麦肯锡战略咨询手册－2(PPT)

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1、CONFIDENTIALBUStrategicPlanBasicsTrainingmaterials8June2001Thisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companydurin

2、ganoralpresentation;itisnotacompleterecordofthediscussion.JimAyala–PHOMelissaGil–PHOReginaManzano–PHOSureshMustapha–PHOSteveShaw–HKOShellyYeh–PHOChoon-GinTan–SIODESCRIPTIONOFMATERIALSThisdocumentwasdevelopedasatrainingpresentationforthenewlyappointedBusinessUnitCEOsofanAsianFamily-

3、ownedconglomerate.ThepurposeofthisdocumentistoguidenewCEOsthroughthebasicelementsofdevelopingaBU-levelstrategicplan.Thispresentationiscomplementedbyacompaniondocumentthe“BUStrategicPlanTemplateBook”whichprovidescompletenessandconsistencyofBUstrategicplansubmissions.Thesetemplatesar

4、enotintendedtoreplaceorconstrainBUstrategicthinkingandshouldbeadaptedtoreflectaparticularBU’ssectoralcontextasrequired1WHATISABUSTRATEGY?Astrongbusinessconceptthatdrivesanintegratedsetofactionsthatcreatesvalueby:Creatingproducts/serviceswhosevalueexceedsthecostofprovidingthemCaptur

5、ingvaluefromcompetitors,customers,distributors,suppliers,andproducersofsubstituteproductsandservices2RATIONALEFORPROPOSEDDEFINITIONAstrongbusinessconceptthatdrivesanintegratedsetofactionsthatcreatesvalueby:Creatingproducts/serviceswhosevalueexceedsthecostofprovidingthemCapturingval

6、uefromcompetitors,customers,distributors,suppliers,andproducersofsubstituteproductsandservices1.Recognizedualroleofcreatingandcapturingvalueinallelementsofbusinesssystem2.Forceschoices6.Competitive7.Externallyoriented,customerdriven4.Recognizesimportanceofcostascompetitivetool5.Con

7、siderstradeoffsbetweenbenefitprovidedtocustomersandcoststheyincur3.Givesconsiderationtoallelementsofthebusinesssystem3COMMONELEMENTSOFREAL-LIFESTRATEGIESVisionWhere?StrongbusinessconceptconsistingofHowtocompete?IntegratedsetofactionsDevelopedhighqualitystandardsandexcellentope

8、rationalproceduresFocusond