麦肯锡咨询报告与流程分析英文版
MKXZ战略咨询手册(英文版)
MKXZ战略咨询手册（英文版）MKXZ Strategy Consulting HandbookIntroduction:The MKXZ Strategy Consulting Handbook aims to provide businesses with valuable insights and advice on strategy formulation and implementation. This handbook is designed to help organizations develop sustainable competitive advantages and maximize their business potential. The following sections will guide you through the key aspects of strategic planning.1. Understanding the Business Environment:To effectively develop a strategy, it is essential to have a clear understanding of the business environment. This includes analyzing the industry dynamics, market trends, competitor analysis, and identifying opportunities and threats. By assessing the external factors, businesses can identify gaps in the market and tailor their strategy to gain a competitive edge.2. Vision and Mission Statement:Developing a compelling vision and mission statement is crucial for establishing a clear direction for the organization. The vision statement outlines where the organization wants to go in the future, while the mission statement defines its core purpose. These statements serve as guiding principles for strategic decision-making and aligning the entire organization towards a common goal.3. Setting Strategic Objectives:Strategic objectives are the specific goals organizations aim toachieve to fulfill their vision and mission. These objectives should be measurable, attainable, relevant, and time-bound. By setting clear and realistic targets, organizations can track their progress and evaluate the success of their strategy implementation.4. SWOT Analysis:Conducting a comprehensive SWOT analysis helps businesses identify their strengths, weaknesses, opportunities, and threats. By understanding internal strengths and weaknesses, organizations can leverage their strengths and address weaknesses to stay competitive. Furthermore, analyzing opportunities and threats allows organizations to seize potential advantages and mitigate risks.5. Competitive Advantage:Developing a sustainable competitive advantage is crucial for long-term success. Organizations can achieve this by identifying their unique selling points and leveraging them to differentiate themselves from competitors. This could include offering superior products or services, providing exceptional customer experience, or utilizing innovative technology.6. Strategic Options:After analyzing the business environment, organizations can generate strategic options. This involves brainstorming different approaches, including market penetration, market development, product diversification, or strategic alliances. Evaluating each option's pros and cons will help organizations determine the most suitable strategies for their specific situation.7. Strategy Execution:Implementing the chosen strategy requires effective execution. This involves developing an action plan with clear responsibilities, timelines, and performance metrics. It is crucial to engage all levels of the organization and ensure alignment to achieve the strategic objectives. Regular monitoring and adjustment of the strategy are necessary to adapt to changing market conditions and ensure success.8. Innovation and Adaptation:In today's dynamic business environment, innovation and adaptation are essential for staying competitive. Organizations should foster a culture of continuous improvement and actively seek new opportunities to enhance their products, services, and processes. Embracing technological advancements and anticipating future trends will help organizations stay ahead of the curve.9. Evaluation and Control:Regular evaluation and control of the implemented strategy are paramount to measure progress and determine if adjustments are required. Key performance indicators (KPIs) should be established to monitor strategic objectives' achievement. By gathering feedback, analyzing results, and making necessary modifications, organizations can stay on track and ensure long-term success. Conclusion:The MKXZ Strategy Consulting Handbook provides businesses with a comprehensive guide to strategic planning. By understanding the business environment, setting clear objectives, leveraging competitive advantages, and implementing effectivestrategies, organizations can thrive and meet their long-term goals. It is crucial to continuously evaluate, adapt, and innovate to remain competitive in the ever-changing business landscape.10. Risk Management:Effective risk management is a critical aspect of strategic planning. Businesses need to identify and assess potential risks that may arise during the implementation of their strategies. This includes analyzing both internal and external risks such as economic fluctuations, regulatory changes, technological disruptions, and operational vulnerabilities. By developing contingency plans and mitigation strategies, organizations can minimize the impact of risks on their strategic objectives.11. Stakeholder Analysis:Understanding and managing stakeholder expectations is essential for successful strategy implementation. Stakeholders can include employees, customers, shareholders, suppliers, and the wider community. Organizations should analyze the interests and influence of each stakeholder group and develop strategies to engage and collaborate with them effectively. Building strong relationships with stakeholders can enhance support, loyalty, and trust, ultimately contributing to the success of the strategy.12. Communication and Change Management:Clear and effective communication is crucial during the implementation of a new strategy. Organizations should develop a communication plan that ensures all stakeholders are informed about the strategy, its objectives, and the expected changes. This includes both internal and external communication channels. Additionally, change management strategies should beimplemented to support employees in adapting to and embracing the new strategy. Training, mentoring, and regular check-ins can help alleviate resistance and foster a culture of continuous improvement.13. Continuous Monitoring and Learning:Strategic planning is an ongoing process that requires continuous monitoring and learning. Organizations should establish regular review cycles to assess the progress and effectiveness of their strategies. By monitoring key performance indicators, comparing actual results to desired outcomes, and gathering feedback from stakeholders, organizations can make informed decisions about potential adjustments or improvements. Learning from both successes and failures is vital for refining strategies and ensuring long-term success.14. Ethical Considerations:Ethics and integrity should be at the forefront of strategic planning. Organizations need to consider the ethical implications of their strategies on all stakeholders and society as a whole. This includes ensuring fair treatment of employees, ethical sourcing and production practices, and responsible corporate citizenship. By aligning strategies with ethical principles, organizations can build trust, enhance reputation, and contribute to a sustainable business environment.15. International Expansion:In an increasingly globalized world, expanding into new markets can provide growth opportunities. However, international expansion requires careful consideration of cultural, legal, andeconomic differences. Organizations should conduct thorough market research and feasibility studies to assess the viability and potential risks of international expansion. This may involve partnering with local businesses, adapting products or services to suit specific markets, and complying with local regulations. International expansion can diversify revenue streams and access new customer bases, contributing to long-term business success. 16. Crisis Preparedness:The ability to navigate and recover from crises is critical for business resilience. Organizations should develop crisis management plans and identify potential scenarios that may disrupt their operations. This includes natural disasters, cyber-attacks, political unrest, or public health crises. By developing contingency plans, regularly testing response mechanisms, and having robust communication strategies in place, organizations can minimize the impact of crises and ensure business continuity.17. Sustainability and Corporate Social Responsibility: Integrating sustainability and corporate social responsibility (CSR) into strategic planning is becoming increasingly important. Organizations should assess their environmental, social, and governance (ESG) impact and identify opportunities for improvement. This may involve reducing carbon emissions, promoting diversity and inclusion, supporting local communities, or implementing responsible supply chain practices. By incorporating sustainability and CSR into their strategies, organizations can enhance their reputation, attract socially conscious customers, and contribute to a more sustainable future.18. Collaboration and Partnerships:Collaboration and strategic partnerships can provide competitive advantages and unlock new opportunities. Organizations should identify potential partners, both within and outside their industry, that share similar goals or complement their capabilities. This could involve joint ventures, strategic alliances, or mergers and acquisitions. By leveraging each other's strengths and resources, organizations can accelerate growth, expand market reach, and share risks. However, it is crucial to carefully evaluate potential partners and establish clear goals and expectations to ensure successful collaboration.19. Agility and Flexibility:In today's rapidly evolving business landscape, agility and flexibility are crucial for staying competitive. Organizations should anticipate and embrace change, continuously scan the business environment for emerging trends and technologies, and be willing to adapt their strategies accordingly. This may involve agile project management methodologies, iterative decision-making processes, or a willingness to experiment and learn from failures. By fostering a culture of agility and flexibility, organizations can quickly respond to market shifts and maintain a competitive edge.20. Strategic Leadership:Effective strategic leadership is paramount for successful strategy implementation. Leaders should inspire and motivate employees, establish a clear vision, and effectively communicate the strategy to all stakeholders. They should also foster a culture of innovation, collaboration, and continuous improvement. Additionally, leaders should be open to feedback, encourage diverse perspectives, andmake well-informed and ethical decisions. Strategic leaders play a pivotal role in driving organizational change and achieving long-term business success.In conclusion, strategic planning is a dynamic and multifaceted process that requires careful analysis, thoughtful decision-making, and effective implementation. By understanding the business environment, setting clear objectives, leveraging competitive advantages, and engaging stakeholders, organizations can develop robust strategies that drive sustainable growth. Regular monitoring, learning, and adaptability are essential for navigating uncertainties and seizing new opportunities. With the right strategic approach and strong leadership, organizations can position themselves for long-term success in an ever-changing business landscape.。
麦肯锡《供应链管理-流程与绩效》
The complete picture can be found in the appendix.
We looked at the supply chain from the customer’s perspective. We brainstormed on “what could go wrong along the supply chain”: What are drivers of performance from a quality, time and cost point of view.
Accuracy (as % of sales)
Cost as % of sales
% of products delivered according to customer order (quantity/quality)
% of customers satisfied with service
This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
Linking strategy to action
Assigning accountability to take action when needed
麦肯锡方法的工作流程
麦肯锡方法的工作流程The work process of the McKinsey method is a systematic approach used by the global management consulting firm McKinsey & Company to solve complex business problems. 麦肯锡方法的工作流程是全球管理咨询公司麦肯锡与公司用来解决复杂商业问题的系统方法。
It involves a series of structured steps that consultants follow to analyze, develop, and implement solutions for their clients. 它涉及一系列结构化步骤，顾问们必须遵循这些步骤来分析，制订并实施解决方案给客户。
The process is designed to provide a framework for approaching problems and finding the most effective solutions. 这个过程旨在提供一个框架来解决问题和找到最有效的解决方案。
The McKinsey method is known for its rigorous analytical approach and emphasis on using data and evidence to drive decision-making. 麦肯锡方法以其严格的分析方法和强调使用数据和证据来推动决策而闻名。
It has been applied in a wide range of industries and has helped companies address challenges, improve performance, and achieve their strategic objectives. 它已经应用在各种行业，并帮助公司解决挑战，提升业绩，实现其战略目标。
管理咨询059麦肯锡--crm研究报告45页
SA-SU0050-030611-A4
KEY ACTIONS TO ACCELERATE IMPACT AND BREAK THROUGH THE "CRM WALL”
1. Know where the value is 2. Design balanced programs 3. Iterate, iterate, iterate 4. Invest incrementally to win
• Script writer for call
center
• Graphics design
Make offer
• Call center • Mailing capability
Measure results of pilot
• OLAP reporting tool
Turn into product
n/a
22
5
SA-SU0050-030611-A4
IMPLICATIONS FOR BUILDING LOYALTY AMONG THOSE CHOOSING TO GO OR STAY
• Understand drivers of deliberation
• Create/package the right set of benefits
Example initiatives
Cross-sell insurance to credit card holders
Increase credit limits of high-usage customers
(up-sell)
Reduce interest rates or fees for customers with high probability of churn
麦肯锡战略制定流程
预期的增长趋势如何？
LCS000818BJ(GB)
*
2.2 制定未来发展目标
4. 完全不明确
3. 特续的不确定性
2. 不相关联的前景预测
理解动力(Porter模型)
理解行业行为(行业模型)
1. 有用的预测
微观经济学
需求
监管
技术
Porter模型 行业的微观经济学模型 建立一系列的动力– 在行业内外部 说明这些动力如何影响行业经济效益
LCS000818BJ(GB)
*
’99
’00
销售额和利润 百万元人民币
‘01
’98
’02
X
X
X
X
X
7. 确定财务目标并就此达成共识
收入
利润
收入年增长率上升
利润年增长率上升
LCS000818BJ(GB)
*
8. 为实施进行测试和计划
行为
2000
2001
2002
2003
2004
2005
职责
• • • • • • • • • • •
6.按增长阶段分析业务组合
LCS000818BJ(GB)
*
用能力框架评估商业机会
能力平台
能职技能
流程技能
特有资产
特殊关系
需要的能力
与世界一流水平的差距
无线接口 计算机联网技能
标准设定 低成本制造
标准设定关系 计算机联网合作伙伴关系 分销渠道
LCS000818BJ(GB)
*
对模块排序
旧优先权 建议列入新优先权 检测新优先权
保留参与的权利
决定不参与正在发展的业务
麦肯锡—-Minneapolis市政府做的咨询报告—stakeholder_report
Public Review & Comment on the McKinsey ReportExecutive SummaryOn June 14, 2002, McKinsey & Company released its report Strengthening Community and Economic Development in the City of Minneapolis to Mayor R.T. Rybak and the City Council. As part of an overall review of the McKinsey report, the City of Minneapolis staff planned and coordinated a vigorous community education and engagement process.An Overview of the ProcessLaunched on June 14 and coinciding with McKinsey & Company’s presentation to the Mayor and Council, the community education and engagement process included:n300 summary reports mailed on June 14 to a variety of Minneapolis stakeholders;n21 rebroadcasts of the McKinsey presentation to the Mayor and City Council on City Cable 14n23 city-wide and stakeholder meetings and presentations conducted;n Creating and maintaining a Web presence on the report and recommendations, which included: the McKinsey report; interim reports released by McKinsey; a Frequently Asked Questions fact sheet; a summary report; logistical details on all public meetings and rebroadcasts; and additional supporting materials;n Collecting feedback through a variety of venues, including: 23 meetings and presentations; a Web feedback form; an email address; a mailing address; a telephone hotline for employees; and three comment boxes at City Hall and the Minneapolis Community Development Agency (MCDA).Feedback opportunities were announced and promoted heavily.n Email and mailing addresses for providing feedback were included in articles that appeared in the Star Tribune, Pioneer Press and other neighborhood and community publications.n Nearly 1,000 Frequently Asked Questions documents were distributed to the public, each containing information on how to provide feedback.n Feedback opportunities were announced at each of the city-wide and stakeholder meetings and presentations.n Each of four emails (sent weekly) to the nearly 600 potentially impacted city, MCDA and Neighborhood Revitalization Program (NRP) staff included details about how to provide feedback.It is worth noting that despite having a variety of options for how to submit feedback on the report, the majority of comments were collected at public and stakeholder meetings. Only 12 written responses were submitted through the three comment boxes located at City Hall and MCDA. Ten individuals submitted comments via email and two individuals submitted comments via the telephone line (each of these two individuals also submitted their feedback via email). Six written responses were sent to the mailing address provided.Consistent Themes EmergedA number of themes consistently emerge throughout this report, regardless of the audience. These are:1.The City needs to change how it conducts business. Specifically:n It needs to be easier to do business with the city.n The city needs to be more accountable.2.The City needs to set goals around housing and jobs, although some community memberssuggested additional goals.3.The City needs to improve its processes. Specifically:n The community expressed a very significant amount of concern that there needs to be mechanisms to ensure that neighborhood organizations are democratic and representative.n The community expressed a very significant amount of concern about how neighborhood organizations would be involved in the process.n Business, community, staff and government boards/commissions suggested additional performance measures, especially related to wanting to measure living wage jobs, cityunemployment rate, housing preservation and affordable housing.n The community and staff asked how to align city priorities and neighborhood priorities.n In general, business and the community want processes to be inclusive, fair, transparent, and coordinated across the organization.4.Staff, community members and government boards/commissions wanted to understand moreabout how they would fit in the new structure.n Staff wanted more information on how the boxes would relate to each other.n Government boards/commissions and the community pointed out that NRP had a mission that was broader than development, a structure that combined multiple jurisdictions, and was enabled by the legislature.n Some staff questioned the policy of combining of regulation and implementation into one department.n Some government boards/commissions, community representatives and staff believe that the goals can be achieved through increased coordination without organizational restructuring.The attached report is a summary of the many efforts made to collect public and staff comments on the McKinsey report and recommendations. It includes separate summaries of community comments, business comments, government board and commission comments, city staff comments, and input from comment boxes that were open to both staff and the general public. Also attached are support documents, including a list of meetings conducted and formal organizational responses submitted regarding the report. Individual letters, emails and comment forms are not included in this report, as they contain personal information, but the content of this input is referenced in the relevant summary section.A team, composed of: Sara Dietrich, Communications Department; Leslie Krueger, Management Analysis division; Laura Lambert, Management Analysis division; Lori Olson, Office of the City Coordinator; Vaman Pai, Communications Department; and Jeff Schneider, Management Analysis division; staffed individual meetings and recorded individuals’ comments. Laura Lambert produced this report. It is possible that additional comments may have been submitted directly to the Mayor and City Council without having been submitted to this team.COMMUNITY COMMENTSComments from North Regional Library community meeting, Zurah Shrine community meeting, Minneapolis Issues Forum posts, Center for Neighborhoods meeting and document, Minneapolis Council on Foundation meetings, MPHA Tenant Advisory Committee letter, and letters and e-mails from individuals.Overall Comments:•I support the plan. We need NRP in our neighborhood. (South Community Meeting)•I support the change. (Mpls. Issues)•I support a majority of the changes. (Mpls. Issues)•How will this change save money? (South Community Meeting)•I welcome a unified vision and goals. (Mpls. Issues)•YES, it is a good idea to establish priorities and goals. YES, the city should adopt new processes that include strategic planning, performance measurement andcustomer service improvement. (Mpls. Issues)•Who can we make accountable for Block E? (E-mail Comment)•It is unclear why a new structure is needed. The majority of issues are related to process and not structure. Most of the issues can be resolved by re-evaluating the process, not by changing the structure. (E-mail Comments)•Organizing resources to meet the goals is obviously necessary. (Mpls. Issues Person C)•I bet this plan will grow government. (Mpls. Issues Person A)•We elected RT and the rest to save NRP and neighborhood planning, not to comprehensively consolidate it downtown. (Mpls. Issues)•Results could lead to less local decision-making and control over funds. (Mpls.Issues)•What will be different for the people of Minneapolis? (Council on Foundations meeting)•Basically, I support much of what McKinsey report is trying to do, but I’m withholding judgement until there are more details. (Mpls. Issues)•Significant changes are needed, and it’s time we start hearing about how to make the needed changes. McKinsey deserves credit for their efforts. Now, let’s fine-tune their plan. (Mpls. Issues)•My first take is that the proposal looks a lot like St. Paul’s approach to development.•The whole point of the report is that we gotta do something to free developers from all the blankety-blank rules at City Hall. What happened with Block E is an argument to toughen the rules so no one can get around those rules again, not to make them faster and easier.(Mpls. Issues Person C)•I think McKinsey’s answer to structural reform may be too broad and wrong, but the Block E story’s process details indicate they are asking the right question. (Mpls.Issues)•The history, findings, and need for reorganization are endorsed. McKinsey writes this proposal should be accepted in its entirety. If so we reject the plan. TAC sees changes are inevitable. Changes must be made for the concerns of MPHA, NRP and other entities. (MPHA-TAC letter)•I think an initiative to change the way the city departments and agencies conduct business certainly is called for. I am especially encouraged by the realignment of departmental functions and relationships. (Letter Person D)•Well done report. The missing element is the regional economy and building inter-jurisdictional leadership. (Letter Person E)•We want a city that is easier to do business with. (South Community Meeting) Problem Definition:Housing•52 units—what happened to that money? (North Community Meeting)•The report of 52 units is a flaw in the report. Over 10,000 units were created or maintained. Policy makers chose to tear down housing. (North Community Meeting)• A net gain of 52 units…our knock down/rebuild approach isn’t working. (Mpls.Issues)•I’m sure we gained more than 52 units. (Mpls. Issues)•So neighborhood planning with half its funding spent on housing only gave us 52 units. (Mpls. Issues)•I’m confused about the 52 units—we did 100 in Whittier. (Mpls. Issues)•Is there a way to find out why units were demolished—there may be valid reasons.(Mpls. Issues)Jobs•Counterproductive to look at suburban vs. city jobs. (South Community Meeting)•I am not entirely in agreement that job creation is a primary goal of municipal government. Jobs in this economy are generated by private business. It is thebusiness of governments to provide the critical infrastructure to attract thosebusinesses. No other institution can attract investment and opportunity as can the University of Minnesota. (Letter Person D)Other•The city is being faulted for failure to achieve goals that nobody knew about. I don’t see a connection between that failure and the solutions recommended. (Mpls. Issues Person C)•Don’t see a discussion of poverty. (South Community Meeting)•THAT [spaghetti] graphic is as good as 1000 erroneous words. (Mpls. Issues Person C)•Lacking an outside set of clear and measurable goals, the MCDA devolved into doing what it did best: using its financing tools to make big projects more feasible.Production was measured in terms of more deals, not a set of concrete external goals.(Letter Person E)Recommendation 1: GoalsHousing•What are you going to do to have owner occupied housing so you don’t chase away the middle class? (South Community Meeting)•Fear that while the city is focusing on processes and that the window of opportunity for doing something about affordable housing will close. The change will require political will. How do you develop commitment to this? (Center for Neighborhoods meeting)•Augmenting the city’s efforts on housing and job creation is a worthy endeavor.(Mpls. Issues Person C)Jobs•Are you assuming a livable wage for job creation? (South Community Meeting)•Job creation should be THE city priority coupled with skills/training, get-up-and-get-there sort of program. (Mpls. Issues Person B)•Government does not do well at creating jobs. (South Community Meeting)•What kind of jobs and for whom? (Letter Person E)•The focus should be on maximizing the effective utilization of the human resources that exist within the city. Improve the match between resident’s skill sets and the availability of jobs. (Letter Person E)•Report on firms by SIC code and do shift share analysis. Understand Porter’s clusters. (Letter Person E)Additional Goals•The real goal is to maximize the effectiveness of people through education. (South Community Meeting)•Look at community wealth creation and neighborhood indicators. (South Community Meeting)•Childcare can consume 22 percent of a family budget and 24 percent for housing so childcare is important and inseparable. (South Community Meeting)•The central mission should be promoting sustainable development. (2 posts on Mpls.Issues)•To be “a neighborhood of neighborhoods” is not an unrealistic goal. (Mpls. Issues)•If community development is a focal point for the city, it runs the risk of leaving out key components of city business. If the plan includes safety, parks, and humandevelopment it runs the risk of being all things to all people. The change will require political will. How do you develop commitment to this? (Center for Neighborhoods meeting)•We need to do all 5 of the goals, not just housing and jobs. (South Community Meeting)•Is expanding the tax base part of the economic strategy? (Letter Person E)•Education, education, education. (Letter Person E)Other Goal Comments•At what price are you willing to achieve the city’s goals? [concern for local goals] (South Community Meeting)•How will we set our jobs and affordable housing target numbers? If we throw a number on the wall without an idea of what it implies, we could be doing ourselves a serious planning disservice. (Mpls. Issues)•It is imperative that it strive toward real goals and objectives that are measurable and that are measured and reported on a regular basis. (Letter Person E) Recommendation 2: ProcessRepresentative Neighborhood Organizations•Neighborhoods are not necessarily representative. (Center for Neighborhoods meeting)•There needs to be a mechanism that is representative of the residents and not the neighborhood association. (Mpls. Issues)•Various entities within neighborhoods sometimes prevent it from being democratic.(Mpls. Issues)•The neighborhood association does not equal the neighborhood. (Mpls. Issues)•I want tax dollar decision made by people that I elect, not a group of civil servant wannabes. (Mpls. Issues)•How do we get citizen participation groups to the point where they can be effective representatives of their neighborhood? (Center for Neighborhoods meeting)•Require NRP contracting groups to be truly representative including demographic make-up. (Mpls. Issues,letter)•People who attend endless meetings are not representative of all the people who don’t have the same stamina. (Mpls. Issues)•Clarify the criteria that will be used to authorize neighborhood planning groups in the City’s planning efforts. (Center for Neighborhoods document)•The decision process in neighborhoods is grossly flawed. Neighborhood organizations aren’t accountable, or representative and NRP and MCDA allows it.(same person in North Community Meeting and Mpls Issues)•Who decides which group represents the neighborhood? (North Community Meeting)•Concern about elevating neighborhood plans without making sure that NCP is inclusive of tenants and communities of color. (South Community Meeting)•While the NRP process is not perfect it does embody democracy, those that show up get to “vote” on what they want, and NRP makes a greater effort to get “All” people to the table than any other governmental mechanism that I know of. (Mpls. Issues)•[To make NRP representative of residents instead of inclusive of business and non-profits] get a bunch of neighborhood residents together, go and stack the NRP and neighborhood meetings, and TAKEOVER. Then change it to fit those residentsneeds and wishes. (Mpls. Issues)Neighborhood Organization Representation in the Process•Any mechanism that doesn’t allow for neighborhoods more of a say in city planning is doomed. (Mpls. Issues)•How are neighborhoods going to be lodged in the implementation structure? Will it depend on first come first served? Will it depend on the staff person? (Center for Neighborhoods meeting)•How do we pull neighborhood assets together in a more cohesive manner? (Center for Neighborhoods meeting)•It is unclear how neighborhood fit into the process. (Center for Neighborhoods meeting)•Neighborhoods have worked on their own priorities and not on city priorities. (Center for Neighborhoods meeting)•Recognize neighborhood organizations as official channels for citizen input into the City’s strategic planning process. (Center for Neighborhoods document)•Neighborhoods should weigh in early on city goals. How would the city gather and distill input on goals? (Center for Neighborhoods meeting)•Ensure that neighborhood organizations have access to technical assistance. Look outside City departments for neighborhood technical assistance expertise (that the city could contract with). (Center for Neighborhoods document)•Not all neighborhoods have the same level of sophistication, capacity and accountability. (Center for Neighborhoods meeting)•Better organized neighborhoods could manipulate the process. (Mpls. Issues)•Level the playing field so that it’s not just those neighborhoods/CDCs that know how to work the system that have strong funding. (Council on Foundations meeting)•Make sure that you don’t recreate an “us vs. them” with some neighborhoods banding together against other neighborhoods. (South Community Meeting)•Unlike a lot of neighborhood representatives, I do not see a conflict between neighborhood-level objectives and City objectives. (Letter Person D)•Will there be continuing NRP dollars? (South Community Meeting)•Ensure that neighborhood organizations are sufficiently funded to perform the duties they are asked to perform on behalf of the City. (Center for Neighborhoodsdocument)Other Process Comments•Where do elected officials fit into the process? (Center for Neighborhoods meeting)•Will this work so that I won’t have to call my council member to get issues resolved?(North Community Meeting)•What mechanisms will you have to get rid of people who aren’t providing service?(North Community Meeting)•My concern is that when you begin to measure things, you change them. (South Community Meeting)•Sustainability should be part of the city’s planning process now, regardless of what future reorganization takes place. (Mpls. Issues)•Eliminate onerous “red tape” in the NRP. (Center for Neighborhoods document)•There was no single place and time where the city officials with a hand in the Block E’s approvals met and compared notes. (Mpls. Issues)•Minneapolis desperately needs design and development guidelines. (Letter Person D)Recommendation 3: ReorganizationConcern about the boxes.•Affordable housing should have a more prominent role. (Mpls. Issues, letter)•There is an inherent conflict of interest in combining the regulatory functions and promotion functions into a “one-stop shop.” (Mpls. Issues Person C)•I believe that NRP should remain a separate entity. (E-mail Comment)•If Planning and MCDA are combined, don’t we automatically create a conflict of interest? (Mpls. Issues)•We want to keep our innovative affordable housing personnel for very low income persons in MPHA. TAC is all for increased communication. It is very difficult to handle all types of affordable housing in one department. We remember whenMCDA wasn’t doing a good job administering Public Housing and the MPHA was formed. (MPHA-TAC LETTER)City Manger•Is there any talk about creating the position of City Manager? (Mpls. Issues)•What is the City Coordinator—if not the City Manager? (Mpls. Issues)•You either have a city manager with a mayor as part of the council or you have a strong mayor. But you don’t have what we currently have plus a city manager. (Mpls.Issues Person A)•The CPED director appears to be a city manager. (MPHA-TAC LETTER)•Did you think about a city manager? (South Community Meeting)Concern about how boxes relate to each other.Neighborhood relation to the City•How does this change how neighborhoods work with the city? (North Community Meeting)•What is the role of neighborhood groups and citizen participation? (South Community Meeting)•How would citizen participation funding change? (South Community Meeting)•Will neighborhoods have influence and empowerment? (South Community Meeting)•How will it impact NRP steering committee? (North Community Meeting)•How will the community be involved? (Council on Foundations meeting)•Is the comprehensive plan an aggregate of neighborhood plans or will neighborhood plans be required to enforce the comprehensive plan? (Center for Neighborhoods meeting)•Can we still ensure that what the city chooses and what neighborhoods choose don’t overlap? If the city chooses not to do community gardens, it shouldn’t precludeneighborhoods form doing community gardens. (Center for Neighborhoods meeting)•Define the role of neighborhoods organizations as partners of the City. (Center for Neighborhoods document)•I do not unreasonably fear that subsuming NRP in CPED will necessarily diminish the NRP’s influence. NRP initiatives should be based on concerted master planning efforts that are coordinated with City-wide plans already in place. (Letter Person D)•Local leaders should function as the liaisons with City Hall offices, not City Hall denizens acting as liaisons with neighborhoods. (Letter Person D)•We need to balance local and citywide interests. (2 posts on Mpls. Issues)•Currently neighborhoods don’t merely influence how NRP money is spent—they control it within certain guidelines. Concern about retaining control. (Mpls. Issues)•The concept of a more centralized, rational planning and development procedures is a laudable one. I also believe that subsuming these functions essentially under thestewardship of Planning is a good idea. (Letter Person D)•Concern about how reorganization will affect neighborhood organizations and planning at the neighborhood level. (Mpls. Issues)Other box relationships•How does the Park Board play in? (North Community Meeting)•Why is there a dashed line around EZ? (North Community Meeting)•Like the breaking down of barriers. It gets frustrating when the Park Board won’t work with you. (South Community Meeting)•We need to plan with the School Board. (South Community Meeting)•Unclear how the city is going to control the development functions and capital budgets of the School Board and the Park Board. (Mpls. Issues Person C) FunctionsMulti-jurisdictional Function of NRP•I am concerned about losing the best of NRP because it brings multiple jurisdictions together. (Mpls. Issues)•Making NRP functions part of the city means reporting relationships to other jurisdictions is terminated. That seems contrary to the purpose of getting different governmental bodies to work together. (Mpls. Issues Person C)•NRP draws other jurisdictions together. (Council on Foundations meeting)•NRP is broader than community development. (Center for Neighborhoods meeting) NCP Policy Board Structure and Function•What is the structure and what is the selection process? (Center for Neighborhoods meeting)•What would happen to the current NRP Policy Board? (Center for Neighborhoods meeting)•Conduct an assessment of the NRP Policy Board to determine its effectiveness and use as a governance model. (Center for Neighborhoods document)•Consider having five neighborhood representatives on the NCP Policy Board. (Center for Neighborhoods document)•The NRP Policy board has 5 neighborhood representatives and McKinsey has called for a reduction to 3 neighborhood representatives on the NCP Policy Board. (Mpls.Issues)•Consider ways to increase investment in and accountability to the NCP Policy Board among jurisdictional members. (Center for Neighborhoods document)Other Functions•What are the plans for training the workforce for those newly created jobs? (South Community Meeting)•Will there be staff to train neighborhoods? (Center for Neighborhoods meeting)•Consider establishing five neighborhood regional planning groups. (Center for Neighborhoods document)•Why does the report say to “work directly with the Strategy and Partnership Development to increase acceptance of Section 8 vouchers.” All section 8 vouchers have been used this year. (MPHA-TAC Letter)Other Reorganization Comments•If I have only one liaison, what if that person isn’t responsive? (Currently able to shop around for a preferable staff opinion or service) (North Community Meeting)•How can you think that a new structure will change bad apples? This is a lifetime opportunity to shut down the MCDA. (Mpls. Issues Person A)•Restructuring contains the same ingredients and will still taste the same. (Mpls. Issues Person C)•The one stop shop is crucial, but it’s also necessary to change culture. The change will require political will. How do you develop commitment to this? (Center forNeighborhoods meeting)•One-stop applications is a great idea. (MPHA-TAC Letter)•What does the solution of “one-stop” shopping have to do with the problem of poor results on housing and job creation? (Mpls. Issues Person C)•City centralized planning for affordable housing is a must. (MPHA-TAC Letter)•TAC is unopposed to adding a HDD person to the Board of Commissioners. (MPHA-TAC Letter)•Any reorganization that will coordinate public works projects with local plans will goa long way to restoring to citizens a sense of ownership and participation in decisionsabout their environment. (Letter Person D)Implementation ProcessLegislative changes for implementation•The thing is a minefield in terms of implementation—union negotiations, legislative change. (Mpls. Issues Person A)•Going back to the legislature means you take your chances that NRP could be ended or fundamentally changed. (Mpls. Issues Person A)•It doesn’t conform to state law. (Mpls. Issues Person C)•I’m no lawyer, but the new board would be able to take over NRP without legislative changes as long as the board includes the core representation. (Mpls. Issues)•I don’t think it’s possible to be both a city department and an independent multi-government board at the same time. (Mpls. Issues Person C)•For the director of CPED, does the charter need to change? Do we need state approval? (MPHA-TAC Letter)Involve stakeholders in implementation•How will you inform people of the goals? (North Community Meeting)•What can we do now? (Council on Foundations meeting)•We could convene a work group to bridge the gap between the city and the philanthropic community. (Council on Foundations meeting)•Consult with neighborhood organizations about how to best structure the NUP geographically based teams. (Center for Neighborhoods document)Other implementation comments•Don’t hire a director until the city has a road map. (Mpls. Issues Person A)•Could CPED director be filled by a nationwide search? (MPHA-TAC Letter)•It would be quite a feat to have the new agency up and running within a year’s time.(Mpls. Issues Person B)•The change will require political will. How do you develop commitment to this?(Center for Neighborhoods meeting)•Ensure that the new staff roles at NUP are filled by people with the necessary skills.(Center for Neighborhoods document)•Running a government like a business isn’t all it’s cracked up to be. Specifically, the report just doesn’t seem to contemplate the web of law in which all governments must operate. (Mpls. Issues Person C)•Charter the Office and its departments so that over time it would be assured of being guided by constitutional definitions of its powers rather than by current politics or personalities. (Letter Person D)Other Comments•What weight did McKinsey put on personality and culture? (North Community Meeting)•What weight did McKinsey give to race? (North Community Meeting)•Understanding the demographics of immigrant is critical. (Letter Person E)•Why was Civil Rights outside of the scope? (North Community Meeting)•How will you address the long term needs of the Latino and African American people? (South Community Meeting)•We are part of a regional economy and need coalitions with suburban communities.(South Community Meeting)。
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?
麦肯锡给医药行业的报告(英文版)
LATENT DEMAND; PEOPLE GENERALLY SEEK TREATMENT IN
Percent
CLINICS AND PHARMACIES
Motilium’s market share
Moti of significant leakage along the patient flow
BROAD MARKET REPRESENTS 94% OF OVERALL DEMAND FOR
BROAD MARKET DRUGS
Broad market
Broad market drug sales breakdown by geography Percent
100%= 3.6
2.3
1.3 Bn RMB
No time to visit hospital
Pharmaceutical market deregulation policy
More and more pharmacies & clinics Conveniently located
Largest hospitals in city and county
麦肯锡给医药行业的报 告（英文版）
2023/5/9
麦肯锡给医药行业的报告（英文版）
McKinsey Broad Market Study Process
• Project design (Q1, 2003) • Project review with local and regional J-C team (Apr. 03) • Survey market selection (Apr. 03) • Field work in 2 cities in Shandong (May 03) • 1st interim report (mid-June 03) • Field work in 2 cities in Sichuan (mid-June – mid-July 03) • 2nd interim report and Killer Idea workshop (end July 03) • Final report (Aug. 03) • Presentation to corporate management (Sept. 03)
书面咨询报告模板英语范文
书面咨询报告模板英语范文1. IntroductionAs requested, this report outlines the advice and recommendations for [enter client’s name] regarding [enter topic]. The recommendations provided are based on the analysis of the current situation, the research findings and the expertise of the [enter company or expert team] in this field.2. Background[Enter client’s name or organization], located in [enter location], operates in the [enter sector] sector. The company/organization seeks advice regarding [enter topic] to [enter objective/the purpose].3. AnalysisAfter thorough analysis, we found that [enter findings]. The following are the significant findings related to [enter topic]:•[Enter analysis 1]•[Enter analysis 2]•[Enter analysis 3]•[Enter analysis 4]4. RecommendationsBased on the above analysis, we have identified several key actions to address the issues highlighted and improve the current situation. The recommendations are:1.[Enter recommendation 1]2.[Enter recommendation 2]3.[Enter recommendation 3]4.[Enter recommendation 4]5. ConclusionIn conclusion, we believe that the above recommendations will be effective in addressing the current situation faced by [enter client’s name or organization]. If you have any questions or require additional information, please feel free to contact us.6. References[Enter references or sources where appropriate].。
麦肯锡战略分析报告范文模板
麦肯锡战略分析报告范文模板战略规划制定及实施流程研讨会SCM010727BJ-trategicplan(GB)研讨会的内容制定强有力的公司战略规划通过经营计划预算和业绩管理流程来保证战略的实施通过经营计划/预算和业绩管理流程来保证战略的实施确定并建立核心竞争力来支持战略规划的实现制定强有力的公司战略规划目录SCM010727BJ-trategicplan(GB)¶战略规划方法¶成功的战略规划案例¶对某某公司战略规划流程的启示公司战略规划流程的启示3战略规划程序的要点与预期效果战略议题分析及解决公司总部制定/确认公司总部制定确认公司战略各业务单元制定部门发展战略SCM010727BJ-trategicplan(GB)质询/批准公布战质询批准/公布战批准略规划要点程序的起点，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预期效果战略规划作为每年规划、经营/预算建立必要的制度，培养相应的战略规划能力，确保公司在快速变化的市场中，制订新的发展方向及战略，以求生存、发展帮助总裁及高层领导将精力集中于最重要的领域，通过对战略规划的质询、指导来领导公司发展，而不再是日常工作中的干预、“救火”公司业务的持续、获利发展4SCM010727BJ-trategicplan(GB)对企业的发展至关重要CEO和最高领导层的指导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业务群和业务单元规划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5战略规划程序的目的和原则SCM010727BJ-trategicplan(GB)目的制定公司以及各商品/经营中心未来三年的战略发展目标，包括在哪些市场及如何进行竞争，以及量化的财务目标及资源需求预测公司领导通过对各商品/经营中心战略规划的严格质询，指导商品/经营中心的战略发展方向原则战略规划是公司发展宏图的体现及细化，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竞争形势分析为基础战略规划每年要进行审核及向前滚动修正，以适应市场变化的需要3.总部质询/批准商品/经营中心战略规划2.中心/业务部制定部门战略1.公司总部制定/确认公司战略战略议题分析及解决主要内容(以商品/经营中心规划为例)1.商品/经营中心发展宏图及三年战略目标概述2.宏观经济环境及行业发展分析，及对商品/经营中心的影响分析3.本商品/经营中心现状分析4.公司面临的主要竞争对手分析(国内外竞争者)5.本公司三年战略(方案)6.公司三年财务目标预测7.配合公司战略的主要资源需求预测8.和前一年战略规划的差异及总结6战略规划通常以年度为周期制定/战略规划通常以年度为周期制定/审查相关高层会议一月二月三月四月五月六月七月八月九月SCM010727BJ-trategicplan(GB)示例十月十一月十二月公司总部业务单元质询/制订公司制订发展修改总体战略战略战略方向年度计划执行公司下业务单元修正/批达期望制订准业务单元业绩指计划标和预算计划人力资源计划战略质询会7战略规划程序流程战略议题分析及解决公司总部初步形成/确公司总部初步形成确认战略方向及目标重新评价质询、形成公司发展初步战略方宏图向及目标SCM010727BJ-trategicplan(GB)战略会议/质询会中心/业务部制定部中心业务部制定部门发展战略质询/批准公布战质询批准/公布战批准略规划质询会公司最高领导层发现、关注新问题；组织特别战略工作小组深入调查或解决总部战略规划部门进行状况分析；发现公司战略新问题解决部分战略问题在总裁领导下提出公司战略方向及目标；汇总、收集中心负责人意见提供建议向各中心下为中心的战对各中心战略规划达公司战略略规划提供逐一质询，保证各规划期望及必要的建议中心战略与公司总的发展方向和目标原则；建议相一致；最终批准各中心应特中心规划别关注和解决的议题参与质询会，向公司领导提供分析及技术支持形成公司及各中心战略规划文本商品/经营商品经营中心负责人商品/经营商品经营中心战略规划部商品业务部负责人发现、关注与中心业务相关的新问题；组织深入调查或解决在中心战略规划部门的支持下，起草、制定中心的战略规划陈述本中心战略规划；进行规划之必要修正进行现状分析解决新问；发现本中心题战略新问题提供输入提供技术分析支持参与质询会议，提供领导分析及技术支持参与质询会议，陈述本商品业务部之战略规划8制订本商品业务部的战略发展规划，输入至中心的整体战略规划战略规划所涉及职能的角色和关键责任战略议题分析及解决公司总部制定/确认公司总部制定确认公司战略中心/业务部制定部中心业务部制定部门发展战略SCM010727BJ-trategicplan(GB)质询/批准公布战质询批准/公布战批准略规划公司最高领导层审核前期业绩及战略形成当期公司总部初指导业务部对战略进指标完成情况发现公司战略新问题步的战略方向及目标行深入分析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总部战略规划部门为最高领导层提供分为最高领导层提供分提供战略模板析支持，衡量业绩表析支持，提出战略方向业务部提供指导和现，新的战略机遇和挑战分析向及目标帮助积极参与管理业务部商品/经营商品经营总结前期中心级业绩制定中心战略目标确保战略规划过程按战略的制定完成情况中心深入调查业务相关的照计划进行对初步的业务部战略新的战略机遇/挑战提出修改要求制定经营中心战略商品业务部保证各经营中心和业务部战略计划的质量陈述经营中心战略根据公司总体战略目标和经营中心的战略目标，分解制定本业务部战略向最高领导层陈述业务部战略9SCM010727BJ-trategicplan(GB)交互的战略规划过程保证了总部目标与各业务单元目标的一致性由上至下公司最高领导层由下至上单元规划输入至中心的整体战略规划，并接受经营中心的审核各经营中心将各中心规划向最高领导层汇报，接受指导和审查最高领导层根据公司战略目标审核各经营中心的战略，确保各经营中心战略与公司总体战略目标一致公司总部首先制定整个公司的未来战略方向及长远目标公司总部将整体战略目标根据战略优先顺序分解到各个经营中心公司将分解目标传达给各经营中心，由各经营中心根据规划制定中心的战略经营中心再将战略分解到各业务单元，由各业务单元制定本单元战略规划各业务单元将业务经营中心业务单元业务单元业务单元10SCM010727BJ-trategicplan(GB)各层次战略计划的侧重点各不相同远景目标长期/财务目标长期/业务群及业务单元组合投资分配大型发展机遇业务单元组合投资分配相关增长机遇创造和利用协同效应发展何公司经营中心11公司总部在战略规划中的职责取决于其在公司管理中的角色决定因素决策的重要性/风险/时间限制机构成熟度业务业绩行业动态经营典型活动范例1、经营式标，审批业务单元战略沃尔玛提出并领导大部分的投资麦当劳计划和改善方法介入每月的财务及营运审核，并负责主要议题的决策SCM010727BJ-trategicplan(GB)1下达细致的战略方向与目联合利华战略计划战略指导方针财务2、战略控制式3、战略建筑师式4、金融控股式独立的共享技共享业同一业术务系统务系统相互关联/整合程度业务组合组织架构协同绩效规模道业务单元的战略，制定、审核、批准业务单元战略每季度进行财务及营运审提供战略方向并修正业务3核果公司电2下达明确总体战略目标知某某公司电气BankOne百事惠普三星单位自行建立的战略每季度审核财务及营运成迪斯尼4几乎不参与业务单元战略TE的Wallenberg在非常情况下介入下属业Berkhire务单位的营运，以确保它Hathaway们达标无误12SCM010727BJ-trategicplan(GB)根据对某某公司的了解，我们认为公司公司总部根据对公司的了解，我们认为某某公司公司总部公司的了解应采用“战略控制式”应采用“战略控制式”模式制定战略规划中的职责1、经营式2、战略、控制式3、战略建筑师式4、金融控股式在战略规划的开始向各经营中心或业务单元下达较明确的战略目标每年的收入及利润增长率市场份额投资资本回报率利润空间净现金流增长率在战略规划的后期通过质询及审核，提出修改要求并最终批准各经营中心和业务单元的战略规划举例13三个战略分析方法分别用于战略规划中的三个重要环节“五种力量对比”理论五种力量对比”SCM010727BJ-trategicplan(GB)战略规划内容市场环境分析战略制订内部竞争力分析组织结构及能力财务预测基于价值链的业务模型“SWOT”分析14对市场环境分析的十分有用的“五种力量”对市场环境分析的十分有用的“五种力量”理论1.决定供应商力量大小的主要因素所供应货品/服务的差别程度供应商变更成本是否存在替代品供应商的市场份额采购量对于供应商是否重要该供应货品/服务占总成本的比例该供应货品/服务对下游产品区别性的影响行业供应链上竖向一体化的趋势1.供应商2.SCM010727BJ-trategicplan(GB)2.新玩家3.买家决定进入壁垒强弱的主要因素规模经济技术专长的多少品牌的强弱顾客转变成本是否资本密集获得分销渠道的难易成本优势的坚固程度现有厂家的行为特点5.行业内部竞争程度3.4.替代产品5.决定行业内部竞争程度的主要因素行业增长速度固定成本/附加价值能力利用率产品差异程度品牌认知度转换成本市场份额的集中与平衡信息复杂度竞争者的背景退出成本––––––4.决定替代威胁性的主要因素替代品的价格转换成本买家对替代品的接受程度––––––决定买方力量大小的主要因素讨价还价能力相对市场份额数量转换成本信息竖向一体化的能力替代产品价格敏感性采购总量产品差异性品牌对质量感受的影响买方的利润决策者的动机15SCM010727BJ-trategicplan(GB)SWOT分析把公司内部竞争力与外部环境结合起分析把公司内部竞争力与外部环境结合起来对付威胁机会/挑战供与求各将如何变化？行业各环节的经济效益将如何变化造成行业剧变额潜在契机有那些？竞争对手将有什么举动？优势/弱点公司靠什么资产/能力来保持与加强目前的竞争地位？削弱公司竞争力的资产/能力有那些？发挥优势化工公司利用机会弥补弱点从各种外部因素中找出潜在的机会于挑战可用来作内部能力评价和竞争分析16基于价值链的业务模型概括了业务战略的各要素价值定位选择价值理解价值决定利益/决定利益/选定目标需求价格比产品和工艺流程设计采购SCM010727BJ-trategicplan(GB)价值交付系统提供价值制造交货和收服务费信息内容宣传价值广告促销及公关如何提高经营额和市场份额(损益表上部)损益表上部)如何进行市场细分向目标市场提供什么与竞争对手不同的价值如何让客户认为他们付出的价钱是合理的如何创造与交付产品和服务(损益表中部)损益表中部)如何以最低成本提供所承诺的价值如何获取所需的能力如何利用已有的能力提高单个行为的效率改善行为之间的协同性如何销售(损益表下部)损益表下部)如何让客户理解我们的价值定位如何提升客户对于我们的价值感受如何把价值宣传变成竞争致胜的工具17SCM010727BJ-trategicplan(GB)3.1业务单元战略及业务计划要点业务单元战略及业务计划要点1.市场及竞争环境1.1.市场供应1.2.进入壁垒1.3.市场需求1.4.替代品1.5.竞争态势1.6.政策影响2.某某公司内部竞争力分析公司内部竞争力分析2.1.优势2.2.劣势2.3.机会2.4.威胁3.战略3.1.使命和远景为何使命和远景(为何为何)3.2.产品和服务组合何种产品和服务组合(何种何种)3.3.价值定位3.4.战略举措优先排序3.5.成长阶段何时成长阶段(何时何时)3.6.价值实现和能力获取如何价值实现和能力获取(如何价值实现和能力获取如何)3.7.实施计划3.8.机会及风险5.组织结构要求组织结构概述4.财务预测4.1.损益预测4.2.现金流量预测4.3.敏感性分析18。
麦肯锡咨询报告与流程分析(英文版)
Develop Systemic Performanc e Measures
Realize Change
Measure Success
PHASE 1
Determine What to
Benchmark
Organize Steering Committee
Assess Organizational Receptiveness
Needs
Perform Targeted Analysis
Design & Develop Alternative Solutions
Test & Refine Solutions
Develop Systemic Performanc e Measures
Realize Change
Measure Success
Measure Success
Project Planning
and Organization
Understand Your Own
Process
Select and Recruit Benchmarking
Partners
Collect Field Data
Analyse Current and
Future Performance
Develop Systemic Performanc e Measures
Realize Change
Measure Success
PHASE 1
Determine What to
Benchmark
Organize Steering Committee
Assess Organizational Receptiveness
麦肯锡—咨询手册—麦肯锡分析问题的框架和思路(英文)
Institutional1. Preparing for change . . . amplifying change and . . . and reinforcing change izing a change mindset
Launching
Developing felt need. . . . . . and vision building change . . .
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated Structure The people in the organization, considered in terms of corporate demographics, not individual personalities Style The way managers collectively behave with respect to use of time, attention and symbolic actions
Capabilities
possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people Structure Shared Values
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
麦肯锡战略咨询手册英文版课件
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
麦肯锡案例面试题
麦肯锡案例面试题：Magna Health案例分析(英文，有答案)面试, 案例分析Practice CasesMagna HealthIntroductionTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or she wants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are ten questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.Start Case Study====================================================================== =======================================Client Goal: To determine how to improve its financial situation.Our client is Magna Health, a health care company in the Midwest. It both insures patients and provides health care services. Employers pay a fixed premium to Magna for each of their employees in return for which Magna covers all necessary health services of the employee(ranging from physician care and medications to hospitalization).Magna currently has 300,000 patients enrolled in its plan. It has 300 salaried physician employees who provide a broad range of services to patients in six centers. These physicians represent a wide range of specialty areas, but not all areas. When a patient needs medical treatment in a specialty area not covered by a Magna physician, they are referred outside of the Magna network for care, and Magna pays all referral costs on a fee-for-service basis. Magna does not own any hospitals itself, instead contracting services from several local hospitals.Magna's CEO has retained McKinsey to help determine what is causing the declining profitability and how Magna might fix it.QUESTION 1What key areas would you want to explore in order to understand Magna's decline in profitability? ANSWER 1Some possible areas are given below. Great job if you identified several of these and perhaps some others.Magna's revenuesPrice paid by employer for employee health coverage.Number of employees covered by Magna.Magna's costs (or fixed and variable costs)Magna's main cost components consist of administrative (non-medical) and medical costs (e.g., hospital, drugs, outpatient care)Outpatient costs can be split into internal physician costs versus external referral costsMagna's patient base demographics/overall risk profile which may affect medical costs====================================================================== =======================================QUESTION 2The team discovers that the demographics of Magna's subscribers have changed significantly in the past 5 years, from majority industrial workers/laborers to majority office employees. Knowing this, are there any specific areas you would investigate first?ANSWER 2We are looking for a few responses, similar to the ones below:Claim costs, as the change in the subscriber base will change the profile of diseases (e.g., more heart disease/stress and less work related injury)External referral costs, due to the change in the disease profile for which they have in-house competency====================================================================== =======================================QUESTION 3After reviewing the basics of Magna's business, your team believes that one of the root causes of Magna's financial problems is how it manages medical costs, particularly the cost of referrals to specialists outside of its physician network. Your team has gathered the following information on Magna and its primary competitor, Sunshine HMO:Number of patientsAverage cost of referral(per member per month)Magna Health300,000$20Sunshine HMO500,000$15What are the most likely reasons that the average cost of referral at Magna is higher than at Sunshine? (At this point you should feel free to offer hypotheses, and you could ask your interviewer questions to clarify the information)ANSWER 3Although there are a number of possible responses, you might have the following suggestions:Referral pricing: Magna might be paying more than Sunshine for specialist services (e.g., its outside contracts with oncologists might be at higher rates than Sunshine's contracts).Number of referrals: Magna's physicians might have different practice patterns than Sunshine physicians, i.e., they may be less comfortable treating heart disease patients or have different training/protocols.Mix of specialties: Magna's mix of specialties that requires referrals (cardiology and neurosurgery) are probably more expensive specialties (than cardiology and psychiatry, Sunshine's referral specialties).Mix of patients: Magna has sicker or older (>65) patients (individuals over 65 are more likely to need medical care in the specialty areas outside of Magna's network, particularly cardiology).====================================================================== =======================================QUESTION 4What analyses would you do if the things you suggest were contributing to this problem? ANSWER 4In giving the answer, it's useful if you are clear about how the analysis you are proposing would help to answer the question posed.You might take the following approach, where we’ve outlined different areas of analysis: Referral pricing:Gain data on prices currently being paid by Magna for a sample of common specialtiesGain similar data for a competitor if possible for an industry average (perhaps through interviews with non-Magna specialists)Number of referrals:Interview Magna physicians and non-Magna physicians to see if any obvious behavioral differences existConsult industry publications on this issueMix of specialties:Check number of referrals by specialty for Magna and estimate similar for SunshineInterviews with external specialties used by Sunshine may help again hereMix of patients:Compare demographic data for Magna and Sunshine: should be easy to obtain from Magna; a scan of the employee schemes covered by Sunshine should give a good general picture of their demographic profileSee if Magna's referral cost has increased in line with the change in demographics of the subscribers====================================================================== =======================================QUESTION 5Magna's CEO has a hypothesis that Magna is paying too much in cardiology referral costs for its patient population. He asks the McKinsey team to look at Magna's cardiac patient population more closely and tell him how many referrals he should expect on an annual basis. Assume the following:Magna has 300,000 patients in any one year20 percent of its patients are age 65 or olderIn the U.S., patients with serious heart disease visit specialists (cardiologists) on average of five times per yearYou should always feel free to ask your interviewer additional questions to help you with your response. In this case, you should recognize the need to know the prevalence rate of serious heart disease to complete this calculation. Once asked, your interviewer would provide you with the following information:The prevalence rate of serious heart disease in the 65+ population is 30 percentThe prevalence rate of serious heart disease in the under age 65 population is 10 percentANSWER 5While you may find that doing straightforward math problems in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Based on the correct calculations, your response should be as follows: Magna should expect 210,000 cardiac referrals annually based on its patient population. You should have approached the calculations as follows to arrive at that answer:300,000 total patients20 percent x 300,000 = 60,000 patients age 65+18,000 x 5 = 90,000 referrals per year240,000 Magna patients under the age of 65240,000 patients x 10 percent = 24,000 patients under age 65 with serious heart disease and 24,000 x 5 visits peryear = 120,000 visits per year total90,000 + 120,000 visits per year = 210,000 total Magna patient external cardiology visits====================================================================== =======================================QUESTION 6When the team tells Magna's CEO that based on Magna's patient population he should expect about 210,000 cardiology referrals a year he exclaims, "We currently pay for 300,000 annual cardiology referrals for our patient population!"Why might Magna's annual cardiology referrals be significantly higher than U.S. averages?What would you do to try to verify if any of these were a key cause of this problem?ANSWER 6We would not expect you to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your reasons will bring you closer to why the referrals might be higher.There are a number of answers to these questions, and you are on the right track if your responses included some of the ones below:The prevalence rate of heart disease in Magna's patient population is higher than average. To see if this was a cause of the problem, McKinsey should audit the internal data on heart disease prevalence and compare it to US National data.Magna's primary care physicians are referring patients who do not have serious heart disease to specialists. The team should interview specialists to get their opinion, or follow through a sample of patients who were referred.Primary care physicians are not comfortable (e.g., they are poorly trained or inexperienced) treating cardiac patients, even those with minor problems; they want to avoid malpractice suits. McKinsey should interview Magna physicians and institute an external review.Magna doesn't have clear guidelines on when physicians should be referring patients to specialists(or if guidelines exist, physicians are not complying with them). The team should gain an expert opinion on the current guidelines to see if this was a key cause of the problem.There are no incentives or penalties to prevent physicians from referring patients with less serious problems to specialists. In order to verify this is a key cause of the problem, the team should review incentive schemes if they exist. They should also compare similar companies/situations (e.g., prescription control mechanisms, etc.).====================================================================== =======================================QUESTION 7At this point in the study, you bump into Magna's Head of Health Services in the corridor. He is responsible for all matters related to the provision of services to subscribers, both inside and outside the Magna Network. He asks you if you have made any progress. How would you respond?ANSWER 7Think about the person you are talking with, and how best to communicate the findings you have come up with so far.The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'd consider ourselves to be early in the overall project at this point in the case, we do want to be able to share our current perspective. One ideal answer would include the following points:FindingsWe have investigated all the drivers of profit for Magna. Although there is likely to be room for improvement in a lot of areas, it seems the claims cost is a big area for improvement.Relative to the market and to competitors, Magna seems to have high claims cost per patient. Our initial indication is that there may be highest room for improvements in the cost of referrals outside the network.There are a number of reasons as to why this may be happening (list as in previous question). Next StepsWe are working to pin down the most significant reasons why Magna has high claims cost per patient.We are going to be looking into other areas such as reduction potential in other costs, as well as improvement potential in terms of premiums or other sources of revenue.====================================================================== =======================================QUESTION 8After some additional investigation, your team thinks that changing the behavior of Magna's primary care physicians has potential to reduce cardiac referral costs while maintaining high-quality care. The team believes that introducing some sort of incentive plan for physicians might help reduce the referral rate.The team's idea for a pilot plan is to increase overall fees that Magna pays to primary care physicians to handle more of their patients' basic cardiology needs. Overall fee increases would total $1 million.In addition to the team's proposal, Magna's medical director wants to pilot the following idea: Magna pays bonuses of $100,000 per year to each of the 10 primary care physicians with the lowest cardiac referral rates consistent with good patient outcomes.Although the team mentions to the medical director that there are other issues to consider relating to the pilot that are not financial, such as the ethical impact of incentivizing physicians not to refer patients to specialist treatment, he wants the team to do the first calculation including both ideas. How many fewer cardiology referrals will Magna need to have in order to recoup the cost of the pilot incentive plan (including the team's and the medical director's idea)? For simplicity’s sake assume:The cost of a cardiology referral is $200.Magna currently has 300,000 cardiology referrals per year.ANSWER 8If the incentive plan reduces cardiology referrals by 3.3 percent or 10,000 referrals, Magna will recoup the cost of the incentive plan. One potential approach to the calculation:$1 million + (10 * $100,000) = $2 million for incentive plan$2 million/$200 =10,000 referrals10,000 referrals/300,000 total referrals = 3.3 percent reduction would pay for incentive program====================================================================== =======================================QUESTION 9Your team projects that the incentive plan has the potential to reduce referrals by 5 percent in its first year, and an additional 2 percent in its second year. If these projections are correct, how much referral cost could Magna save in total over the first two years of the incentive plan?ANSWER 9Referral costs would be $4.14 million lower in the second year. Over the two years Magna wouldsave $7.14 million. One potential approach to the calculation:Year 1 Savings with Program300,000 total referrals5 percent reduction in referrals = 15,000 referrals15,000 x $200 = $3.0 million in savings in year 1Year 2 Savings with Program285,000 total referrals2 percent reduction in referrals = 5,700 referrals5,700 x $200 = $1.14 million in savings$3 + $1.14 = $4.14 million in savingsTherefore, total cumulative savings over the 2 years = Year 1 savings + Year 2 savings = $3.0m + $4.14m = $7.14m.====================================================================== =======================================QUESTION 10Your team presents its physician incentive proposal to Magna’s CEO. The CEO, in consultation with his medical director, agrees that this is feasible and says that they will definitely pilot the overall higher fees to primary care physicians to handle more of the basic cardiology needs and they will think about the idea with the bonuses again due to the ethical concerns the team raised.At the end of the meeting the CEO says, "I like the work you’ve done, but e ven if we did implement the bonus payment it's not enough to address our current financial situation. Physicians are professionals who care deeply about patient care and I think there's a limit to how much cost we can expect to reduce utilizing financial incentives exclusively. Besides cardiac financial incentive programs, what other ideas should we consider to reduce the cost of Magna's specialist referrals?"Based on what we have discussed today, and any other ideas you might have, how would you respond to the CEO?ANSWER 10You may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. This question is a good one for demonstrating creativity because there's a long list of possible ideas. You might give the following response:Pursue additional ways to change physician behaviorProvide training on how to treat patients with minor or stable medical problemsDefine and clarify medical guidelines for referrals (e.g., establish a medical committee to define the difference between “serious” and "minor" heart disease)Institute peer review committee charged with approving a subset of referrals (e.g., those that are considered "high cost")Spend time investigating "outlier" physicians (i.e., those who seem to refer patients to specialists at much higher rates than others) to determine how widespread the referral problem is and whether simply focusing on a few physicians will dramatically reduce referral costsDetermine whether Magna can reduce referral costs in the other medical areas where it does not have specialists (i.e., neurosurgery)Look at the contracts Magna has for specialist services to determine if it is paying too much relative to competitorsConsider whether bringing cardiology, neurosurgery, and oncology specialists in-house (i.e., within Magna) might reduce cost转载请注明出自应届生求职招聘论坛/,本贴地址:/thread-136794-1-1.html。
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Develop Systemic Performance Measures
Realize Change
Measure Success
PHASE 1
Determine What to
Benchmark
Organize Steering Committee
Assess Organizational Receptiveness
Gaps
Adapt and
Incorporate
Best Practices
Measure and
Recalibrate
Assess Systemic
Needs
Perform Targeted Analysis
Design & Develop Alternative Solutions
Test & Refine Solutions
Partners
Collect Field Date Performance
Gaps
Adapt and
Incorporate
Best Practices
Measure and
Recalibrate
Learn and Share
Manage the Process
Identify Potential Companies
Evaluate The Potential Companies
Recruit The Benchmarking
Partner(s)
Assess Systemic
Needs
Perform Targeted Analysis
Gaps
Adapt and
Incorporate
Best Practices
Measure and
Recalibrate
Assess Systemic
Needs
Perform Targeted Analysis
Design & Develop Alternative Solutions
Test & Refine Solutions
Needs
Perform Targeted Analysis
Design & Develop Alternative Solutions
Test & Refine Solutions
Develop Systemic Performance Measures
Realize Change
Measure Success
Needs
Perform Targeted Analysis
Design & Develop Alternative Solutions
Test & Refine Solutions
Develop Systemic Performance Measures
Realize Change
Measure Success
Measure Success
Project Planning
and Organization
Understand Your Own
Process
Select and Recruit Benchmarking
Partners
Collect Field Data
Analyse Current and
Future Performance
For Change
Design Benchmarking
Analysis Framework
Organize The Project
Create Communication
Plan
Conduct Background
Research
Quality Assurance
Assess Systemic
Develop Systemic Performance Measures
Realize Change
Measure Success
PHASE 1
Determine What to
Benchmark
Organize Steering Committee
Assess Organizational Receptiveness
For Change
Design Benchmarking
Analysis Framework
Organize The Project
Create Communication
Plan
Conduct Background
Research
Quality Assurance
Assess Systemic
Design & Develop Alternative Solutions
Test & Refine Solutions
Develop Systemic Performance Measures
Realize Change
Measure Success
PHASE 3
Establish Criteria For Selection
Project Planning
and Organization
Understand Your Own
Process
Select and Recruit Benchmarking
Partners
Collect Field Data
Analyse Current and
Future Performance
Build Relationships
BENCHMARKING PROJECT APPROACH Enable Change
Project Planning
and Organization
Understand Your Own
Process
Select and Recruit Benchmarking
Assess Systemic
Needs
Perform Targeted Analysis
Design & Develop Alternative Solutions
Test & Refine Solutions
Develop Systemic Performance Measures
Realize Change
PHASE 2
Analyse Current Processes
Determine and Collect Key Performance
Indicators
Determine Processes Problems
Assess Systemic
Needs
Perform Targeted Analysis