战略制定流程.pptVIP

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 2.1.1. ELEMENTS OF THE BASELINE The purpose of setting the baseline is to develop with the client the current and historical perspective on the company and industry. The three key elements of this baseline are basic facts about the company, competitors and customers. Company and competitor profiles include a mix of quantitative and qualitative information on economic performance, competitive position, relative value propositions and capabilities. Similarly, customer-related facts should include insights about buying behaviors, needs and relative attractiveness. The relative depth of analysis will depend on the client and industry situation. For instance, situations involving high competitive intensity warrant greater depth on competitor profiles. On the other hand, situations of nascent markets – new technologies, for example – require greater understanding of core capabilities and overall customer needs. The rest of this section describes, and illustrates with case examples, tool and techniques for creating the baseline. 51 Situation Analysis/Understanding Uncertainty CORE CAPABILITIES – OPERATIONAL SKILLS To help a client determine its core competencies, we suggest a two-step process. In the first step, we generate an initial list of specific skills and knowledge needed to drive critical subprocesses across the company’s business system. The second step is to take that list and validate each item against three me