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1、CONFIDENTIALBU Strategic Plan BasicsTraining materialsThis 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 & Company. This material was used by McKin
2、sey & Company during an oral presentation; it is not a complete record of the discussion.Jim Ayala PHOMelissa Gil PHORegina Manzano PHOSuresh Mustapha PHOSteve Shaw HKOShelly Yeh PHOChoon-Gin Tan SIODESCRIPTIONOFMATERIALSThis document was developed as a training presentation for the newly appointed
3、Business Unit CEOs of an Asian Family-owned conglomerate.The purpose of this document is to guide new CEOs through the basic elements of developing a BU-level strategic plan.This presentation is complemented by a companion document the “BU Strategic Plan Template Book” which provides completeness an
4、d consistency of BU strategic plan submissions. These templates are not intended to replace or constrain BU strategic thinking and should be adapted to reflect a particular BUs sectoral context as required1WHATISABUSTRATEGY?A strong business concept that drives an integrated set of actions that crea
5、tes value by:Creating products/services whose value exceeds the cost of providing themCapturing value from competitors, customers, distributors, suppliers, and producers of substitute products and services2RATIONALEFORPROPOSEDDEFINITIONA strong business concept that drives an integrated set of actio
6、ns that creates value by:Creating products/services whose value exceeds the cost of providing themCapturing value from competitors, customers, distributors, suppliers, and producers of substitute products and services1. Recognize dual role of creating and capturing value in all elements of business
7、system2. Forces choices6. Competitive7. Externally oriented, customer driven4. Recognizes importance of cost as competitive tool5. Considers tradeoffs between benefit provided to customers and costs they incur3. Gives consideration to all elements of the business system3COMMONELEMENTSOFREAL-LIFESTRA
8、TEGIESVisionWhere?StrongbusinessconceptconsistingofHowtocompete?IntegratedsetofactionsDeveloped high quality standards and excellent operational proceduresFocus on developing critical mass of stores and establishing market dominanceMcDonalds experienced phenomenal success in globalization due to:Suc
9、cessfully screening franchisees and a dedication to intense initial and ongoing trainingConsistent delivery of high-quality food and service around the worldHuge economies of scale and powerful supplier leverageCapitalized on “American” appeal of McDonaldsSuccess in tailoring assortment mix to meet
10、local needs“We want to be the worlds best quick-service restaurant experience”We will offer identical excellent quality across the worldTargeting a broad set of the urban population, increasingly offering a bundled product (i.e., meals) at a low price in major cities around the worldMcDONALDS EXAMPL
11、E4BUSTRATEGYREVIEWINTERACTIONSHighly interactive debate driven by fact-based understanding of environment and internal capabilitiesHow do you expect Competitor A to react?How sustainable is your business model? Can it be easily duplicated?How robust are your contingency plans?How quickly can you shi
12、ft your business emphasis to capture industry opportunities?BU-CEO5BUSTRATEGICPLANDEVELOPMENTIndustrydynamicsandimplicationsEnvironmentalandinternalassessmentCompetitiveassessmentInternalassessmentWhat are the major changes in industry dynamics and resulting opportunities and risks?What are your com
13、petitive strengths and weaknesses?How does your current business emphasis fit with industry opportunity and competitive landscape?StrategyarticulationStrategicdefinitionandimplicationsStrategicinitiativesFinancialprojectionsWhat strategy will your BU pursue over the next 3 years?What will be the imp
14、act of major strategic initiatives?What are the expected financial returns of your strategy?+Risk/contingen-cies&strategicalternativesWhat strategic alternatives have you considered?+6INDUSTRYDYNAMICSANDIMPLICATIONSEconomicsofdemandBysegmentSubstitutes,abilitytodifferentiateVolatility,cyclicalityEco
15、nomicsofsupplyProducerconcentrationanddiversityImportcompetitionCapacityutilizationEntry/exitbarriersCoststructure(fixedandvariable)IndustrychaineconomicsCustomerandsupplierbargainingpowerWhatarethemajorchangesinindustrydynamicsandtheresultingopportunitiesandrisks?Howisindustrystructurechangingwithr
16、especttodemand,supply,andindustrychaineconomics?Whataretheresultingopportunitiesandrisks?Whatistheexpectedcompetitorconduct?Whataretheresultingopportunitiesandrisks?Whatarethepresentandfutureexternalfactorsthatcouldpresentnewopportunitiesandrisks?MajorindustrycompetitormovesMarketinginitiativesIndustrycapacitychangesM&As,divestituresVerticalintegration/disaggregationAlliancesandpartnershipsCostcontrolandefficiencyimprovementsImpactandlikelihoodofmajorindustrydiscontinuitiesChangesinregulation/go
