麦肯锡战略规划模板(英文版ppt)

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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

【战略管理】麦肯锡战略咨询手册(英文版)(PPT)

• 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

h麦肯锡——战略规划模板

•英国电信
•英国电信为自己确立了一个宏伟的目标：成为世界上最成功的 •通信集团。为了实现这个目标，我们将通过下列工作，为股东 •创造价值：1）在全球市场上把握各种机遇，2）建设我们目前 •的业务，特别是在高速增长的领域，3）按最高的整体标准进 •行运作，4）在我们所覆盖的社区中履行我们的义务。
•新加坡电信
PPT文档演模板
h麦肯锡——战略规划模板
持续增长是一个能力的吐旧纳新、使业务阶梯式的演进的过程
•酝酿增长方案 •
检验业务• •模型 •
复制已证实•
获取赢利
•寻找并获 •检验业务 •通过创建
•取未来增 •理念的商 •业务措施，
•长的方案 •业可行性 •实现增长
•各步骤 •• 抓主机遇 • • 建立新能力 •• 为下一步建立新方案
•
CompuServe, ANS通信公司，Brooks Fiber properties
•层面3：MCI国际公司---通过合资进入国际市场（包括lephonic de Espana)
•结果
•• MCI国际公司的销售额1998年达176.8亿，与1997年相比增加了140.5%
•3、可持续发展要求有一种独特的企业文化，用不同的方式对长、中、 • 短三个时间层面的业务、人才和业绩进行系统管理。
PPT文档演模板
h麦肯锡——战略规划模板
•原则
•优良的营运业绩 • 措
•战略性资产剥离
•铸造投资者的信心
PPT文档演模板
争取增长的资格
•描述
•影响
力图成为市场领•
低成本生产企业
• 使管理者能领导，并在财务上支持增长举 •措
建立能力平台，取得增长的动力
•• 获得成功增长的企业往往需要组合所需的能力，以良好 •的状态战胜竞争对手 •---它们还能迅速判断在已有的能力中哪些是新的能力平 •台所需要的 •---它们用切实的、一步一步的获取尚没有的能力，以充 •实能力平台 •• 成功的企业的能力平台随不同层面业务的不同而不同， •并能在增长阶梯的每一步，都能在原有基础上进行充实， •以形成竞争者难以模仿的能力

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?

麦肯锡战略规划工具与方法ppt课件

时间
企业必须不断地开展业务增长的各种活动；必须以对现有业务的同等专注来关心企业未来的发展方向；需要当前业务、新建业务和未来可选业务之间保持协调平衡的方法
14
与增长三层面有关的一些因素
第一层面
第二层面
拓展并确保核心事业之运作
发展新业务
关键成功因素 • 注重绩效
评估标准
• 利润 • 投资资本回报率
或能力等特定因素
7
关键成功因素分析方法在港口行业的运用
• 行业分散程度降低可
以保持高回报
• 香港港口业求大于供
带来了高回报(1999 年HIT投资资本回报率为16%)
行业结构
规模经济
• 固定成本高，要求大
规模
• 作为一个真正的港口
枢纽必须具备足够大的规模
• 客户服务需
求
• 供应链总成
本降低
腹地连接
过主观判断。
尽管选择的内外部因素较多，但基本上都是资源和环境的因素，没有直接体现关系未来长期趋势的企业内部能力因素和产业发展阶段的特征。
5
分析工具之三：市场吸引力矩阵
果园矩阵
高
成熟已收获
销
售
增
长
率
困难已毁坏
低
低
高
集中程度（市场领先者份额）
步骤
估测每一市场的销售增长率估测每一市场的集中程度将各市场标于矩阵上作出诠释
12
分析工具之七：波特的价值链
A类服务
B类服务
C类服务
哪些行业
行业3
哪类服
行业2 行业1
务环节1 环节2 环节3 环节4 环节5 环节6
？
供应链哪些环节？

某咨询战略规划模板(英文版ppt)

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
financial returns of your strategy?
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
3
I. EXECUTIVE SUMMARY
4
A.1 What industry are you competing in? What are the various segments in the industry?
A.2 How is industry structure changing (demand, supply, and industry chain economics)? What are the resulting opportunities and risks?
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
Financial projections
• What are the expected

S英文版本—麦肯锡.ppt

Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
The processes and procedures through which things get done from day-to-day
A coherent set of actions aimed at gaining a sustainable advantage over competition
Capabilities
possessed by
the organization
as a whole as distinct from
Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members
from the individuals. Some companies
A coherent set of actions aimed at gaining a sustainable advantage
Style
perform extraordinary feats with ordinary people
Staff
Style
The way managers collectively behave with respect to use of time, attention and symbolic actions

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

麦肯锡战略规划模板(英文版)(ppt 57页)

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
• Impact and likelihood of major industry discontinuities
– Changes in regulation/government policy – Technological breakthroughs
Instructions:
Exhibit 2,3 or 4 could provide
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
Instructions: Exhibit 2,3 or 4 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PPT模板

120 MW
McKinsey & Company 2
Onshore wind -45%
LCOE, USD/MWh
55
Winning onshore wind bids
51 48 44
-45%
37
30
2015: Neoen 2015: Various 2016: Various 2016: Various 2016: EGP/GR 2016: Various
Resource expenditures as share of global GDP, Percent 7
Crude oil Natural gas
Thermal coal Iron ore
Copper
65Biblioteka 4321
0 1900
1910
1920
1930
1940
1950
1960
1970
1980
1990
CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of McKinsey & Company is strictly prohibited
PV auctions ~50% price drop
DNS Vesterhav Nord/Syd (Sep’16)
Borssele 3+4 (Dec’16)
Danish Kriegers Flak (Nov ’16)
McKinsey & Company 4
And Battery costs continue to fall, faster than expected

麦肯锡战略规划方案模板(英文版)

changes in industry dynamics and resulting opportunities and risks?
• What are your competitive
strengths and weaknesses?
Strategic definition and implications
IV. Exhibits
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
• What are the major
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
financial returns of your strategy?
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
I. EXECUTIVEቤተ መጻሕፍቲ ባይዱSUMMARY
Instructions: The Executive Summary provides a synthesis of the Environmental and Internal

[麦肯锡战略分析模板]

现及细化，是对将来的展望
• 公司总裁及商品/经营中心负责
人“拥有”各自的战略规划
• 总裁及公司高层领导投入大量
时间对各商品/经营中心提出的战略规划提出严格的质询，以
确保目标的可行性及高度
• 公司战略规划部门提供集团高
层领导和商品/经营中心在规划过程中的支持，而不是规划的
批准者
• 战略规划必需以严谨的市场及
• 为最高领导层提供分 • 提供战略模板
析支持，提出战略方 • 向业务部提供指导和
向及目标
帮助
• 审核各业务中心和业
务部的战略规划
• 决定各级最终战略目
标及公司总体战略规
划
• 向最高领导层提供对
业务中心和业务部战
略的分析意见
• 形成公司战略计划
商品/经营中心
• 总结前期中心级业绩
完成情况
• 深入调查业务相关的
质询/批准/公布战略规划
要点
• 战略规划作为每年规划、经营/预算
程序的起点，必须制度化、严格执行
• 战略规划必须每年滚动修订，必须
以对市场、竞争情况的严谨分析为基础，并充分考虑外部因素对公司的威胁及机会，制订相应的战略
• 战略质询会作为公司每年最重要的
管理会议之一，由总裁及高层领导对各业务单元的战略进行质询
SCM010727BJ-strategic plan(GB)
CEO和最高领导层的指导
业务群和业务单元规划
• 主要是一个讨论过程，而非是一个文件传
达和批阅的过程
• 迫使业务负责人认真考虑他（她）所负责
的业务前景和竞争态势
• 把最高领导层的注意力集中到经营层面
• 为公司迎接挑战和机遇做好准备

麦肯锡战略规划

*
LDCL010209BJ GB -planning kickoff
公司总体战略规划主要包括发展目标和资源需求
主要内容
1. 公司发展远景及五年战略目标 2. 宏观经济环境及行业发展分析及对公司影响的评估今后五年公司所处的各行业的发展展望宏观经济和行业发展将对本公司造成的影响主要发展机会主要威胁 3. 本公司现状分析各事业本部及主要事业部情况、业绩及趋势各事业本部及主要事业部在所处行业内的地位及优势、弱点
*
LDCL010209BJ GB -planning kickoff
业务规划需要重点解决的问题
重点问题
下一步行动
企业发展
需要专注于企业发展方面大规模举动的研究与实施如进入新领域、合作伙伴谈判、并购需要加强协调公司内部合作
在总部设企业发展部,专门负责大规模对外合资合作举动及跨业务群内部协调方面的工作事业本部应建立在现有业务范围内业务发展的具体能力/经验
政府部门的访谈文献检索宏观经济专家访谈专业市场调查行业专家访谈行业内主要竞争者访谈主要竞争者的年报表国际行业分析文献检索
议题
信息来源
举例
*
LDCL010209BJ GB -planning kickoff
3. 现状分析具体内容
具体内容
议力
*
LDCL010209BJ GB -planning kickoff
战略规划是企业管理程序中的关键连接点
总公司及事业本部战略
战略规划
经营目标
资本计划
完成公司经营预算
制定关键业绩指标
制定资本预算
签订业绩合同并根据目标评估业绩
经营计划
各级经理的业绩考核
本文件重点

麦肯锡图表模板PPT306page英文原版最新最全ppt课件

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