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1、会计学1麦肯锡战略咨询手册麦肯锡战略咨询手册2DESCRIPTION OF MATERIALSThisdocumentwasdevelopedasatrainingpresentationforthenewlyappointedBusinessUnitCEOsofanAsianFamily-ownedconglomerate.ThepurposeofthisdocumentistoguidenewCEOsthroughthebasicelementsofdevelopingaBU-levelstrategicplan.Thispresentationiscomplementedbyacompa
2、niondocumentthe“BUStrategicPlanTemplateBook”whichprovidescompletenessandconsistencyofBUstrategicplansubmissions.ThesetemplatesarenotintendedtoreplaceorconstrainBUstrategicthinkingandshouldbeadaptedtoreflectaparticularBUssectoralcontextasrequired第1页/共50页3WHAT IS A BU STRATEGY?Astrongbusinessconceptth
3、atdrivesanintegratedsetofactionsthatcreatesvalueby:Creatingproducts/serviceswhosevalueexceedsthecostofprovidingthemCapturingvaluefromcompetitors,customers,distributors,suppliers,andproducersofsubstituteproductsandservices第2页/共50页4RATIONALE FOR PROPOSED DEFINITIONAstrongbusinessconceptthatdrivesanint
4、egratedsetofactionsthatcreatesvalueby:Creatingproducts/serviceswhosevalueexceedsthecostofprovidingthemCapturingvaluefromcompetitors,customers,distributors,suppliers,andproducersofsubstituteproductsandservices1.Recognizedualroleofcreatingandcapturingvalueinallelementsofbusinesssystem2.Forceschoices6.
5、Competitive7.Externallyoriented,customerdriven4.Recognizesimportanceofcostascompetitivetool5.Considerstradeoffsbetweenbenefitprovidedtocustomersandcoststheyincur3.Givesconsiderationtoallelementsofthebusinesssystem第3页/共50页5COMMON ELEMENTS OF REAL-LIFE STRATEGIESVisionWhere?Strongbusinessconceptconsis
6、tingofHowtocompete?IntegratedsetofactionsDevelopedhighqualitystandardsandexcellentoperationalproceduresFocusondevelopingcriticalmassofstoresandestablishingmarketdominanceMcDonaldsexperiencedphenomenalsuccessinglobalizationdueto:Successfullyscreeningfranchiseesandadedicationtointenseinitialandongoing
7、trainingConsistentdeliveryofhigh-qualityfoodandservicearoundtheworldHugeeconomiesofscaleandpowerfulsupplierleverageCapitalizedon“American”appealofMcDonaldsSuccessintailoringassortmentmixtomeetlocalneeds“Wewanttobetheworldsbestquick-servicerestaurantexperience”Wewillofferidenticalexcellentqualityacro
8、sstheworldTargetingabroadsetoftheurbanpopulation,increasinglyofferingabundledproduct(i.e.,meals)atalowpriceinmajorcitiesaroundtheworldMcDONALDSEXAMPLE第4页/共50页6BU STRATEGY REVIEW INTERACTIONSHighlyinteractivedebatedrivenbyfact-basedunderstandingofenvironmentandinternalcapabilitiesHowdoyouexpectCompet
9、itorAtoreact?Howsustainableisyourbusinessmodel?Canitbeeasilyduplicated?Howrobustareyourcontingencyplans?Howquicklycanyoushiftyourbusinessemphasistocaptureindustryopportunities?BU-CEO第5页/共50页7BU STRATEGIC PLAN DEVELOPMENTIndustrydynamicsandimplicationsEnvironmentalandinternalassessmentCompetitiveasse
10、ssmentInternalassessmentWhatarethemajorchangesinindustrydynamicsandresultingopportunitiesandrisks?Whatareyourcompetitivestrengthsandweaknesses?Howdoesyourcurrentbusinessemphasisfitwithindustryopportunityandcompetitivelandscape?StrategyarticulationStrategicdefinitionandimplicationsStrategicinitiative
11、sFinancialprojectionsWhatstrategywillyourBUpursueoverthenext3years?Whatwillbetheimpactofmajorstrategicinitiatives?Whataretheexpectedfinancialreturnsofyourstrategy?+Risk/contingen-cies&strategicalternativesWhatstrategicalternativeshaveyouconsidered?+第6页/共50页8INDUSTRY DYNAMICS AND IMPLICATIONSEconomic
12、sofdemandBysegmentSubstitutes,abilitytodifferentiateVolatility,cyclicalityEconomicsofsupplyProducerconcentrationanddiversityImportcompetitionCapacityutilizationEntry/exitbarriersCoststructure(fixedandvariable)IndustrychaineconomicsCustomerandsupplierbargainingpowerWhatarethemajorchangesinindustrydyn
13、amicsandtheresultingopportunitiesandrisks?Howisindustrystructurechangingwithrespecttodemand,supply,andindustrychaineconomics?Whataretheresultingopportunitiesandrisks?Whatistheexpectedcompetitorconduct?Whataretheresultingopportunitiesandrisks?Whatarethepresentandfutureexternalfactorsthatcouldpresentn
14、ewopportunitiesandrisks?MajorindustrycompetitormovesMarketinginitiativesIndustrycapacitychangesM&As,divestituresVerticalintegration/disaggregationAlliancesandpartnershipsCostcontrolandefficiencyimprovementsImpactandlikelihoodofmajorindustrydiscontinuitiesChangesinregulation/governmentpolicyTechnolog
15、icalbreakthroughsKeyquestionSub-questionsIssuestobeconsidered*MayormaynotbeapplicabletoallBUsWhatindustryareyoucompetingin?Whatarethevarioussegmentsintheindustry?IndustrydefinitionIndustrysegmentationDefinitionSizing第7页/共50页9SEGMENT ANALYSISILLUSTRATIVEIndustryboundariesSegmentsIndustrysegmentsRelat
16、ivelydistinctsub-groupingswithintheindustryMarketisrelativelysimilarwithinthesegmentbutdifferentacrosssegmentsDifferentindustrydynamicsmayvaryinimportanceindifferentsegments第8页/共50页10ProducersIndustrySTechnologybreakthroughsChangesingovernmentpolicy/regulationsDomesticInternationalEconomicsofdemandA
17、vailabilityofsubstitutesDifferentiabilityofproductsRateofgrowthVolatility/cyclicalityEconomicsofsupplyConcentrationofproducersImportcompetitionDiversityofproducersFixed/variablecoststructureCapacityutilizationEntry/exitbarriersIndustrychaineconomicsBargainingpowerofinputsuppliersBargainingpowerofcus
18、tomersMarketingPricingVolumeAdvertising/promotionNewproducts/R&DDistributionCapacitychangeExpansion/contractionEntry/exitAcquisition/merger/divestitureVerticalintegrationForward/backwardintegrationVerticaljointventuresLong-termcontractsInternalefficiencyCostcontrolLogisticsProcessR&DOrganizationeffe
19、ctivenessFinanceProfitabilityValuecreationTechnologicalprogressEmploymentobjectivesExternalshocksFeedbacktructureConductPerformanceSTRUCTURE-CONDUCT-PERFORMANCE(SCP)MODEL第9页/共50页111.DeterminantsofsupplierpowerDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstitutein
20、putsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegrationrelativetothreatofbackwardintegrationbyfirmsintheindustry2.DeterminantsofbarrierstoentryEconomiesofscaleProprietaryproductdifferencesBrandident
21、itySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantagesProprietarylearningcurveAccesstonecessaryinputsProprietary,low-costproductdesignGovernmentpolicyExpectedretaliation5.RivalrydeterminantsIndustrygrowthFixed(orstorage)cost/valueaddedIntermittentovercapacityProductdifference
22、sBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriers3.DeterminantsofbuyingpowerBargainingleverageBuyerconcentrationvs.firmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardint
23、egrateSubstituteproductsPull-through4.DeterminantsofsubstitutionthreatRelativepriceperformanceofsubstitutesSwitchingcostsBuyerpropensitytosubstitute2.Newentrants3.Buyers4.SubstitutesIntensityofrivalry1.SuppliersPricesensitivityPrice/totalpurchasesProductdifferencesBrandIdentityImpactonqualitypercept
24、ionBuyerprofitsDecisionmakersincentives5.IndustrycompetitorsFORCESATWORKFRAMEWORK第10页/共50页12Opportunities/ThreatsHowaredemandandsupplyexpectedtoevolve?Howdoyouexpecttheindustrychaineconomicstoevolve?Whatarethepotentialmajorindustrydiscontinuities?Whatcompetitoractionsdoyouexpect?YOURBUSWOT ANALYSISC
25、ONVERTOPPORTUNITIESBUILDONSTRENGTHSNEUTRALIZETHREATSADDRESSWEAK-NESSESStrengths/WeaknessesWhatareyourBUsassets/competenciesthatsolidifyyourcompetitiveposition?WhatareyourBUsassets/competenciesthatweakenyourcompetitiveposition?CanbeusedasathoughtstarterforcompetitiveanalysisandinternalassessmentSurfa
26、cespotentialopportunities/threatsarisingfromfactorsexternaltotheBU第11页/共50页13SCP APPLIED TO LEXMARK RapidlyRapidlychangingchangingtechnology,technology,e.g.,birthofe.g.,birthofportable,portable,handheld,handheld,wirelesswirelesscomputerscomputers RapidlyRapidlychangingchangingcustomercustomerprefere
27、ncespreferences PossibilityofPossibilityofapaperlessapaperlesssocietygivensocietygivenincreasingincreasingenvironmentalenvironmentalconcernandconcernandriseoftheriseoftheinternetinternetEconomicsofdemandEconomicsofdemand InkjetprintersreplacinglaserinInkjetprintersreplacinglaserinnon-networkenvironm
28、entnon-networkenvironment Highpricesensitivity;minimalHighpricesensitivity;minimalopportunityformajorproductopportunityformajorproductdifferentiationdifferentiation GrowthoflaserandinkjetprinterGrowthoflaserandinkjetprintermarketsstablebutdependentonmarketsstablebutdependentonPCsalesanddegreeofPCsal
29、esanddegreeofreplacementreplacementEconomicsofsupplyEconomicsofsupply HPholdslionsshareofprinterHPholdslionsshareofprintermarketmarket IndustrycapacityexceedsIndustrycapacityexceedsmarketdemandmarketdemand PresenceofcounterfeitandPresenceofcounterfeitandrecycledproductsupplyrecycledproductsupplyespe
30、ciallyinconsumablesespeciallyinconsumables HighexitbarriersduetoassetHighexitbarriersduetoassetintensityintensityIndustrychaineconomicsIndustrychaineconomics BargainingpowerofsuppliersBargainingpowerofsupplierslowlow BargainingpowerofdistributorsBargainingpowerofdistributorshighhigh Littleintegratio
31、n(forwardorLittleintegration(forwardorbackward)backward)MarketingMarketing ManufacturerscompetingManufacturerscompetingmainlyonpricemainlyonprice RetaildominantdistributionRetaildominantdistributionchannelchannel AggressivedevelopmentAggressivedevelopmentandreleaseofnewandreleaseofnewproductsproduct
32、s MovestoincreasebrandMovestoincreasebrandawarenessviamarketingawarenessviamarketingcampaignscampaigns CreativefinancingCreativefinancingpackagespackagesInternalefficiencyInternalefficiency RelentlessdrivetolowcostRelentlessdrivetolowcostmanufacturingmanufacturing ContinuouseffortstoContinuouseffort
33、stocreatemorespecializedcreatemorespecializedfeaturesand/orfunctionsfeaturesand/orfunctionsOthersOthers EntryofPCandEntryofPCandperipheralsplayersperipheralsplayers ClampdownoncounterfeitClampdownoncounterfeitandrecycledconsumablesandrecycledconsumablessupplierssuppliersFinanceFinance Pricecompetiti
34、ononPricecompetitiononprinterhardwaredrivesprinterhardwaredrivesmarginsdownandmarginsdownandforcesplayerstorelyforcesplayerstorelyonprofitsfromonprofitsfromconsumableproductsconsumableproducts(goodmargins)and(goodmargins)andhighvolumecaptureonhighvolumecaptureonhardwarehardwareSExternalshocksFeedbac
35、ktructureConductPerformance第12页/共50页14RESULTING OPPORTUNITIES AND RISKS FOR LEXMARKOpportunitiesRisksBecomethefirstmoverinprintersforportable,handheld,wirelesscomputermarketGrowdemandbaseviauseofcreative,non-traditionalchannelsandalternativefinancing/paymentmethodsGrowdemandforconsumablesviaprograms
36、toincreaseprintingusageBethesupplierofprintersforPC/peripheralplayershopingtotheexpandintoprintermarketExpandleadershipincorporateinstitutionalaccountsIncreasingdemandforcustomizationmayincreasecostsanderodemarginsAnydeclineinPCsalesmaysignificantlybringdownrevenuesMarketsharemaybeerodedascompetitio
37、nintensifiesBranding/marketingpushfromestablishedplayersPricingpushfromlow-costmanufacturersMarginsatriskifprintingusagedeclineswithpushforpaperlesssocietyNOTEXHAUSTIVE第13页/共50页15COMPETITIVE ASSESSMENTPrivilegedassetsthatcreatecompetitiveadvantage,e.g.physicalassets,location/”space”,distribution/sal
38、esnetworkDistinctiveskills/competenciesthatcreatecompetitiveadvantage,e.g.innovation,talentdevelopmentWhatareyourcompetitivestrengthsandweaknesses?Whatarethecapabilitiesrequiredtosucceedinthisindustry?Howdoyoucompareagainstthesenecessarycapabilities?Strengthsandweaknessesofyourcompetitivepositionvs.
39、necessarycapabilitiesBenchmarkperformanceagainsttheindustrysrelevantkeyperformanceindicators(KPIs),withmarginandmarketshareastherequiredminimumKeyquestionSub-questionsIssuestobeconsidered*KPIsareahandfulofleversthatdrivethevalueoftheindustry/business第14页/共50页16CAPABILITY PLATFORM:ASSESSMENT OF SOURC
40、ES OF COMPETITIVE ADVANTAGE(1/2)PhysicalassetLocation/spaceDistribution/salesnetworkBrand/reputationPatentRelationshipwithlicenseallocatorBHPslow-costminesTelecomm/mediacompanywithrightsradiospectrumAvonsrepresentativesCoca-ColaPharmaceuticalcompanywithawonderdrug”Favorednationstatuswithakeyminister
41、inliberalizingeconomyInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymanagementTalentdevelopment3MwithnewproductsMcDonaldswithQSC&VJ&JwithbrandedconsumerhealthproductsEmersonElectricsBestCostProducerprogramP&GbrandmanagementprogramPrivilegedassetsDistinctivecompetenciesNecessar
42、ycapabilitiesinordertosucceedintheindustryExample第15页/共50页17Step1:Ensurethatthesearethecapabilitiesrequiredtosucceedintheindustry.Usethislistasathoughtstarter,addanddeleteasyouseeappropriateBUOverallSegmentsABCStep2:Assessyouroverallpositionrelativetothecapabilitiesrequiredtosucceedintheindustry.Als
43、o,determineifthesecapabilitiesarerelevanttothesegmentsyouservePhysicalassetLocation/spaceDistribution/salesnetworkBrand/reputationPatentRelationshipwithlicenseallocatorInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymanagementTalentdevelopmentPrivilegedassetsDistinctivecompeten
44、ciesNecessarycapabilitiesinordertosucceedintheindustryCAPABILITY PLATFORM:ASSESSMENT OF SOURCES OF COMPETITIVE ADVANTAGE BY SEGMENT(2/2)ILLUSTRATIVEExtremelyrelevantSomewhatrelevantIrrelevant第16页/共50页18BUOverallCompetitorsABCStep3:Comparethestrengthsandweaknessesofyourcompetitivepositionvs.thenecess
45、aryskillsPhysicalassetLocation/spaceDistribution/salesnetworkBrand/reputationPatentRelationshipwithlicenseallocatorInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymanagementTalentdevelopmentPrivilegedassetsDistinctivecompetenciesNecessarycapabilitiesinordertosucceedintheindustr
46、yCOMPETITOR CAPABILITY COMPARISONILLUSTRATIVE第17页/共50页19Necessarycapabili-tiesinordertosucceedintheindustryPrivilegedassetsDistinctivecompeten-ciesCAPABILITY PLATFORM APPLIED TO LEXMARKDistribution/salesnetworkBrand/reputationInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymana
47、gementLaserInkjet(Salesnetwork)(Distribution)(Reputation)(Brand)SegmentsExtremelyrelevantSomewhatrelevantIrrelevant第18页/共50页20NecessarycapabilitiesinordertosucceedintheindustryPrivilegedassetsDistinctivecompetenciesCOMPETITOR CAPABILITY COMPARISON APPLIED TO LEXMARKDistribution/salesnetworkBrand/rep
48、utationInnovationCost/efficiencymanagementLexmarkHPEpsonFormedownaccountteams;customerrelationshipsinheritedfromIBMWell-establishedretaildistribution/dealernetworkKnownforqualityspecializedproductsandnetworksoftwareBest-knownbrandKnownforproductqualityQuicktomarketwithnewtechnologiesAwardedleaderini
49、mplementa-tionofnecessaryproductfeaturesLeaderinprintqualityCross-functionalcoordinationdeliverssuperiorproductdesignandcustomerserviceMarketpositioningCross-functionalcoordinationOwnershipoftechnologyallowslow-cost,in-housemanufactureofcriticalcomponents第19页/共50页21BENCHMARK PERFORMANCE AGAINST RELE
50、VANT INDUSTRY KPIsKPIs(examples)FinancialindicatorsMarginNetincomeROCEOperatingindicatorsAdvertisingeffectivenessUtilizationrateStrategicindicatorsMarketsharePercentofrevenuefromnewproductsWorkingcapitaltrendExternalindicatorsMarketpricesofrawmaterialsBUCompetitorACompetitorBCompetitorC第20页/共50页22KP