Umbrex Toolkit of

Consulting Frameworks

Comprehensive toolkit of
frameworks & templates for
Independent Management Consultants

1
About the Consulting Frameworks Toolkit

Umbrex has developed this Consulting Frameworks Toolkit that includes more than two dozen
business frameworks frequently used by independent management consultants.

This resource includes a PowerPoint deck with slide templates of each of these frameworks that
you can download and customize for your own use.

2
Table of Contents
About Umbrex 6
Porter’s Five Forces 17
BCG Growth Share Matrix 30
McKinsey 7-S Framework 34
Ansoff Matrix 39
Force Field Analysis 42
The 3 C’s 45
The 4 Ps 48
SWOT Analysis 51
Profitability Framework 54
Blue Ocean Strategy 57
Value Disciplines Model 61
Porter's Value Chain 65
GE McKinsey Matrix 70
Product Life Cycle 73
Roger’s Five Factors 77
SIPOC model 81
PESTEL Analysis 86
Lafley Strategy 90
Three Horizons 94
Seven Degrees of Freedom for Growth 97
Porter's Generic Strategies 100
Galbraith Star Model 104

3
How to replace the placeholder logo in this template

1 3 5

View > Slide Master

Delete placeholder logo from Move your own logo into position on the
Master slide Master slide.

OR: Just delete the placeholder logo

2 from the Master and leave that space
blank.
Select 4
the top
Master
slide

Watch video:
Select Insert > Pictures
How to replace the placeh
Browse and select your logo older logo

4
How to change the color scheme in this template
Subtitle

1 3 4

View > Slide Master

Use RBG / HEV color values

2 Or just use the color eyedrop to
replace the existing colors

Change each one of the color

slots as explained in the video
Then Colors > Customize colors
Watch video:
How to change the color p
alette

5
About Umbrex

Copyright © 2023 All rights reserved. 6

 Find a consultant now

Umbrex is the fastest way to find the right

independent management consultant.

7
Why Umbrex? Find a consultant now

Founded by McKinsey alums, Umbrex provides rapid access to independent management consultants with experience at top-
tier consulting firms.

Over 90% of Umbrex consultants are alums of McKinsey, Bain, or BCG.

The majority also have experience in industry roles. Why should you consider working with Umbrex?

Because you need You need the caliber You want a flexible You need someone to You don’t want to
top-tier consultants. of consulting talent solution tailored to start ASAP. spend time sorting
that you would find at your needs through 40 resumes.
the highest-ranked
global firms - without
all the overhead.

8
Umbrex Services Find a consultant now

• Digital Strategy • Mergers & Acquisitions • Sustainability

Strategy • Growth Strategy • Risk Management • Technology

• Data & Analytics • Operations Transformation • Project Management Office

Operations • Lean Operations • Procurement • Supply Chain

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Organization • Diversity & Inclusion • Organization Design • Umbrex Academy
• Interim Executives

• Branding • Digital Marketing • Pricing

Marketing • Consumer Experience • Market Research • Product Management

• Channel Management
Sales • Sales Effectiveness

Pro bono

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• Healthcare • Pulp and Paper

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Hourly 20-80% 100%

Individual Team

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Umbrex connects you with a community of Join our community
other top-tier independent consultants

We create opportunities for our members to meet,

build relationships, share lessons learned, and collaborate

In-person events Online events Private online forum

Mastermind Groups Free access to resources

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You're global and local - Umbrex is, too Find a consultant now
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Umbrex thought leadership Find a consultant now

Produce Unleashed, the leading Organized over 300 events for Over 1,000 consultants have
podcast on how to thrive as an independent consultants used our video guide to set up
independent professional their own practice

Invited speaker on independent Managing Partner Will Bachman

consulting at business schools including recognized as a “Power Player
Harvard, Wharton, Columbia, and Kellong Consulting” by Business Insider

14
How Umbrex can help

For Clients For Consultants

Find a consultant now Join our community

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Umbrex provides resources to help consultants thrive

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How To Find Clients For Your Consulting Practice How to Build a Consulting Website

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And dozens more

Access resources

16
Porter’s Five Forces

Copyright © 2023 All rights reserved. 17

Porter’s Five Forces — Overview

Source • Named after Harvard Business School professor Michael E. Porter, popularized in his 1980 book Competitive Strategy.

Description Porter's Five Forces is a framework that helps us understand the competitive dynamics of an industry. It involves analyzing five different
forces that shape competition in an industry, namely:
1. The threat of new entrants: How easy or difficult is it for new players to enter the industry? Are there any barriers to entry, such as
high capital requirements or strong brand recognition?
2. The bargaining power of suppliers: How much bargaining power do suppliers have over firms in the industry? Are there only a few
dominant suppliers or is there a large number of suppliers with similar offerings?
3. The bargaining power of buyers: How much bargaining power do buyers have over firms in the industry? Are buyers able to easily
switch to competitors or are they locked into existing relationships?
4. The threat of substitutes: How much of a threat do substitute products or services pose to the industry? Are there many substitutes
available, or are customers limited in their options?
5. The intensity of competitive rivalry: How intense is the competition among firms in the industry? Are there many players with similar
offerings or only a few dominant players?

Application 1. Market entry strategy: When a client is considering entering a new market, we use Porter's Five Forces to understand the
competitive dynamics of the industry and assess the potential profitability of the venture.
2. Industry analysis: When a client wants to understand the competitive landscape of their industry, we use Porter's Five Forces to
analyze the strength of each force and identify areas where they may be able to gain a competitive advantage.
3. Mergers and acquisitions: When a client is considering acquiring or merging with another company, we use Porter's Five Forces to
analyze the competitive dynamics of the combined entity and assess the potential synergies.

18
Porter’s Five Forces — Template

Threat of new entrants Bargaining power of buyers

Low, moderate, or high Low, moderate, or high
• XXX • XXX

Intensity of
competition from
existing
competitors

Bargaining power of suppliers Low, moderate, or high Threat of substitutes

XXX
Low, moderate, or high Low, moderate, or high
• XXX • XXX

Source:_______ 19
Threat of new entrants – Questions to consider
Porter’s Five Forces Analysis

1. What is the level of barriers to entry in the industry, such as economies of scale, capital requirements, or regulations?

2. How easy is it for new entrants to access the necessary resources, such as distribution channels or raw materials?

3. What is the level of brand recognition or customer loyalty in the industry, and how does it affect the threat of new entrants?

4. What is the level of product differentiation in the industry, and how does it affect the threat of new entrants?

5. What is the level of patent protection or proprietary technology in the industry, and how does it affect the threat of new entrants?

6. What is the level of government regulation or industry standards in the industry, and how does it affect the threat of new entrants?

7. What is the level of customer switching costs or loyalty to existing companies, and how does it affect the threat of new entrants?

8. What is the level of network effects or economies of scope in the industry, and how does it affect the threat of new entrants?

9. What is the level of industry growth or potential for growth, and how does it affect the threat of new entrants?

10.What is the level of existing capacity utilization in the industry, and how does it affect the threat of new entrants?

Source:_______ 20
Threat of new entrants – [industry]
Backup to Porter’s Five Forces Analysis

Factor Details
xxx
Switching costs xxxx

Economies of scale xxxx

Brand recognition xxxx

xxxx
Regulatory barriers

Capital investment xxxx

Technology barriers xxxx

xxxx
Distribution channels

Patents, trademarks xxxx

Network effects xxxx

Talent availability xxxx

Source:_______ 21
Bargaining power of buyers – Questions to consider
Porter’s Five Forces Analysis

1. How many buyers are there in the industry, and how concentrated are they?

2. Are there any dominant buyers in the industry, or is the buying power relatively dispersed?

3. Are the buyers able to negotiate prices and terms with suppliers, or are they constrained by other factors such as regulations or supply chain
limitations?

4. Are there any substitutes available to buyers, either within the industry or outside of it?

5. How much information do buyers have about the product, industry, and suppliers? Are they able to make informed decisions about their
purchases?

6. What is the size and frequency of the buyers' purchases, and how important are they to the suppliers?

7. Are there any switching costs for buyers to move from one supplier to another? If so, how high are they?

8. How much bargaining power do buyers have in terms of price negotiation? Are they able to easily negotiate discounts or other favorable terms?

9. Are there any joint ventures or other forms of collaboration between suppliers and buyers that could affect bargaining power?

10.What is the level of differentiation among suppliers in the industry, and are there any unique or specialized products or services that could affect
buyers' bargaining power?

Source:_______ 22
Bargaining power of buyers - [industry]
Backup to Porter’s Five Forces Analysis

Factor Details
xxx
Switching costs xxxx

xxx xxxx

xx xxxx

xxxx
xxx

xx xxxx

xx xxxx

xxxx
xx

xx xxxx

xx xxxx

xx xxxx

Source:_______ 23
Bargaining power of suppliers – Questions to consider
Porter’s Five Forces Analysis

1. How many suppliers are there in the industry, and how concentrated are they?

2. Is there a high level of switching costs for buyers to switch from one supplier to another?

3. What is the importance of the industry to the suppliers, and how important are the buyers to the suppliers?

4. How differentiated are the products or services provided by the suppliers?

5. What is the cost of switching suppliers for buyers, and how easy or difficult is it for buyers to find alternative suppliers?

6. What is the level of substitute products or services available to the buyers, and how does that affect the bargaining power of the suppliers?

7. Are there any joint ventures or other forms of collaboration between suppliers and buyers that could affect bargaining power?

8. What is the availability of inputs or resources required by suppliers, and how easily can they be substituted?

9. Are there any legal or regulatory constraints on the suppliers that affect their bargaining power?

10.What is the level of competition among suppliers, and how does that affect their bargaining power?

Source:_______ 24
Bargaining power of suppliers - [industry]
Backup to Porter’s Five Forces Analysis

Factor Details
xxx
# of suppliers xxxx

xxx xxxx

xxx xxxx

xxxx
xxx

xxx xxxx

xxx xxxx

xxxx
xxx

xxx xxxx

xxx xxxx

xxx xxxx

Source:_______ 25
Threat of substitute products – Questions to consider
Porter’s Five Forces Analysis

1. What are the substitute products or services available to buyers in the industry?

2. How easily can buyers switch to these substitute products or services?

3. What is the price-performance trade-off between the industry's products or services and substitute products or services?

4. Are the substitute products or services of equal or higher quality than those offered by the industry?

5. What is the level of brand loyalty or customer preference for the industry's products or services versus substitute products or services?

6. Are there any unique features or advantages of the industry's products or services that are not available in substitute products or services?

7. Are there any regulatory or legal barriers that prevent or limit the availability of substitute products or services?

8. Are there any technological advancements or innovations that could create new substitute products or services?

9. What is the level of differentiation between the industry's products or services and substitute products or services?

10.What is the price sensitivity of buyers in the industry, and how much of an impact would a change in price have on their decision to switch to
substitute products or services?

Source:_______ 26
Threat of substitute products - [industry]
Backup to Porter’s Five Forces Analysis

Factor Details
xxx
xxx xxxx

xxx xxxx

xxx xxxx

xxxx
xxx

xxx xxxx

xxx xxxx

xxxx
xxx

xxx xxxx

xxx xxxx

xxx xxxx

Source:_______ 27
Rivalry among existing competitors – Questions to consider
Porter’s Five Forces Analysis

1. How many competitors are there in the industry, and how concentrated is the market?

2. What is the rate of industry growth, and how does it affect the intensity of competition?

3. What is the level of product differentiation among competitors, and how does it affect their competitive rivalry?

4. What is the level of brand loyalty or customer preference among competitors' products or services?

5. What is the size and frequency of orders for the industry's products or services, and how does it affect the competitive rivalry?

6. What is the level of fixed costs and economies of scale in the industry, and how does it affect the competitive rivalry?

7. What is the level of exit barriers in the industry, and how does it affect the competitive rivalry?

8. What is the level of industry regulation, and how does it affect the competitive rivalry?

9. What is the level of innovation and technological advancement in the industry, and how does it affect the competitive rivalry?

10.What is the level of advertising and marketing expenses among competitors, and how does it affect their competitive rivalry?

Source:_______ 28
Rivalry among existing competitors - [industry]
Backup to Porter’s Five Forces Analysis

Factor Details
xxx
# competitors xxxx

Diversity xxxx

Concentration xxxx

xxxx
Industry growth

Quality differences xxxx

Barriers to exit xxxx

xxxx
xxx

xxx xxxx

xxx xxxx

xxx xxxx

Source:_______ 29
BCG Growth
Share Matrix

Copyright © 2023 All rights reserved. 30

BCG Growth Share Matrix — Overview

• BCG's Alan Zakon—who would go on to become the firm's CEO—first sketched the matrix and then refined it with his colleagues.
Source BCG's founder, Bruce Henderson, popularized the concept in his 1970 essay “The Product Portfolio.”

Description A 2x2 matrix with two dimensions: market growth rate (representing the rate at which the market for a product or business unit is
growing) and market share (representing the percentage of the total market that is controlled by the product or business unit).
The matrix divides a company's products or business units into four categories:
• Stars — High-growth, high-market-share products or business units. They require a lot of investment to maintain their growth, but
also generate high revenue.
• Cash cows — Low-growth, high-market-share products or business units. They generate a lot of cash for the company but require
less investment to maintain their market share.
• Question marks (also known as problem children) — High-growth, low-market-share products or business units. They have the
potential to become stars, but they require a lot of investment to achieve that growth.
• Dogs — Low-growth, low-market-share products or business units. They generate little revenue and usually require little
investment.

Application 1. Portfolio Analysis: Prioritize investments across a corporate portfolio.

2. Market Entry Strategy: Evaluate the potential for growth and the level of competition in the market.
3. Mergers and Acquisitions: Evaluate the target company's product or business unit portfolio to identify which products or business
units are stars or cash cows and which are question marks or dogs.

Source:_______ 31
BCG Growth Share Matrix — Template A
High

Question marks Stars

• Text • Text
• Text • Text
• Text • Text
Market growth

Remainder divested Invest

Dogs Cash cows

• Text • Text
• Text • Text
• Text • Text

Liquidate Milk the cash flow

Low

Low Market share High

Source:_______ 32
BCG Growth Share Matrix — Template B
High

Question marks Stars

• Text • Text
• Text • Text
• Text • Text
Market growth

Dogs Cash cows

• Text • Text
• Text • Text
• Text • Text
Low

Low Market share High

Source:_______ 33
 McKinsey
7-S Framework

Copyright © 2023 All rights reserved. 34

McKinsey 7-S Framework — Overview

Source • This framework was developed in the early 1980s by Robert Waterman, Tom Peters, and Julien Philips, consultants at McKinsey &
Company, and was first introduced in their 1982 book In Search of Excellence: Lessons from America's Best-Run Companies.

Description The framework provides a structured approach for analyzing an organization's internal alignment, helping consultants identify key areas
of improvement that can drive business performance. By analyzing an organization's internal alignment, consultants can identify areas
of improvement that can drive business performance and help organizations achieve their goals. The 7-S components are:
• Strategy: This refers to the organization's plan of action to achieve its goals and objectives.
• Structure: This refers to the organization's formal and informal reporting relationships, as well as its overall organizational design.
• Systems: This includes the organization's formal and informal procedures, policies, and routines.
• Shared Values: This refers to the organization's values, culture, and beliefs.
• Skills: This refers to the skills and competencies of the organization's employees.
• Staff: This includes the size and composition of the organization's workforce, including its mix of experience, knowledge, and skills.
• Style: This refers to the leadership style and management approach of the organization.

Application 1. Mergers and Acquisitions: When two companies merge or one acquires another, it is essential to align the two organizations'
structures, cultures, strategies, systems, and staff. The McKinsey 7-S Framework can be used to identify areas of synergy and
misalignment, helping consultants develop an integration plan that maximizes value creation.
2. Organizational Design: The McKinsey 7-S Framework can be used to help organizations design a new structure that aligns with
their strategy and vision. By analyzing the seven elements of the framework, consultants can identify the optimal structure,
systems, and processes for an organization, enabling it to achieve its goals.
3. Performance Improvement: When an organization is underperforming, the McKinsey 7-S Framework can help identify areas of
misalignment that are preventing the organization from reaching its potential. Consultants can use the framework to diagnose the
root cause of performance issues and develop a plan to address them.
4. Change Management: When an organization is undergoing a significant change, such as a new strategy or a restructuring, the
McKinsey 7-S Framework can be used to assess the impact of the change on the organization's internal alignment. Consultants can
use the framework to identify potential areas of resistance and develop a change management plan that addresses these issues.
Source:_______ 35
 McKinsey 7-S Framework — Template A

Pertains to how a company organizes and structures its

resources, from capital, budgets, workforce, equipment. etc.

Involves an organization's approach to the Structure

market. including its plans and actions to
The processes and workflows carried out as
create growth and profits.
a part of work responsibilities and the tools
used to accomplish the work.
Strategy Systems

The organization's core values ties everything

together, where all aspects of the organization
Shared operate under the same set of values.
The skills of individual employees as well as the values
skills of the organization as a whole. The
organization would have its core competency
but can also outsource when needed. The informal rules of an organization,
Skills Style essentially the culture of a company and
how it does things.

The employees of the company, and how each

employee develops and grows in their roles. Staff

Source:_______ 36
McKinsey 7-S Framework — Template B

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Ut elit

tellus, luctus nec ullamcorper mattis, pulvinar dapibus leo.

Structure
Lorem ipsum dolor sit amet, consectetur
Lorem ipsum dolor sit amet, consectetur
adipiscing elit. Ut elit tellus, luctus nec
adipiscing elit. Ut elit tellus, luctus nec
ullamcorper mattis, pulvinar dapibus leo.
ullamcorper mattis, pulvinar dapibus leo.
Strategy Systems

Lorem ipsum dolor sit amet, consectetur

adipiscing elit. Ut elit tellus, luctus nec
Shared ullamcorper mattis, pulvinar dapibus leo.
values
Lorem ipsum dolor sit amet, consectetur
adipiscing elit. Ut elit tellus, luctus nec
Lorem ipsum dolor sit amet, consectetur
ullamcorper mattis, pulvinar dapibus leo.
adipiscing elit. Ut elit tellus, luctus nec
Skills Style
ullamcorper mattis, pulvinar dapibus leo.

Lorem ipsum dolor sit amet, consectetur

adipiscing elit. Ut elit tellus, luctus nec Staff
ullamcorper mattis, pulvinar dapibus leo.

Source:_______ 37
McKinsey 7-S Framework — Template B Instructions

Text Text Text Text

Text Text Text Text

Text Text Text

Text Text Text

Source:_______ 38
Ansoff Matrix

Copyright © 2023 All rights reserved. 39

Ansoff Matrix — Overview

Source • The Ansoff Matrix was developed by H. Igor Ansoff and first published in the Harvard Business Review in 1957, in an article titled
"Strategies for Diversification."

Description The Ansoff Matrix, also known as the Product-Market Growth Matrix, is a strategic planning tool that helps organizations analyze and
plan their product and market growth strategy. The matrix consists of four different growth strategies:
• Market Penetration: Selling more of an existing product to an existing market with the aim to increase market share, customer
loyalty and revenue.
• Product Development: Creating and introducing new products to an existing market with the aim to provide customers with more
options, increase sales and revenue, and expand market share.
• Market Development: Introducing an existing product to a new market with the aim to increase revenue and market share by
targeting new customers.
• Diversification: Developing new products and targeting new markets with the aim to spread risk and create new revenue streams.

Application 1. Growth strategy: If a client has an existing product that is performing well in the market, but is struggling to increase their market
share, the recommendation might be a market penetration strategy.
2. Product development: Should they focus on developing a new product for an existing market, or should they enter a new market
with an existing product? This decision will depend on a variety of factors, including the client's resources, competitive landscape,
and customer needs.
3. Diversification: By considering the different options available, we can help the client identify the most attractive opportunities and
develop a plan to pursue them.

Source:_______ 40
Ansoff Matrix — Template

Market development Diversification

• Text • Text
• Text • Text
New markets

• Text • Text

Market penetration Product development

• Text • Text
Existing markets

• Text • Text
• Text • Text

Existing products/ services New products/ services

Source:_______ 41
Force Field Analysis

Copyright © 2023 All rights reserved. 42

Force Field Analysis — Overview

Source • The Force Field Analysis was created by Kurt Lewin in the 1940s, used in his work as a social psychologist. In the modern world, it is
used for making and communicating decisions about whether to go ahead with a change or not.

Description Force Field Analysis is a tool used to analyze the forces or factors that drive or impede a particular change or goal.
• Concept: Any goal or desired change is influenced by two opposing sets of forces, driving forces (positive or supportive factors) and
restraining forces (negative or hindering factors). Force Field Analysis helps to identify and evaluate these forces and their impact on
the desired change or goal.
• Process: Identifying and listing all the driving and restraining forces that affect the desired change or goal, and then assigning a
score to each force based on its strength and impact. The scores are then used to create a visual representation of the forces on a
diagram, with driving forces on one side and restraining forces on the other.
• Use: Once the diagram is created, efforts can be focused on increasing the driving forces and reducing the restraining forces to
achieve the desired change or goal. The analysis can be used to identify the key factors that influence a particular situation and
develop strategies to achieve the desired outcome.

Application 1. Change Management: Identify the driving and restraining forces that will affect the success of the change. By analyzing these
forces, the company can develop strategies to strengthen the driving forces and reduce the restraining forces to increase the
chances of success.
2. Organizational Development: Identify the key factors that impact organizational performance, such as leadership style,
communication, culture, and structure.
3. Strategic Planning: Analyze the driving and restraining forces to determine whether the strategy is likely to succeed, and develop
contingency plans to address any potential obstacles.
4. Marketing: Evaluate the effectiveness of a marketing campaign and whether it is likely to achieve its objectives, and develop
strategies to strengthen the driving forces and mitigate the restraining forces.

Source:_______ 43
Force Field Analysis — Template

Driving force (positive forces for change) Restraining forces (Obstacles to change)
XXX XXX

1
XXX XXX

2
XXX XXX

3
XXX XXX

4
XXX XXX

Source:_______ 44
The 3 C’s

Copyright © 2023 All rights reserved. 45

The 3 C’s — Overview

Source • The concept of the 3 C's was first introduced by business consultant Kenichi Ohmae, a former partner at McKinsey & Company, in his
1982 book The Mind of the Strategist.

Description The 3 C's is a business framework that focuses on three critical factors: Company, Customer, and Competitors. By analyzing these three
elements, you will be able to find the key success factor (KSF) and create a viable marketing strategy.
You can start with any of the 3 C’s, but it is recommended that you analyze the customers first, then the competitors, and finally the
company you are working for.
• Customers: In-depth consumer research which might include demographic data, interviews, and user testing.
• Competitors: Comparison websites, research, and competition analysis.
• Company: Analyze your own company, enumerating the strong points and resources that produce them.

Application 1. Market analysis: Identify key customer segments, evaluate the competitive landscape, and assess the company's strengths and
weaknesses.
2. Business strategy development: Identify new opportunities, evaluate the feasibility of different strategies, and prioritize
initiatives based on their impact on customers, competitors, and the company.
3. Mergers and acquisitions: Evaluate potential acquisition targets or partners. By analyzing the target's customers, competitors,
and internal capabilities, a company can determine whether the acquisition will create value and identify potential integration
challenges.
4. Brand positioning: Identify customer needs and preferences, evaluate the competitive landscape, and develop a positioning
strategy that differentiates the company from its competitors.
5. Pricing strategy: By understanding customer needs and preferences, evaluating the competitive landscape, and assessing the
company's internal capabilities, a company can develop a pricing strategy that maximizes revenue and profitability.

Source:_______ 46
The 3 C’s — Template

3C’s Strategy
• XXX

Company

• XXX

Customers

• XXX

Competitors

Source:_______ 47
The 4 Ps

Copyright © 2023 All rights reserved. 48

The 4 Ps — Overview

Source • The 4 Ps framework was first introduced by marketing professor E. Jerome McCarthy in 1960. It is sometimes referred to as the
"marketing mix."

Description The 4 Ps framework is a marketing concept that is used to develop a marketing strategy for a product or service. The 4 Ps stand for:
• Product: This refers to the actual product or service that is being marketed, including its design, features, quality, packaging,
branding, and other related aspects.
• Price: This refers to the amount that the product or service is being sold for, including any discounts, promotions, or pricing
strategies that may be used.
• Place: This refers to the distribution channels and locations where the product or service is being sold, such as online, in retail
stores, or through wholesalers.
• Promotion: This refers to the marketing and advertising strategies that are being used to promote the product or service, including
advertising campaigns, sales promotions, public relations, and other forms of marketing communication.

Application 1. Product Launch Strategy: Analyze the product features, design, quality, packaging, branding, and other related aspects to identify
the unique selling points of the product and create a marketing strategy that effectively reaches the target audience.
2. Price Optimization: Analyze the market demand, competitors' pricing strategies, and the perceived value of the product or service.
This analysis can help us develop pricing strategies that maximize profitability while still maintaining customer satisfaction.
3. Channel Optimization: Identify the most effective channels to reach the target audience, analyzing factors such as the cost of
distribution, channel reach, and customer preferences to develop a distribution strategy that maximizes reach and profitability.
4. Branding Strategy: For companies looking to develop or revamp their branding strategy, the framework can be used to analyze the
product or service's unique features and benefits and develop a brand positioning strategy that resonates with the target audience.

Source:_______ 49
The 4 Ps — Template

• XXX • XXX

Product Price

• XXX • XXX
Place Promotion

Source:_______ 50
SWOT Analysis

Copyright © 2023 All rights reserved. 51

SWOT Analysis — Overview

Source • The origin of SWOT analysis is not entirely clear, but it is believed to have been developed in the 1960s and 1970s by Albert S.
Humphrey, a management consultant at the Stanford Research Institute (SRI) in California, USA.

Description A SWOT analysis is a technique for assessing these four aspects of a business to analyze what a company does best now, and devise a
successful strategy for the future. SWOT stands for:
• Strengths: What do you do well? What unique resources can you draw on? What do others see as your strengths?
• Weaknesses: What could you improve? Where do you have fewer resources than others? What are others likely to see as
weaknesses?
• Opportunities: What opportunities are open to you? What trends could you take advantage of? How can you turn your strengths
into opportunities?
• Threats: What threats could harm you? What is your competition doing? What threats do your weaknesses expose?

Application 1. Market Entry Strategy: Identify the internal strengths and weaknesses of the company as well as external opportunities and
threats in the new market.
2. Business Unit Strategy: Evaluate the strengths and weaknesses of a business unit within an organization, as well as external
opportunities and threats in the market. This can help the company identify areas for improvement and develop a strategic plan for
the business unit.
3. Corporate Strategy: Evaluate the strengths and weaknesses of the entire organization, as well as external opportunities and
threats in the market. This can help the company develop a corporate strategy that aligns with its strengths and takes advantage of
external opportunities while minimizing threats.
4. Mergers and Acquisitions: Evaluate the strengths and weaknesses of both companies involved in a merger or acquisition, as well
as external opportunities and threats in the market. This can help the companies identify potential synergies and risks involved in
the deal.

Source:_______ 52
SWOT Analysis — Template

Strengths Weaknesses
• Text • Text
• Text • Text
• Text • Text
Internal

Opportunities Threats
• Text • Text
• Text • Text
• Text • Text
External

Positive Negative

Source:_______ 53
Profitability Framework

Copyright © 2023 All rights reserved. 54

Profitability Framework — Overview

Source • It is not clear who exactly originated the Profitability Framework, as it has likely evolved over time through various business practices
and research. However, the framework is commonly used and taught in business schools and consulting firms today.

Description The Profitability Framework is a tool used in business and consulting to analyze and improve the profitability of a company.
It typically involves analyzing a company's revenue and costs, identifying areas of inefficiency or waste, and developing strategies to
increase revenue and reduce costs. It may also involve analyzing market trends, competition, and customer behavior to identify
opportunities for growth and increased profitability.
Overall, the Profitability Framework is a valuable tool for companies looking to improve their financial performance and make data-
driven decisions.

Application 1. Cost Reduction Projects: Analyzing the company's expenses and identifying areas where costs can be reduced without
compromising quality or customer service. This helps identify the most significant cost drivers, prioritize the areas where cost
reductions would have the biggest impact, and develop a plan to reduce costs.
2. Pricing Strategy Projects: Analyzing the market, understanding customer needs and preferences, and developing a pricing
strategy that maximizes profits. The profitability framework would be useful in this project as it would help determine the optimal
price points that maximize revenue and profit.
3. Product and Service Mix Projects: Analyzing the profitability of each product and service, identifying areas where the company
can optimize its product and service mix, and developing a plan to increase profitability. The profitability framework would be a
useful tool in this project as it would help determine which products and services contribute most to profits and which ones are
dragging down profitability.

Source:_______ 55
Profitability Framework — Template

10 MM
Volume
Revenue segment
• By segment
$300 MM • By product
• By geography
Revenues

$30
Price per unit
Fixed expense
$100 MM
• Rent
Profits • Staff overhead
• XXX
$80 MM
$10 MM
Fixed costs
Volume
$200 MM
Variable expenses
Costs
• Raw materials
$120 MM $12 • Delivery
• XXX
Variable costs Cost/ unit

Source:_______ 56
Blue Ocean Strategy

Copyright © 2023 All rights reserved. 57

Blue Ocean Strategy — Overview

Source • Blue Ocean Strategy is a business strategy framework developed by W. Chan Kim and Renée Mauborgne in their 2005 book Blue
Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant.

Description The strategy encourages businesses to seek out and create "blue oceans," or uncontested market spaces, rather than competing in "red
oceans," or highly competitive and saturated markets.
The goal of blue ocean strategy is to create new demand and uncontested market space by identifying and satisfying previously unmet
customer needs. This is achieved through a process of value innovation, where companies simultaneously pursue differentiation and low
cost.
In contrast to traditional competitive strategy, which focuses on outperforming rivals within an existing industry, blue ocean strategy
emphasizes creating new markets and opportunities, often through the development of entirely new products or services.

Application 1. Market Entry Strategy: When a client wants to enter a new market, the framework can identify untapped market opportunities
and help create a strategy that differentiates them from existing players in the market.
2. Product Development: When a client wants to develop a new product, the framework can identify unmet customer needs and
create a product that stands out in the market.
3. Industry Analysis: When a client wants to understand the competitive landscape of their industry, the framework can identify
areas of the market that are currently uncontested and provide recommendations on how they can create new demand and
differentiate themselves from their competitors.
4. Corporate Strategy: When a client wants to create a long-term corporate strategy, the framework can identify new markets and
opportunities that they can pursue, rather than focusing solely on beating their competitors in existing markets.
5. Business Model Innovation: When a client wants to innovate their business model, the framework can identify new ways to
create and deliver value to customers, while simultaneously reducing costs and increasing profits.

Source:_______ 58
Blue Ocean Strategy — Template A

Red ocean strategy Blue ocean strategy

Look for opportunities to RAISE barriers. Don’t worry about barriers at all.
Fight all new players or acquire them If you can, raise them if it benefits you
Barriers

Engage the BEST suppliers. Engage FLEXIBLE suppliers who can quickly adapt to
Reliable and well-established frequent change
Suppliers

Client TLC is paramount. You set the CS benchmarks.

They can defect at a moment’s notice Develop comfortable relationships
Clients

Strive to be DIFFERENT or BETTER. GROW FAST – so you leave the competition in the
Track your competition closely dust. Be the big fish in the pond
Competition

Source:_______ 59
Blue Ocean Strategy — Template B

XXX XXX
• XXX • XXX
• XXX • XXX
• XXX Text • XXX

• XXX • XXX
• XXX • XXX
• XXX Text • XXX

• XXX • XXX
• XXX • XXX
• XXX Text • XXX

• XXX • XXX
• XXX • XXX
• XXX Text • XXX

Source:_______ 60
Value Disciplines Model

Copyright © 2023 All rights reserved. 61

Value Disciplines Model — Overview

Source • The Value Disciplines model was created by Michael Treacy and Fred Wiersema in their 1995 book The Discipline of Market Leaders.

Description The Value Disciplines model is a business framework that looks at the three competitive areas a company needs to focus on in order to
be successful. These disciplines are:
• Customer Intimacy: This encompasses customer service and customer attention. To excel, a business must wherever possible
personalize customer service. It must also develop a range of customizable products that meet different customer needs in great
detail.
• Product Leadership: This means that a business offers products that are market leaders. This often requires a large investment in
research and development, but the rewards are obvious. Leadership is easier said than done. It requires creative thinking and a rapid
commercialization process to beat the competition, and products must also be continually updated to avoid obsolescence.
• Operational Excellence: A focus on price and convenience. This means that a business should focus on removing common barriers
that prevent a consumer from making a buying decision.

Application 1. Competitive strategy. Identifying and focusing on one of three primary areas: operational excellence, customer intimacy, or
product leadership.
2. Operational streamlining. This could include implementing lean management techniques, optimizing the supply chain, and
reducing waste in order to achieve cost savings and increase profit margins.
3. Customer relationships. This could include developing highly customized products and services, improving customer service, and
enhancing the overall customer experience in order to build rapport and loyalty with the target market.
4. Product development. This could include investing in research and development, designing cutting-edge products, and leveraging
emerging technologies and trends to set ourselves apart from competitors in the market.

Source:_______ 62
Value Disciplines Model — Template A

Product leadership
• Best product
• Product innovation
• Flexible production
• R&D is dominant

Operational excellence Customer intimacy

• Reliable product • Loyal customers
• Lowest cost price • Best customer
• Ease of use/ convenience • Solution innovation at customer
• Logistic is dominant • Level CRM is dominant

Source:_______ 63
Value Disciplines Model — Template B

XXX
• XXX
• XXX
• XXX
• XXX

XXX XXX
• XXX • XXX
• XXX • XXX
• XXX • XXX
• XXX • XXX

Source:_______ 64
Porter's Value Chain

Copyright © 2023 All rights reserved. 65

Porter's Value Chain — Overview

Source • The concept of Porter's Value Chain was first introduced by renowned economist and Harvard Business School professor Michael
Porter in his 1985 book Competitive Advantage: Creating and Sustaining Superior Performance.

Description Porter's Value Chain is a framework that helps businesses to analyze their internal operations and identify areas where they can create
value and improve their competitive advantage. The concept of value chain refers to the various activities that a business performs to
deliver a product or service to its customers.
Porter's idea was that a business can create value by optimizing its value chain and finding ways to reduce costs or differentiate its
products or services from its competitors. The value chain is divided into two categories: primary activities and support activities.
Primary activities are those involved in the production and delivery of a product or service, such as inbound logistics, operations,
outbound logistics, marketing, and customer service. Support activities are those that support the primary activities, such as
procurement, technology development, and human resource management

Application 1. Cost reduction: Identify areas where costs can be reduced without sacrificing quality or customer satisfaction — for example, ways
to streamline procurement or improve logistics to reduce costs.
2. Product differentiation: Identify areas where we can add value to a product or service. For example, we may look at ways to
improve customer service or product design to make a product more appealing to customers.
3. Mergers and acquisitions: Analyze the value chains of both companies to identify areas where they can combine operations to
reduce costs or improve efficiencies.
4. Supply chain optimization: Analyze the various steps in the value chain, we can identify areas where the supply chain can be
improved, such as through better inventory management or improved transportation logistics.

Source:_______ 66
Porter's Value Chain — Template A

Text
• Text

Text
• Text

t
Tex
Text

Text
• Text

Text
• Text

Text Text Text Text Text

Text Text Text Text Text
Text

xt
Te
Source:_______ 67
Porter's Value Chain — Template B

Inbound logistics Operations Outbound logistics Marketing & sales After sales
• Real-time inbound • Standarized model • Order processing • Pricing service
inventory data • Access to real-time • Full delivery trucks • Communication • Delivery
Primary activities

• Location of sales & inventory • Promotion • Installation

distribution facilities system • Product based on • Repair

in
• Trucks community needs • Greeters

rg
• Material handling • Low prices • Customer service

Ma
• Warehouse focus

Firm infrastructure
• Management, finance, legal, planning
Support activities

Human resource management

• Professional development, employee relations, performance appraisals, recruiting, competitive wages, training programs

n
r gi
Technology development

Ma
• Integrated supply chain system, real-time sales information

Procurement
• Real-time inventory, communication with suppliers, purchase supplies and materials

Source:_______ 68
Porter's Value Chain — Template C

XXX XXX XXX XXX XXX

• XXX • XXX • XXX • XXX • XXX

X
XX
XXX

XXX
• XXX

XXX
• XXX
XXX

X
XX
XXX
• XXX

XXX
• XXX

Source:_______ 69
GE McKinsey Matrix

Copyright © 2023 All rights reserved. 70

GE McKinsey Matrix — Overview

Source • Developed by McKinsey & Company in collaboration with General Electric and first introduced in a 1971 report titled "The McKinsey
Approach to Business Policy," written by McKinsey consultants Tom Peters and Robert Waterman.

Description The GE McKinsey Matrix is a strategic management tool used to assess the performance of a business's product portfolio. "The
McKinsey Approach to Business Policy" report outlined a framework for assessing the strategic position of a business and making
decisions about resource allocation.
The nine-box matrix that assesses a business's product portfolio based on two key dimensions: market attractiveness and business
strength. Market attractiveness refers to the size and growth potential of the market for a given product, while business strength refers
to the ability of the business to compete in that market.
The matrix has become a widely used tool for strategic management, helping businesses to assess their product portfolios and make
informed decisions about resource allocation and investment.

Application 1. Portfolio analysis: Evaluate a company's current business portfolio and identify areas of strength and weakness to determine
where to invest resources and where to divest.
2. Acquisition analysis: Evaluate the target company's business portfolio and determine how it fits with the acquiring company's
portfolio to make informed decisions about whether to pursue an acquisition.
3. Resource allocation: Determine where to allocate resources within a company's business portfolio. By assessing each business
unit's market attractiveness and competitive position, management can prioritize investments to maximize growth and profitability.
4. Strategic planning: Assess the company's current portfolio and potential growth opportunities to develop a clear and actionable
plan for achieving long-term success.

Source:_______ 71
GE McKinsey Matrix — Template
High

Text Text Text

• Text • Text • Text

Text Text Text

• Text • Text • Text
Medium

Text Text Text

• Text • Text • Text
Low

Low Medium High

Source:_______ 72
Product Life Cycle

Copyright © 2023 All rights reserved. 73

Product Life Cycle — Overview

Source • The Product Life Cycle framework was first introduced by economist Raymond Vernon in his 1966 article "International Investment
and International Trade in the Product Cycle," published in The Quarterly Journal of Economics.

Description The Product Life Cycle is a business framework that describes the typical stages a product goes through from its introduction to its
decline in the market. The framework is based on the idea that products have a limited lifespan and go through predictable stages of
growth and decline. It consists of four stages:
• Introduction: The product is introduced to the market. Sales are typically low at this stage, as consumers are not yet aware of the
product and its benefits.
• Growth: The product gains acceptance in the market and sales begin to grow rapidly. Competitors may enter the market at this
stage, and prices may start to come down as production volumes increase.
• Maturity: Sales growth begins to slow as the product reaches its maximum market penetration. Competitors are well-established,
and price competition may become intense.
• Decline: Sales begin to decline as the product becomes outdated, obsolete, or replaced by newer products. Production may be
scaled back, and the product may eventually be discontinued.

Application 1. Product development: By analyzing the life cycle of existing products in the market, a company can identify gaps in the market
and develop products that meet the needs of customers in different stages of the life cycle.
2. Market research: By understanding where products stand in the life cycle, a company can identify market opportunities, assess
competitive threats, and determine the most effective marketing and advertising strategies.
3. Competitive analysis: By understanding where competitors' products stand in the life cycle, a company can assess the level of
competition in different market segments, identify areas of opportunity, and determine the best strategies to gain market share.
4. Product portfolio management: By analyzing the life cycle of each product, a company can determine which products to invest
in, which to divest, and when to make changes to pricing, marketing, and distribution strategies.
5. Strategic planning: By understanding the life cycle of a company's products and its competitors' products, a company can develop
a clear and actionable plan for product development, marketing, and sales that takes into account the changing needs of customers
over time.

Source:_______ 74
Product Life Cycle — Template A

Intro-
Innovators duction Growth Maturity Decline
Product sales

Audience Early adopters Mainstream Late adopters Laggards

• Market • Small • Growing • Large • Contracting
• Sales • Low • High • Flattening • Moderate
• Competition • Low • Moderate • High • Transition
• Business focus • Awareness • Market share • Customer retention
• Design focus • Tuning • Scaling • Support

Source:_______ 75
Product Life Cycle — Template B

Intro-
Innovators duction Growth Maturity Decline
XXX

XXX XXX XXX XXX XXX

• XXX • XXX • XXX • XXX • XXX

Source:_______ 76
Roger’s Five Factors

Copyright © 2023 All rights reserved. 77

Roger’s Five Factors — Overview

Source • The Rogers' Five Factors framework, also known as the Diffusion of Innovation theory, was developed by sociologist and
communication theorist Everett Rogers in his 1962 book Diffusion of Innovations.

Description Rogers' framework seeks to explain how and why new ideas, technologies, and products are adopted by people over time. Rogers
conducted extensive research on the adoption of innovations across various fields and industries, and his framework identified five key
factors that influence the rate of adoption of an innovation:
• Relative advantage: The degree to which an innovation is perceived as better than the existing solution it is replacing.
• Compatibility: The degree to which an innovation is perceived as consistent with existing values, experiences, and needs of
potential adopters.
• Complexity: The degree to which an innovation is perceived as difficult to understand or use.
• Trialability: The degree to which an innovation can be experimented with or tested before full adoption.
• Observability: The degree to which the results of an innovation are visible to others, which can influence adoption through social
proof and word of mouth.

Application 1. New product development: Identify potential barriers to adoption and design features that address each factor. For example, a
product that is perceived to have a high relative advantage compared to existing solutions is more likely to be adopted, so the client
could design a product that offers clear benefits to the customer.
2. Marketing strategy: Identify the target audience and design messages that will resonate with them. By understanding the factors
that influence adoption, the client can develop messaging that emphasizes the benefits of the product, addresses any perceived
complexity, and highlights the social proof of others using the product.
3. Organizational change: Understand potential resistance to change and design strategies to address it. For example, if employees
perceive the change as too complex or incompatible with their current practices, the client could design training programs or pilot
programs that allow employees to experiment with the change and see its benefits firsthand.
4. Technology adoption: Identify factors that influence adoption by different segments of users. By understanding the different
adoption rates and barriers among different segments, the client can design different strategies for each group to encourage
adoption and maximize the technology's benefits.
Source:_______ 78
Roger’s Five Factors — Template A

Relative advantage
• Lorem ipsum dolor sit amet, consectetur adipiscing elit.
Factor 1

Compatibility
• Lorem ipsum dolor sit amet, consectetur adipiscing elit.
Factor 2

Complexity
• Lorem ipsum dolor sit amet, consectetur adipiscing elit.
Factor 3

Trialability
• Lorem ipsum dolor sit amet, consectetur adipiscing elit.
Factor 4

Observability
• Lorem ipsum dolor sit amet, consectetur adipiscing elit.
Factor 5

Source:_______ 79
Roger’s Five Factors — Template B

Relative advantage Compatibility

• Lorem ipsum dolor sit amet, consectetur adipiscing • Lorem ipsum dolor sit amet, consectetur adipiscing
elit. 1 2 elit.

Observability Complexity
• Lorem ipsum dolor sit amet, consectetur • Lorem ipsum dolor sit amet, consectetur
adipiscing elit. 5 3 adipiscing elit.

Trialability
4 • Lorem ipsum dolor sit amet, consectetur adipiscing elit.

Source:_______ 80
SIPOC model

Copyright © 2023 All rights reserved. 81

SIPOC model — Overview

Source • The SIPOC model is a process mapping tool used in Six Sigma and Lean management methodologies. Its origins are not clear, but it
is believed to have originated in the manufacturing industry in the 1980s or 1990s.

Description The SIPOC model is a tool used in Six Sigma and Lean management methodologies to map out and visualize a process. SIPOC stands
for:
• Suppliers: The suppliers are the individuals, departments, or organizations that provide the inputs needed for the process. Suppliers
can include internal departments, external vendors, or other sources.
• Inputs: The inputs are the resources or materials that are necessary for the process to work. Inputs can include raw materials, data,
information, or even energy.
• Process: The process refers to the series of steps or activities that transform the inputs into outputs. The process steps can include
manual tasks, automated steps, and decision-making points.
• Outputs: The outputs are the end result of the process. Outputs can include products, services, reports, or other deliverables.
• Customers: The customers are the individuals or groups who receive the outputs of the process. Customers can be internal or
external, and can include individuals, departments, or other organizations.

Application 1. Supply Chain Optimization: By identifying the sources of inputs, the process steps, and the outputs delivered to customers,
teams can identify areas where improvements can be made to increase efficiency, reduce costs, or improve delivery times.
2. Quality Control: By mapping out the process steps and the inputs and outputs at each step, teams can identify where defects may
occur and can prioritize improvement efforts to reduce defects and improve quality.
3. Customer Experience Improvement: By mapping out the process steps and the outputs delivered to customers, teams can
identify areas where customer satisfaction may be low and can prioritize improvement efforts to improve the overall customer
experience.
4. Process Automation: By mapping out the process steps and the inputs and outputs at each step, teams can identify areas where
automation can be implemented to reduce manual tasks and improve process efficiency.

Source:_______ 82
SIPOC model — Template A

S I P O C
Supplier Inputs Process Outputs Customers
• Sales department • Order system • Receive call from • Update stock database • Financial department
• Marketing department • Customer database customer • Update customer • Marketing department
• Call accounting • Exchange information database
• Input order information • Update call accounting
• Product details
• End the call

Source:_______ 83
SIPOC model — Template B

Taco Truck

Supplier Inputs Process Outputs Customers

• Meat and produce • Raw ingredients (meat, • Receive raw ingredients • Tacos, burritos, and other • Walk-up customers in the
suppliers vegetables, spices) from suppliers menu items vicinity of the taco truck
• Beverage suppliers • Beverages (sodas, juices, • Prep and cook • Beverages (sodas, juices, • Local businesses that
• Paper and plastic etc.) ingredients into tacos, etc.) order catering for their
suppliers (for packaging) • Packaging materials burritos, and other menu • Packaged food and drinks employees or events
• Fuel suppliers (paper, plastic, napkins, items for takeout • Event planners or
etc.) • Package the food and • Cash from customer organizers who hire the
• Fuel for the truck drinks for sale payments taco truck for events
• Sell food and drinks from
the taco truck
• Collect payment from
customers
• Clean up and restock
inventory

Source:_______ 84
SIPOC model — Template C

S I P O C
Supplier Inputs Process Outputs Customers
• XXX • XXX • XXX • XXX • XXX
• XXX • XXX • XXX • XXX • XXX
• XXX • XXX • XXX • XXX • XXX

Source:_______ 85
PESTEL Analysis

Copyright © 2023 All rights reserved. 86

PESTEL Analysis — Overview

Source • The PESTEL analysis is believed to have originated in the 1960s and 1970s when researchers and analysts began to recognize the
importance of considering external factors such as political, economic, social, technological, environmental, and legal factors in
business decision-making.

Description PESTEL Analysis is a strategic framework used by organizations to assess the external macro-environmental factors that could impact
their business operations. PESTEL stands for these six factors:
• Political: These factors refer to the government policies and regulations that can impact a business.
• Economic: These factors refer to the overall economic conditions that can impact a business.
• Social: These factors refer to the societal and cultural trends that can impact a business.
• Technological: These factors refer to the technological developments and innovations that can impact a business.
• Environmental: These factors refer to the natural environment and how it can impact a business.
• Legal: These factors refer to the laws and regulations that can impact a business.

Application 1. Market entry strategy: Assess the political, economic, social, technological, environmental, and legal factors in the target market.
This would help the company identify potential risks and opportunities and develop a strategy for entering the new market.
2. Risk assessment: Identify external factors that could impact their business. This would help the company develop a risk
management plan and mitigate potential risks.
3. Scenario planning: Assess how external factors could impact their business over the next 5-10 years. This would help the
company develop different scenarios and contingency plans to prepare for potential future changes in the external environment.
4. Mergers and acquisitions: Assess the external environment of the target company. This would help the acquiring company
identify potential risks and opportunities and develop a strategy for integrating the two companies.

Source:_______ 87
PESTEL Analysis — Template A

Political • Text

P
Economic • Text

E
Social • Text

S
Technological • Text

T
Legal • Text

L
Environmental • Text

Source:_______ 88
PESTEL Analysis — Template B

Impact

High Medium Low Low Medium High

P
EU election

Conflict US election
Political

E
Interest rate rise Austerity
Expectation for free service
Economic

S
Health interest

Celebrity interest
Social

Legacy platform expiration

T New high-bandwidth services
Technological

New import laws

L Litigation risk
Legal

Recycled material in demand E Switch to clean energy

Environmental

Source:_______ 89
Lafley Strategy

Copyright © 2023 All rights reserved. 90

Lafley Strategy — Overview

Source • The Lafley strategy is a business framework developed by A.G. Lafley, the former CEO of Procter & Gamble. He outlined the strategy
in his 2008 book The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation.

Description The Lafley strategy is a strategic approach to product innovation and brand management that focuses on four key elements:
• Consumer Understanding: Companies must conduct extensive research to gain insights into their target audience and develop
products that meet those needs.
• Brand Building: A strong brand identity that resonates with consumers. This involves creating a clear and consistent brand message
across all marketing channels and ensuring that the brand remains relevant over time.
• Innovation: Develop new and unique products that meet consumer needs and stay ahead of the competition. This requires a culture
of experimentation and a willingness to take risks.
• Go-to-Market Strategy: Effectively reach consumers and drives sales. This involves careful planning and execution of marketing
and distribution channels.

Application 1. New product development: Ensure that the products meet consumer needs, have a strong brand identity, and are effectively
launched in the market.
2. Brand management: A structured approach to developing a brand identity that resonates with consumers and stays relevant over
time.
3. Market expansion: Develop a go-to-market strategy that effectively reaches the target audience and drives sales.
4. Turnaround situations: Identify areas where innovation and brand management can drive growth and turn the company around.
5. Mergers and acquisitions: Assess the potential of the target company's products and brand, and to develop a plan for integrating
the two companies' strategies.

Source:_______ 91
Lafley Strategy — Template A

The right playing field:

What is our winning • Where we will compete: our geographies,
aspiration? product categories, consumer segments,
channels, vertical stages of production

Where will we play?

The purpose of the
enterprise:
• Our guiding aspirations
The set of capabilities
required to win:
How will we win? • Our reinforcing activities
The unique right to win:
• Our specific configuration
• Our value proposition
• Our competitive
advantage
What capabilities
must be in place?

The support systems: What management

• Systems, structures and measures systems are
required to support our choices required?

Source:_______ 92
Lafley Strategy — Template B

XXX
XXX • XXX

XXX
XXX
• XXX

XXX
• XXX
XXX
XXX
• XXX

XXX

XXX
• XXX XXX

Source:_______ 93
Three Horizons

Copyright © 2023 All rights reserved. 94

Three Horizons — Overview

Source • The Three Horizons framework was developed by McKinsey & Company in the late 1990s. It was first introduced in a McKinsey
Quarterly article titled "Enduring Ideas: The Three Horizons of Growth" by Baghai, Coley, and White in 1999.

Description Three Horizons framework helps organizations think about their innovation and growth strategies over the short-, medium-, and long-
term. The framework is based on the metaphor of "three horizons," which represent different stages of innovation and growth:
• Horizon 1: Core business activities that generate the majority of the company's revenue and profits in the short-term (typically 1-2
years). These are the existing products, services, and business models that the company is currently offering and are essential for its
survival.
• Horizon 2: Emerging business activities that have the potential to generate significant revenue and profits in the medium-term (2-5
years). These are new products, services, or business models that are still in development, but have the potential to become
significant sources of revenue and profits in the future.
• Horizon 3: New business activities that are in the exploration stage and have the potential to generate significant revenue and
profits in the long-term (5-10 years or more). These are entirely new and untested ideas that are still in the ideation stage and
require significant investment in research and development.

Application 1. Corporate strategy development: Balance short-term and long-term goals by identifying and prioritizing opportunities in all three
horizons to ensure a diverse range of products, services, and business models to stay competitive and grow over the long-term.
2. New product development: Balance risk and return. Identify and prioritize ideas in all three horizons to ensure a mix of low-risk,
high-reward ideas in Horizon 1 and high-risk, high-reward ideas in Horizon 3.
3. Mergers and acquisitions: Identify potential acquisition targets that can help growth in all three horizons. Evaluate potential
targets based on the current portfolio and growth potential in each horizon.

Source:_______ 95
Three Horizons — Template

Now New Next

Horizon 3
Seed future business (es)
>5 years
Value

Horizon 2
Foster emerging
3-5 years

Horizon 1
Maintain and defend core business
1-3 years

Time

Source:_______ 96
 Seven Degrees of
Freedom for Growth

Copyright © 2023 All rights reserved. 97

Seven Degrees of Freedom for Growth — Overview

Source • The Seven Degrees of Freedom for Growth framework was developed by McKinsey & Company, a leading management consulting
firm. The framework was first introduced in a 2010 article published in the McKinsey Quarterly titled "The seven degrees of freedom
for growth" by Chris Bradley, Martin Hirt, and Sven Smit.

Description The framework is based on the idea that there are seven key "degrees of freedom" that companies can leverage to achieve growth:
• Customer base expansion: This involves expanding the company's customer base by reaching new geographies or segments.
• Product & service innovation: This involves developing new or improved products and services that meet customer needs and
preferences.
• Pricing strategy: This involves optimizing the pricing of existing products and services to improve profitability and drive growth.
• Sales & distribution channels: This involves identifying and leveraging new sales and distribution channels to reach more
customers.
• Customer engagement: This involves improving the customer experience and engagement to drive loyalty and repeat business.
• Mergers & acquisitions: This involves acquiring or merging with other companies to expand capabilities, enter new markets, or
achieve other strategic objectives.
• Geographic expansion: This involves expanding the company's presence in new geographies to access new markets and customers.

Application 1. Corporate strategy development: Identify and prioritize the most effective growth strategies for their business. Assess current
capabilities and market position and identify the most promising opportunities to drive growth.
2. New product development: Identify the most effective ways to innovate and differentiate products. Assess customer needs and
preferences to identify the most promising areas for product innovation.
3. Market entry strategy: Identify the most effective ways to penetrate the market and achieve growth. Assess the competitive
landscape, customer needs and preferences, and identify the most promising sales and distribution channels.

Source:_______ 98
Seven Degrees of Freedom for Growth — Template

Selling existing products • Text

1 to existing customers

Acquiring new customers • Text

2 in existing markets

Creating New Products • Text

3 and Services

Developing New Value- • Text

4 Delivery Approaches

Moving Into New • Text

5 Geographies

Creating a New Industry • Text

6 Structure

Opening up New • Text

7 Competitive Arenas

Source:_______ 99
Porter's Generic
Strategies

Copyright © 2023 All rights reserved. 100

Porter's Generic Strategies — Overview

Source • Porter's Generic Strategies is a framework developed by Harvard Business School professor Michael Porter and first introduced by
Michael Porter in his 1980 book Competitive Strategy: Techniques for Analyzing Industries and Competitors.

Description The framework describes three generic strategies that businesses can use to gain competitive advantage and achieve long-term
profitability in their industry. These strategies are:
• Cost Leadership: A focus on reducing costs in order to offer products or services at a lower price than competitors. The goal is to
become the low-cost provider in the industry while maintaining an acceptable level of quality. This strategy is particularly effective in
price-sensitive markets, where customers are primarily concerned with getting the best deal.
• Differentiation: Differentiate products or services from competitors in ways that are valued by customers. The goal is to create a
unique selling proposition that sets the company apart from its competitors and allows it to charge a premium price. This strategy is
particularly effective in markets where customers are willing to pay more for products or services that offer unique features, quality,
or performance.
• Focus: Target a specific segment of the market and tailor products or services to meet the needs of that segment. The goal is to
become the leading provider of products or services to a narrow market segment. This strategy is particularly effective in markets
where there are specific customer needs that are not being met by larger competitors.

Application 1. Market Entry Strategy: Identify the most effective strategy based on the competitive dynamics of the target market. For example,
if the market is highly price-sensitive, the company may need to focus on a cost leadership strategy to gain market share.
2. Competitive Analysis: Assess competitive position and identify ways to differentiate from the competitors. Develop a strategy that
leverages its unique strengths and capabilities. For example, if the company has a strong brand and reputation for quality, it may
need to focus on a differentiation strategy to maintain its market position.
3. Business Unit Strategy: Develop a strategy for each unit that aligns with the overall corporate strategy. Identify competitive
position in the market and develop a strategy that leverages unique strengths and capabilities. For example, if one business unit
operates in a niche market, it may need to focus on a focus strategy to maintain its market position.

Source:_______ 101
Porter's Generic Strategies — Template A

Competitive advantage
What makes the company “strong”
Costs Differentiation
Cost leadership Differentiation
What part of the market is being targeted?

Strategy Differentiation
Be the most competitive company in cost in the entire market Be a distinctive company, recognized for its uniqueness, quality or
Entire

personality
Market scope

Cost focus Differentiation focus

Strategy Differentiation
A segment

Be very competitive in cost in a particular product or niche Have a differentiated product or market niche

Source:_______ 102
Porter's Generic Strategies — Template B

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Source:_______ 103
Galbraith Star Model

Copyright © 2023 All rights reserved. 104

Galbraith Star Model — Overview

Source • The Galbraith Star Model was developed by Jay R. Galbraith, a professor and consultant in the field of organizational design and
development and first introduced in his 1973 book Designing Organizations: An Executive Guide to Strategy, Structure, and Process.

Description The Galbraith Star Model consists of five interconnected factors essential for designing an effective organizational structure:
• Strategy: This refers to the organization's mission, goals, and objectives. The strategy defines what the organization is trying to
achieve and the direction it wants to take.
• Structure: This refers to the organization's hierarchy and reporting lines, and how it is divided into departments or units. The
structure should be designed to support the organization's strategy and goals.
• Processes: This refers to the way work is carried out within the organization, including the workflows, procedures, and systems
used to manage and execute tasks. Processes should be designed to be efficient and effective, supporting the organization's goals
and strategy.
• Rewards: This refers to the way the organization motivates and incentivizes its employees to achieve its goals. Rewards can include
compensation, benefits, recognition, and other forms of recognition and appreciation.
• People: This refers to the organization's workforce, including their skills, capabilities, and experience. The organization must ensure
it has the right people in the right positions to achieve its goals and support its strategy.

Application 1. Organizational design: By analyzing the five factors of the model, we can help the client design a structure that is aligned with
their strategy, has efficient processes, and rewards their employees effectively.
2. Strategy execution: By ensuring that the strategy, structure, processes, rewards, and people are all aligned, we can help the client
execute their strategy more effectively and achieve their goals.
3. Performance improvement: By optimizing the five factors of the model, we can help the client improve their performance and
achieve their goals.
4. Merger or acquisition integration: By aligning the five factors of the model across the two organizations, we can help the client
integrate their operations and achieve their strategic objectives.

Source:_______ 105
Galbraith Star Model — Template

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Strategy

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People Structure
Star
model

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Rewards Process

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Template - Elements
Subtitle

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4 CONSIDERATION

Source:_______ 108