Business and Consulting Toolkits - Sample

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Business & Consulting Toolkits

Free sample
Created by ex-McKinsey, Deloitte & BCG Management Consultants
Aurelien Domont
Slidebooks Consulting CEO
Ex-Deloitte Management Consultant
Improve the growth and efficiency of your organization by leveraging the know-how of ex-McKinsey, Deloitte & BCG Management Consultants
without breaking your budget.
Imagine having a team of ex-McKinsey, Deloitte and BCG Management Consultants at your disposal at any time of the day to help you solve your
business problems and improve the growth and efficiency of your organization. How much more confident would you be about the future performance of
your organization and your own career? How much more time could you save?
If you have ever tried solving business problems that you haven’t encountered before, you know how frustrating it can be to start from scratch. And even
then, you still aren’t sure if what you’re doing is going to end up wasting your time and money. Having someone by your side who has already solved
these business problems would be a huge help. That’s why businesses hire management consultants for support in the first place.
The only problem is that hiring a couple of tier-1 Consultants for a management consulting project would cost you at least $300,000! Not every business
or team can afford this.
I wanted to do something about this because I believe everyone deserves to receive high value business guidance, regardless of their budget!
That’s why I’ve teamed up with other ex-McKinsey, Deloitte and BCG Consultants to create all the Business & Consulting Toolkits required to solve your
business problems and improve the growth and efficiency of your organization! And it's all inside our website www.slidebooks.com and the
Gold Business & Consulting Package.
No matter if you're an executive, entrepreneur or consultant from a small or large organization, you can now leverage the know-how and best practices
of our ex-McKinsey, Deloitte & BCG Management Consultants without breaking your budget.
Join the 200,000+ Executives, Consultants & Entrepreneurs leveraging our Business & Consulting Toolkits to improve the performance of
their organization and boost their own career.
2
Key Benefits of our Business & Consulting Toolkits
Improve the growth &

efficiency of your It’s like hiring Management
It cost us $500k+ to create
organization by leveraging Consultants to create all the
all our Business & Consulting
Business & Consulting practical Frameworks, Tools
Toolkits. Get them for a
Toolkits created by ex- & Templates required to get
fraction of this cost.
McKinsey, Deloitte & BCG a competitive advantage.
Consultants.
Get the job done quicker and We have worked 20,000+ Improve your skills &
never start from scratch hours over the past 5 years capabilities and meet your
again with our ready-made & to create the world’s best professional goals by
fully editable Frameworks, Business & Consulting learning how the Fortune 100
Tools & Templates in Toolkits. Don’t reinvent the and Global Consulting Firms
Powerpoint & Excel. wheel. Download now. do it.
Impress your stakeholders

Hiring top-tier Consultants
Get free support and advice and become your
for a management consulting
from our ex-McKinsey, organization’s subject matter
project would cost you
Deloitte & BCG Management expert with world-class
$300k+. A lot more expensive
Consultants. approaches to resolve
than purchasing our Toolkits.
common business problems.
3
What our clients say about our Toolkits
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Our team of ex-McKinsey, Deloitte & BCG Consultants created many
Business & Consulting Toolkits such as:
1.Corporate & 2.Management 3.Change & Project 4.Sales, Marketing & 5.Financial Planning & 6.Digital
Business Strategy Consulting Toolkit Management Toolkit Communication Analysis Toolkit Transformation Toolkit
Toolkit Toolkit
Includes the Strategic

Planning Toolkit
Visit Website Visit Website Visit Website Visit Website Visit Website Visit Website
7.Operations & Supply 8.Leadership & 9.Risk Management 10.Mergers & 11.Post Merger 12.Entrepreneurship
Chain Toolkit Personal Development Toolkit Acquisitions Toolkit Integration Toolkit 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
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Let’s zoom on the Corporate & Business Strategy Toolkit
Toolkit Toolkit

Planning Toolkit
Toolkit
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1.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 to ensure high profitable growth
• Identify where the company should go, and how to get there
• Increase the value creation of your organization with a simple and comprehensive 3-phase strategic planning approach: (I) Set up your strategic planning project, (II) Gather & analyze data and
provide key insights, (III) Define and implement your strategic plan
• Set up your strategic planning project: (1) Strategic planning team, (2) Guiding principles, (3) Strategic plan structure, (4) Required inputs to create strategic plan, (5) Action plan
• Gather & analyze data and provide key insights: (1) Market analysis, (2) Competitor analysis, (3) Customer feedback, (4) Company data analytics team, (5) Employee feedback, (6) Executive feedback,
(7) SWOT summary of the key business insights
• Define and implement your strategic plan: (1) Mission, vision and values, (2) Key strategic objectives, (3) Strategy map, (4) Balanced scorecard and key performance indicators, (5) Potential initiatives to
reach strategic objectives, (6) Business cases and financial models, (7) Prioritization of the initiatives, (8) Business roadmap and detailed initiatives plan, (9) Strategic plan implementation, (10) Dashboards
to track & manage progress, (11) Key lessons learned, (12) Quarterly update of the strategic plan based on new data
• Build a strategy map and balanced scorecard to easily translate your strategy into strategic objectives, key performance indicators and targets
• Build a strong business case to get your project approved by the executive committee
• Build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback period, WACC, etc.
• Prioritize your initiatives based on impact and effort
• Carry out a market & competitor analysis to better define your strategy and outperform your competitors
• Quickly improve the strategic planning capability of your organization
• Become the strategic planning subject matter expert of your organization
• Develop new business models or improve existing ones with our ready-made business model canvases
• Identify your strategic options and their respective risk with the Ansoff Growth Matrix and the Porter’s Generic Corporate Strategies Matrix
• 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 based on desirability, feasibility and profitability
• Decide if your organization should acquire a new company based on the financial benefits, strategic benefits and feasibility of the deal
• Create a robust business plan to raise capital for a new venture
• Define your pricing strategy to maximize your profit
• 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, Issue Tree, Maturity Model, McKinsey Seven-S, Product Life Cycle, Value Chain Analysis, Value Driver Tree, PESTLE, Porter’s Five Forces, etc.
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Strategic Planning 3-Phase Approach
Phase I: Set up your strategic planning Phase II: Gather & analyze data and Phase III: Define and implement your
project provide key insights strategic plan
1. Strategic planning team 1. Market analysis 1. Mission, vision and values

2. Guiding principles 2. Competitor analysis 2. Key strategic objectives
3. Strategic plan structure 3. Customer feedback 3. Strategy map
4. Required inputs to create strategic plan 4. Company data analytics team 4. Balanced scorecard and key performance indicators
5. Action plan 5. Employee feedback 5. Potential initiatives to reach strategic objectives
6. Executive feedback 6. Business cases and financial models
7. SWOT summary of the key business insights 7. Prioritization of the initiatives
8. Business roadmap and detailed initiatives plan
9. Strategic plan implementation
10.Dashboards to track & manage progress
11.Key lessons learned
12.Quarterly update of the strategic plan based on new
data
Part of the Corporate & Business Strategy Toolkit 10

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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
It describes the overarching intent of the organization. at some point in the near or distant future.
It is usually defined during a workshop with the top It describes the overarching aim of the organization as
it progresses into the future.
management.
It should provide focus, direction and help guide Like the Mission Statement, it is usually defined during
a workshop with the top management.
decision making and actions.
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.

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

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
Meeting target or above target
Perspective Strategic objectives
Increase profit
Increase
Decrease Cost
revenue
Financial
Increase number Increase revenue Decrease fixed Decrease
of customers per customer cost variable cost
Sell Specialized
Categorize
Products
Customers by Symbolic Gifts
Customer revenue
Increase
Regular Visits Training to Decrease
and Solve Customer enhance
Profitablity variable cost
technical issues “Stickiness”
Increase Increase profit

Decrease Cost
revenue
Financial
Increase profit
Increase
Decrease Cost
revenue
Financial
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 Planning Toolkit 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 Planning Toolkit 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

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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 have my e.g. “Should we enter e.g. “Should we e.g. “Should we
company’s profit 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

Let’s zoom on the Management Consulting Toolkit
Toolkit Toolkit

Planning Toolkit
Toolkit
35
2.The Management Consulting Toolkit includes frameworks, tools,
• Build a consulting proposal to better convince your prospects
• Decide if you should enter a new market (e.g., European market, Chinese market)
• Gather qualitative and quantitative data in a structured way via interviews, focus groups and surveys
• Structure your presentations and recommendations like a tier-1 management consultant
• 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
• Build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI,
IRR, payback period, WACC, etc.
• 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
• Manage your stakeholder effectively with our stakeholder analysis process and matrix
• Write a business consultant agreement, a non-disclosure agreement and a non-compete agreement
• 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 38

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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
Insert your own logo
Date: 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

46
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 zoom on the Change & Project Management Toolkit
Toolkit Toolkit

Planning Toolkit
Toolkit
52
3.The Change & Project Management Toolkit includes frameworks, tools,
• Get a clear understanding of the change management & project management approach commonly used by Fortune 100 and Global Consulting firms
• Build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR,
payback period, WACC, etc.
• Initiate your project with a world class project charter and RACI matrix
• Plan with our high-level project plan and detailed project plan
• Implement, track & manage progress with our visual dashboards
• Close your project with a punch list and post project evaluation report
• Define and implement your change management strategy & plan by leveraging our ready-made change management strategy & plan
• Define and implement your communication strategy & plan by leveraging our ready-made communication management strategy & plan
• Define and implement your sponsorship plan, coaching plan, training plan and resistance management plan by leveraging our ready-made plans
• 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 company with our change impact assessment
• Build a high performing team by following the 4 stages of team development
• Understand the needs of your stakeholders and team with the Maslow Hierarchy of Human Needs
• Ensure that all parts of your organization are aligned and work in harmony with the commonly used McKinsey 7-S Framework
• Increase your know-how with the top 36 change & project management tools commonly used by Fortune 100 and Global Consulting firms: Business
Roadmap, Change Commitment Curve, Change Impact Assessment Matrix, Channel Matrix, Heart & Mind Human Drivers, Innovation Adoption Curve, Maturity Model,
Mission & Vision Statement, Team Charter, ADKAR Model, Prosci 3-Phase Process, 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 Change & Project Management Toolkit 55

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
62
Detailed Project Plan
To access a sample of the Excel Template, open the

Excel Document which is part of your sample

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Change Management
Strategy & Plan
Company: insert company name
CEO: insert your own text
Senior Change Manager: insert your own text
Insert your own logo
Version: insert your own text
Contact Email: insert your own text
Part of the Change & Project 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

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 zoom on the Sales, Marketing & Communication Toolkit
Toolkit Toolkit

Planning Toolkit
Toolkit
69
4.The Sales, Marketing & Communication Toolkit includes frameworks, tools,
• Define & implement your sales strategy & plan by leveraging our ready-made sales strategy & plan, which includes sections
such as “Market analysis”, “Competitor analysis”, “SWOT”, “Mission and vision statements”, “Sales strategic goals and KPIs”, “Channel
strategy”, “Initiatives”, and “Plan of actions”
• Define & implement your marketing strategy & plan by leveraging our ready-made marketing strategy & plan, which includes
sections such as “Market analysis”, “Competitor analysis”, “Sales analysis”, “SWOT”, “Marketing strategic objectives”, “Marketing team
& budget”, “Digital & traditional marketing levers to reach our strategic objectives”, “Products, prices & channels of distribution”, and
“Marketing plan”
• Define & implement your communication strategy & plan by leveraging our ready-made communication strategy & plan, which
includes sections such as “Communication Strategy”, “Background & Context”, “Communication Objectives”, “Approach”,
“Communication Principles”, “Overarching Messages”, “Key Stakeholder Groups”, “Communication Channels”, “Key Dependencies”,
“Communication Risks”, “High-Level Communication Plan”, and “Detailed Communication Plan”
• Define and implement your pricing strategy
70
4.The Sales, Marketing & Communication Toolkit includes frameworks, tools,
• Define & implement your sales strategy & plan by leveraging our ready-made sales strategy & plan, which includes sections
such as “Market analysis”, “Competitor analysis”, “SWOT”, “Mission and vision statements”, “Sales strategic goals and KPIs”, “Channel
strategy”, “Initiatives”, and “Plan of actions”
• Define & implement your marketing strategy & plan by leveraging our ready-made marketing strategy & plan, which includes
sections such as “Market analysis”, “Competitor analysis”, “Sales analysis”, “SWOT”, “Marketing strategic objectives”, “Marketing team
& budget”, “Digital & traditional marketing levers to reach our strategic objectives”, “Products, prices & channels of distribution”, and
“Marketing plan”
• Define & implement your communication strategy & plan by leveraging our ready-made communication strategy & plan, which
includes sections such as “Communication Strategy”, “Background & Context”, “Communication Objectives”, “Approach”,
“Communication Principles”, “Overarching Messages”, “Key Stakeholder Groups”, “Communication Channels”, “Key Dependencies”,
“Communication Risks”, “High-Level Communication Plan”, and “Detailed Communication Plan”
• Define and implement your pricing strategy
71
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Sales Strategy & Plan

Insert Company Name

Chief Sales Officer: insert your own text
Replace this logo by your own logo
Version: insert your own text
Contact Email: insert your own text
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 zoom on the Financial Planning & Analysis Toolkit
Toolkit Toolkit

Planning Toolkit
Toolkit
75
5.The Financial Planning & Analysis Toolkit includes frameworks, tools,
• Create a robust business & financial plan including sections such as “Problem to Solve & Solution”, “Mission, Vision & Strategic
Objectives”, “Target Market”, “Market Analysis”, “Competitor Analysis”, “Marketing Plan”, “Business Structure”, “Profit & Loss forecast”,
“Cash Flow Forecast”, and “Balance Sheet Forecast”
• Build your 3 financial statements using our simple or sophisticated ready-made income statements, cash flow statements and
balance sheets
• Analyze the 3 financial statements and a company’s performance by leveraging key financial ratios such as efficiency ratios,
solvency ratios, liquidity ratios, profitability ratios, leverage ratios and return on investment ratios
• Build a “3 financial statement” model with different scenarios that will automatically update your income statements, cash flow
statements and balance sheets
• Build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present
value (NPV), ROI, IRR, payback period, WACC, etc.
• Create a monthly budget to monitor the expenses and the revenue of your team or project
• Value businesses based on the top 3 valuation methods: Discounted Cash Flow (DCF) Valuation Model, Precedent Transaction
Analysis and Comparable Company Analysis
76
balance sheets
77
Efficiency ratios are typically used to analyze how well a company uses its assets
and liabilities internally
Ratio1 Formula2 Definition2 Result
Inventory turnover Insert your own text

COGS / Average inventory The length of time it takes a company to sell inventory
ratio
Accounts receivable Sales / Average accounts The length of time it takes a company to collect accounts
Insert your own text
turnover ratio receivable receivable
Accounts payable COGS / Average accounts

The length of time it takes a company to pay its creditors Insert your own text
turnover ratio payable
Asset turnover ratio Sales / Average net assets The efficiency of asset usage within a company Insert your own text
Fixed asset turnover

Sales / Average fixed assets The efficiency of fixed asset usage within a company Insert your own text
ratio
Working capital Sales / Average working How effectively is a company using its working capital
Insert your own text
turnover ratio capital (= current assets – current liabilities) to generate sales
1
365 / turnover ratio gives you the days outstanding
2
The average equals the value at the beginning of the year + the value at the end of the year divided by 2
Part of the Financial Planning & Analysis Toolkit 78

Company X
Finally, present your results in a graphic way Company Y
Company Z
Example of graphics you can use to present effectively your results
Worst peer Best peer

5% 8% 9%
Return on sales
(%)
2% 4% 8%
Return on equity
(%)
X% X% X%
Profitability Return on net
ratios assets (%)
X% X% X%
Return on Capital
Employed (%)
X% X% X%
Return On Funds
Employed (%)

balance sheets
80
Step 1 - Use our excel Income Statement template and adjust when
necessary the actual years, projected years and line items
Consolidated Income Statement
In US$ millions except per share amounts
Adjust the actual and Period Ending June 30
projected years. Taking 3 Actuals Estimates

historical years and 5 2013A 2014A 2015A 2016E 2017E 2018E 2019E 2020E
Revenue
projected years is usually a Net Sales
good trade-off between being % Growth
Other Income
comprehensive and effective % Growth
Total revenue
Y/Y revenue growth (%)
Cost of goods sold
Cost of goods sold
COGS as a % of revenue
Gross profit
Gross profit margin (%)
Operating expenses
The line items in percentage Selling, general and administrative
have been added to facilitate EBITDA

SG&A as a % of revenue
the projection that we will do EBITDA margin (%)

Depreciation and amortization
later EBIT
EBIT margin (%)
Interest
Interest expense
Interest income
Net interest expense
EBT
Add or remove line items EBT margin (%)

Income tax expense
depending on your needs. Tax rate (%)
You should only have line Net Income (Adjusted)

Non-recurring events
items that are useful for what Discontinued operations
Other
you want to achieve Total non-recurring events
Net Income
Dividend payout
Net Income after distribution

Step 4 - Create a map of the different excel sheets of your workbook
Quarterly and/or annual reports
Income statement Cash flow Balance sheet
Scenario with
assumptions

balance sheets
83
Net Present Value (NPV)
Replace this text by the key takeaway of this slide
Net Present Value (NPV)

Estimate in US$ millions
Year 1 Year 2 Year 3 Year 4 Year 5 Total

Project Costs 2.1 1.2 0.4 0.1 0.1
Additional Revenue Generated 1.0 2.0 4.0 5.0 8.0
Cost Savings 1.0 1.0 1.0 2.0 2.0
Cash Flow (0.1) 1.8 4.6 6.9 9.9 23.1
Net Present Value (NPV) (0.1) 1.5This table, which
3.6is in the Excel document
4.9 6.4Case -
“Business 16.3
Simple Financial Model Template” will be automatically updated
Period 1 2based on the previous
3 table 4 5
Discount Rate 9%
Key Assumptions
• Insert key assumption which you used to estimate the NPV

The concept of NPV may not be familiar for everyone. For that
reason, we added in the next 7 slides, a quick tutorial on how to
• Insert key assumption which you used to estimate the NPVcalculate NPV.
• Insert key assumption which you used to estimate the NPV

balance sheets
85
The problem we are trying to solve is a Profitability Problem. To solve it,
we need a Profitability Framework
Entering a new market Introducing a new

Profitability problem M&A problem
problem product problem
“Why has the “Should we enter the “Should we introduce “Should we acquire the
company’s profit Chinese market?” this new product X?” company Y?”
decreased by 10%?”

Let’s zoom on the Digital Transformation Toolkit
Toolkit Toolkit

Planning Toolkit
Toolkit
87
6.The Digital Transformation Toolkit includes frameworks, tools, templates,
tutorials, real-life examples and best practices to help you:
• Define the key success factors of a Digital Transformation

• Assess the digital maturity of your organization
• Define your digital transformation strategy & plan by leveraging our ready-made digital transformation strategy & plan, which
includes sections such as “Current State”, “Target State”, “Strategic Objectives”, “Team”, “Budget”, and “Initiatives
• Implement, track & manage progress of your digital transformation strategy & plan with our visual dashboards
• Build a strong business case and financial model to get your digital transformation projects approved by the executive committee
• Estimate your project financials: revenue, cost savings, cash flow, net present value (NPV), ROI, IRR, payback period, WACC, etc.
• 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 a company’s potential initiatives based on impact and effort, and build your roadmap
• Initiate your digital transformation project/program with a world class project charter and RACI Matrix
• Close your project with a Punch List and Post Project Evaluation Report
• Get an understanding of the top 12 main New Technologies that could make your company grow in a profitable way: Big Data,
88
Artificial Intelligence, Cloud Computing, Cyber security, Blockchain, Internet of Things, Digital Marketing, 3-D Printing, etc.

firms
89
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
• Start to proactively answer customer needs, and influence buying decisions • Meet the needs of customers even before they
Experience
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 gathering • The company has a Big Data solution gathering
• Barely no insight
are today and where you want to be
• A team of people manually analyze and provide
in the future. It includes 10
a lot of data a lot of data
Data & sections spread in 2
insight to the rest of the company slides, which may
• Automatichave to bewith
reporting updated
key insights • Automatic reporting providing a lot of key
based on the specificities of your• Almost
industry 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 90


firms
91
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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
96
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 zoom on the Operations & Supply Chain Management Toolkit
Toolkit Toolkit

Planning Toolkit
Toolkit
101
7.The Operations & Supply Chain Management Toolkit includes frameworks,
tools, templates, tutorials, real-life examples and best practices to help you:
• Get a clear understanding of the 5 phases of supply chain management: Supply Chain Strategy, Demand & Supply Chain Planning, Sourcing &
Procurement, Manufacturing, and Logistics & Distribution
• Define & implement your supply chain strategy: Understand Current State, Gather Best Practices & Benchmarks, Develop Future State, Conduct
Gap Analysis, and Build a Roadmap
• Assess the maturity of your procurement management by leveraging our ready-made maturity model
• Apply the Lean approach to simplify processes and eliminate 8 types of wastes: Defects, Overproduction, Waiting, Non-utilized talent,
Transportation, Inventory, Motion, and Extra-processing
• Understand how to leverage Lean Six Sigma to simplify processes and improve process reliability
• Implement Lean Six Sigma in your organization by using the DMAIC methodology: Define, Measure, Analyze , Improve, and Control
• Identify the potential causes of a problem with the Fishbone diagram tool
• Identify the root cause of a problem with the “Five Whys” problem solving tool
• Create a process map displaying each task or operation that is performed to complete the end-to-end process
• Collect and report information about prior, current and expected business performance by leveraging our scorecard
• Visualize and understand how value flows into and through a process with a value stream analysis tool
• Define and implement your digital transformation strategy & plan
• Increase Organizational Performance by applying Business Process Management (BPM)
• Build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV),
ROI, IRR, payback period, WACC, etc.
• Create a robust business plan including sections such as “Problem to Solve & Solution”, “Mission, Vision & Strategic Objectives”, “Target Market”,
“Market Analysis”, “Competitor Analysis”, “Marketing Plan”, “Business Structure”, and “Financial Plan”
102
7.The Operations & Supply Chain Management Toolkit includes frameworks,
• Get a clear understanding of the 5 phases of supply chain management: Supply Chain Strategy, Demand & Supply Chain Planning, Sourcing &
Procurement, Manufacturing, and Logistics & Distribution
• Define & implement your supply chain strategy: Understand Current State, Gather Best Practices & Benchmarks, Develop Future State, Conduct
Gap Analysis, and Build a Roadmap
• Assess the maturity of your procurement management by leveraging our ready-made maturity model
• Apply the Lean approach to simplify processes and eliminate 8 types of wastes: Defects, Overproduction, Waiting, Non-utilized talent,
Transportation, Inventory, Motion, and Extra-processing
• Understand how to leverage Lean Six Sigma to simplify processes and improve process reliability
• Implement Lean Six Sigma in your organization by using the DMAIC methodology: Define, Measure, Analyze , Improve, and Control
• Identify the potential causes of a problem with the Fishbone diagram tool
• Identify the root cause of a problem with the “Five Whys” problem solving tool
• Create a process map displaying each task or operation that is performed to complete the end-to-end process
• Collect and report information about prior, current and expected business performance by leveraging our scorecard
• Visualize and understand how value flows into and through a process with a value stream analysis tool
• Define and implement your digital transformation strategy & plan
• Increase Organizational Performance by applying Business Process Management (BPM)
• Build simple and sophisticated financial models to estimate your project financials: revenue, cost savings, cash flow, net present value (NPV),
ROI, IRR, payback period, WACC, etc.
• Create a robust business plan including sections such as “Problem to Solve & Solution”, “Mission, Vision & Strategic Objectives”, “Target Market”,
“Market Analysis”, “Competitor Analysis”, “Marketing Plan”, “Business Structure”, and “Financial Plan”
103
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 104

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 zoom on the Leadership & Personal Development Toolkit
Toolkit Toolkit

Planning Toolkit
Toolkit
109
8.The Leadership & Personal Development Toolkit includes frameworks,

• 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
110
8.The Leadership & Personal Development Toolkit includes frameworks,

• 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
111
Table of contents
Leadership Presentation Skills
Team management Behavioral Effective Communication

Skills
Time Management Negotiations Skills
Part of the Leadership & Personal Development Toolkit 112

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 zoom on the Risk Management Toolkit
Toolkit Toolkit

Planning Toolkit
Toolkit
117
9.The Risk Management Toolkit includes frameworks, tools, templates,
• Easily identify, assess and mitigate the key risks & issues of your project or company by leveraging our risk management
framework, risk log, issue log and risk assessment matrix
• Prioritize your risks based on the potential impact of the risk and the probability of the risk to happen
• Automatically calculate your number of open risks, closed risks, and risk value with our Excel formulas
• Present a robust risk management framework and risk assessment overview to your board of directors, executive committee or
program manager
• Get a high-level view of all your risks with our 3 by 3 Risk Matrix and 5 by 5 Risk Matrix
118
9.The Risk Management Toolkit includes frameworks, tools, templates,
• Easily identify, assess and mitigate the key risks & issues of your project or company by leveraging our risk management
framework, risk log, issue log and risk assessment matrix
• Prioritize your risks based on the potential impact of the risk and the probability of the risk to happen
• Automatically calculate your number of open risks, closed risks, and risk value with our Excel formulas
• Present a robust risk management framework and risk assessment overview to your board of directors, executive committee or
program manager
• Get a high-level view of all your risks with our 3 by 3 Risk Matrix and 5 by 5 Risk Matrix
119
Low priority (Risk value is 1, 2 or 3)
Simple Company Risk Log Medium priority (Risk value is 6)
3-level rating
High priority (Risk value is 9)
Impact
Risk (1=Minor;
Risk Title Risk description
# 2=Moderate;
3=Major)
Improving the resolution of our images

Lower website will increase the size of our images,
1 speed which may lower our website page
3
loading time
A strong increase in oil price would create

2 High oil price
a high pressure on our profit margins
1
Insert your risk

3 title
Insert your risk description 2
4 Insert your risk

title
Insert your risk description Rate from 1 to 3 Buy the Risk Management Toolkit
to unlock content
Insert your risk
5 title
Insert your risk description Rate from 1 to 3
Visit Website
Insert your risk

6 title
Insert your risk

7 title
Part of the Risk Management Toolkit 120

Let’s zoom on the Mergers & Acquisitions Toolkit
Toolkit Toolkit

Planning Toolkit
7.Operations & Supply 8.Leadership & 9.Risk Management 10.Mergers & 11.Entrepreneurship
11.Post Merger More Toolkits will be
12.Entrepreneurship
Chain Toolkit Personal Development Toolkit Acquisitions Toolkit Integration
ToolkitToolkit createdToolkit
in the coming
months.
Toolkit
If you want us to create a

specific Toolkit, send us
Visit Website Visit Website Visit Website Visit Website Visit Website an email
Visit at
Website
sales@slidebooks.com
121
10.The Mergers & Acquisitions (M&A) Toolkit includes frameworks, tools,
• Understand the 3 key growth strategies available to companies: Organic Growth Strategy, Mergers and acquisitions Strategy and
Strategic Alliances Strategy
• Understand the 6 phases of the M&A life cycle: M&A Strategy, Target Screening, Due Diligence, Transaction Execution, Integration
and Divestiture
balance sheets
• Conduct a commercial due diligence (CDD) to identify the likely future performance of a company
• Decide if your organization should acquire a new company based on the financial benefits, strategic benefits and feasibility of the
deal
• Conduct a post merger integration to ensure the company reach its cost and revenue synergy targets (for more details, check our
Post Merger Integration Toolkit, which has been included in our Mergers & Acquisitions Toolkit)
122
and Divestiture
balance sheets
deal
123
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 Mergers & Acquisitions Toolkit 124

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
organic growth capabilities as the platform
• 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

and Divestiture
balance sheets
deal
127
M&A Life Cycle
The M&A Life Cycle includes 6 key phases:
M&A Target Due Transaction

Integration Divestiture
Strategy Screening Diligence Execution
Pre - Announcement Announcement Post - Announcement

Let’s zoom on the Post Merger Integration Toolkit
Toolkit Toolkit

Planning Toolkit
12.Entrepreneurship
in the coming
months.
Toolkit

Visit at
Website
129
11.The Post Merger Integration Toolkit includes frameworks, tools,
• Increase the value creation of your mergers & acquisitions with a simple and comprehensive 3-phase approach: (I) Strategy &
high-level plan, (II) Detailed plans, (III) Implementation & monitoring
• Define & communicate your post merger acquisition strategy & high-level plan: (1) Merger strategic objectives, (2) Integration
management office, (3) Guiding principles, (4) Post merger integration high-level plan, (5) Top layer organizational structure, (6) Top
management appointment, (7) Training to help managers set up their team, (8) Integrated synergy baseline, (9) Synergy targets, (10)
Potential integration & synergy initiatives, (11) Business cases and financial models, (12) Integration & synergy initiatives prioritization
• Develop & communicate the detailed plans: (1) Day 1 readiness checklist, (2) Integration & synergy initiatives plan, (3) Change
management strategy and plan, (4) Communication strategy and plan, (5) Culture integration strategy and plan, (6) Risk management
strategy and plan, (7) Staffing & retention plan
• Implement and monitor the post merger integration high-level plan and detailed plans
• Institutionalize your PMI approach
• Become the post merger integration subject matter expert of your organization
130
More than half of Mergers & Acquisitions fail to reach their value creation
objectives
Mergers & Acquisitions’ ability to reach

value creation objectives*
45%
55%
Failure rate Success rate

*Consolidation of multiple surveys from New York Times, Harvard Business Review and Australia Financial Review
131
A poorly managed post merger integration phase is responsible for more
than half of Mergers & Acquisitions (M&A) failures
Main reasons for M&A failure (%)

60% 52%
40%
25%
20% 14%
9%
0%
n c e g n
tio in tio
in
i en o s a
ef lig cl gr
d di & int
e
gy ue io
n r
te D
tia
t
rge
tra & o e
S ng eg t m
at
e ni N os
o r ee P
p cr
or s
C g et
T ar
*Consolidation of multiple surveys from New York Times, Harvard Business Review and Australia Financial Review
132
The Merger & Acquisition Life Cycle includes 6 phases:
M&A Target Due Transaction Post Merger

Divestiture
Strategy Screening Diligence Execution Integration
133
Let’s focus on the “Post Merger Integration” phase, also called
“Acquisition Integration” or “M&A integration”
M&A Target Due Transaction Post Merger

Divestiture
Strategy Screening Diligence Execution Integration
134
To guide you within the relatively complex Post Merger Integration, we
created in the next slide a simple 3-phase approach
Feel free to reuse and customize the approach based on the specificities of your newly combined organization.
Each phase will include multiple steps, which will be described within the Post Merger Integration Toolkit
135
Post Merger Integration (PMI) 3-Phase Approach
Phase I: Define & communicate the Phase II: Develop & Communicate the
Phase III: Implement & Monitor
Strategy & High-Level Plan Detailed Plans
1. Merger strategic objectives 1. Day 1 readiness checklist 1. Post merger integration high-level plan
2. Integration management office 2. Integration & synergy initiatives plan 2. Day 1 readiness checklist
3. Guiding principles 3. Change management strategy and plan 3. Integration & synergy initiatives plan
4. Post merger integration high-level plan 4. Communication strategy and plan 4. Change management strategy and plan
5. Organizational structure (Top layers) 5. Culture integration strategy and plan 5. Communication strategy and plan
6. Top management appointment 6. Risk management strategy and plan 6. Culture integration strategy and plan
7. Training to help managers set up their team 7. Staffing & retention plan 7. Risk management strategy and plan
8. Integrated synergy baseline 8. Staffing & retention plan
9. Synergy targets 9. Integration lessons learned
10.Potential integration & synergy initiatives 10.Institutionalization of the updated PMI Toolkit
11.Business cases and financial models
12.Integration & synergy initiatives prioritization
136
Post Merger Integration (PMI) 3-Phase Approach
Phase I: Define & communicate the Phase II: Develop & Communicate the
Phase III: Implement & Monitor
Strategy & High-Level Plan Detailed Plans
1. Merger strategic objectives 1. Day 1 readiness checklist 1. Post merger integration high-level plan
2. Integration management office 2. Integration & synergy initiatives plan 2. Day 1 readiness checklist
3. Guiding principles 3. Change management strategy and plan 3. Integration & synergy initiatives plan
4. Post merger integration high-level plan 4. Communication strategy and plan 4. Change management strategy and plan
5. Organizational structure (Top layers) 5. Culture integration strategy and plan 5. Communication strategy and plan
6. Top management appointment 6. Risk management strategy and plan 6. Culture integration strategy and plan
7. Training to help managers set up their team 7. Staffing & retention plan 7. Risk management strategy and plan
8. Integrated synergy baseline 8. Staffing & retention plan
9. Synergy targets 9. Integration lessons learned
10.Potential integration & synergy initiatives 10.Institutionalization of the updated PMI Toolkit
11.Business cases and financial models
12.Integration & synergy initiatives prioritization
137
The most common merger strategic objectives are:
Example we used during a PMI
consulting project we did for a Global
1
Fortune 1000 firm.
Gaining economies of scale
2 Entering a new country
3 Entering a new market
4 Increasing the company product or service portfolio
5 Increasing market share by acquiring one of your competitors (horizontal integration)
Becoming a key player in an industry by acquiring one of your suppliers or clients (vertical
6 integration)
138
Let’s zoom on the Entrepreneurship Toolkit
Toolkit Toolkit

Planning Toolkit
12.Entrepreneurship
in the coming
months.
Toolkit

Visit at
Website
139
12.The Entrepreneurship Toolkit includes frameworks, tools, templates,
• Create a robust business plan including sections such as “Problem to Solve & Solution”, “Mission, Vision & Strategic Objectives”, “Target
Market”, “Market Analysis”, “Competitor Analysis”, “Marketing Plan”, “Business Structure”, and “Financial Plan”
• Build your 3 financial statements using our simple or sophisticated ready-made income statements, cash flow statements and balance
sheets
• Analyze the 3 financial statements and a company’s performance by leveraging key financial ratios such as efficiency ratios, solvency
ratios, liquidity ratios, profitability ratios, leverage ratios and return on investment ratios
• Build a “3 financial statement” model with different scenarios that will automatically update your income statements, cash flow statements
and balance sheets
• Value businesses based on the top 3 valuation methods: Discounted Cash Flow (DCF) Valuation Model, Precedent Transaction Analysis
and Comparable Company Analysis
• Build a strong business case to raise funds
• Build simple and sophisticated financial models to estimate your venture financials: revenue, cost savings, cash flow, net present value
(NPV), ROI, IRR, payback period, WACC, etc.
• Understand how the Venture Capital (VC) industry works, and how venture capital firms decide which start-up they should fund
• Understand the 6 phases of the venture capital process
• Understand the growth stages and funding rounds of a successful start-up
• Build a term sheet between an investor and a start-up including sections such as “Post-money valuation”, “Amount of the financing”, “Size
of option pool”, “Vesting periods” and “Board representation”
• Understand all the terms and pitfalls to avoid in a term sheet between an investor and a start-up
• Create a monthly budget to monitor the expenses and the revenue of your venture
140
sheets
and balance sheets
141
Problem to Solve & Solution
Problem to solve Solution

Insert your own text Insert your own text
If there is no real problem to

solve, it will be very challenging
to generate revenue.
Make sure to quickly test that the

problem you are trying to solve is a
real problem. Quickly speaking with
your customers and observing them
is very important. You don’t want to
spend 12 months creating the
“perfect Solution” to a problem that
does not really exist
Part of the Entrepreneurship Toolkit 142

sheets
and balance sheets
143
What is the growth of a successful start-up?
Revenue
Time
Seed Capital Early Stage Later Stage Exit Market

VC
FFF & Angels IPO Wallstreet
(M&A, Strategic Alliances)
Part of the Entrepreneurship Toolkit 144

This free sample represents less than 1% of our Toolkits. You can access to all
our Toolkits for half the price with the Gold Business & Consulting Package
Gold Business & Consulting Package

Learn More
www.slidebooks.com
145
Need more help?
Hire one of our Management Consultants for $4,000 a day
See more Management Consultants
146
Thanks for your attention!
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147

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Includes the Strategic

Support from Tier-1 Toolkits

Includes the Strategic

1. Strategic planning team 1. Market analysis 1. Mission, vision and values

Part of the Corporate & Business Strategy Toolkit 10

Mission Statement Vision Statement

Part of the Corporate & Business Strategy Toolkit 12

Mission: Insert your Mission statement

Part of the Corporate & Business Strategy Toolkit 13

Financial Presents the strategic objectives driving financial performance

Part of the Corporate & Business Strategy Toolkit 14

Strategy Map Slightly behind target

Meeting target or above target

Perspective Strategic objectives

Increase Increase profit

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 16

• Insert initiative name

Part of the Corporate & Business Strategy Toolkit 17

Description Example from a Fortune 100 company

Part of the Corporate & Business Strategy Toolkit 19

“Profitability” “Entering a new “Introducing a new

Part of the Corporate & Business Strategy Toolkit 20

Part of the Corporate & Business Strategy Toolkit 21

What is the potential demand for our Product in

Part of the Corporate & Business Strategy Toolkit 22

What is the potential demand for our Product in

Part of the Corporate & Business Strategy Toolkit 23

Caption: Very Low Low Medium High Very High

Part of the Corporate & Business Strategy Toolkit 24

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 26

Number of Insert your own

Part of the Corporate & Business Strategy Toolkit 27

Part of the Corporate & Business Strategy Toolkit 28

Check the next slide for more

Part of the Corporate & Business Strategy Toolkit 29

Part of the Corporate & Business Strategy Toolkit 30

Buy the Business Plan Template to unlock content

Caption: Low Average High

Part of the Corporate & Business Strategy Toolkit 31

• Lost market share • Wide price bands

• Declining margins • Increased service costs

Source: Kiewell and Roegner

Part of the Corporate & Business Strategy Toolkit 33

Example of a Pricing maturity model

• Cost-plus or margin-based pricing • Prices respond to key market factors

• Barely any pricing data • Limited pricing competitive analysis

Part of the Corporate & Business Strategy Toolkit 34