最全麦肯锡战略分析工具文档格式.docx

最全麦肯锡战略分析工具文档格式.docx

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COMPETITIVEASSESSMENT–SUMMARYIIBCOMPETITIVEASSESSMENT–BACK-UP

1IIBCOMPETITIVEASSESSMENT–BACK-UP2IICINTERNALASSESSMENT–

BACK-UP1IICINTERNALASSESSMENTSUMMARYIICINTERNALASSESSMENT–

–BACK-UP2IICINTERNALASSESSMENT–BACK-UP3IIIASTRATEGYARTICULATION–SUMMARYIIIASTRATEGYARTICULATION–BACK-UP1IIIA

STRATEGYARTICULATION–BACK-UP2IIIASTRATEGYARTICULATION–BACK-UP

3IIIASTRATEGYARTICULATION–BACK-UP4IIIBSTRATEGICINITIATIVES–SUMMARYIIIBSTRATEGICINITIATIVES–BACK-UP1IIIBSTRATEGICINITIATIVES–BACK-UP2IIIBSTRATEGICINITIATIVES–BACK-UP3IIIB

STRATEGICINITIATIVES–BACK-UP4IIICFINANCIALPROJECTIONS–SUMMARY

IIICFINANCIALPROJECTIONS–BACK-UP1IIICFINANCIALPROJECTIONS–

BACK-UP2IIICFINANCIALPROJECTIONS–BACK-UP3IIICFINANCIAL

PROJECTIONS–BACK-UP4IIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES–SUMMARYIIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES–BACK-UP1IIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES–BACK-UP

2IIIDRISKSCONTINGENCIESSTRATEGICALTERNATIVES–BACK-UP3SEGMENT

ANALYSISSTRUCTURE-CONDUCT-PERFORMANCESCPMODELSWOTANALYSIS

CAPABILITYPLATFORMASSESSMENTOFSOURCESOF

COMPETITIVEADVANTAGE12CAPABILITYPLATFORMASSESSMENTOFSOURCESOFCOMPETITIVEADVANTAGE22COMPETITORCAPABILITYCOMPARISONBENCHMARKPERFORMANCEAGAINSTRELEVANTINDUSTRYKPIsSEGMENTANALYSISTRENDANALYSIS–RETURNONCAPITALEMPLOYEDROCETRENDANALYSIS–CASH

INTANGIBLEASSETCHECKLISTWHERETOCOMPETEVALUEPROPOSITIONBUSINESSMODELSTRATEGICINITIATIVESSOURCESOFVALUESTRATEGICINITIATIVESVALUEQUANTIFICATIONSTRATEGICINITIATIVESRESOURCINGREQUIREMENTSDEFINITIONOFRISKSC1WhatarethekeyassumptionsProfitandlossegrevenuescostsmarginBalancesheetCorporatecenterdirectivesCorporatecenterassumptionsBASECASEBusinessunitassumptionsRevenuesMarketsizeMarketsharePriceCostsInputcostsProductioncostsOthercostsegSGAMarginsGrossmarginOperatingmarginCapitalPlannedinvestmentsdivestmentsChangesinworkingcapital2002KEYFORECASTASSUMPTIONS20032004GrowthrateCorporatecenterassumptions20022003

2004KeyeconomicindicatorsGDPgrowthConsumerpriceindex

ExchangeratePhPUSD91-dayT-billrateCorporatetaxrate

Instructions

ThesearetheminimumrequiredassumptionsFeelfreetoaddotherassumptionsrelevanttoyourBUC2WhatisyourprojectednetincomeinthenextfewyearsIncomestatementforecastBASECASEHistoricalSalesCostofgoodssoldGrossprofitOperatingexpensesOperatingprofitOtherexpensesTaxesNetprofit1999FORECASTEDINCOMESTATEMENT2000InPhPmillionForecast2001200220032004CAGR1999-2004GrowthanalysisSales

GrossprofitOperatingprofitNetprofitMarginanalysisGrossmarginOperatingmarginNetmarginKeyassumptionsnotlistedearliershouldbedetailedatthebottomofthechartTheimpactofplannedinitiativesontherevenuesandcostsshouldbeestablishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactual

resultsInstructions

ThesearetheminimumrequiredincomestatementaccountsandanalysesFeelfreetoaddotheraccountsandanalysesrelevanttoyourBUC3

Whatisyourexpectedcashgenerationabilityoverthemediumterm

CashflowforecastInstructions

ThesearetheminimumrequiredcashflowstatementaccountsFeelfreetoaddotheraccountsrelevanttoyourBUBASECASEOperatingprofitDepreciationandamortizationOthernon-cashoperatingexpensesNetoperatingcashflowIncreasedecreaseinworkingcapitalOtheroperatingcashflowTotaloperatingcashflowFORECASTEDCASHFLOWSTATEMENTHistorical19992000Forecast2001200220032004CAGR1999-2004CapitalexpenditureOtherinvestingcashflowitemsTotalinvestingcashflowIncreasedecreaseindebtDividendsOtherfinancingcashflowTotalfinancingcashflowInPhPmillionKeyassumptionsnotlistedearliershouldbedetailedatthebottomofthechartTheimpactofplannedinitiativesonthefixedandworkingcapitalinvestmentsshouldbe

establishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactualresultsC4WhatisyourexpectedcapitalproductivityBalancesheetforecastROCEcomputationROCEOperatingincomex1-taxrateAllinterestbearingdebt

shortandlongminorityintereststockholdersequity

ThesearetheminimumrequiredbalancesheetaccountsandanalysesFeelfreetoaddotheraccountsandanalysesrelevanttoyourBUBASECASECashAccountsreceivablesInventoriesOthercurrentassetsTotalcurrentassetsNetfixedassetsOtherassetsTotalassetsFORECASTEDBALANCESHEETHistorical19992000Forecast2001200220032004CAGR1999-2004AccountspayableOthercurrentliabilitiesTotalcurrentliabilitiesShortansLong-termloansOtherliabilitiesTotal-termlo

liabilitiesMinorityinterestTotalstockholdersequityInPhPmillionCapitalemployedROCETotalliabstockholdersequityRatioanalysisWorkingcapitalturnoverDebt-equityratioBestestimatesonpossibleactualresultsDWhatstrategicalternativeshaveyouconsideredD1

WhataretheassociatedriskstoyourchosenstrategyD2

Re-examiningindustryopportunitiesandindustrycompetitivethreats

whatalternativesexisttoyourchosenstrategyInstructions

Theanswertothis

overarchingquestion

requiresarecapitulation

ofthesectionsmain

findingsD3Beyondthe3-yeartimeframewhatbreakthroughstrategic

optionsmaybepossibleInstructions

Thesesubsections

containa1-2sentence

summaryoftherelevant

findingsD1WhataretheassociatedriskstoyourchosenstrategyIdentificationofsignificantpotentialrisksandplanstomitigateSensitivityscenariofinancialanalysisPotentialrisksBusinessriskRegulatoryriskTechnologyriskIntegrityriskMacroeconomicriskImpactLikelihoodContingencyOtherD2Re-examiningindustryopportunitiesandindustrycompetitivethreatswhatalternativesexisttoyourchosenstrategyWheretocompeteValuepropositionBusinessmodelAlignment

withexternalrealitiesWheretocompeteAlternativevaluepropositionAlternativebusinessmodelAlignmentwithexternal

realitiesInstructions

BasedonareviewofthesectiononEnvironmentalandInternalAssessmentStrategyArticulationandtheframeworksusedExhibit2-413-15determineotherpotentialstrategicalternativesD3Beyondthe3-yeartimeframewhatbreakthroughstrategicoptionsmaybepossibleOut-of-the-boxideas

ThinkradicalThinkout-of-the-boxIVEXHIBITSInstructionsPleaseincludeallrelevantsupportingdocumentationinthissectionExhibit1ILLUSTRATIVEIndustryboundariesSegmentsIndustrysegments

Relativelydistinctsub-groupingswithintheindustryMarketisrelativelysimilarwithinthesegmentbutdifferentacrosssegmentsDifferentindustrydynamicsmayvaryinimportanceindifferentsegmentsProducersIndustrySTechnologybreakthroughsChangesingovernment

policyregulationsDomesticInternationalEconomicsofdemandAvailabilityofsubstitutesDifferentiabilityofproductsRateofgrowthVolatilitycyclicalityEconomicsofsupplyConcentrationofproducers

ImportcompetitionDiversityofproducersFixedvariablecoststructure

CapacityutilizationEntryexitbarriersIndustrychaineconomicsBargainingpowerofinputsuppliersBargainingpowerofcustomers

MarketingPricingVolumeAdvertisingpromotionNewproductsRD

DistributionCapacitychangeExpansioncontractionEntryexitAcquisitionmergerdivestitureVerticalintegrationForwardbackward

integrationVerticaljointventuresLong-termcontractsInternalefficiencyCostcontrolLogisticsProcessRDOrganizationeffectivenessFinanceProfitabilityValuecreationTechnologicalprogressEmploymentobjectivesExternalshocksFeedbacktructureConductPerformanceExhibit2Exhibit31DeterminantsofsupplierpowerDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegrationrelativeto

threatofbackwardintegrationbyfirmsintheindustry2

DeterminantsofbarrierstoentryEconomiesofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantagesProprietarylearningcurveAccesstonecessaryinputsProprietarylow-costproductdesign

GovernmentpolicyExpectedretaliation5Rivalrydeterminants

IndustrygrowthFixedorstoragecostvalueaddedIntermittent

overcapacityProductdifferencesBrandidentitySwitchingcosts

ConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriers3Determinantsofbuying

powerBargainingleverageBuyerconcentrationvsfirmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyer

informationAbilitytobackwardintegrateSubstituteproducts

Pull-through4Determinantsof

substitutionthreatRelativepriceperformanceofsubstitutesSwitching

costsBuyerpropensitytosubstitute2Newentrants3Buyers4

SubstitutesIntensityofrivalry1SuppliersPricesensitivityPricetotalpurchasesProductdifferencesBrandIdentityImpactonquality

perceptionBuyerprofitsDecisionmakersincentives5Industrycompe