最全麦肯锡战略分析工具文档格式.docx

1、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

2、 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-

3、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

4、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

5、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 SOURCE

6、S 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

7、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 e

8、conomic 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 fo

9、recast 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

10、 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 resu

11、lts Instructions These are the minimum required income statement accounts and analyses Feel free to add other accounts and analyses relevant to your BU C3What is your expected cash generation ability over the medium term Cash flow forecast Instructions These are the minimum required cash flow statem

12、ent accounts Feel free to add other accounts relevant to your BU BASE CASE Operating profit Depreciation and amortization Other non-cash operating expenses Net operating cash flow Increasedecrease in working capital Other operating cash flow Total operating cash flow FORECASTED CASH FLOW STATEMENT H

13、istorical 1999 2000 Forecast 2001 2002 2003 2004 CAGR 1999-2004 Capital expenditure Other investing cash flow items Total investing cash flow Increasedecrease in debt Dividends Other financing cash flow Total financing cash flow In PhP million Key assumptions not listed earlier should be detailed at

14、 the bottom of the chart The impact of planned initiatives on the fixed and working capital investments should be established clearly with additional attachments if required Best estimates on possible actual results C4 What is your expected capital productivity Balance sheet forecast ROCE computatio

15、n ROCE Operating income x 1- tax rate All interest bearing debt short and long minority interest stockholders equity These are the minimum required balance sheet accounts and analyses Feel free to add other accounts and analyses relevant to your BU BASE CASE Cash Accounts receivables Inventories Oth

16、er current assets Total current assets Net fixed assets Other assets Total assets FORECASTED BALANCE SHEET Historical 1999 2000 Forecast 2001 2002 2003 2004 CAGR 1999-2004 Accounts payable Other current liabilities Total current liabilities Shortans Long-term loans Other liabilities Total -term loli

17、abilities Minority interest Total stockholders equity In PhP million Capital employed ROCE Total liab stockholders equity Ratio analysis Working capital turnover Debt-equity ratio Best estimates on possible actual results D What strategic alternatives have you considered D1What are the associated ri

18、sks to your chosen strategy D2Re-examining industry opportunities and industrycompetitive threats what alternatives exist to your chosen strategy Instructions The answer to this overarching question requires a recapitulation of the sections main findings D3 Beyond the 3-year time frame what breakthr

19、ough strategic options may be possible Instructions These subsections contain a 1-2 sentence summary of the relevant findings D1 What are the associated risks to your chosen strategy Identification of significant potential risks and plans to mitigate Sensitivityscenario financial analysis Potential

20、risks Business risk Regulatory risk Technology risk Integrity risk Macroeconomic risk Impact Likelihood Contingency Other D2 Re-examining industry opportunities and industrycompetitive threats what alternatives exist to your chosen strategy Where to compete Value proposition Business model Alignment

21、 with external realities Where to compete Alternative value proposition Alternative business model Alignment with external realities Instructions Based on a review of the section on Environmental and Internal Assessment Strategy Articulation and the frameworks used Exhibit 2-4 13-15 determine other

22、potential strategic alternatives D3 Beyond the 3-year time frame what breakthrough strategic options may be possible Out-of-the-box ideas Think radical Think out-of-the-box IV EXHIBITS Instructions Please include all relevant supporting documentation in this section Exhibit 1 ILLUSTRATIVE Industry b

23、oundaries Segments Industry segments Relatively distinct sub-groupings within the industry Market is relatively similar within the segment but different across segments Different industry dynamics may vary in importance in different segments Producers Industry S Technology breakthroughs Changes in g

24、overnment policyregulations Domestic International Economics of demand Availability of substitutes Differentiability of products Rate of growth Volatilitycyclicality Economics of supply Concentration of producers Import competition Diversity of producers Fixedvariable cost structure Capacity utiliza

25、tion Entryexit barriers Industry chain economics Bargaining power of input suppliers Bargaining power of customers Marketing Pricing Volume Advertisingpromotion New productsRD Distribution Capacity change Expansioncontraction Entryexit Acquisitionmerger divestiture Vertical integration Forwardbackwa

26、rd integration Vertical joint ventures Long-term contracts Internal efficiency Cost control Logistics Process RD Organization effectiveness Finance Profitability Value creation Technological progress Employment objectives External shocks Feedback tructure C onduct P erformance Exhibit 2 Exhibit 3 1

27、Determinants of supplier power Differentiation of inputs Switching costs of suppliers and firms in the industry Presence of substitute inputs Supplier concentration Importance of volume to supplier Cost relative to total purchases in the industry Impact of inputs on cost or differentiation Threat of

28、 forward integration relative to threat of backward integration by firms in the industry 2Determinants of barriers to entry Economies of scale Proprietary product differences Brand identity Switching costs Capital requirements Access to distribution Absolute cost advantages Proprietary learning curv

29、e Access to necessary inputs Proprietary low-cost product design Government policy Expected retaliation 5 Rivalry determinants Industry growth Fixed or storage costvalue added Intermittent overcapacity Product differences Brand identity Switching costs Concentration and balance Informational complex

30、ity Diversity of competitors Corporate stakes Exit barriers 3 Determinants of buying power Bargaining leverage Buyer concentration vs firm concentration Buyer volume Buyer switching costs relative to firm switching costs Buyer information Ability to backward integrate Substitute products Pull-throug

31、h 4 Determinants of substitution threat Relative price performance of substitutes Switching costs Buyer propensity to substitute 2 New entrants 3 Buyers 4 Substitutes Intensity of rivalry 1 Suppliers Price sensitivity Pricetotal purchases Product differences Brand Identity Impact on quality perception Buyer profits Decision makers incentives 5 Industry compe