImpactLikelihoodContingencyOtherD2Re-examiningindustryopportunitiesandindustrycompetitivethreatswhatalternativesexisttoyourchosenstrategyWheretocompeteValuepropositionBusinessmodelAlignment
withexternalrealitiesWheretocompeteAlternativevaluepropositionAlternativebusinessmodelAlignmentwithexternal
realitiesInstructions
BasedonareviewofthesectiononEnvironmentalandInternalAssessmentStrategyArticulationandtheframeworksusedExhibit2-413-15determineotherpotentialstrategicalternativesD3Beyondthe3-yeartimeframewhatbreakthroughstrategicoptionsmaybepossibleOut-of-the-boxideas
Instructions
ThinkradicalThinkout-of-the-boxIVEXHIBITSInstructionsPleaseincludeallrelevantsupportingdocumentationinthissectionExhibit1ILLUSTRATIVEIndustryboundariesSegmentsIndustrysegments
Relativelydistinctsub-groupingswithintheindustryMarketisrelativelysimilarwithinthesegmentbutdifferentacrosssegmentsDifferentindustrydynamicsmayvaryinimportanceindifferentsegmentsProducersIndustrySTechnologybreakthroughsChangesingovernment
policyregulationsDomesticInternationalEconomicsofdemandAvailabilityofsubstitutesDifferentiabilityofproductsRateofgrowthVolatilitycyclicalityEconomicsofsupplyConcentrationofproducers
ImportcompetitionDiversityofproducersFixedvariablecoststructure
CapacityutilizationEntryexitbarriersIndustrychaineconomicsBargainingpowerofinputsuppliersBargainingpowerofcustomers
MarketingPricingVolumeAdvertisingpromotionNewproductsRD
DistributionCapacitychangeExpansioncontractionEntryexitAcquisitionmergerdivestitureVerticalintegrationForwardbackward
integrationVerticaljointventuresLong-termcontractsInternalefficiencyCostcontrolLogisticsProcessRDOrganizationeffectivenessFinanceProfitabilityValuecreationTechnologicalprogressEmploymentobjectivesExternalshocksFeedbacktructureConductPerformanceExhibit2Exhibit31DeterminantsofsupplierpowerDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegrationrelativeto
threatofbackwardintegrationbyfirmsintheindustry2
DeterminantsofbarrierstoentryEconomiesofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantagesProprietarylearningcurveAccesstonecessaryinputsProprietarylow-costproductdesign
GovernmentpolicyExpectedretaliation5Rivalrydeterminants
IndustrygrowthFixedorstoragecostvalueaddedIntermittent
overcapacityProductdifferencesBrandidentitySwitchingcosts
ConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriers3Determinantsofbuying
powerBargainingleverageBuyerconcentrationvsfirmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyer
informationAbilitytobackwardintegrateSubstituteproducts
Pull-through4Determinantsof
substitutionthreatRelativepriceperformanceofsubstitutesSwitching
costsBuyerpropensitytosubstitute2Newentrants3Buyers4
SubstitutesIntensityofrivalry1SuppliersPricesensitivityPricetotalpurchasesProductdifferencesBrandIdentityImpactonquality
perceptionBuyerprofitsDecisionmakersincentives5Industrycompe
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