战略决策--麦肯锡战略制定流程.pptVIP

资料来源： 麦肯锡战略制定流程 麦肯锡战略制定流程综述 1.1 确定长期目标的要素 长期目标的要素 1.2 重新审视长期目标 2. 分析形势，了解不确定性 2.1 设定基准线 评估核心能力 – 营运技能 划分客户群类别 评估不同细分市场的吸引力 2.2 制定未来发展目标 2.2.1 了解Porter的外部动力模型 2.2.2 了解不确定程度 了解行业行为 通过彻底重新审视业务体系发现新机会 评价特定的技术 3.界定业务范围并决定战略立场 界定业务范围– 评估并安排有活力的多元化业务组合 大笔赌注 对某一行动做出重大承诺，该行动可能产生极高回报，但也可能产生严重后果 如，建设一家大型合资企业；大量投资于一家网络新创公司；主营服务业务而退出产品业务 真实选择和财务选择 运营选择，如工厂的灵活性和应急财务安排 如，拓展电脑业务 无悔行为 无论行业最终如何变化都合理的行动 如，充分开发现有的硬件业务 保险行为 专门设计出来防止一个大赌注失败的选择 如，建立研发的合作伙伴关系，以防自己研发失败 决定战略立场 4. 确定优势来源 5. 设计价值实现系统 6.按增长阶段分析业务组合 用能力框架评估商业机会 能力平台 对模块排序 将机会按三种区域进行划分 7. 确定财务目标并就此达成共识 8. 为实施进行测试和计划 1.3.3. REVISIT THE ASPIRATION Aspirations should be revisited at the end of the strategy development process because the fact-base and debates of the process may significantly reshape the aspiration. In addition, companies should periodically revisit their aspirations to keep them fresh and relevant to the organization. As the future unfolds – as the rate of industry change shifts, status becomes more certain or uncertain, or viewpoints change when they gain more knowledge about the industry – the client must look back and revisit the company aspirations. Aspirations are dynamic and should change as often as the industry does. Thus a company in a stable industry may only need to revisit aspirations every 5-10 years, while an internet competitor may see its aspirations shift by the month or even week. 44 Set and Revisit Aspirations See Reference # 7 49 Situation Analysis/Understanding Uncertainty See Reference # 1,2 STRUCTURE OF THIS CHAPTER This chapter describes two key stages in developing a situation analysis: Set the baseline (p. 50) - determine a client’s core capabilities and how it is positioned vis à vis its competitors and customers. Develop perspectives on the future (p. 75) Understand external forces (p. 76) - critical external forces shaping the future of the industry Assess uncertainty (p. 92) – key uncertainties, and which ones can be mitigated and which ones must be managed Examine indus