麥肯錫戰(zhàn)略規(guī)劃模板

1、 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) confidential bu strategic plan template book training materials 8 june 2001 this report is solely for the use of client personnel. no part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from mckinsey it is not

2、 a complete record of the discussion. jim ayala pho melissa gil pho regina manzano pho suresh mustapha pho steve shaw hko shelly yeh pho choon-gin tan sio 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 1 strategy planning instructions the objective of these templates is to provide completeness and consistency of bu strategic plan submi

3、ssions. these templates are not intended to replace or constrain bu strategic thinking and should be adapted to reflect a particular bus sectoral context as required each section begins with a summary that is based on a synthesis of questions and analyses that follow. the suggested approach would be

4、 to first complete the relevant back-up analyses and then work towards the overall synthesis 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 2 table of contents i.executive summary ii. environmental and internal assessment a. industry dynamics and its implications b. competitive assessment c. internal assessment iii. strategic definitio

5、n and implications a. strategy articulation b. strategic initiatives c. financial projection d. risks/contingencies and strategic alternatives iv. exhibits 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 3 bu strategic plan development industry dynamics and implications environmental and internal assessment competitive assessment intern

6、al assessment what are the major changes in industry dynamics and resulting opportunities and risks? what are your competitive strengths and weaknesses? how does your current business emphasis fit with industry opportunity and competitive landscape? strategy articulation strategic definition and imp

7、lications strategic initiatives financial projections what strategy will your bu pursue over the next 3 years? what will be the impact of major strategic initiatives? what are the expected financial returns of your strategy? + + + + risk/contingen- cies & strategic alternatives what strategic altern

8、atives have you considered? + 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 4 i. executive summary instructions: the executive summary provides a synthesis of the environmental and internal assessments and the resultant bu strategic plans 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 5 ii. environmental and internal assessment 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 6 iia. industry dynamics and impl

9、ications summary a. what are the major changes in industry dynamics and the resulting opportunities and risks? a.2 how is industry structure changing (demand, supply, and industry chain economics)? what are the resulting opportunities and risks? a.3 what is the expected competitor conduct? what are

10、the resulting opportunities and risks? a.4 what are the present and future external factors that could present new opportunities and risks? a.1 what industry are you competing in? what are the various segments in the industry? instructions: the answer to this overarching question requires a recapitu

11、lation of the sections main findings instructions: these subsections contain a 1-2 sentence summary of the relevant findings 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 7 iia. industry dynamics and implications back-up 1 a.1what industry are you competing in? what are the various segments in the industry? industry definition industr

12、y segmentation definition sizing instructions: exhibit 1 could provide a useful framework for answering this question industry definition: industry segmentation: 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 8 iia. industry dynamics and implications back-up 2 a.2how is industry structure changing with respect to demand, supply, and in

13、dustry chain economics? what are the resulting opportunities and risks? economics of demand by segment substitutes, ability to differentiate volatility, cyclicality economics of supply producer concentration and diversity import competition capacity utilization entry/exit barriers cost structure (fi

14、xed and variable) industry chain economics customer and supplier bargaining power instructions: exhibit 2,3 or 4 could provide a useful framework for answering this question 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 9 iia. industry dynamics and implications back-up 3 a.3 what is the expected competitor conduct? what are the result

15、ing opportunities and risks? major industry competitor moves marketing initiatives industry capacity changes m&as, divestitures vertical integration/disaggregation alliances and partnerships cost control and efficiency improvements instructions: exhibit 2,3 or 4 could provide a useful framework for

16、answering this question 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 10 iia. industry dynamics and implications back-up 4 a.4 what are the present and future external factors that could present new opportunities and risks? impact and likelihood of major industry discontinuities changes in regulation/government policy technological br

17、eakthroughs instructions: exhibit 2,3 or 4 could provide a useful framework for answering this question 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 11 iib. competitive assessment summary b. what are your competitive strengths and weaknesses? b.1 what are the capabilities required to succeed in this industry? b.2 how do you compare a

18、gainst these necessary capabilities? instructions: the answer to this overarching question requires a recapitulation of the sections main findings instructions: these subsections contain a 1-2 sentence summary of the relevant findings 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 12 iib. competitive assessment back-up 1 b.1 what are t

19、he capabilities required to succeed in this industry? privileged assets that create competitive advantage, e.g. physical assets, location/”space”, distribution/sales network, intangible assets (intellectual capital, network, brands, talents) distinctive skills/competencies that create competitive ad

20、vantage, e.g.innovation, talent development instructions: exhibit 5 could provide a useful framework for answering this question 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 13 iib. competitive assessment back-up 2 b.2 how do you compare against these necessary capabilities? strengths and weaknesses of your competitive position vs. n

21、ecessary capabilities benchmark performance against the industrys relevant key performance indicators (kpis)*, with margin and market share as the required minimum strengths and weaknesses of your competitive position vs. necessary capabilities: benchmark performance against the relevant industrys k

22、pis: instructions: exhibits 6 and 7 could provide a useful framework for answering this question instructions: exhibit 8 could provide a useful framework for answering this question * kpis are a handful of levers that drive the value of the industry/business 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 14 iic. internal assessment sum

23、mary c. how does your current business emphasis fit with the industry opportunities and the competitive landscape? c.1 which segments of the business are providing the highest returns? c.2 what have been the performance trends along major bu kpis? c.3 which intangible assets* could be near-term pote

24、ntial sources of value? instructions: the answer to this overarching question requires a recapitulation of the sections main findings instructions: these subsections contain a 1-2 sentence summary of the relevant findings * please refer to exhibit 12 for further description 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 15 iic. interna

25、l assessment back-up 1 c.1 which segments of the business are providing the highest returns?* relevant bu segments (based on customer, product, geography, channel) operating contribution estimates for each segment instructions: exhibit 9 could provide a useful framework for answering this question *

26、 based on latest available, 1-2 year historical financial statements 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 16 iic. internal assessment back-up 2 c.2 what have been performance trends along major bu kpis? kpi performance trends over the last 3-5 years, e.g. return on capital employed (roce), operating income, margins, capital e

27、mployed assessment of underlying trend drivers expected evolution instructions: exhibits 10 and 11 could provide a useful framework for answering this question roce = operating income x (1- tax rate) all interest bearing debt (short and long) + minority interest + stockholders equity 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 17 ii

28、c. internal assessment back-up 3 c.3 which intangible assets could be near- term potential sources of value? identification of in-house intellectual property, talent, networks, brand/image conversion into sources of value instructions: exhibit 12 could provide a useful framework for answering this q

29、uestion 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 18 iii. strategic definition and implications 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 19 iiia. strategy articulation summary a. what strategy will your bu pursue over the next 3 years? a.1 where to compete? a.2 what is your customer value proposition for the different segments you are going to serve? a.3 what i

30、s your business model? instructions: the answer to this overarching question requires a recapitulation of the sections main findings a.4 how does your chosen strategy exploit industry opportunities and address industry/competitive threats? instructions: these subsections contain a 1-2 sentence summa

31、ry of the relevant findings 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 20 iiia. strategy articulation back-up 1 a.1 where to compete? where are you going to compete along these dimensions and why: target market distribution channels product (breadth and depth) geographic scope instructions: exhibit 13 could provide a useful framewo

32、rk for answering this question 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 21 iiia. strategy articulation back-up 2 a.2 what is your customer value proposition for the different segments you are going to serve? target customer definition benefits that you will offer the customers product pricing position against competition vis-vis

33、the benefits provided and the price charged who is your target customer? what are the explicit benefits you provide to your customers? what perceived value do you provide to the customer better than competition? how much value do your customers attach to the benefits you provide? 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 22 iiia.

34、strategy articulation back-up 3 a.3 what is your business model? delivery and communication of customer value proposition (value delivery system) competitive advantage in delivering these benefits to the customer how will the value proposition be provided and communicated? which of your bus existing

35、 strengths can be leveraged? what skills/capabilities do you need to build? instructions: exhibit 15 could provide a useful framework for answering this question 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 23 iiia. strategy articulation back-up 4 a.4 how does your chosen strategy exploit the industry opportunities and address the in

36、dustry/competitive threats? industry attractiveness and implication review alignment of strategy and environmental realities instructions: a review of the section on industry dynamics and implications, together with the frameworks used (exhibit 2,3 or 4) is useful for answering this question 房地產(chǎn)房地產(chǎn)e

37、網(wǎng)網(wǎng) 24 iiib. strategic initiatives summary b. what will be the impact of major strategic initiatives? b3. how much value will be created from each strategic initiative? b4. what resources will each strategic initiative require? instructions: the answer to this overarching question requires a recapitu

38、lation of the sections main findings b1. what major strategic initiatives are required to successfully implement your selected business model? b2. what are the sources of value created from each strategic initiative? instructions: these subsections contain a 1-2 sentence summary of the relevant find

39、ings 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 25 iiib. strategic initiatives back-up 1 b.1 what major strategic initiatives are required to successfully imple- ment your selected business model? possible strategic initiatives list 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 26 iiib. strategic initiatives back-up 2 b.2 what are the sources of value created from ea

40、ch strategic initiative? sources of value from each strategic initiative (e.g., ebit, capital employed) category of initiatives volume increase ebit impact via price increase cost reduction other invest- ment capital employed impact via divest- ment capital efficiency* other * e.g. improved working

41、capital employment, increased asset utilization, changes to asset ownership specific actionable initiatives 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 27 iiib. strategic initiatives back-up 3 operating income ongoing impact 2001-2004 php millions capital employed ongoing impact 2001-2004 php billions present operating income volume

42、 increase price increase cost reduction benefit additional costs total ongoing operating income present capital employed improved capital efficiency divestmentsinvestments (capex and acquisitions) total ongoing capital employed b.3 how much value will be created from each strategic initiative? one-t

43、ime ebit impact = one-time costs = financial impact from each strategic initiative expected financial outlay for each initiative + += += 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 28 iiib. strategic initiatives back-up 4 b.4 what resources will each strategic initiative require? resources required to make strategy work availability

44、 of resources in the organization plan for filling resource gaps categories of initiatives specific actionable initiatives people/skills resource requirements fundingex-com involvement 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 29 iiic. financial projections summary c. what are the expected financial returns of your strategy? c.3 w

45、hat is your expected cash generation ability over the medium term? c.4 what is your expected capital productivity? c.2 what is your projected net income in the next few years? c.1 what are the key assumptions? instructions: the answer to this overarching question requires a recapitulation of the sec

46、tions main findings instructions: these subsections contain a 1-2 sentence summary of the relevant findings 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 30 iiic. financial projections back-up 1 c.1 what are the key assumptions? profit and loss (e.g. revenues, costs, margin) balance sheet corporate center directives corporate center a

47、ssumptions base case business unit assumptions revenues market size market share price costs input costs production costs other costs (e.g. sg&a) margins gross margin operating margin capital planned investments/ divestments changes in working capital 2002 key forecast assumptions 20032004growth rat

48、e corporate center assumptions 200220032004 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 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 31 iiic. financ

49、ial projections back-up 2 c.2 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 forecas

50、t 2001*200220032004 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 initiativ

51、es 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 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng)

52、 32 iiic. financial projections back-up 3 c.3 what is your expected cash generation ability over the medium term? cash flow forecast instructions: these are the minimum required cash flow statement accounts. feel free to add other accounts relevant to your bu base case operating profit depreciation

53、and amortization other non-cash operating expenses net operating cash flow increase/(decrease) in working capital other operating cash flow total operating cash flow forecasted cash flow statement historical 19992000 forecast 2001* 200220032004 cagr 1999-2004 capital expenditure other investing cash

54、 flow items total investing cash flow increase/(decrease) in debt dividends other financing cash flow total financing cash flow in php million key assumptions not listed earlier should be detailed at the bottom of the chart. the impact of planned initiatives on the fixed and working capital investme

55、nts should be established clearly with additional attachments if required best estimates on possible actual results * * 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 33 iiic. financial projections back-up 4 c.4 what is your expected capital productivity? balance sheet forecast roce computation roce = operating income x (1- tax rate) a

56、ll interest bearing debt (short and long) + minority interest + stockholders equity instructions: 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 other current assets

57、total current assets net fixed assets other assets total assets forecasted balance sheet historical 19992000 forecast 2001*200220032004 cagr 1999-2004 accounts payable other current liabilities total current liabilities short-term loans long-term loans other liabilities total liabilities minority in

58、terest 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 * 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 34 iiid. risks/contingencies & strategic alternatives summary d. what strategic alte

59、rnatives have you considered? d.1 what are the associated risks to your chosen strategy? d.2 re-examining industry opportunities and industry/competitive threats, what alternatives exist to your chosen strategy? instructions: the answer to this overarching question requires a recapitulation of the sections main findings d.3 beyond the 3-year time frame, what breakthrough strategic options may be possible? instructions: these subsections contain a 1-2 sentence summary of the relevant findings 房地產(chǎn)房地產(chǎn)e網(wǎng)網(wǎng) 35 iiid. risks/contingencies & strategic alternatives bac