咨询管理战略组织项目麦肯锡工具评估 麦肯锡—writing BP.pdf

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1、Writing a Best-Practice Business Plan: A BlueprintThis presentation contains detailed notes to the slides. If you are viewing the downloaded version, please click on “Notes Page” in the View menu to see both slides and commentary511064 Copyright 2001 McKinsey & Company. Confidential. Not for further

2、 reproduction or distribution.McKinsey & Company1AGENDAKey questions for writing a business planSample business plan2KEY QUESTIONS FOR A BUSINESS PLANSource: McKinseyExecutive summaryWhat is the basic business idea, target customer segments, and own value proposition?What are realistic sales targets

3、, market shares, and growth rates?What does the organizational business look like and who will lead the business?Market/competitor analysis and own positioningWhich market segments are profitable and growing?What are the key success factors?Who are current and future competitors?What is your positio

4、ning compared with key competitors?Product and customer value propositionWhat services are offered at what prices?What partnerships/cooperations are needed?Where does the value to the customer lie?How can advertising and promotions support the customer value?Key questions3KEY QUESTIONS FOR A BUSINES

5、S PLAN (CONT.)Source: McKinseyExecutive summaryWhat is the basic business idea, target customer segments, and own value proposition?What are realistic sales targets, market shares, and growth rates?What does the organizational business look like and who will lead the business?Market/competitor analy

6、sis and own positioningWhich market segments are profitable and growing?What are the key success factors?Who are current and future competitors?What is your positioning compared with key competitors?Product and customer value propositionWhat services are offered at what prices?What partnerships/coop

7、erations are needed?Where does the value to the customer lie?How can advertising and promotions support the customer value?Key questions4KEY QUESTIONS FOR A BUSINESS PLAN (CONT.)Source: McKinseyBusiness-model organization and processesWhat is the future network structure?What organization and resour

8、ces are needed?What are the core business processes? Management teamFinancial planning and RONA analysisKey questionsOpportunities and risksImplementation road mapWhich people manage the future business?How can top-caliber people be attracted and retained?What is the future management style of the o

9、perations?What other opportunities can be leveraged?What risks are involved with the market entry and how can they be controlled?What are the expected financial results over the next five years?What are the key milestones in building the new business?5AGENDAKey questions for writing a business planS

10、ample business planSample Business PlanMarch 2001Sample Business Plan for Fast Fenners Copyright 2001 McKinsey & Company. Confidential. Not for further reproduction or distribution.EUROPEAN FOARS COMPANY7CONTENT EFC BUSINESS PLANExecutive summaryMarket/competitor analysis and EFC positioningProduct

11、and customer value propositionBusiness model, organization, and processesManagement teamOpportunities and risksFinancial planning and RONA analysisImplementation road map123456788EXECUTIVE SUMMARYSource: McKinseyThe market for fenners has grown at a rapid rate since their introduction in 1985. Indus

12、try revenues have grown from 500 million in 1985 to 7,000 million in 2000. Consumers have shown almost insatiable demand for fenners and have consistently thrown away their old fenners for new versions, as product features have been upgraded. This demand, combined with other forces at work in the in

13、dustry, make fenners a very attractive business opportunity. Average industry profit margin has held firm at 15%European Foars Company (EFC) is the nations leading foar manufacturer. It has become the industry benchmark for low-cost production processes and has established a strong brand name, with

14、EFC having become a household word. It has also established strong customer relationships with the nations largest retail outletsIn recent years, market demand for fenners has flattened. In response, EFC began to investigate the fenner market as a source of new profits to maintain its historical rat

15、e of return to shareholders. After several years of R&D, EFCs engineers have developed and patented the next generation of fenners known as fast fenners, with features far surpassing existing fenners. This business plan lays out EFCs strategy for entry into the fenner market with fast fennersEFC wil

16、l begin selling fast fenners through the leading national retail outlets beginning in July 2001. Prior to this time, it will market the fast fenner aggressively to consumers, highlighting its improved features and EFCs commitment to 24-hour customer service at the same price as existing fenners. By

17、offering consumers the fenner improvements and service that they need at an economical price, EFC should be able to capture 62% of the market by the year 2005. EFC can realize up to 1,130 million in annual profit by 2005 from successful implementation of the fast fenner business plan19EXECUTIVE SUMM

18、ARY KEY ISSUESSource: McKinseyThe key issues in the business plan are:Pricing: EFC is the low-cost producer of fenners. This business plan assumes that EFC will be able to replicate this low-cost production concept. Therefore, it proposes offering fast fennersat the same cost as existing fenners. EF

19、C expects even value-conscious consumers to buy the new fast fenners, thereby only driving market growth but and gaining share Competitive response: EFC has patented the fast fenner and believes that it will be extremely difficult for competitors to replicate. This business plan also assumes that co

20、mpetitors willnot attempt to maintain market share through price slashing or that any attempts to do so will be unsuccessfulDistribution channel: This business plan recommends that EFCleverage its strong relationships with the nations largest retail outlets and sell fast fenners through them. The si

21、milarity of fenners to foars suggests that consumers will be willing to purchase fast fenners at retail outlets110CONTENT EFC BUSINESS PLANExecutive summaryMarket/competitor analysis and EFC positioningProduct and customer value propositionBusiness model, organization, and processesManagement teamOp

22、portunities and risksFinancial planning and RONA analysisImplementation road map12345678115002,0004,0007,00011,0001985SIZE OF FENNER MARKET millions21990199520002005(E)* Compound average growth rateSource: McKinseyCAGR 1985-2005 = 16.7%1215121416151985AVERAGE INDUSTRY ROS OF FENNER MARKET%1990199520

23、002005(E)Source: McKinsey213FENNER DISTRIBUTION CHANNELS, MAT* 1999%* Moving annual totalSource: McKinsey553015Retail outletsCatalogsSuperstoresCurrently no fenners are sold online, but experience from foars (15% online sales and growing rapidly ) indicates future online sales potential214DEVELOPMEN

24、T OF MARKET SHARE OF IMPROVED FENNERSSource: McKinsey%10000Basic fennerImproved fennerEven better fenner1990199520002080001090Fast fenner215% of population currently owning fennersLikeMARKET RESEARCH FINDINGS POTENTIAL CUSTOMER NEEDS%* Quotations from customer interviewsSource: McKinsey% of populati

25、on liking their fennersDont likeIndifferentPotential needs of fenner users*Wish my fenner could Wish it had more Need help getting my fenner to Wish I could buy more fenners within my budget .7520528515OwnDont own16MARKET RESEARCH FINDINGS IMPROVEMENT OPPORTUNITIESSource: McKinseyPotential customer

26、needsWish my fenner could Improvement opportunitiesImprove fenners ability to do A, B, CWish it had more Add options X, Y, ZNeed help getting my fenner to Better instructionsToll-free number24-hour serviceWish I could buy more fenners within my budget .Scaled down, low-price fennerCut price on exist

27、ing fennersVolume discounts2176040YesWILLINGNESS TO SWITCH TO AN IMPROVED FENNER% of respondentsNo at a higher price?9010YesNo at the same price?955YesNo at a lower price?Source: McKinseyWould you switch to a fenner with improved features .218KEY FACTORS DRIVING CUSTOMER BUYING DECISIONSource: McKin

28、sey 5 4 3 2 112345 5 4 3 2 112345OptionsPriceCustomer service.Option loversValue seekersService seekersUnimportantImportant05Customer segmentRating219DEMOGRAPHICS OF TARGET CUSTOMER SEGMENTS%Source: McKinseyDemographicsAgeEducation levelBuying behaviorOption loversValue seekersService seekers1020403

29、020 - 3030 - 4040 - 50 50HighMediumLow305020103060CatalogsSuperstoreRetail3530251020404050302020403010403030101080Older customers with medium education level shop in superstores and retail outletsYoung customers with high education level prefer shopping through catalogs and superstoresMid-aged custo

30、mers with average education level strongly prefer shopping in retail outlets220FENNER INDUSTRY FORCES AT WORKSource: McKinseyIndustry structure and economicsSmall number of competitorsR&D and manufacturing scale effects create barriers to entryIndustry profitableMarket growingConsumer demandConsumer

31、 willing to trade upDemand consistently growingNo substitutes for fennersCompetitive conductCompetitors crowded out as others upgrade productNo price competitionInnovation difficult and costlyExternal factorsStrong overall economic growth fuels consumer spendingExpected legislation changes in 2003 c

32、ould additional fuel consumer demandFenner market is an attractive business opportunity221MARKET SHARE OF FENNER COMPANIES, MAT* 1999%4030255Trinity Fenners* Moving annual totalSource: McKinseyJohns Fenner Co.WonabyFennersKings Fenner Co.Significant barriers for entry into fenner market: high resear

33、ch and development costs and scale requirementsFenner companies with old product (e.g., Kings Fenner Company) were quickly crowded out of market222ANALYSIS OF COMPETITORSEFCs competitors generally are not expected to innovate in the near future Trinity Fenners has the highest capability to innovate

34、in the medium future, all other competitors have only low to medium ability to improve their products in response to EFCs fast fennerCompanyTrinity FennersJohns Fenner Co.Wonaby FennersKings Fenner Co.Current market share40%30%25%5%Years since last fennerinnovation35610Innovation expectedPossibleNo?

35、NoCapability to innovate2Source: McKinsey23COMPETITIVE POSITION EFC vs. COMPETITORSEFCAbility for low-cost productionExtensive experience with foar productionSkillsFast fenner patent Well-established brand name for foarsStrategic assetsExisting relationship with some large national retailersSpecial

36、relationshipHighLowJohns Fenner Co.Very good management resources as part of the Johns conglomerateStrong brand namePatent for enhanced fennersPreferred supplier of medium-sized supermarketsKings Fenner Co.New CEOBeginning turnaroundOld production facilities (cannot be upgraded)De-listed from Wesko

37、supermarket two months agoTrinity FennersCost leader in current fenner productionPatent for enhanced fennersFenner retail chainWonaby FennersCEO left six months ago to Kings FennerCo.Partnership with Fenner research labLicense to produce enhanced fennersExperimenting with selling fenners online 2Sou

38、rce: McKinsey24ThreatsCompetitive reaction to market entry of EFC, including possibility of price war Competitors leveraging relation-ship to existing distribution channel to block EFCs market entryFenner competitors attacking EFC on its home territory with entry into the foar marketProduct innovati

39、on through Trinity FennersSWOT ANALYSIS FOR EFC FENNERS FUTURE BUSINESS StrengthsLow-cost production capabilityPatent for faster fenner Well-established brand name for foarsWeaknessesCurrently no experience with online sellingNo own retail activities No relationship with medium-sized supermarketsOpp

40、ortunitiesFast-growing market: CAGR 2000-2005: 9.5%Profitable market: industry-wide ROS 2005: 15%Customers openness to innovation of fenners in the past: market share of even-better fenners in 2000: 90%Customers willingness to switch to fast fenners in the future: 90%2EFC Fenner BusinessSource: McKi

41、nsey25CONTENT EFC BUSINESS PLANExecutive summaryMarket/competitor analysis and EFC positioningProduct and customer value propositionBusiness model, organization, and processesManagement teamOpportunities and risksFinancial planning and RONA analysisImplementation road map1234567826More optionsBetter

42、 performanceLots of serviceValue for moneyCustomer needProduct characteristicsEmotional stylingFast fenners withMany new optionsEnhanced performanceEFC value added24-hour customer service for fast fennercustomersLeveraging experience as low-cost producer of foars to offer fast fenners at todays mark

43、et priceFAST FENNERS VALUE PROPOSITIONValue propositionA better product with more options and an innovative styling at the same price as regular fenners, plus 24-hour customer service3Source: McKinsey27VALUE PROPOSITION TARGETED TO CUSTOMER SEGMENTSSegmentOption loversKey value propositionFast fenne

44、rs have lots of new capabilities you wantValue seekersFast fenners cost the same as traditional fenners, plus you get more bang for your buck with its enhanced capabilitiesService seekersFast fenners offer 24-hour customer service, so help will be there when you need it3Source: McKinsey281.0001.3001

45、.6502.0302.5004.2404.4364.7605.0002.0002.3002.6403.0403.5004.0002001Service seekersESTIMATED CUSTOMER SEGMENT DEVELOPMENT, 2001-2005000 2002200320042005Value seekersOption lovers7,0007,8408,7809,83011,00012CAGR*, 2001-05%156* Compound average growth rateSource: McKinsey36292001Service seekersEFC REV

46、ENUE AND MARKET SHARE DEVELOPMENT, 2001-2005000 2002200320042005Value seekersOption lovers655131,8473,8876,7856661.3552.3276941.4902.6221.0421.836487320CAGR*, 2001-05%6.96.321.039,561,7Market share%* Target price of 2 per fenner* Target price of 1.9 per fenner through increase in price promotions* C

47、ompound average growth rateSource: McKinsey182522154195164332032032030CONTENT EFC BUSINESS PLANExecutive summaryMarket/competitor analysis and EFC positioningProduct and customer value propositionBusiness model, organization, and processesManagement teamOpportunities and risksFinancial planning and

48、RONA analysisImplementation road map1234567831DISTRIBUTION CHANNEL FOR EFCs FENNERS40302010WeskoAlmiLainburyInitially fast fenners will be sold through the national retail outlets of Wesko, Almi, Spam, and LainburyonlyFenner online offering to be decided one to two years after product introductionSi

49、nce fenners have product characteristics similar to foars, consumers should be willing to buy fast fenners from those national retail outletsSpam4Source: McKinsey32PricePromotion PlacementProductMARKETING CONCEPT * Potential online sales commencing in one to two yearsSource: McKinseyNational retail

50、outlets of big supermarket chains onlyShelf placement in conjunction with foars Development of leading edge www platform with complete offering of virtual buying process and built-in flexibility*Pricing at level of even-better fennersPrice transparency (e.g., recommended fast fenner selling price)On