Business and Consulting Toolkits - Sample

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Business & Consulting Toolkits

Free sample
Created by ex-McKinsey, Deloitte & BCG Management Consultants
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Our team of ex-McKinsey, Deloitte & BCG Consultants created 10 Business
& Consulting Toolkits
1.Corporate & Business 2.Management 3.Change Management 4.Project Management 5.Sales, Marketing &
Strategy Toolkit Consulting Toolkit Toolkit Toolkit Communication Toolkit
Visit Website Visit Website Visit Website Visit Website Visit Website
6.Finance and Mergers & 7.Digital Transformation 8.Operations & Supply 9.Leadership Skills 10.Legal Toolkit
Acquisitions Toolkit Toolkit Chain Toolkit Toolkit
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Each Business & Consulting Toolkit includes:
Tools
Frameworks
Templates
Support from Tier-1 Toolkits

Management Consultants
Step-by-step Tutorials
Best Practices
Real-life Examples
5
Let’s zoom on the Corporate & Business Strategy Toolkit
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The Corporate & Business Strategy Toolkit includes frameworks, tools,
templates, tutorials, real-life examples and best practices to help you:
• Easily define and execute your corporate and business strategy

• Create a robust strategic plan describing where the company should go, and how to get there
• Conduct a strategic planning project to define your mission, vision, strategic objectives and key initiatives
• Identify the key drivers of your profit to easily explain your profit growth or profit decline, and act accordingly
• Decide if you should enter a new market (e.g., European market, Chinese market)
• Decide if you should introduce a new product
• Decide if your organization should acquire a new company
• Create a robust business plan to raise capital for a new venture
• Build a strong business case and financial model to get your project approved by the executive committee
• Estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback period, WACC, etc.
• Conduct a commercial due diligence (CDD)
• Carry out a market & competitor analysis that includes many tools such as PESTLE, Porter’s Five Forces and SWOT
• Define your pricing strategy
• Identify your strategic options and their respective risk with the Ansoff Growth Matrix and the Porter’s Generic Corporate Strategies Matrix
• Translate your strategy into strategic objectives, key performance indicators and targets to be reached with a Balanced Scorecard
• Increase your know-how with the top 22 strategy tools commonly used by Fortune 100 and Global Consulting firms: Business
Roadmap, Blue Ocean Strategy, Entry/Exit Barriers, Experience Curve, Fishbone Diagram, Five Whys, Initiative Prioritization Matrix, Issue
Tree, Maturity Model, McKinsey Seven-S, Product Life Cycle, Strategy Map, Value Chain Analysis, Value Driver Tree, etc.
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Strategic Plan
Insert Company Name
CEO: insert your own text

Chief Strategy Officer: insert your own text
Date: insert your own text
Version: insert your own text
Insert your own logo
Contact Email: insert your own text
Part of the Corporate & Business Strategy Toolkit

The best practice is to have between 1
Executive Summary (1/3) and 3 slides for the Executive
Summary. Usually, the Strategy Map,
Strategy Map the Balance Scorecard and the
Business Roadmap represent a good
summary of the Strategic Plan
Mission: Insert your Mission statement

Vision: Insert your Vision statement
Perspectives Strategic Objectives
Financial F1 - Insert your own text F2 - Insert your own text F3 - Insert your own text F4 - Insert your own text
Customer C1 - Insert your own text C2 - Insert your own text C3 - Insert your own text C4 - Insert your own text
Internal Process I1 - Insert your own text I2 - Insert your own text I3 - Insert your own text I4 - Insert your own text
Learning & L1 - Insert your own text L2 - Insert your own text L3 - Insert your own text L4 - Insert your own text
Growth
Part of the Corporate & Business Strategy Toolkit 10

Mission & Vision Statement
Description
Mission Statement Vision Statement

It is the company’s reason for existence or purpose. It describes the organization desired or intended state
at some point in the near or distant future.
It describes the overarching intent of the organization.
It describes the overarching aim of the organization as
It is usually defined during a workshop with the top
it progresses into the future.
management.
Like the Mission Statement, it is usually defined during
It should provide focus, direction and help guide
decision making and actions. a workshop with the top management.
It should provide focus, direction and help guide
It should be one easy to understand sentence and, if
decision making and actions.
required, a more details description below the main
sentence. It should be one easy to understand sentence and, if
required, a more details description below the main
sentence.

Strategy Map
A Strategy map includes 4 perspectives
Perspectives
Financial Presents the strategic objectives driving financial performance
Customer Presents the strategic objectives related to the value proposition of the company
Internal Process Presents the strategic objectives related to the internal capabilities of the company
Learning
Presents the strategic objectives related to the intangible assets required to drive performance
& Growth

Significantly behind target
Strategy Map Slightly behind target
Example of a Strategy Map Meeting target or above target
Perspective Strategic objectives
Increase Increase profit

Decrease Cost
revenue
Financial
Increase number Increase revenue Decrease fixed Decrease
of customers per customer cost variable cost
Buy the Strategic Plan Template to unlock content

Visit Website

Balanced Scorecard
Description
Each perspective has specific Strategic Objectives, Key Performance Indicators & Targets
Perspective Strategic Objectives

Financial F1 Increase earnings per share
To satisfy our shareholders, what F2 Increase revenue per customer
financial objectives must we
accomplish? F3 Reduce cost per customer
Customer C1 Insert your own text

To achieve our financial objectives, C2 Insert your own text
what customer needs must we serve?
C3 Insert your own text
Internal processes I1 Insert your own text

To satisfy our customers and I2 Insert your own text
Buy the Strategic Plan Template to unlock content
shareholders, in which internal
business processes must we excel?” I3 Insert your own text
Visit Website
Learning & Growth L1 Insert your own text

To achieve our “Financial”, L2 Insert your own text
“Customer” and “Internal Processes”
strategic objectives, what does the L3 Insert your own text
organization need to learn?

Business Roadmap
Insert your own text to summarize the key message of this slide
Phase 1
• Insert initiative name

• Insert initiative name Buy the Strategic Plan Template to unlock content
Visit Website
• Insert initiative name See in the next slides a little bit more details
• Insert initiative name on the Business Roadmap and some
additional templates that you may prefer to
the one used in the document “Strategic Plan
• Insert initiative name - Template”
Insert timeline
Timeline


• Estimate your project financials: cash flow, net present value (NPV), ROI, IRR, payback period, WACC, etc.
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Situation, complication and main question to answer
Description Example from a Fortune 100 company
You need to provide a neutral description with Our company has been selling its products in
The situation facts that you know your audience will agree the US for the past 10 years, with an annual
on. profit growth above 10%.
The complication is a desired change of the With a market share already above 40%, profit
current situation. growth will be limited in the US.
The complication
The question that implicitly results from the Should we enter the European market?
The question complication.

To solve our problem, we need to use the “Entering a new market”
Framework
“Profitability” “Entering a new “Introducing a new

“M&A” problem
problem market” problem product” problem
e.g. “Why does my e.g. “Should we enter e.g. “Should we e.g. “Should we
company’s profit have the Chinese introduce this new acquire the company
decreased by 10%?” market?” product X?” Y?”

The “Entering a new market” Framework includes 3 components
Desirability
Profitability Feasibility

Each component has an underlying question that we will have to answer to
identify if it is a good strategic initiative to enter this new market
What is the potential demand for our Product in

Desirability this new Market?
What will be the profitability of Profitability Feasibility What is the feasibility to enter this new
this strategic initiative? Market?

If the answer is “high” or “very high” to the 3 questions, then it means that
entering the European market is a good strategic initiative
What is the potential demand for our Product in

Desirability this new Market?
What will be the profitability of Profitability Feasibility What is the feasibility to enter this new
this strategic initiative? Market?
Sweet spot

Desirability
What is the potential demand for our Product in this new Market? Very High
Describe the key product(s) we would like to sell? Is it a commodity or a differentiated product? What are its Key benefits? Any potential substitute
Product product?
Are we answering a customer need or are we creating a new customer need? Who are our potential customers? How many are they? Is the
Customers customer demand expected to increase or decrease in the future? How much the customer will be willing to pay for our product? How many
products will the customer be buying per year?
Who will be our main competitors? What is the revenue, profit, unique selling proposition and strategy of each one of them? How intense is the
Competition competition in this market? Do they have key capabilities that we don’t have or vice versa? What’s their pricing position?
The total market size is: The number of customers multiplied by the number of products purchased every year per customer multiplied by the
Market size Product price. Checking the annual report of our competitors may help us calculate this number.
How much of this market do we think we can get? Why do we think so? Do we have a strong enough unique selling proposition (USP)?
Caption: Very Low Low Medium High Very High


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An effective business plan needs to answer the following top 10
questions:
What is your current situation? Who are the key players?
What is your Vision? How will you differentiate yourself?
Effective
How will you reach your Vision? Business What will be your marketing plan?
Plan
What are the economics of
What do you offer?
your business?
What is the capital requirement to get
How big is the market you are entering?
your business started?

Competitor Comparison (1/2)
Replace this text by the main takeaway of this slide.
Compare your competitors with
the most relevant criteria. This
will depend on your industry and
what you want to emphasize
Number of Insert your own

Revenue Profit Market share Main activity Product quality
employee text
Competitor A Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text
Competitor B Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text
Competitor D Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text
Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text Insert your own text

PESTLE Analysis
Replace this text by the main takeaway of this
See inslide.
the next slides a little bit more details on the PESTLE
tool and some additional templates that you may prefer to the
one used in the document “Business Plan - Template”
Political Technological
• Replace the text by your own text • Replace the text by your own text
• Replace the text by your own text
P T • Replace the text by your own text
Economical Legal
PESTLE
E L • Replace the text by your own text
Social Environmental
S E • Replace the text by your own text

Products & Services
Replace this text by your own text. Provide the key takeaway of this PowerPoint slide
Product name Key Customer Benefits Key Features Unique Selling Proposition (USP)
Insert the name Insert your own text Insert your own text Insert your own text
of your product
or service
Check the next slide for more

instructions regarding this slide
of your product
or service
of your product
or service

Products & Services
Replace this text by your own text. Provide the key takeaway of this PowerPoint slide
Product name Key Customer Benefits Key Features Unique Selling Proposition (USP)
Insert the name A Product Benefit is what the user Features mean the characteristics It defines your company’s unique
of your product gets from the product rather than its by which products are identified position in the marketplace. It is an
or service physical characteristics or features and differentiated. It usually often overlooked but very important
comprises shapes, colors, functions element of creating a business that
and uses customers love. A strong unique
selling proposition allows you to
stand apart from competitors and
actively focus your energy on
creating things that cater to your
ideal group of customers

Market Profitability
Replace this text by the main takeaway of this slide.
Buy the Business Plan Template to unlock content

Visit Website
Caption: Low Average High


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Ineffective pricing management will cause many issues
• Lost market share • Wide price bands

• Excess / obsolete • Inaccurate quotations
inventory from field sales
• Low volume for new • Slow response to RFPs
products
• Declining margins • Increased service costs

• Little correlation between • Increased price
volume and price administration costs
• Product profitability lack of • Increased receivables
visibility write-offs
Source: Kiewell and Roegner

Create a simple Pricing maturity model
Example of a Pricing maturity model
Advanced Leading
Basic Standard
Level 1 2 3 4
Percentage of
20% 70% 10% <1%
Companies
• Cost-plus or margin-based pricing • Prices respond to key market factors

• No pricing market analysis or inventory-driven lifecycle
• No pricing competitive analysis • Limited pricing market analysis
• Barely any pricing data • Limited pricing competitive analysis
• Limited pricing data
Buy our product on Pricing Strategy to unlock content
Description • No resources exclusively allocated to
pricing management • A small dedicated team allocated to
• No forward-thinking pricing strategy pricing management Visit Website
• Limited forward-thinking pricing
strategy
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Let’s now zoom on the Management Consulting Toolkit
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The Management Consulting Toolkit includes frameworks, tools,
• Build a convincing consulting proposal
• Write a business consultant agreement
• Identify the key drivers of the organization’s profit to easily explain profit growth or profit decline, and act accordingly
• Gather qualitative and quantitative data in a structured way via interview, focus group and survey
• Structure your presentations and recommendations like a tier-1 management consultant
• Conduct a comprehensive financial analysis
• Prioritize a company’s potential initiatives based on impact and effort
• Define the maturity of a company on a specific area with a visual maturity model
• Increase your know-how with the top 40 management consulting tools commonly used by Fortune 100 and Global Consulting firms:
Business Roadmap, Blue Ocean Strategy, Entry/Exit Barriers, Experience Curve, Fishbone Diagram, Five Whys, Initiative Prioritization Matrix,
Issue Tree, McKinsey Seven-S, Risk Assessment Matrix, Product Life Cycle, Strategy Map, Value Chain Analysis, Value Driver Tree, etc.
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Create a pyramid with your answer and supporting arguments - Example
How can the company reduce its cost by 10%?

The company can reduce its
cost by $5 millions through
some operational
improvements
Outsource non-core Simplify core functions Review supplier cost to save

functions to save $3 Millions processes to save $1 Million $1 Million
Renegotiate
Evaluate cost Compare supplier
Adopt best Evaluate cost
Select and service Choose one Design current Select and contracts
practices of potential
non-core level of partner for current process to review current and/or
based on alternative
functions potential each function processes best-in-class supplier costs choose
benchmarks suppliers
partners benchmarks alternative
suppliers
Part of the Management Consulting Toolkit 36

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Business Case
Insert Project Name
Author: insert your own text

Project Sponsor: insert your own text
Project Manager: insert your own text
Change Manager: insert your own text
Version No: insert your own text
Status: E.g. 1.0 for final / 0.1 for drafts
Part of the Management Consulting Toolkit

Document Purpose
The purpose of this document is to provide enough information on the potential project “insert project name” to
decide whether or not to invest in it. This document will provide an overview of the following:
• Business Opportunity & Suggested Solution
• Project Objectives, Scope & Approach
• Project Deliverables & Business Outcomes
• Strategic Alignment
Most of companies have either a
• Dependencies & Constraints very complex Business Case
Template that nobody uses, or a
• Risk Assessment & Mitigation Business Case Template which is
not good enough to make robust
decisions on whether or not to
• Change Impact Assessment invest.
• Project Costs
Following the requests of many of
• Benefits our clients, we decided to solve this
problem by creating a Business
Case Template which is both
• Net Present Value comprehensive and simple to use.
• Key Success Factors & KPIs

Document Audience
Name Role Required / Optional
John Doe Project Sponsor Required
Insert Name Insert role Insert Required or Optional

Table of Contents
1. Executive Summary
2. Business Opportunity & Suggested Solution
3. Project Objectives, Scope & Approach
4. Project Deliverables & Business Outcomes
5. Strategic Alignment
6. Dependencies & Constraints
7. Risk Assessment & Mitigation
8. Change Impact Assessment
9. Project Costs
10. Benefits
11. Net Present Value
12. Key Success Factors & KPIs
13. Exhibits

Table of Contents
2. Business Opportunity & Suggested Solution
3. Project Objectives, Scope & Approach
4. Project Deliverables & Business Outcomes
5. Strategic Alignment
6. Dependencies & Constraints
7. Risk Assessment & Mitigation
8. Change Impact Assessment
9. Project Costs
10. Benefits
11. Net Present Value
12. Key Success Factors & KPIs
13. Exhibits

This Lean Business Case is very
Lean Business Case important, as your CEO and Senior
executives may not have time to deep
Project name: dive into more details. It is the first
Project description: section of the Business Case, but it is

often done at the end.
Project Costs Tangible Benefits Net Present Value

$4M $14M $8M
Cash Flow (US $ millions) 9.9 Change Impact

6.9
4.6
1.8
Year 1 Year 2 Year 3 Year 4 Year 5
(5.1)
Intangible Benefits Strategic Alignment High Impact

Insert your own text Insert the Strategic Objectives that the project is
aligned with
Number of Resources
12
Project Sponsor Project Manager Change Manager

John Doe John Doe John Doe

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Ansoff Growth Matrix
Purpose
The Ansoff Growth

Matrix, also called
Product/Market Growth
Matrix, will help you
outline the different
strategies a company
can use in order to
increase market share or
introduce a new product

Description
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." It has given generations of marketers and business
leaders a quick and simple way to think about the risks of growth.
Sometimes called the Product/Market Expansion Grid, the Matrix shows four strategies you can use to
grow. It also helps you analyze the risks associated with each one. The idea is that each time you move into
a new quadrant (horizontally or vertically), risk increases.

Description
The Ansoff Growth matrix assists top executives to consider 4

key strategic options and their respective risk
Develop new markets for current products Develop new products in new markets
Market Development Diversification

New Strategy Strategy
Market
Market Penetration Product Development

Current
Strategy Strategy
Gain more market share with your current Develop new products in your existing
products, in your current markets Current New markets
Products
Ansoff Growth Matrix Less risky More risky
Description Caption:
The Ansoff Growth matrix assists top executives to consider 4

key strategic options and their respective risk
With Market Development, you're putting
Diversification is the riskiest of the four
an existing product into an entirely new
options, because you're introducing a new,
market. You can do this by finding a new
unproven product into an entirely new
use for the product, or by adding new
market that you may not fully understand.
features or benefits to it.

Market

Current
Strategy Strategy
Market Penetration is the safest of the
four options. Here, you focus on expanding Product Development is slightly more
sales of your existing product in your risky than Market Penetration, because
existing market: you know the product you're introducing a new product into your
works, and the market holds few surprises existing market.
for you. Current New
Products
Ansoff Growth Matrix Caption: Recommendation
Template
Insert your own title
Use a different color for the strategic option

you recommend the company to choose

Market

Current
Strategy Strategy
Current New
Products
Let’s now zoom on the Change Management Toolkit
50
The Change Management Toolkit includes frameworks, tools,
• Define and implement your change management strategy & plan
• Define and implement your communication strategy & plan
• Define and implement your sponsorship plan, coaching plan, and training plan
• Define and implement your resistance management plan
• Support individuals moving through change and improve organizational outcomes
• Identify how each employee will be impacted by the change happening within the organization with our Audience Identification Matrix
• Provide a succinct overview of a specific Change with our Change Lean Canvas
• Understand the stages of personal transition with the Change Personal Transition Curve
• Define what will be impacted by a change initiative (e.g. System, process, structure,…), and who will be impacted
• Assess the impact of multiple changes within your companies with our Change Impact Assessment
• Get a clear understanding of the 4 stages of team development
• Prioritize initiatives based on impact and value with our Initiative Prioritization Matrix
• Identify and mitigate your project risks and corporate risks with our Risk Register and Risk Assessment Matrix
• Identify and resolve your project issues and corporate issues with our Issue Register
• Understand the needs of your audience with the Maslow Hierarchy of Human Needs
• Ensure that all parts of your organization are aligned and work in harmony with the McKinsey 7-S Framework
• Increase your know-how with the top 32 change management tools commonly used by Fortune 100 and Global Consulting firms: ADKAR
Model, Business Roadmap, Change Lean Canvas, Change Commitment Curve, Change Impact Assessment Matrix, Channel Matrix, Heart & Mind
Human Drivers, Innovation Adoption Curve, Maturity Model, Mission & Vision Statement, Prosci 3-Phase Process, Team Charter, etc.
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The Change Management Toolkit includes frameworks, tools,
• Define and implement your sponsorship plan, coaching plan, and training plan
• Define and implement your resistance management plan
• Support individuals moving through change and improve organizational outcomes
• Identify how each employee will be impacted by the change happening within the organization with our Audience Identification Matrix
• Provide a succinct overview of a specific Change with our Change Lean Canvas
• Understand the stages of personal transition with the Change Personal Transition Curve
• Define what will be impacted by a change initiative (e.g. System, process, structure,…), and who will be impacted
• Assess the impact of multiple changes within your companies with our Change Impact Assessment
• Get a clear understanding of the 4 stages of team development
• Identify and mitigate your project risks and corporate risks with our Risk Register and Risk Assessment Matrix
• Identify and resolve your project issues and corporate issues with our Issue Register
• Understand the needs of your audience with the Maslow Hierarchy of Human Needs
• Ensure that all parts of your organization are aligned and work in harmony with the McKinsey 7-S Framework
• Increase your know-how with the top 32 change management tools commonly used by Fortune 100 and Global Consulting firms: ADKAR
Model, Business Roadmap, Change Lean Canvas, Change Commitment Curve, Change Impact Assessment Matrix, Channel Matrix, Heart & Mind
Human Drivers, Innovation Adoption Curve, Maturity Model, Mission & Vision Statement, Prosci 3-Phase Process, Team Charter, etc.
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Change Management
Strategy & Plan
Company: insert company name
Senior Change Manager: insert your own text
Part of the Change Management Toolkit

Table of Contents
2. Understand the Company’s Strategy
3. Understand the Change required to implement the Strategy
4. Define your Change Management Strategy
5. Identify the Impact of the Change
6. Develop a Change Management Plan
7. Implement, Track & Manage Progress
8. Reinforce the Change
9. Exhibits
Part of the Change Management Toolkit 54

Table of Contents
2. Understand the Company’s Strategy
3. Understand the Change required to implement the Strategy
4. Define your Change Management Strategy
5. Identify the Impact of the Change
6. Develop a Change Management Plan
7. Implement, Track & Manage Progress
8. Reinforce the Change
9. Exhibits

Executive Summary The Executive Summary is Low
Caption:
important section,
a very Moderate
especially
Impactwhen you
Impact
Medium
Impact
High
Impact
Extreme
Impact
Change Impact Assessment Matrix present during an executive committee,

where you will probably not have time
to go through all the slides
• Insert name of the Change • Insert name of the Change • Insert name of the Change
Extreme
Complexity of the Change
• Insert name of the Change • Insert name of the Change • Insert name of the Change
High
• Insert name of the Change
Medium
Moderate
Low
1 team impacted 1 Business Unit 1 Division Half of the Company Extreme
Size of the Change

Let’s now zoom on the Project Management Toolkit
57
The Project Management Toolkit includes frameworks, tools, templates,
tutorials, real-life examples and best practices to help you:
• Get a clear understanding of the project management overall approach commonly used by Fortune 100 and Global Consulting firms
• Initiate your project with a world class project charter, RACI Matrix and Stakeholder Matrix
• Plan with our High-Level Project Plan and Detailed Project Plan
• Implement your project with our Risk Register, Issue Register, Project Dashboards and parking Lot
• Close your project with a Punch List and Post Project Evaluation Report
• Define and implement your sponsorship plan, coaching plan, training plan and resistance management plan
• Identify and mitigate your project risks with our Risk Register and Risk Assessment Matrix
• Identify and resolve your project issues with our Issue Register
• Increase your know-how with the top 36 project management tools commonly used by Fortune 100 and Global Consulting firms:
Business Roadmap, Change Lean Canvas, Change Commitment Curve, Change Impact Assessment Matrix, Channel Matrix, Heart & Mind
Human Drivers, Innovation Adoption Curve, Maturity Model, Mission & Vision Statement, Team Charter, etc.
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Initiative Prioritization Matrix
Purpose
The Initiative Prioritization Matrix will help you prioritize all your potential initiatives based
on the following 2 criteria:
Impact Effort
An initiative with a high impact would mean The “Effort” criteria is assessed based on the
one of the followings: followings:
• The initiative needs to happen in order to • Ease of implementation
achieve the desired future state • Time frame required
• The initiative will significantly reduce our cost or • Resources required (Number of people, capital
increase our revenue investment, etc.)
Part of the Project Management Toolkit 60

Description
The focus should be on the initiatives that have a high impact and require a low effort
Prioritization matrix
Longer term initiatives

High (actively work to reduce required Initiatives to be prioritized
effort)
Impact
Unattractive initiatives Low value initiatives

Low
(do not pursue) (pursue opportunistically)
High Low
Effort
Description
See below the 4 steps to follow to easily prioritize your list of potential initiatives
1 List all your potential initiatives
2 Assess the impact & effort level associated with each initiative
3 Position each initiative on the matrix
4 Mainly focus on the initiatives located in the top right of the matrix

Step 1: List all your potential initiatives
Initiative name
Insert the name of the potential initiative

Step 2: Assess the impact & effort level associated with each initiative
Initiative name Impact Effort

Insert the name of the potential initiative Very high Very high
Insert the name of the potential initiative High High
Insert the name of the potential initiative Low Low
Insert the name of the potential initiative Very low Very low

Step 3: Position each initiative on the matrix
1.Insert the name of your initiative 1.Insert the name of your initiative
High 3.Insert the name of your initiative 3.Insert the name of your initiative
Impact
Low 3.Insert the name of your initiative 3.Insert the name of your initiative
High Low
Effort
Step 4: Mainly focus on the initiatives located in the top right of the matrix
High 3.Insert the name of your initiative 3.Insert the name of your initiative
Impact
Low 3.Insert the name of your initiative 3.Insert the name of your initiative
High Low
Effort
67
Detailed Project Plan
To access a sample of the Excel Template, open the

Excel Document which is part of your sample

Let’s now zoom on the Sales, Marketing & Communication Toolkit
69
The Sales, Marketing & Communication Toolkit includes frameworks, tools,
• Define and implement your sales strategy & plan

• Define and implement your marketing strategy & plan
• Define and implement your pricing strategy
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The Sales, Marketing & Communication Toolkit includes frameworks, tools,
• Define and implement your sales strategy & plan

• Define and implement your marketing strategy & plan
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Sales Strategy & Plan

Insert Company Name

Chief Sales Officer: insert your own text
Replace this logo by your own logo
Part of the Sales, Marketing & Communication Toolkit

Executive Summary Even if this slide is the first one of the presentation, it
needs to be done last
Mission: Insert your own text

Mission & Vision
Vision: Insert your own text
Sales Strategic Insert strategic Insert strategic Insert strategic

Objectives objective #1 objective #2 objective #3
Insert your own text Insert your own text Insert your own text
Key Initiatives Insert your own text Insert your own text Insert your own text
Depending on what you want to emphasize, you may

Product: Insert your own text
Product, Price & decide to put different sections in the dark blue
Price: Insert your own text rectangle
Promotion Promotion: Insert your own text
Sales Channel Model Sales Channel Model: Insert your own text
& Strategy Sales Channel Strategy: Insert your own text
Budget: Insert your own text

Budget & Headcounts
Headcount: Insert your own text
Part of the Sales, Marketing & Communication Toolkit 73

Table of Contents
1.Internal
Analysis
5.Implemen- 2.External
tation Sales Analysis
Strategy &
Plan
4.Sales 3.Sales
Plan Strategy
Part of the Sales, Marketing & Communication Toolkit 74

Let’s now zoom on the Finance and Mergers & Acquisitions Toolkit
75
The Finance and Mergers & Acquisitions Toolkit includes frameworks, tools,
• Write an investor & startup term sheet
• Build your 3 financial statements: Income Statement, Cash Flow Statement and Balance Sheet
• Build a financial model linking your 3 financial statements
• Conduct a commercial due diligence (CDD) to decide whether to invest in a company in light of its future performance
• Understand the fundamentals of Mergers and Acquisitions
• Conduct a post merger integration to ensure the company reach its cost and revenue synergy targets
• Understand the fundamentals of the Venture Capitalist industry
• Value businesses based on the top 3 Valuation Methods: Discounted Cash Flow (DCF) Valuation Model, Precedent Transaction Analysis
and Comparable Company Analysis
76
The Finance and Mergers & Acquisitions Toolkit includes frameworks, tools,
• Build your 3 financial statements: Income Statement, Cash Flow Statement and Balance Sheet
• Build a financial model linking your 3 financial statements
• Conduct a commercial due diligence (CDD) to decide whether to invest in a company in light of its future performance
• Understand the fundamentals of Mergers and Acquisitions
• Understand the fundamentals of the Venture Capitalist industry
• Value businesses based on the top 3 Valuation Methods: Discounted Cash Flow (DCF) Valuation Model, Precedent Transaction Analysis
and Comparable Company Analysis
77
There are 3 main growth strategies available to companies
1 2 3
Organic Growth Mergers and Strategic Alliances

Strategy acquisitions Strategy Strategy
Part of the Finance and Mergers & Acquisitions Toolkit 78

Organic Growth Strategy
Description Advantages Disadvantages

Often perceived as the • Provides deeper first-hand • Can be slow, expensive,
default growth option knowledge that is likely to and risky
be internalized in the
for companies, an • Difficult to use existing
company capabilities as the platform
organic growth
• Helps spread investment for major leaps in terms of
strategy relies on
over time and reduce innovation, diversification,
developing a upfront commitment or internationalization
company’s internal
• There are no availability
resources and
Organic Growth capabilities
constraints, that is to say
that the company is not
Strategy dependent on the
availability of suitable
acquisition targets or
potential alliance partners
• Strategic independence
• Creation of new activities
within the existing culture
environment

Mergers and acquisitions Strategy
Description Advantages Disadvantages

Mergers and • Business extension: M&A can • Important investment
be used to extend the reach of upfront
acquisitions (M&A) a firm in terms of geography,
bring together products, or markets • Potential culture clash
companies through • Building capabilities: M&A between the 2 companies
complete changes in may increase a company’s • High failure rate
capabilities
ownership. It has been • Sometimes excessive initial
• Increase market power by
used by companies for reducing competition and valuations, exaggerated
Merger and centuries and remains increasing bargaining power expectations of strategic fit,
a major way for with suppliers and underestimated
acquisition
companies to expand • Increase efficiency: by problems of organizational
Strategy sharing resources and fit
rapidly capabilities
• Speed: M&A allows acquirers
to act fast
• Financial efficiency: by
combining the 2 balance sheets
• Tax efficiency

Let’s now zoom on the Digital Transformation Toolkit
81
The Digital Transformation Toolkit includes frameworks, tools, templates,
• Assess the digital maturity of your organization

• Define and implement your digital transformation strategy & plan
• Build a strong business case and financial model to get your digital transformation projects approved by the executive committee
• Define and implement your change management strategy & plan to ensure people adoption of the changes
• Get a clear understanding of the project management overall approach commonly used by Fortune 100 and Global Consulting
firms
• Prioritize digital transformation initiatives based on impact and value with our Initiative Prioritization Matrix
• Initiate your digital transformation project/program with a world class project charter, RACI Matrix and Stakeholder Matrix
• Get an understanding of the top 12 main New Technologies that could make your company grow in a profitable way: Big Data,
Artificial Intelligence, Cloud Computing, Cyber security, Blockchain, Internet of Things, Digital Marketing, 3-D Printing, etc.
82

firms
83
Digital maturity assessment
Description (1/2)
Level 1 - Basic Level 2 - Medium Level 3 - Good Level 4 - World-class

Only a single channel, which is often a physical Multiple channels but often siloed, with the Actively transitioning from a multi channel to an Omni-channel model where channels are
store ecommerce department often seen as a omni-channel model integrated, allowing a seamless customer
Customer React to customer needs separate entity Proactively answer customer needs, and experience
Experience Start to proactively answer customer needs, influence buying decisions Meet the needs of customers even before they
and influence buying decisions become aware of those needs (with Internet of
Things)
This digital maturity assessment will help identify where you
Barely no data The company has some data The company has a Big Data solution The company has a Big Data solution
are today and where you want to be in the future. It includes 10
Barely no insight A team of people manually analyze and provide gathering a lot of data gathering a lot of data
Data & sections spread in 2
insight to the rest of the company slides, which may have
Automatic to be with
reporting updated
key insights Automatic reporting providing a lot of key
based on the specificities of yourAlmostindustry and organization. insights in real time
Insights a 360-degree view of the customer
A 360-degree view of the customer
Buy the Digital Transformation Toolkit to unlock content

Visit Website
Part of the Digital Transformation Toolkit 84


firms
85
l
tia
en
fid
on
C
Digital Transformation Lean

Business Case
Chief Digital Officer: insert your own text
Author: insert your own text
Board Meeting Date: insert your own text
Version No: E.g. 1.0 for final / 0.1 for drafts
Bank Corp
Part of the Digital Transformation Toolkit
Introduction
• This presentation is a Digital Transformation Lean Business Case presented to the Board of one of our
clients, a leading European retail bank.
• The objective was to convince the Board to invest $100 million in a Digital Transformation Program.
• The name and data have been changed for confidentiality reasons.

Executive Summary
Situation
• Bank Corp’s shareholders expect an ambitious compound annual revenue growth rate of 15% over the next 5 years
• The Banking industry is mature, with an expected compound annual revenue growth rate of only 3% over the next 5 years
• A Business model shift is required in order to meet our shareholders expectations
Recommendation
We recommend to invest $100 million in a Digital Transformation Program in order to shift our business model from a linear Value Chain model to a digital ecosystem model
Reason #1 Reason #2 Reason #3 Reason #4

An increasingly “digitally A low Digital Maturity within A digital model would drive A great return on investment
friendly world” Bank Corp profitable growth
• The number of connected devices • The digital maturity of Bank Corp • A digital ecosystem model would • Investing $100 Million in a digital
worldwide will be 50+ Billion in 2020 customer experience is low generate $150+ million of additional ecosystem model would generate a
• The use of the online and mobile • The digital maturity of Bank Corp revenue over the next 5 years 100%+ return on investment
channels are becoming increasingly operations is low • A digital ecosystem model would
important in the banking industry generate circa $50+ million of cost
savings over the next 5 years
• These additional revenue and cost
savings would be driven by 5 key
projects

Situation
Bank Corp’s shareholders expect an ambitious compound annual
revenue growth rate of 15% over the next 5 years
Bank Corp Expected Profit

(in Billion $)
Compound annual revenue growth rate: +15%
1.75
1.52
1.32
1.15
1.00
2016 2017 2018 2019 2020


firms
90
Technologies to consider to reach our Strategic Objectives
It is important to have a good understanding
Replace this text with the key takeaway of this Powerpoint slide.
of each new technology, even if it seems like
it is not applicable in your industry or no one
is doing it in your industry. After studying all
the new technologies, you may find new
ideas to improve your business, or even
disrupt your own business model
Big Data Artificial Intelligence Cloud Computing Cyber Security Blockchain Internet of Things
Digital Marketing 3-D Printing Drones Robots Virtual Reality Augmented reality

Why are we considering the Big Data for our organization?
Big data is a term that describes the large volume of data, both structured and unstructured, that inundates a business on a day-to-day
basis. But it’s not the amount of data that’s important. It is what organizations do with the data that matters. Big data can be analyzed for
insights that lead to better tactical and strategical decisions. The next slides deep dive in each
technology
While the term “big data” is relatively new, the act of gathering and storing large amounts of information for eventual analysis is ages old.
The concept gained momentum in the early 2000s when industry analyst Doug Laney articulated the now-mainstream definition of big
data as the three Vs:
• Volume: Organizations collect data from a variety of sources, including business transactions, social media and information from
sensor or machine-to-machine data. In the past, storing it would’ve been a problem, but today, new technologies have eased the
challenge.
• Velocity: Data streams in at an unprecedented speed and must be dealt with in a timely manner. RFID tags, sensors and smart
metering are driving the need to deal with torrents of data in near-real time.
• Variety: Data comes in all types of formats, from structured, numeric data in traditional databases to unstructured text documents,
email, video, audio, stock ticker data and financial transactions.
The amount of data in our world has been exploding, and analyzing large data sets will become a key basis of competition, underpinning
new waves of productivity growth, innovation, and consumer surplus, according to research by MGI and McKinsey's Business
Technology Office.

The next 15 slides are self
Examples of industry using Big Data explanatory and do not include any
comments or instructions
Banking With large amounts of information streaming in from Education Educators armed with data-driven insight can make a
countless sources, banks are faced with finding new and significant impact on school systems, students and
innovative ways to manage big data. Big Data and curriculums. By analyzing big data, they can identify at-
Analytics help banks better understand customers and risk students, make sure students are making adequate
minimize risk. Big data brings big insights, but it also progress, and can implement a better system for
requires financial institutions to stay one step ahead of evaluation and support of teachers and principals.
the game with advanced analytics.
Government When government agencies are able to harness and Health care Patient records. Treatment plans. Prescription
apply analytics to their big data, they gain significant information. When it comes to health care, everything
ground when it comes to managing utilities, running needs to be done quickly, accurately, and, in some cases,
agencies, dealing with traffic congestion or preventing with enough transparency to satisfy stringent industry
crime. But while there are many advantages to big data, regulations. When big data is managed effectively, health
governments must also address issues of transparency care providers can uncover hidden insights that improve
and privacy. patient care.
Manufacturing Armed with insight that big data can provide, Retail Customer relationship building is critical to the retail
manufacturers can boost quality and output while industry – and the best way to manage that is to manage
minimizing waste – processes that are key in today’s big data. Retailers need to know the best way to market
highly competitive market. More and more manufacturers to customers, the most effective way to handle
are working in an analytics-based culture, which means transactions, and the most strategic way to bring back
they can solve problems faster and make more agile lapsed business. Big data remains at the heart of all
business decisions. those things.

Where does Big Data come from?
The sources for big data generally fall into one of three categories
This category includes data that reaches your IT systems from a web of connected
Streaming data devices, often part of the IoT. You can analyze this data as it arrives and make decisions
on what data to keep, what not to keep and what requires further analysis.
The data on social interactions is an increasingly attractive set of information,

Social media particularly for marketing, sales and support functions. It's often in unstructured or
data semistructured forms, so it poses a unique challenge when it comes to consumption and
analysis.
Massive amounts of data are available through open data sources like the US
Publicly
government’s data.gov, the CIA World Factbook or the European Union Open Data
available data
Portal.

Let’s now zoom on the Operations & Supply Chain Toolkit
95
The Operations & Supply Chain Toolkit includes frameworks, tools,
• Get a clear understanding of the 5 Phases of Supply Chain Management
• Define & implement your supply chain strategy
• Analyze your value chain
• Assess the maturity of your Procurement Management
• Prioritize your initiatives based on impact and value with our Initiative Prioritization Matrix
• Get a clear understanding of the fundamentals of Business Process Management (BPM)
• Get a clear understanding of the fundamentals of Lean Six Sigma (LSS)
96
The Operations & Supply Chain Toolkit includes frameworks, tools,
• Get a clear understanding of the 5 Phases of Supply Chain Management
• Define & implement your supply chain strategy
• Analyze your value chain
• Assess the maturity of your Procurement Management
• Prioritize your initiatives based on impact and value with our Initiative Prioritization Matrix
• Get a clear understanding of the fundamentals of Business Process Management (BPM)
• Get a clear understanding of the fundamentals of Lean Six Sigma (LSS)
97
Introduction
Supply Chain Management is the optimization of the flow of materials, information and
funds between and among all participating enterprises
Products
Supplier Factory Warehouse Distributor Customer
Funds
Information
Part of the Operations & Supply Chain Toolkit 98

The Supply Chain Management process includes 5 phases:
2.Demand &
1.Supply Chain 3.Sourcing & 5.Logistics &
Supply Chain 4.Manufacturing
Strategy Procurement Distribution
Planning

Zoom on Phase1: Supply Chain Strategy
2.Demand &
Planning

Zoom on Phase1: Supply Chain Strategy
2.Demand &
Planning
• Key steps & activities

• Best Practices, Tips & Templates

Defining a robust Supply Chain Strategy usually requires
a 3 to 6 months Project
The Project is often outsourced to a Consulting firm to avoid any conflict of interest
The top 5 steps that the Consultants will have to carry out are:
1 Understand Current State
2 Gather Best Practices & Benchmarks
3 Develop Future State
4 Conduct Gap Analysis between the desired Future State & the Current State
5 Build a Roadmap to cross the bridge between the desired Future State & the Current State

Let’s now zoom on the Leadership Skills Toolkit
103
The Leadership Toolkit includes frameworks, tools, templates, tutorials, real-
life examples and best practices to help you:

• Communicate effectively
• Develop your negotiating skills
• Develop your managerial skills
• Improve your time management
• Develop your leadership skills
• Define your personal mission statement, vision statement, values and objectives
104
The Leadership Toolkit includes frameworks, tools, templates, tutorials, real-
life examples and best practices to help you:

• Communicate effectively
• Develop your negotiating skills
• Develop your managerial skills
• Improve your time management
• Develop your leadership skills
• Define your personal mission statement, vision statement, values and objectives
105
Table of contents
Leadership Presentation Skills
Team management Behavioral Effective Communication

Skills
Time Management Negotiations Skills
Part of the Leadership Toolkit 106

Table of contents
Leadership Presentation Skills
Team management Behavioral Effective Communication

Skills
Time Management Negotiations Skills

What is the most well-known principle used by Consultants and
Executives to make breakthrough presentations?

What is the most well-known principle used by Consultants and
Executives to make breakthrough presentations?
The Pyramid Principle, also called the Minto Pyramid Principle

Create a pyramid with your answer and supporting arguments - Template
Insert your introduction’s question
To communicate in a structured way with a busy

executive, you should start with the answer to Insert your answer Group, summarize and order logically your
the executive’s question first, and then list your supporting arguments
supporting arguments
Why or How?
Insert your supporting Insert your supporting Insert your supporting

argument #1 argument #2 argument #3
Why or How? Why or How? Why or How?
Insert your Insert your Insert your Insert your Insert your Insert your Insert your Insert your Insert your
supporting supporting supporting supporting supporting supporting supporting supporting supporting
argument argument argument argument argument argument argument argument argument
#1.1 #1.2 #1.3 #2.1 #2.2 #2.3 #3.1 #3.2 #3,3

Let’s now zoom on the Legal Toolkit
111
The Legal Toolkit includes templates to help you:

• Write a non-disclosure agreement
• Write a non-compete agreement
112
The Legal Toolkit includes templates to help you:

• Write a non-disclosure agreement
• Write a non-compete agreement
113
All our Legal templates have been created in word. All you need to do is
replace the text highlighted in yellow by your own words
Part of the Legal Toolkit 114

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• Easily define and execute your corporate and business strategy

• Easily define and execute your corporate and business strategy

CEO: insert your own text

Part of the Corporate & Business Strategy Toolkit

Mission: Insert your Mission statement

Part of the Corporate & Business Strategy Toolkit 10

Mission Statement Vision Statement

Part of the Corporate & Business Strategy Toolkit 11

Financial Presents the strategic objectives driving financial performance

Part of the Corporate & Business Strategy Toolkit 12

Strategy Map Slightly behind target

Example of a Strategy Map Meeting target or above target

Perspective Strategic objectives

Increase Increase profit

Buy the Strategic Plan Template to unlock content

Part of the Corporate & Business Strategy Toolkit 13

Perspective Strategic Objectives

Customer C1 Insert your own text

Internal processes I1 Insert your own text

Learning & Growth L1 Insert your own text

Part of the Corporate & Business Strategy Toolkit 14

• Insert initiative name

Part of the Corporate & Business Strategy Toolkit 15

• Easily define and execute your corporate and business strategy

Description Example from a Fortune 100 company

Part of the Corporate & Business Strategy Toolkit 17

“Profitability” “Entering a new “Introducing a new

Part of the Corporate & Business Strategy Toolkit 18

Part of the Corporate & Business Strategy Toolkit 19

What is the potential demand for our Product in

Part of the Corporate & Business Strategy Toolkit 20

What is the potential demand for our Product in

Part of the Corporate & Business Strategy Toolkit 21

Caption: Very Low Low Medium High Very High

Part of the Corporate & Business Strategy Toolkit 22

• Easily define and execute your corporate and business strategy

What is your current situation? Who are the key players?

What is your Vision? How will you differentiate yourself?

Part of the Corporate & Business Strategy Toolkit 24

Number of Insert your own

Part of the Corporate & Business Strategy Toolkit 25

Part of the Corporate & Business Strategy Toolkit 26

Check the next slide for more

Part of the Corporate & Business Strategy Toolkit 27

Part of the Corporate & Business Strategy Toolkit 28

Buy the Business Plan Template to unlock content

Caption: Low Average High

Part of the Corporate & Business Strategy Toolkit 29

• Easily define and execute your corporate and business strategy

• Lost market share • Wide price bands

• Declining margins • Increased service costs