PWC中国企业改造工具库—1high level plan
合集下载
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Typical work streams (linked to KPIs):
Strategic Financial Modeling
Marketing
Human Resources
Cost reduction
Note: Implementation plans will need to include work streams covering:
7.Initial (two-day) business review and consulting analysis to identify the ongoing core business. Note: activities 6 and 7 to run concurrently.
ing the output from activities 6 and 7, commence to prepare a high level Business Plan and (ToE deliverable) and restructuring implementation plans that will address Key Performance Indicators (KPIs) in the Enterprise.
Note: target fees [insert amount]RMB; 5[insert amount]RMB advance payment on sign-off of ToE.
5.SOEs undergo initial HSE screening
6.Conduct Business review, including financial due diligence (10 days/ enterprise). Note: Consultants to receive data collection information from Enterprises in advance
Acceptance of the implementation plans represents a milestone in the project and should be accompanied by a stage payment (target [insert amount] RMB)
9.Begin implementation.
10.Implementations complete.
.
4.Selection of SOEs with greatest potential for successful restructuring. Terms of Engagement (ToE) (including stage payment schedule) to be completed at this stage.
Strategy;
Business planning;
Marketing and sales;
Financial and cost manaal responsibility;
HSE;
Debt restructuring (possibly).
Overview and high level plan
ACTIVITY
1.Agreement of key stakeholders on selection process and criteria.
1.Identification of potential SOE restructuring candidates.
Identify, and in some cases where necessary, engage short-term advisers (STAs) required to assist with delivery of the implementation plans. Emphasis on functional rather than industry experts for use across several SOEs is recommended.
2.Potential candidate screening.
Use screening questionnaires to produce evaluation rankings against agreed selection criteria.
Produce short list of SOEs for the next stage of selection – visits & interviews.
3.Conduct two-day visits & interviews at the short -listed SOEs to verify suitability for restructuring (esp. management team & business processes).
Note: interviews must include CEO & CFO, or selection process terminated with that SOE.
Strategic Financial Modeling
Marketing
Human Resources
Cost reduction
Note: Implementation plans will need to include work streams covering:
7.Initial (two-day) business review and consulting analysis to identify the ongoing core business. Note: activities 6 and 7 to run concurrently.
ing the output from activities 6 and 7, commence to prepare a high level Business Plan and (ToE deliverable) and restructuring implementation plans that will address Key Performance Indicators (KPIs) in the Enterprise.
Note: target fees [insert amount]RMB; 5[insert amount]RMB advance payment on sign-off of ToE.
5.SOEs undergo initial HSE screening
6.Conduct Business review, including financial due diligence (10 days/ enterprise). Note: Consultants to receive data collection information from Enterprises in advance
Acceptance of the implementation plans represents a milestone in the project and should be accompanied by a stage payment (target [insert amount] RMB)
9.Begin implementation.
10.Implementations complete.
.
4.Selection of SOEs with greatest potential for successful restructuring. Terms of Engagement (ToE) (including stage payment schedule) to be completed at this stage.
Strategy;
Business planning;
Marketing and sales;
Financial and cost manaal responsibility;
HSE;
Debt restructuring (possibly).
Overview and high level plan
ACTIVITY
1.Agreement of key stakeholders on selection process and criteria.
1.Identification of potential SOE restructuring candidates.
Identify, and in some cases where necessary, engage short-term advisers (STAs) required to assist with delivery of the implementation plans. Emphasis on functional rather than industry experts for use across several SOEs is recommended.
2.Potential candidate screening.
Use screening questionnaires to produce evaluation rankings against agreed selection criteria.
Produce short list of SOEs for the next stage of selection – visits & interviews.
3.Conduct two-day visits & interviews at the short -listed SOEs to verify suitability for restructuring (esp. management team & business processes).
Note: interviews must include CEO & CFO, or selection process terminated with that SOE.