最全麦肯锡战略分析工具

最全麦肯锡战略分析工具

BU Strategic Plan Template Book STRATEGY

PLANNING INSTRUCTIONS TABLE OF CONTENTS BU STRATEGIC PLAN DEVELOPMENT I

EXECUTIVE SUMMARY IIA INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY IIA

INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 1 IIA INDUSTRY DYNAMICS

-UP 2 IIA INDUSTRY DYNAMICS AND IMPLICATIONS – AND IMPLICATIONS –BACK

BACK-UP 3 IIA INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 4 IIB COMPETITIVE ASSESSMENT – SUMMARY IIB COMPETITIVE ASSESSMENT –

BACK-UP

1 IIB COMPETITIVE ASSESSMENT – BACK-UP

2 IIC INTERNAL ASSESSMENT –

BACK-UP 1 IIC INTERNAL ASSESSMENT SUMMARY IIC INTERNAL ASSESSMENT –– BACK-UP 2 IIC INTERNAL ASSESSMENT – BACK-UP 3 IIIA STRATEGY ARTICULATION – SUMMARY IIIA STRATEGY ARTICULATION – BACK-UP 1 IIIA STRATEGY ARTICULATION – BACK-UP 2 IIIA STRATEGY ARTICULATION –BACK-UP

3 IIIA STRATEGY ARTICULATION – BACK-UP

4 IIIB STRATEGIC

INITIATIVES – SUMMARY IIIB STRATEGIC INITIATIVES – BACK-UP 1 IIIB STRATEGIC INITIATIVES – BACK-UP 2 IIIB STRATEGIC INITIATIVES – BACK-UP 3 IIIB

STRATEGIC INITIATIVES – BACK-UP 4 IIIC FINANCIAL PROJECTIONS –SUMMARY

IIIC FINANCIAL PROJECTIONS – BACK-UP 1 IIIC FINANCIAL PROJECTIONS –

BACK-UP 2 IIIC FINANCIAL PROJECTIONS – BACK-UP 3 IIIC FINANCIAL PROJECTIONS – BACK-UP 4 IIID RISKSCONTINGENCIES STRATEGIC ALTERNATIVES– SUMMARY IIID RISKSCONTINGENCIES STRATEGIC ALTERNATIVES –BACK-UP 1 IIID RISKSCONTINGENCIES STRATEGIC ALTERNATIVES – BACK-UP

2 IIID RISKSCONTINGENCIES STRATEGIC ALTERNATIVES – BACK-UP

3 SEGMENT

ANALYSIS STRUCTURE-CONDUCT-PERFORMANCE SCP MODEL SWOT ANALYSIS

CAPABILITY PLATFORM ASSESSMENT OF SOURCES OF

COMPETITIVE ADVANTAGE 12 CAPABILITY PLATFORM ASSESSMENT OF SOURCES OF COMPETITIVE ADVANTAGE 22 COMPETITOR CAPABILITY COMPARISON BENCHMARK PERFORMANCE AGAINST RELEVANT INDUSTRY KPIs SEGMENT ANALYSIS TREND ANALYSIS – RETURN ON CAPITAL EMPLOYED ROCE TREND ANALYSIS – CASH INTANGIBLE ASSET CHECKLIST WHERE TO COMPETE VALUE PROPOSITION BUSINESS MODEL STRATEGIC INITIATIVES SOURCES OF VALUE STRATEGIC INITIATIVES VALUE QUANTIFICATION STRATEGIC INITIATIVES RESOURCING REQUIREMENTS DEFINITION OF RISKS C1 What are the key assumptions Profit and loss eg revenues costs margin Balance sheet Corporate center directives Corporate center assumptions BASE CASE Business unit assumptions Revenues Market size Market share Price Costs Input costs Production costs Other costs eg SGA Margins Gross margin Operating

margin Capital Planned investments divestments Changes in working

capital 2002 KEY FORECAST ASSUMPTIONS 2003 2004 Growth rate Corporate center assumptions 2002 2003

2004 Key economic indicators GDP growth Consumer price index

Exchange rate PhP USD 91-day T-bill rate Corporate tax rate

Instructions

These are the minimum required assumptions Feel free to add other assumptions relevant to your BU C2 What is your projected net income in the next few years Income statement forecast BASE CASE Historical Sales Cost of goods sold Gross profit Operating expenses Operating profit Other expenses Taxes Net profit 1999 FORECASTED INCOME STATEMENT 2000 In PhP million Forecast 2001 2002 2003 2004 CAGR 1999-2004 Growth analysis Sales

Gross profit Operating profit Net profit Margin analysis Gross margin Operating margin Net margin Key assumptions not listed earlier should be detailed at the bottom of the chart The impact of planned initiatives on the revenues and costs should be established clearly with additional attachments if required Best estimates on possible actual results Instructions

These are the minimum required income statement accounts and analyses Feel free to add other accounts and analyses relevant to your BU C3

What is your expected cash generation ability over the medium term Cash flow forecast Instructions