麦肯锡战略分析工具(1)

CONFIDENTIALBUStrategicPlanTemplateBookTrainingmaterials8June2001Thisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companyduringanoralpresentation;itisnotacompleterecordofthediscussion.JimAyala–PHOMelissaGil–PHOReginaManzano–PHOSureshMustapha–PHOSteveShaw–HKOShellyYeh–PHOChoon-GinTan–SIO1STRATEGYPLANNINGINSTRUCTIONS•TheobjectiveofthesetemplatesistoprovidecompletenessandconsistencyofBUstrategicplansubmissions.ThesetemplatesarenotintendedtoreplaceorconstrainBUstrategicthinkingandshouldbeadaptedtoreflectaparticularBU’ssectoralcontextasrequired•Eachsectionbeginswithasummarythatisbasedonasynthesisofquestionsandanalysesthatfollow.Thesuggestedapproachwouldbetofirstcompletetherelevantback-upanalysesandthenworktowardstheoverallsynthesis2TABLEOFCONTENTSI.ExecutivesummaryII.EnvironmentalandinternalassessmentA.IndustrydynamicsanditsimplicationsB.CompetitiveassessmentC.InternalassessmentIII.StrategicdefinitionandimplicationsA.StrategyarticulationB.StrategicinitiativesC.FinancialprojectionD.Risks/contingenciesandstrategicalternativesIV.Exhibits3BUSTRATEGICPLANDEVELOPMENTIndustrydynamicsandimplicationsEnvironmentalandinternalassessmentCompetitiveassessmentInternalassessment•Whatarethemajorchangesinindustrydynamicsandresultingopportunitiesandrisks?•Whatareyourcompetitivestrengthsandweaknesses?•Howdoesyourcurrentbusinessemphasisfitwithindustryopportunityandcompetitivelandscape?StrategyarticulationStrategicdefinitionandimplicationsStrategicinitiativesFinancialprojections•WhatstrategywillyourBUpursueoverthenext3years?•Whatwillbetheimpactofmajorstrategicinitiatives?•Whataretheexpectedfinancialreturnsofyourstrategy?++++Risk/contingen-cies&strategicalternatives•Whatstrategicalternativeshaveyouconsidered?+4I.EXECUTIVESUMMARYInstructions:TheExecutiveSummaryprovidesasynthesisoftheEnvironmentalandInternalAssessmentsandtheresultantBUStrategicPlans5II.ENVIRONMENTALANDINTERNALASSESSMENT6IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–SUMMARYA.Whatarethemajorchangesinindustrydynamicsandtheresultingopportunitiesandrisks?A.2Howisindustrystructurechanging(demand,supply,andindustrychaineconomics)?Whataretheresultingopportunitiesandrisks?A.3Whatistheexpectedcompetitorconduct?Whataretheresultingopportunitiesandrisks?A.4Whatarethepresentandfutureexternalfactorsthatcouldpresentnewopportunitiesandrisks?A.1Whatindustryareyoucompetingin?Whatarethevarioussegmentsintheindustry?Instructions:Theanswertothisoverarchingquestionrequiresarecapitulationofthesection’smainfindingsInstructions:Thesesubsectionscontaina1-2sentencesummaryoftherelevantfindings7IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP1A.1Whatindustryareyoucompetingin?Whatarethevarioussegmentsintheindustry?•Industrydefinition•Industrysegmentation–Definition–SizingInstructions:Exhibit1couldprovideausefulframeworkforansweringthisquestionIndustrydefinition:Industrysegmentation:8IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP2A.2Howisindustrystructurechangingwithrespecttodemand,supply,andindustrychaineconomics?Whataretheresultingopportunitiesandrisks?•Economicsofdemand–Bysegment–Substitutes,abilitytodifferentiate–Volatility,cyclicality•Economicsofsupply–Producerconcentrationanddiversity–Importcompetition–Capacityutilization–Entry/exitbarriers–Coststructure(fixedandvariable)•Industrychaineconomics–CustomerandsupplierbargainingpowerInstructions:Exhibit2,3or4couldprovideausefulframeworkforansweringthisquestion9IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP3A.3Whatistheexpectedcompetitorconduct?Whataretheresultingopportunitiesandrisks?•Majorindustrycompetitormoves–Marketinginitiatives–Industrycapacitychanges–M&As,divestitures–Verticalintegration/disaggregation–Alliancesandpartnerships–CostcontrolandefficiencyimprovementsInstructions:Exhibit2,3or4couldprovideausefulframeworkforansweringthisquestion10IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP4A.4Whatarethepresentandfutureexternalfactorsthatcouldpresentnewopportunitiesandrisks?•Impactandlikelihoodofmajorindustrydiscontinuities–Changesinregulation/governmentpolicy–TechnologicalbreakthroughsInstructions:Exhibit2,3or4couldprovideausefulframeworkforansweringthisquestion11IIB.COMPETITIVEASSESSMENT–SUMMARYB.Whatareyourcompetitivestrengthsandweaknesses?B.1Whatarethecapabilitiesrequiredtosucceedinthisindustry?B.2Howdoyoucompareagainstthesenecessarycapabilities?Instructions:Theanswertothisoverarchingquestionrequiresarecapitulationofthesection’smainfindingsInstructions:Thesesubsectionscontaina1-2sentencesummaryoftherelevantfindings12IIB.COMPETITIVEASSESSMENT–BACK-UP1B.1Whatarethecapabilitiesrequiredtosucceedinthisindustry?•Privilegedassetsthatcreatecompetitiveadvantage,e.g.physicalassets,location/”space”,distribution/salesnetwork,intangibleassets(intellectualcapital,network,brands,talents)•Distinctiveskills/competenciesthatcreatecompetitiveadvantage,e.g.innovation,talentdevelopmentInstructions:Exhibit5couldprovideausefulframe