战略分析工具

战略分析工具2024/3/27战略分析工具STRATEGYPLANNINGINSTRUCTIONSTheobjectiveofthesetemplatesistoprovidecompletenessandconsistencyofBUstrategicplansubmissions.ThesetemplatesarenotintendedtoreplaceorconstrainBUstrategicthinkingandshouldbeadaptedtoreflectaparticularBU’ssectoralcontextasrequiredEachsectionbeginswithasummarythatisbasedonasynthesisofquestionsandanalysesthatfollow.Thesuggestedapproachwouldbetofirstcompletetherelevantback-upanalysesandthenworktowardstheoverallsynthesis战略分析工具TABLEOFCONTENTSI. ExecutivesummaryII. EnvironmentalandinternalassessmentA. IndustrydynamicsanditsimplicationsB. CompetitiveassessmentC. InternalassessmentIII. StrategicdefinitionandimplicationsA. StrategyarticulationB. StrategicinitiativesC. FinancialprojectionD. Risks/contingenciesandstrategicalternativesIV. Exhibits战略分析工具BUSTRATEGICPLANDEVELOPMENTIndustrydynamicsandimplicationsEnvironmentalandinternalassessmentCompetitiveassessmentInternalassessmentWhatarethemajorchangesinindustrydynamicsandresultingopportunitiesandrisks?Whatareyourcompetitivestrengthsandweaknesses?Howdoesyourcurrentbusinessemphasisfitwithindustryopportunityandcompetitivelandscape?StrategyarticulationStrategicdefinitionandimplicationsStrategicinitiativesFinancialprojectionsWhatstrategywillyourBUpursueoverthenext3years?Whatwillbetheimpactofmajorstrategicinitiatives?Whataretheexpectedfinancialreturnsofyourstrategy?++++Risk/contingen-cies&strategicalternativesWhatstrategicalternativeshaveyouconsidered?+战略分析工具I.EXECUTIVESUMMARYInstructions:TheExecutiveSummary

providesasynthesisofthe

EnvironmentalandInternal

Assessmentsandthe

resultantBUStrategicPlans战略分析工具II.ENVIRONMENTALANDINTERNALASSESSMENT战略分析工具IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–SUMMARYA.Whatarethemajorchangesinindustrydynamicsandtheresultingopportunitiesandrisks?A.2 Howisindustrystructurechanging(demand,supply,andindustrychaineconomics)?Whataretheresultingopportunitiesandrisks?A.3 Whatistheexpectedcompetitorconduct?Whataretheresultingopportunitiesandrisks?A.4 Whatarethepresentandfutureexternalfactorsthatcouldpresentnewopportunitiesandrisks?A.1 Whatindustryareyoucompetingin?Whatarethevarioussegmentsintheindustry?Instructions:

Theanswertothis

overarchingquestion

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findingsInstructions:

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containa1-2sentence

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findings战略分析工具IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP1A.1 Whatindustryareyoucompetingin?Whatarethevarioussegmentsintheindustry?IndustrydefinitionIndustrysegmentationDefinitionSizingInstructions:

Exhibit1couldprovide

ausefulframeworkfor

answeringthisquestionIndustrydefinition:Industrysegmentation:战略分析工具IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP2A.2 Howisindustrystructurechangingwithrespecttodemand,supply,andindustrychaineconomics?Whataretheresultingopportunitiesandrisks?EconomicsofdemandBysegmentSubstitutes,abilitytodifferentiateVolatility,cyclicalityEconomicsofsupplyProducerconcentrationanddiversityImportcompetitionCapacityutilizationEntry/exitbarriersCoststructure(fixedandvariable)IndustrychaineconomicsCustomerandsupplierbargainingpowerInstructions:

Exhibit2,3or4couldprovide

ausefulframeworkfor

answeringthisquestion战略分析工具IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP3A.3 Whatistheexpectedcompetitorconduct?Whataretheresultingopportunitiesandrisks?MajorindustrycompetitormovesMarketinginitiativesIndustrycapacitychangesM&As,divestituresVerticalintegration/disaggregationAlliancesandpartnershipsCostcontrolandefficiencyimprovementsInstructions:

Exhibit2,3or4couldprovide

ausefulframeworkfor

answeringthisquestion战略分析工具IIA.INDUSTRYDYNAMICSANDIMPLICATIONS–BACK-UP4A.4 Whatarethepresentandfutureexternalfactorsthatcouldpresentnewopportunitiesandrisks?ImpactandlikelihoodofmajorindustrydiscontinuitiesChangesinregulation/governmentpolicyTechnologicalbreakthroughsInstructions:

Exhibit2,3or4couldprovide

ausefulframeworkfor

answeringthisquestion战略分析工具IIB.COMPETITIVEASSESSMENT–SUMMARYB.Whatareyourcompetitivestrengthsandweaknesses?B.1 Whatarethecapabilitiesrequiredtosucceedinthisindustry?B.2 Howdoyoucompareagainstthesenecessarycapabilities?Instructions:

Theanswertothis

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findingsInstructions:

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findings战略分析工具IIB.COMPETITIVEASSESSMENT–BACK-UP1B.1 Whatarethecapabilitiesrequiredtosucceedinthisindustry?Privilegedassetsthatcreatecompetitiveadvantage,e.g.physicalassets,location/”space”,distribution/salesnetwork,intangibleassets(intellectualcapital,network,brands,talents)Distinctiveskills/competenciesthatcreatecompetitiveadvantage,e.g.innovation,talentdevelopmentInstructions:

Exhibit5couldprovide

ausefulframeworkfor

answeringthisquestion战略分析工具IIB.COMPETITIVEASSESSMENT–BACK-UP2B.2 Howdoyoucompareagainstthesenecessarycapabilities?Strengthsandweaknessesofyourcompetitivepositionvs.necessarycapabilitiesBenchmarkperformanceagainsttheindustry’srelevantkeyperformanceindicators(KPIs)*,withmarginandmarketshareastherequiredminimumStrengthsandweaknessesofyourcompetitivepositionvs.necessarycapabilities:Benchmarkperformanceagainsttherelevantindustry’sKPIs:Instructions:

Exhibits6and7could

provideausefulframework

foransweringthisquestionInstructions:

Exhibit8couldprovide

ausefulframeworkfor

answeringthisquestion *KPIsareahandfulofleversthatdrivethevalueoftheindustry/business战略分析工具IIC.INTERNALASSESSMENT–SUMMARYC.Howdoesyourcurrentbusinessemphasisfitwiththeindustryopportunitiesandthecompetitivelandscape?C.1 Whichsegmentsofthebusinessareprovidingthehighestreturns?C.2 WhathavebeentheperformancetrendsalongmajorBUKPIs?C.3 Whichintangibleassets*couldbenear-termpotentialsourcesofvalue?Instructions:

Theanswertothis

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findingsInstructions:

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findings *PleaserefertoExhibit12forfurtherdescription战略分析工具IIC.INTERNALASSESSMENT–BACK-UP1C.1 Whichsegmentsofthebusinessareprovidingthehighestreturns?*RelevantBUsegments(basedoncustomer,product,geography,channel)OperatingcontributionestimatesforeachsegmentInstructions:

Exhibit9couldprovide

ausefulframeworkfor

answeringthisquestion *Basedonlatestavailable,1-2yearhistoricalfinancialstatements战略分析工具IIC.INTERNALASSESSMENT–BACK-UP2C.2 WhathavebeenperformancetrendsalongmajorBUKPIs?KPIperformancetrendsoverthelast3-5years,e.g.returnoncapitalemployed(ROCE),operatingincome,margins,capitalemployedAssessmentofunderlyingtrenddriversExpectedevolutionInstructions:

Exhibits10and11could

provideausefulframework

foransweringthisquestionROCE=Operatingincomex(1-taxrate) Allinterestbearingdebt(shortandlong)+ minorityinterest+stockholders’equity

战略分析工具IIC.INTERNALASSESSMENT–BACK-UP3C.3 Whichintangibleassetscouldbenear-termpotentialsourcesofvalue?Identificationofin-houseintellectualproperty,talent,networks,brand/imageConversionintosourcesofvalueInstructions:

Exhibit12couldprovide

ausefulframeworkfor

answeringthisquestion战略分析工具III.STRATEGICDEFINITIONANDIMPLICATIONS战略分析工具IIIA.STRATEGYARTICULATION–SUMMARYA.WhatstrategywillyourBUpursueoverthenext3years?A.1 Wheretocompete?A.2 Whatisyourcustomervaluepropositionforthedifferentsegmentsyouaregoingtoserve?A.3 Whatisyourbusinessmodel?Instructions:

Theanswertothis

overarchingquestion

requiresarecapitulation

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findingsA.4 Howdoesyourchosenstrategyexploitindustryopportunitiesandaddressindustry/competitivethreats?Instructions:

Thesesubsections

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findings战略分析工具IIIA.STRATEGYARTICULATION–BACK-UP1A.1 Wheretocompete?Whereareyougoingtocompetealongthesedimensionsandwhy:TargetmarketDistributionchannelsProduct(breadthanddepth)GeographicscopeInstructions:

Exhibit13couldprovide

ausefulframeworkfor

answeringthisquestion战略分析工具IIIA.STRATEGYARTICULATION–BACK-UP2A.2 Whatisyourcustomervaluepropositionforthedifferentsegmentsyouaregoingtoserve?TargetcustomerdefinitionBenefitsthatyouwillofferthecustomersProductpricingPositionagainstcompetitionvis-à-visthebenefitsprovidedandthepricechargedWhoisyourtargetcustomer?Whataretheexplicitbenefitsyouprovidetoyourcustomers?Whatperceivedvaluedoyouprovidetothecustomerbetterthancompetition?Howmuchvaluedoyourcustomersattachtothebenefitsyouprovide?战略分析工具IIIA.STRATEGYARTICULATION–BACK-UP3A.3 Whatisyourbusinessmodel?Deliveryandcommunicationofcustomervalueproposition(valuedeliverysystem)CompetitiveadvantageindeliveringthesebenefitstothecustomerHowwillthevaluepropositionbeprovidedandcommunicated?WhichofyourBU’sexistingstrengthscanbeleveraged?Whatskills/capabilitiesdoyouneedtobuild?Instructions:

Exhibit15couldprovide

ausefulframeworkfor

answeringthisquestion战略分析工具IIIA.STRATEGYARTICULATION–BACK-UP4A.4 Howdoesyourchosenstrategyexploittheindustryopportunitiesandaddresstheindustry/competitivethreats?IndustryattractivenessandimplicationreviewAlignmentofstrategyandenvironmentalrealitiesInstructions:

AreviewofthesectiononIndustryDynamicsandImplications,togetherwiththeframeworksused(Exhibit2,3or4)isusefulforansweringthisquestion战略分析工具IIIB.STRATEGICINITIATIVES–SUMMARYB.Whatwillbetheimpactofmajorstrategicinitiatives?B3. Howmuchvaluewillbecreatedfromeachstrategicinitiative?B4. Whatresourceswill

eachstrategicinitiative

require?Instructions:

Theanswertothis

overarchingquestion

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findingsB1. Whatmajorstrategicinitiativesarerequiredtosuccessfullyimplementyourselectedbusinessmodel?B2. Whatarethesourcesofvaluecreatedfromeachstrategicinitiative?Instructions:

Thesesubsections

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findings战略分析工具IIIB.STRATEGICINITIATIVES–BACK-UP1B.1 Whatmajorstrategicinitiativesarerequiredtosuccessfullyimple-mentyourselectedbusinessmodel?Possiblestrategicinitiativeslist战略分析工具IIIB.STRATEGICINITIATIVES–BACK-UP2B.2 Whatarethesourcesofvaluecreatedfromeachstrategicinitiative?Sourcesofvaluefromeachstrategicinitiative(e.g.,EBIT,capitalemployed)CategoryofinitiativesVolumeincreaseEBITimpactviaPriceincreaseCostreductionOtherInvest-mentCapitalemployedimpactviaDivest-mentCapital

efficiency*Other

*E.g.improvedworkingcapitalemployment,increasedassetutilization,changestoassetownershipSpecificactionableinitiatives

战略分析工具IIIB.STRATEGICINITIATIVES–BACK-UP3Operatingincomeongoingimpact2001-2004PhPmillionsCapitalemployedongoingimpact2001-2004PhPbillionsPresentoperatingincomeVolumeincreasePriceincreaseCostreductionbenefitAdditionalcostsTotalongoingoperatingincomePresentcapitalemployedImprovedcapitalefficiencyDivestmentsInvestments(capexandacquisitions)TotalongoingcapitalemployedB.3 Howmuchvaluewillbecreatedfromeachstrategicinitiative?one-timeEBITimpact=one-timecosts=FinancialimpactfromeachstrategicinitiativeExpectedfinancialoutlayforeachinitiative+++–=+–=–战略分析工具IIIB.STRATEGICINITIATIVES–BACK-UP4B.4 Whatresourceswilleachstrategicinitiativerequire?ResourcesrequiredtomakestrategyworkAvailabilityofresourcesintheorganizationPlanforfillingresourcegapsCategoriesofinitiativesSpecificactionableinitiativesPeople/skillsResourcerequirementsFundingEx-Cominvolvement

战略分析工具IIIC.FINANCIALPROJECTIONS–SUMMARYC.Whataretheexpectedfinancialreturnsofyourstrategy?C.3 Whatisyourexpectedcashgenerationabilityoverthemediumterm?C.4 Whatisyourexpectedcapitalproductivity?C.2 Whatisyourprojectednetincomeinthenextfewyears?C.1 Whatarethekeyassumptions?Instructions:

Theanswertothis

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findings战略分析工具IIIC.FINANCIALPROJECTIONS–BACK-UP1C.1 Whatarethekeyassumptions?Profitandloss(e.g.revenues,costs,margin)BalancesheetCorporatecenterdirectivesCorporatecenterassumptionsBASECASEBusinessunitassumptionsRevenues•Marketsize•Marketshare•PriceCosts•Inputcosts•Productioncosts•Othercosts(e.g.SG&A)Margins•Grossmargin•OperatingmarginCapital•Plannedinvestments/divestments•Changesinworkingcapital2002KEYFORECASTASSUMPTIONS20032004GrowthrateCorporatecenterassumptions200220032004Keyeconomicindicators•GDPgrowth•Consumerpriceindex•Exchangerate(PhP/USD)•91-dayT-billrateCorporatetaxrateInstructions:

Thesearetheminimumrequiredassumptions.FeelfreetoaddotherassumptionsrelevanttoyourBU战略分析工具IIIC.FINANCIALPROJECTIONS–BACK-UP2C.2 Whatisyourprojectednetincomeinthenextfewyears?IncomestatementforecastBASECASEHistoricalSalesCostofgoodssoldGrossprofitOperatingexpensesOperatingprofitOtherexpensesTaxesNetprofit1999FORECASTEDINCOMESTATEMENT2000InPhPmillionForecast2001**200220032004CAGR1999-2004GrowthanalysisSales(%)Grossprofit(%)Operatingprofit(%)Netprofit(%)MarginanalysisGrossmargin(%)Operatingmargin(%)Netmargin(%)***Keyassumptionsnotlistedearliershouldbedetailedatthebottomofthechart.TheimpactofplannedinitiativesontherevenuesandcostsshouldbeestablishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactualresultsInstructions:

Thesearetheminimumrequiredincomestatementaccountsandanalyses.FeelfreetoaddotheraccountsandanalysesrelevanttoyourBU战略分析工具IIIC.FINANCIALPROJECTIONS–BACK-UP3C.3 Whatisyourexpectedcashgenerationabilityoverthemediumterm?CashflowforecastInstructions:

Thesearetheminimumrequiredcashflowstatementaccounts.FeelfreetoaddotheraccountsrelevanttoyourBUBASECASEOperatingprofitDepreciationandamortizationOthernon-cashoperatingexpensesNetoperatingcashflowIncrease/(decrease)inworkingcapitalOtheroperatingcashflowTotaloperatingcashflowFORECASTEDCASHFLOWSTATEMENTHistorical19992000Forecast2001**200220032004CAGR1999-2004CapitalexpenditureOtherinvestingcashflowitemsTotalinvestingcashflowIncrease/(decrease)indebtDividendsOtherfinancingcashflowTotalfinancingcashflowInPhPmillionKeyassumptionsnotlistedearliershouldbedetailedatthebottomofthechart.TheimpactofplannedinitiativesonthefixedandworkingcapitalinvestmentsshouldbeestablishedclearlywithadditionalattachmentsifrequiredBestestimatesonpossibleactualresults***战略分析工具IIIC.FINANCIALPROJECTIONS–BACK-UP4C.4 Whatisyourexpectedcapitalproductivity?BalancesheetforecastROCEcomputationROCE=Operatingincomex(1-taxrate) Allinterestbearingdebt(shortandlong)+ minorityinterest+stockholders’equity

Instructions:

Thesearetheminimumrequiredbalancesheetaccountsandanalyses.FeelfreetoaddotheraccountsandanalysesrelevanttoyourBUBASECASECashAccountsreceivablesInventoriesOthercurrentassetsTotalcurrentassetsNetfixedassetsOtherassetsTotalassetsFORECASTEDBALANCESHEETHistorical19992000Forecast2001*200220032004CAGR1999-2004AccountspayableOthercurrentliabilitiesTotalcurrentliabilitiesShort-termloansLong-termloansOtherliabilitiesTotalliabilitiesMinorityinterestTotalstockholders’equityInPhPmillionCapitalemployedROCETotalliab.&stockholders’equityRatioanalysisWorkingcapitalturnoverDebt-equityratioBestestimatesonpossibleactualresults*战略分析工具IIID.RISKS/CONTINGENCIES&STRATEGICALTERNATIVES–SUMMARYD.Whatstrategicalternativeshaveyouconsidered?D.1 Whataretheassociatedriskstoyourchosenstrategy?D.2 Re-examiningindustryopportunitiesandindustry/competitivethreats,whatalternativesexisttoyourchosenstrategy?Instructions:

Theanswertothis

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findingsD.3 Beyondthe3-yeartimeframe,whatbreakthroughstrategicoptionsmaybepossible?Instructions:

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containa1-2sentence

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findings战略分析工具IIID.RISKS/CONTINGENCIES&STRATEGICALTERNATIVES–BACK-UP1D.1 Whataretheassociatedriskstoyourchosenstrategy?IdentificationofsignificantpotentialrisksandplanstomitigateSensitivity/scenariofinancialanalysisPotentialrisksBusinessriskRegulatoryriskTechnologyriskIntegrityriskMacroeconomicriskImpactLikelihoodContingencyOther战略分析工具IIID.RISKS/CONTINGENCIES&STRATEGICALTERNATIVES–BACK-UP2D.2 Re-examiningindustryopportunitiesandindustry/competitivethreats,whatalternativesexisttoyourchosenstrategy?Wheretocompete?ValuepropositionBusinessmodelAlignmentwithexternalrealitiesWheretocompete?:Alternativevalueproposition:Alternativebusinessmodel:Alignmentwithexternalrealities:Instructions:

BasedonareviewofthesectiononEnvironmentalandInternalAssessment,StrategyArticulation,andtheframeworksused(Exhibit2-4,13-15),determineotherpotentialstrategicalternatives战略分析工具IIID.RISKS/CONTINGENCIES&STRATEGICALTERNATIVES–BACK-UP3D.3 Beyondthe3-yeartimeframe,whatbreakthroughstrategicoptionsmaybepossible?“Out-of-the-box”ideasInstructions:

Thinkradical!Thinkout-of-the-box!战略分析工具IV.EXHIBITSInstructions:

Pleaseincludeallrelevantsupportingdocumentationinthissection战略分析工具SEGMENTANALYSISExhibit1ILLUSTRATIVEIndustryboundariesSegmentsIndustrysegmentsRelativelydistinctsub-groupingswithintheindustryMarketisrelativelysimilarwithinthesegmentbutdifferentacrosssegmentsDifferentindustrydynamicsmayvaryinimportanceindifferentsegments战略分析工具ProducersIndustrySTechnologybreakthroughsChangesingovernmentpolicy/regulationsDomesticInternationalEconomicsofdemandAvailabilityofsubstitutesDifferentiabilityofproductsRateofgrowthVolatility/cyclicalityEconomicsofsupplyConcentrationofproducersImportcompetitionDiversityofproducersFixed/variablecoststructureCapacityutilizationEntry/exitbarriersIndustrychaineconomicsBargainingpowerofinputsuppliersBargainingpowerofcustomersMarketingPricingVolumeAdvertising/promotionNewproducts/R&DDistributionCapacitychangeExpansion/contractionEntry/exitAcquisition/merger/divestitureVerticalintegrationForward/backwardintegrationVerticaljointventuresLong-termcontractsInternalefficiencyCostcontrolLogisticsProcessR&DOrganizationeffectivenessFinanceProfitabilityValuecreationTechnologicalprogressEmploymentobjectivesExternalshocksFeedbacktructureConductPerformanceSTRUCTURE-CONDUCT-PERFORMANCE(SCP)MODELExhibit2战略分析工具Exhibit31. DeterminantsofsupplierpowerDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegrationrelativetothreatofbackwardintegrationbyfirmsintheindustry2. DeterminantsofbarrierstoentryEconomiesofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantagesProprietarylearningcurveAccesstonecessaryinputsProprietary,low-costproductdesignGovernmentpolicyExpectedretaliation5. RivalrydeterminantsIndustrygrowthFixed(orstorage)cost/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriers3. DeterminantsofbuyingpowerBargainingleverageBuyerconcentrationvs.firmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-through4. Determinantsof

substitutionthreatRelativepriceperformanceofsubstitutesSwitchingcostsBuyerpropensitytosubstitute2.Newentrants3.Buyers4.SubstitutesIntensityofrivalry1.SuppliersPricesensitivityPrice/totalpurchasesProductdifferencesBrandIdentityImpactonqualityperceptionBuyerprofitsDecisionmakers'incentives5.Industrycompetitors"FORCESATWORK"FRAMEWORK战略分析工具Opportunities/ThreatsHowaredemandandsupplyexpectedtoevolve?Howdoyouexpecttheindustrychaineconomicstoevolve?Whatarethepotentialmajorindustrydiscontinuities?Whatcompetitoractionsdoyouexpect?YOURBUSWOTANALYSISExhibit4CONVERT

OPPORTUNITIESBUILDONSTRENGTHSNEUTRALIZETHREATSADDRESSWEAK-NESSESStrengths/WeaknessesWhatareyourBU’sassets/competenciesthatsolidifyyourcompetitiveposition?WhatareyourBU’sassets/competenciesthatweakenyourcompetitiveposition?CanbeusedasathoughtstarterforcompetitiveanalysisandinternalassessmentSurfacespotentialopportunities/threatsarisingfromfactorsexternaltotheBU战略分析工具PhysicalassetLocation/"space"

Distribution/salesnetworkBrand/reputationPatentRelationshipwith"license"allocatorBHP’slow-costminesTelecomm/mediacompanywithrights

radiospectrumAvon’srepresentativesCoca-ColaPharmaceuticalcompanywitha"wonderdrug”"Favorednation"statuswithakeyministerinliberalizingeconomyInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymanagementTalentdevelopment3MwithnewproductsMcDonald’swithQSC&VJ&JwithbrandedconsumerhealthproductsEmersonElectric’sBestCostProducerprogramP&GbrandmanagementprogramPrivilegedassetsDistinctivecompetenciesNecessarycapabilitiesinordertosucceedintheindustryExampleCAPABILITYPLATFORM:ASSESSMENTOFSOURCESOF

COMPETITIVEADVANTAGE(1/2)Exhibit5战略分析工具CAPABILITYPLATFORM:ASSESSMENTOFSOURCESOFCOMPETITIVEADVANTAGE(2/2)ILLUSTRATIVEStep1:Ensurethatthesearethecapabilitiesrequiredtosucceedintheindustry.Usethislistasathoughtstarter,addanddeleteasyouseeappropriateBUOverallSegmentsABCStep2:Assessyouroverallpositionrelativetothecapabilitiesrequiredtosucceedintheindustry.Also,determineifthesecapabilitiesarerelevanttothesegmentsyouservePhysicalassetLocation/"space"

Distribution/salesnetworkBrand/reputationPatentRelationshipwith"license"allocatorInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymanagementTalentdevelopmentPrivileged

assetsDistinctivecompetenciesNecessarycapabilitiesinordertosucceedintheindustryExhibit6ExtremelyrelevantSomewhatrelevantIrrelevant战略分析工具COMPETITORCAPABILITYCOMPARISONBUOverallCompetitorsABCStep3:Comparethestrengthsandweaknessesofyourcompetitivepositionvs.thenecessaryskillsPhysicalassetLocation/"space"

Distribution/salesnetworkBrand/reputationPatentRelationshipwith"license"allocatorInnovationCross-functionalcoordinationMarketpositioningCost/efficiencymanagementTalentdevelopmentPrivileged

assetsDistinctivecompetenciesNecessarycapabilitiesinordertosucceedintheindustryExhibit7ILLUSTRATIVE

战略分析工具BENCHMARKPERFORMANCEAGAINSTRELEVANTINDUSTRYKPIsExhibit8ILLUSTRATIVEKPIs(examples)FinancialindicatorsMarginNetincomeROCE

OperatingindicatorsAdvertisingeffectivenessUtilizationrate

StrategicindicatorsMarketsharePercentofrevenuefromnewproductsWorkingcapitaltrend

ExternalindicatorsMarketpricesofrawmaterials

BUCompetitorACompetitorBCompetitorC战略分析工具SEGMENTANALYSISRevenueGrossprofitOperatingprofitAssetsemployedPeopleemployedOperating

profitmarginGrossprofit

marginROCEStep1:IdentifytherelevantsegmentsStep2:Provideasegmentanalysisbasedonthefollowingminimumfinancialmetrics:revenue,grossprofitandmargin,operatingprofitandmarginStep3:Totheextentassetsandpeoplecanbedisaggregatedbysegment,deploymentofassetsagainstreturnscanbeanalyzed%PhP%oftotalSegment1PhP%oftotalSegment2PhP%oftotalSegment3PhP%oftotalSegment4PhP%oftotalTotalExhibit9%%%%Segment1Segment2Segment3Segment4Total战略分析工具TRENDANALYSIS–RETURNONCAPITALEMPLOYED(ROCE)NOTEXHAUSTIVETheROCEtreecanbedisaggregatedtoshowtheotherrelevantKPIsofaBUROCEPercentOperatingincomex(1-taxrate)PhPmillionCapitalemployedPhPmillion÷RevenuePhPmillionOperatingmarginPercentx(1-taxrate)PercentxMarketsharePercentIndustrysalesPhPmillionxExhibit10战略分析工具TRENDANALYSIS–CASHNOTEXHAUSTIVEThecashflowtreecanbedisaggregatedtoshowtheotherrelevantKPIsofaBUExhibit11CashflowgeneratedPhPmillionOperatingcashflowPhPmillionInvestingcashflowPhPmillion+NetincomePhPmillionNon-cashexpensesPhPmillion+ChangeinworkingcapitalPhPmillion+FinancingcashflowPhPmillion+战略分析工具Exhibit12INTANGIBLEASSETCHECKLIST

IntangibleassetsWaystoextractnear-termvalue

TalentHighlymotivatedandcompetentworkforceleveragingspecificskillsetstoGenerategrowthImprove/increasecompanyintangibles

IntellectualpropertyPatentsgeneratinglicensingfeesUnderstandingofcustomerbehaviorRiskmanagementSoftware

ILLUSTRATIVENetworkInterconnectedwebsofpartiesNon-exclusiv