戰(zhàn)略(英文翻譯)

0事業(yè)部戰(zhàn)略發(fā)展規(guī)劃綱要行業(yè)動(dòng)態(tài)及影響

環(huán)境和內(nèi)部評(píng)估

競爭力評(píng)估

內(nèi)部評(píng)估

什么是行業(yè)動(dòng)態(tài)，以及由此產(chǎn)生的機(jī)會(huì)和風(fēng)險(xiǎn)的重大變化？您的競爭優(yōu)勢(shì)和弱點(diǎn)是什么？您目前的業(yè)務(wù)重點(diǎn)如何迎合行業(yè)機(jī)會(huì)和競爭格局？戰(zhàn)略銜接

戰(zhàn)略的定義和影響

戰(zhàn)略舉措

財(cái)務(wù)預(yù)算未來3年，你的事業(yè)部追求什么樣的戰(zhàn)略？重大戰(zhàn)略舉措會(huì)有什么影響？你戰(zhàn)略的預(yù)期經(jīng)濟(jì)回報(bào)是什么？++++風(fēng)險(xiǎn)/突發(fā)情況&戰(zhàn)略選擇

你的戰(zhàn)略選擇是什么？+1I.實(shí)施措施匯總指引:本實(shí)施措施指南提供了環(huán)境和內(nèi)部評(píng)估結(jié)果及戰(zhàn)略計(jì)劃的概述2II.環(huán)境和內(nèi)部評(píng)估3IIA.行業(yè)變化及本質(zhì)–匯總A.行業(yè)最主要的變化以及相應(yīng)的機(jī)會(huì)和威脅是什么?A.2 產(chǎn)業(yè)結(jié)構(gòu)如何變化（需求，供應(yīng)和產(chǎn)業(yè)鏈的經(jīng)濟(jì)學(xué)）？是什么造成機(jī)遇和風(fēng)險(xiǎn)？

預(yù)期競爭對(duì)手的行為是什么？是什么造成的機(jī)遇和風(fēng)險(xiǎn)？A.4 當(dāng)前和未來的外部因素可能帶來新的機(jī)遇和風(fēng)險(xiǎn)是什么？A.1 你競爭的行業(yè)是什么?該行業(yè)主要的細(xì)分市場有哪些?指引

:

這一總體問題的答案需要本節(jié)的主要結(jié)論概括指引：這一小節(jié)包含1-2句總結(jié)的相關(guān)研究結(jié)果4IIA.行業(yè)動(dòng)態(tài)和啟示–備注1A.1 你的行業(yè)競爭是什么？什么競爭蘊(yùn)藏在行業(yè)中的各個(gè)環(huán)節(jié)？

產(chǎn)業(yè)的定義行業(yè)細(xì)分概念界定指引:

附表1可以提供一個(gè)有用的框架來回答這個(gè)問題產(chǎn)業(yè)定義

:行業(yè)細(xì)分

:5IIA.行業(yè)動(dòng)態(tài)和影響–備注2A.2 產(chǎn)業(yè)結(jié)構(gòu)變化如何適應(yīng)需求，供應(yīng)和產(chǎn)業(yè)鏈經(jīng)濟(jì)學(xué)？由此帶來的的機(jī)遇和風(fēng)險(xiǎn)是什么？

需求經(jīng)濟(jì)學(xué)按階段替代品，分辨能力波動(dòng)性，周期性供應(yīng)經(jīng)濟(jì)學(xué)生產(chǎn)者密度及多樣性進(jìn)口產(chǎn)品的競爭

產(chǎn)能利用率

進(jìn)入/退出壁壘

成本結(jié)構(gòu)(不變和可變)產(chǎn)業(yè)鏈經(jīng)濟(jì)學(xué)客戶和供應(yīng)商的議價(jià)能力

指引:

附表2,3或4可以提供一個(gè)有用的框架來回答這個(gè)問題6IIA.行業(yè)動(dòng)態(tài)和影響–備注3A.3 預(yù)期競爭對(duì)手的行為是什么？它會(huì)造成何種機(jī)遇和風(fēng)險(xiǎn)

?主要行業(yè)競爭對(duì)手的行動(dòng)--營銷活動(dòng)行業(yè)產(chǎn)能的變化并購，資產(chǎn)剝離縱向整合/分解聯(lián)盟和合作伙伴成本控制和提高效率指引:

附表2,3或4，可以提供一個(gè)有用的框架來回答這個(gè)問題7IIA.行業(yè)動(dòng)態(tài)及影響–備注4A.4 目前及未來的外部因素可能帶來新的機(jī)遇和風(fēng)險(xiǎn)是什么？

主要行業(yè)不連續(xù)性的影響和可能性法規(guī)/政府政策的變化技術(shù)突破指引:

附表2,3或4，可以提供一個(gè)有用的框架來回答這個(gè)問題8IIB.競爭力評(píng)估-摘要B.您的競爭優(yōu)勢(shì)和弱點(diǎn)是什么？

B.1在該行業(yè)取得成功所需的能力是什么？B.2 你該如何比較針對(duì)這些必要能力？指引:

這一中心問題的答案需要該部分的主要研究結(jié)果概括指引:

上述小節(jié)有關(guān)的研究結(jié)果可以用1-2兩句話來概括9IIB.競爭力評(píng)價(jià)-備份1B.1 在該行業(yè)取得成功所需的能力是什么？

特權(quán)資產(chǎn)產(chǎn)生競爭優(yōu)勢(shì)，如：有形資產(chǎn)，位置/“空間”，分銷/銷售網(wǎng)絡(luò)，無形資產(chǎn)（智力資本，網(wǎng)絡(luò)，品牌，人才）獨(dú)特的技能/能力產(chǎn)生競爭優(yōu)勢(shì)，如創(chuàng)新，人才開發(fā)指引:

附表5可以提供一個(gè)有用的框架來回答這個(gè)問題10IIB.競爭力評(píng)價(jià)-備份2B.2 你如何比較這些必要能力？

您的競爭優(yōu)勢(shì)與必要能力的優(yōu)勢(shì)和劣勢(shì)對(duì)相關(guān)行業(yè)的關(guān)鍵績效指標(biāo)（KPI）*利用所需最低利潤率和市場占有率進(jìn)行基準(zhǔn)性能測試您的競爭優(yōu)勢(shì)與必要能力的的優(yōu)勢(shì)和劣勢(shì)：

對(duì)相關(guān)行業(yè)的KPI的基準(zhǔn)性能測試：

指引:

附表6和7可以提供一個(gè)有用的框架來回答這個(gè)問題指引:

附表8可以提供一個(gè)有用的框架來回答這個(gè)問題 *KPIsareahandfulofleversthatdrivethevalueoftheindustry/business11IIC.內(nèi)部評(píng)估–總結(jié)C.適合您行業(yè)目前的業(yè)務(wù)重點(diǎn)的機(jī)遇與競爭格局如何？

C.1 哪個(gè)業(yè)務(wù)分部取得最高收益？C.2 主要事業(yè)部一直堅(jiān)持的KPI績效趨勢(shì)是什么？C.3 哪些無形資產(chǎn)*可以是短期的潛在來源的價(jià)值？指引:

這一中心問題的答案需要該部分的主要研究結(jié)果來概括指引:

這些小節(jié)用1-2句話總結(jié)有關(guān)的研究結(jié)果 *請(qǐng)參閱附表12進(jìn)一步說明12IIC.內(nèi)部評(píng)估-備份1

哪個(gè)業(yè)務(wù)分部取得最高收益？

*相關(guān)事業(yè)部分類（根據(jù)客戶，產(chǎn)品，地域，渠道）各分部經(jīng)營收益的預(yù)算指引:

附表9可以提供一個(gè)有用的框架來回答這個(gè)問題 *Basedonlatestavailable,1-2yearhistoricalfinancialstatements13IIC.內(nèi)部評(píng)估-備份2C.2 延續(xù)主要事業(yè)部KPI

有什么效果？過去的3-5年的KPI績效的趨勢(shì)，如回報(bào)率（ROCE）資本，營業(yè)收入，利潤，資本雇用評(píng)估的潛在趨勢(shì)驅(qū)動(dòng)預(yù)期演變指引:

附表10和11可以提供一個(gè)有用的框架來回答這個(gè)問題資本收益率=營業(yè)收入x(1-稅率)

所有附息債務(wù)（短期和長期）+少數(shù)股東權(quán)益+股東權(quán)益

14IIC.內(nèi)部評(píng)估-備份3C.3 哪些無形資產(chǎn)會(huì)是短期的潛在的價(jià)值？

識(shí)別內(nèi)部知識(shí)產(chǎn)權(quán)，人才，網(wǎng)絡(luò)，品牌/形象轉(zhuǎn)換為價(jià)值來源指引:

附表12可以提供一個(gè)有用的框架來回答這個(gè)問題15III.戰(zhàn)略的定義及其意義

16IIIA.戰(zhàn)略銜接-概要A.未來3年，你的事業(yè)部將推行什么樣的戰(zhàn)略？

A.1 競爭在哪里？A.2 你的客戶對(duì)你服務(wù)的不同環(huán)節(jié)的價(jià)值主張是什么？A.3 你的商業(yè)模式是什么？指引:

這一中心問題的答案需要該部分的主要研究結(jié)果概括A.4 您的戰(zhàn)略選擇如何利用產(chǎn)業(yè)機(jī)遇與行業(yè)/競爭威脅？指引:

這小節(jié)用1-2句總結(jié)了有關(guān)的研究結(jié)果17IIIA.戰(zhàn)略的銜接-備份1A.1 在哪里競爭？

沿著這些層面和原因，你去哪兒競爭：目標(biāo)市場分銷渠道產(chǎn)品（廣度和深度）地域范圍指引:

附表13可以提供一個(gè)有用的框架來回答這個(gè)問題18IIIA戰(zhàn)略的銜接-備份2你的客戶對(duì)你服務(wù)的不同環(huán)節(jié)的價(jià)值主張是什么？目標(biāo)客戶定義BenefitsthatyouwillofferthecustomersProductpricingPositionagainstcompetitionvis-à-visthebenefitsprovidedandthepricechargedWhoisyourtargetcustomer?Whataretheexplicitbenefitsyouprovidetoyourcustomers?Whatperceivedvaluedoyouprovidetothecustomerbetterthancompetition?Howmuchvaluedoyourcustomersattachtothebenefitsyouprovide?19IIIA.STRATEGYARTICULATION–BACK-UP3A.3 Whatisyourbusinessmodel?Deliveryandcommunicationofcustomervalueproposition(valuedeliverysystem)CompetitiveadvantageindeliveringthesebenefitstothecustomerHowwillthevaluepropositionbeprovidedandcommunicated?WhichofyourBU’sexistingstrengthscanbeleveraged?Whatskills/capabilitiesdoyouneedtobuild?Instructions:

Exhibit15couldprovide

ausefulframeworkfor

answeringthisquestion20IIIA.STRATEGYARTICULATION–BACK-UP4A.4 Howdoesyourchosenstrategyexploittheindustryopportunitiesandaddresstheindustry/competitivethreats?IndustryattractivenessandimplicationreviewAlignmentofstrategyandenvironmentalrealitiesInstructions:

AreviewofthesectiononIndustryDynamicsandImplications,togetherwiththeframeworksused(Exhibit2,3or4)isusefulforansweringthisquestion21IIIB.STRATEGICINITIATIVES–SUMMARYB.Whatwillbetheimpactofmajorstrategicinitiatives?B3. Howmuchvaluewillbecreatedfromeachstrategicinitiative?B4. Whatresourceswill

eachstrategicinitiative

require?Instructions:

Theanswertothis

overarchingquestion

requiresarecapitulation

ofthesection’smain

findingsB1. Whatmajorstrategicinitiativesarerequiredtosuccessfullyimplementyourselectedbusinessmodel?B2. Whatarethesourcesofvaluecreatedfromeachstrategicinitiative?Instructions:

Thesesubsections

containa1-2sentence

summaryoftherelevant

findings22IIIB.STRATEGICINITIATIVES–BACK-UP1B.1 Whatmajorstrategicinitiativesarerequiredtosuccessfullyimple-mentyourselectedbusinessmodel?Possiblestrategicinitiativeslist23IIIB.STRATEGICINITIATIVES–BACK-UP2B.2 Whatarethesourcesofvaluecreatedfromeachstrategicinitiative?Sourcesofvaluefromeachstrategicinitiative(e.g.,EBIT,capitalemployed)CategoryofinitiativesVolumeincreaseEBITimpactviaPriceincreaseCostreductionOtherInvest-mentCapitalemployedimpactviaDivest-mentCapital

efficiency*Other

*E.g.improvedworkingcapitalemployment,increasedassetutilization,changestoassetownershipSpecificactionableinitiatives

24IIIB.STRATEGICINITIATIVES–BACK-UP3Operatingincomeongoingimpact2001-2004PhPmillionsCapitalemployedongoingimpact2001-2004PhPbillionsPresentoperatingincomeVolumeincreasePriceincreaseCostreductionbenefitAdditionalcostsTotalongoingoperatingincomePresentcapitalemployedImprovedcapitalefficiencyDivestmentsInvestments(capexandacquisitions)TotalongoingcapitalemployedB.3 Howmuchvaluewillbecreatedfromeachstrategicinitiative?one-timeEBITimpact=one-timecosts=FinancialimpactfromeachstrategicinitiativeExpectedfinancialoutlayforeachinitiative+++–=+–=–25IIIB.STRATEGICINITIATIVES–BACK-UP4B.4 Whatresourceswilleachstrategicinitiativerequire?ResourcesrequiredtomakestrategyworkAvailabilityofresourcesintheorganizationPlanforfillingresourcegapsCategoriesofinitiativesSpecificactionableinitiativesPeople/skillsResourcerequirementsFundingEx-Cominvolvement

26IIIC.FINANCIALPROJECTIONS–SUMMARYC.Whataretheexpectedfinancialreturnsofyourstrategy?C.3 Whatisyourexpectedcashgenerationabilityoverthemediumterm?C.4 Whatisyourexpectedcapitalproductivity?C.2 Whatisyourprojectednetincomeinthenextfewyears?C.1 Whatarethekeyassumptions?Instructions:

Theanswertothis

overarchingquestion

requiresarecapitulation

ofthesection’smain

findingsInstructions:

Thesesubsections

containa1-2sentence

summaryoftherelevant

findings27IIIC.FINANCIALPROJECTIONS–BACK-UP1C.1 Whatarethekeyassumptions?Profitandloss(e.g.revenues,costs,margin)BalancesheetCorporatecenterdirectivesCorporatecenterassumptionsBASECASEBusinessunitassumptionsRevenues?Marketsize?Marketshare?PriceCosts?Inputcosts?Productioncosts?Othercosts(e.g.SG&A)Margins?Grossmargin?OperatingmarginCapital?Plannedinvestments/divestments?Changesinworkingcapital2002KEYFORECASTASSUMPTIONS20032004GrowthrateCorporatecenterassumptions200220032004Keyeconomicindicators?GDPgrowth?Consumerpriceindex?Exchangerate(PhP/USD)?91-dayT-billrateCorporatetaxrateInstructions:

Thesearetheminimumrequiredassumptions.FeelfreetoaddotherassumptionsrelevanttoyourBU28IIIC.FINANCIALPROJECTIONS–BACK-UP2C.2 Whatisyourprojectednetincomeinthenextfewyears?IncomestatementforecastBASECASEHistoricalSalesCostofgoodssoldGrossprofitOperatingexpensesOperatingprofitOtherexpensesTaxesNetprofit1999FORECASTEDINCOMESTATEMENT2000InPhPmillionForecast2001**200220032004CAGR1999-2004GrowthanalysisSales(%)Grossprofit(%)Operatingprofit(%)Netprofit(%)MarginanalysisGrossmargin(%)Operatingmargin(%)Netmargin(%)***Keyassumptionsnotlistedearliershouldbedetailedatthebottomofthechart.TheimpactofplannedinitiativesontherevenuesandcostsshouldbeestablishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactualresultsInstructions:

Thesearetheminimumrequiredincomestatementaccountsandanalyses.FeelfreetoaddotheraccountsandanalysesrelevanttoyourBU29IIIC.FINANCIALPROJECTIONS–BACK-UP3C.3 Whatisyourexpectedcashgenerationabilityoverthemediumterm?CashflowforecastInstructions:

Thesearetheminimumrequiredcashflowstatementaccounts.FeelfreetoaddotheraccountsrelevanttoyourBUBASECASEOperatingprofitDepreciationandamortizationOthernon-cashoperatingexpensesNetoperatingcashflowIncrease/(decrease)inworkingcapitalOtheroperatingcashflowTotaloperatingcashflowFORECASTEDCASHFLOWSTATEMENTHistorical19992000Forecast2001**200220032004CAGR1999-2004CapitalexpenditureOtherinvestingcashflowitemsTotalinvestingcashflowIncrease/(decrease)indebtDividendsOtherfinancingcashflowTotalfinancingcashflowInPhPmillionKeyassumptionsnotlistedearliershouldbedetailedatthebottomofthechart.TheimpactofplannedinitiativesonthefixedandworkingcapitalinvestmentsshouldbeestablishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactualresults***30IIIC.FINANCIALPROJECTIONS–BACK-UP4C.4 Whatisyourexpectedcapitalproductivity?BalancesheetforecastROCEcomputationROCE=Operatingincomex(1-taxrate) Allinterestbearingdebt(shortandlong)+ minorityinterest+stockholders’equity

Instructions:

Thesearetheminimumrequiredbalancesheetaccountsandanalyses.FeelfreetoaddotheraccountsandanalysesrelevanttoyourBUBASECASECashAccountsreceivablesInventoriesOthercurrentassetsTotalcurrentassetsNetfixedassetsOtherassetsTotalassetsFORECASTEDBALANCESHEETHistorical19992000Forecast2001*200220032004CAGR1999-2004AccountspayableOthercurrentliabilitiesTotalcurrentliabilitiesShort-termloansLong-termloansOtherliabilitiesTotalliabilitiesMinorityinterestTotalstockholders’equityInPhPmillionCapitalemployedROCETotalliab.&stockholders’equityRatioanalysisWorkingcapitalturnoverDebt-equityratioBestestimatesonpossibleactualresults*31IIID.RISKS/CONTINGENCIES&STRATEGICALTERNATIVES–SUMMARYD.Whatstrategicalternativeshaveyouconsidered?D.1 Whataretheassociatedriskstoyourchosenstrategy?D.2 Re-examiningindustryopportunitiesandindustry/competitivethreats,whatalternativesexisttoyourchosenstrategy?Instructions:

Theanswertothis

overarchingquestion

requiresarecapitulation

ofthesection’smain

findingsD.3 Beyondthe3-yeartimeframe,whatbreakthroughstrategicoptionsmaybepossible?Instructio