1. Business and Consulting Toolkits - Sample.pptx

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
Strategy Toolkit
2.Management
Consulting Toolkit
3.Change Management
Toolkit
4.Project Management
Toolkit
5.Sales, Marketing &
Communication Toolkit
6.Finance and Mergers &
Acquisitions Toolkit
7.Digital Transformation
Toolkit
8.Operations & Supply
Chain Toolkit
9.Leadership Skills
Toolkit
10.Legal Toolkit
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4

Each Business & Consulting Toolkit includes:
5
Toolkits
Tools
Templates
Step-by-step Tutorials
Real-life Examples
Best Practices
Support from Tier-1
Management Consultants
Frameworks

Let’s zoom on the Corporate & Business Strategy Toolkit
Strategy Toolkit
2.Management
Consulting Toolkit
3.Change Management
Toolkit
Toolkit
Toolkit
Chain Toolkit
9.Leadership Skills
Toolkit
10.Legal Toolkit
6
Visit Website

The Corporate & Business Strategy Toolkit includes frameworks, tools,
templates, tutorials, real-life examples and best practices to help you:
7
• 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.

8

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

Executive Summary (1/3)
Strategy Map
Financial
Perspectives
Customer
Internal Process
Learning &
Growth
Strategic Objectives
I1 - Insert your own text I2 - Insert your own text I3 - Insert your own text I4 - Insert your own text
L1 - Insert your own text L2 - Insert your own text L3 - Insert your own text L4 - Insert your own text
C1 - Insert your own text C2 - Insert your own text C3 - Insert your own text C4 - Insert your own text
F1 - Insert your own text F2 - Insert your own text F3 - Insert your own text F4 - Insert your own text
Mission: Insert your Mission statement
Vision: Insert your Vision statement
The best practice is to have between 1
and 3 slides for the Executive
Summary. Usually, the Strategy Map,
the Balance Scorecard and the
Business Roadmap represent a good
summary of the Strategic Plan
10

Mission Statement
It is the company’s reason for existence or purpose.
It describes the overarching intent of the organization.
It is usually defined during a workshop with the top
management.
It should provide focus, direction and help guide
decision making and actions.
It should be one easy to understand sentence and, if
required, a more details description below the main
sentence.
Vision Statement
It describes the organization desired or intended state
at some point in the near or distant future.
It describes the overarching aim of the organization as
it progresses into the future.
Like the Mission Statement, it is usually defined during
a workshop with the top management.
It should provide focus, direction and help guide
decision making and actions.
It should be one easy to understand sentence and, if
required, a more details description below the main
sentence.
Mission & Vision Statement
Description
11

Strategy Map
A Strategy map includes 4 perspectives
12
Financial
Perspectives
Customer
Internal Process
Learning
& Growth
Presents the strategic objectives driving financial performance
Presents the strategic objectives related to the value proposition of the company
Presents the strategic objectives related to the internal capabilities of the company
Presents the strategic objectives related to the intangible assets required to drive performance

Strategy Map
Example of a Strategy Map
Financial
Perspective Strategic objectives
13
Increase
revenue
Increase profit
Increase number
of customers
Increase revenue
per customer
Decrease Cost
Decrease fixed
cost
Decrease
variable cost
Significantly behind target
Slightly behind target
Meeting target or above target
Buy the Strategic Plan Template to unlock content
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Balanced Scorecard
Description
C1 Insert your own text
I1 Insert your own text
L1 Insert your own text
F1 Increase earnings per share
F2 Increase revenue per customer
F3 Reduce cost per customer
Strategic Objectives
Financial
To satisfy our shareholders, what
financial objectives must we
accomplish?
Perspective
Customer
To achieve our financial objectives,
what customer needs must we serve?
Internal processes
To satisfy our customers and
shareholders, in which internal
business processes must we excel?”
Learning & Growth
To achieve our “Financial”,
“Customer” and “Internal Processes”
strategic objectives, what does the
organization need to learn?
Each perspective has specific Strategic Objectives, Key Performance Indicators & Targets
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14

Business Roadmap
Insert your own text to summarize the key message of this slide
15
Insert timeline
Timeline
• Insert initiative name
Phase 1
See in the next slides a little bit more details
on the Business Roadmap and some
additional templates that you may prefer to
the one used in the document “Strategic Plan
- Template”
Visit Website

16
• Estimate your project financials: cash flow, net present value (NPV), ROI, IRR, payback period, WACC, etc.

Situation, complication and main question to answer
The situation
The complication
The question
Description Example from a Fortune 100 company
You need to provide a neutral description with
facts that you know your audience will agree
on.
Our company has been selling its products in
the US for the past 10 years, with an annual
profit growth above 10%.
The complication is a desired change of the
current situation.
With a market share already above 40%, profit
growth will be limited in the US.
The question that implicitly results from the
complication.
Should we enter the European market?
17

To solve our problem, we need to use the “Entering a new market”
Framework
“Profitability”
problem
“Entering a new
market” problem
“Introducing a new
product” problem
“M&A” problem
e.g. “Why does my
company’s profit have
decreased by 10%?”
e.g. “Should we
enter the Chinese
market?”
e.g. “Should we
introduce this new
product X?”
e.g. “Should we
acquire the company
Y?”
18

The “Entering a new market” Framework includes 3 components
Desirability
Profitability Feasibility
19

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
this new Market?
What is the feasibility to enter this new
Market?
Desirability
What will be the profitability of
this strategic initiative?
20

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
Sweet spot
Desirability
What is the potential demand for our Product in
this new Market?
What is the feasibility to enter this new
Market?
What will be the profitability of
this strategic initiative?
21

Desirability
What is the potential demand for our Product in this new Market?
Product
Customers
Competition
Market size
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?
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
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 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
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)?
Very Low Low Medium High Very High
Caption:
Very High
22

23

An effective business plan needs to answer the following top 10 questions:
24
What is your current situation?
What is your Vision?
How will you reach your Vision?
What do you offer?
How big is the market you are entering?
Who are the key players?
How will you differentiate yourself?
What will be your marketing plan?
What are the economics of
your business?
What is the capital requirement to get
your business started?
Effective
Business
Plan

Competitor Comparison (1/2)
Replace this text by the main takeaway of this slide.
Revenue Profit Market share Main activity
Number of
employee
Product quality
Insert your own
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
Compare your competitors with
the most relevant criteria. This
will depend on your industry and
what you want to emphasize
25

PESTLE Analysis
PESTLE
S
E L
Legal
• Replace the text by your own text
Environmental
P
E
T
Technological
Political
Economical
Social
See in 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”
26

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
of your product
or service
Insert your own text Insert your own text Insert your own text
Insert the name
of your product
or service
Insert the name
of your product
or service
Check the next slide for more
instructions regarding this slide
27

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
of your product
or service
A Product Benefit is what the user
gets from the product rather than its
physical characteristics or features
Features mean the characteristics
by which products are identified and
differentiated. It usually comprises
shapes, colors, functions and uses
It defines your company’s unique
position in the marketplace. It is an
often overlooked but very important
element of creating a business that
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
28

Market Profitability
Low Average High
Caption:
29
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30

Ineffective pricing management will cause many issues
31
Source: Kiewell and Roegner
• Increased service costs
• Increased price
administration costs
• Increased receivables
write-offs
• Wide price bands
• Inaccurate quotations
from field sales
• Slow response to RFPs
• Declining margins
• Little correlation between
volume and price
• Product profitability lack of
visibility
• Lost market share
• Excess / obsolete
inventory
• Low volume for new
products

Create a simple Pricing maturity model
Example of a Pricing maturity model
1
Level 2 3 4
Percentage of
Companies
20% 70% 10% <1%
Description
Basic Standard Advanced Leading
• Cost-plus or margin-based pricing
• No pricing market analysis
• No pricing competitive analysis
• Barely any pricing data
• No resources exclusively allocated to
pricing management
• No forward-thinking pricing strategy
• Prices respond to key market factors
or inventory-driven lifecycle
• Limited pricing market analysis
• Limited pricing competitive analysis
• Limited pricing data
• A small dedicated team allocated to
pricing management
• Limited forward-thinking pricing
strategy
32
Buy our product on Pricing Strategy to unlock content
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Let’s now zoom on the Management Consulting Toolkit
Strategy Toolkit
2.Management
Consulting Toolkit
3.Change Management
Toolkit
Toolkit
Toolkit
Chain Toolkit
9.Leadership Skills
Toolkit
10.Legal Toolkit
33
Visit Website

The Management Consulting Toolkit includes frameworks, tools,
34
• 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.

35

Create a pyramid with your answer and supporting arguments - Example
36
The company can reduce its
cost by $5 millions through
some operational
improvements
Select
non-core
functions
Evaluate cost
and service
level of
potential
partners
Choose one
partner for
each function
Design
current
processes
Compare
current
process to
best-in-class
benchmarks
Adopt best
practices
based on
benchmarks
Select and
review current
supplier costs
Evaluate cost
of potential
alternative
suppliers
Outsource non-core
functions to save $3 Millions
Simplify core functions
processes to save $1 Million
Review supplier cost to save
$1 Million
Renegotiate
supplier
contracts
and/or choose
alternative
suppliers
How can the company reduce its cost by 10%?
Part of the Management Consulting Toolkit

37

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

Document Purpose
39
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
• Dependencies & Constraints
• Risk Assessment & Mitigation
• Change Impact Assessment
• Project Costs
• Benefits
• Net Present Value
• Key Success Factors & KPIs
Most of companies have either a
very complex Business Case
Template that nobody uses, or a
Business Case Template which is
not good enough to make robust
decisions on whether or not to
invest.
Following the requests of many of
our clients, we decided to solve this
problem by creating a Business
Case Template which is both
comprehensive and simple to use.

Document Audience
40
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
41

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
42

Change Impact
High Impact
Net Present Value
$8M
Number of Resources
12
Change Manager
John Doe
Cash Flow (US $ millions)
Project Sponsor
John Doe
Intangible Benefits
Insert your own text
Project Costs
$4M
Tangible Benefits
$14M
Project Manager
John Doe
Strategic Alignment
Insert the Strategic Objectives that the project is
aligned with
Lean Business Case
Project name:
Project description:
43
(5.1)
1.8
4.6
6.9
9.9
Year 1 Year 2 Year 3 Year 4 Year 5
This Lean Business Case is very
important, as your CEO and Senior
executives may not have time to deep
dive into more details. It is the first
section of the Business Case, but it is
often done at the end.

44

Ansoff Growth Matrix
Purpose
45
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
46
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
47
The Ansoff Growth matrix assists top executives to consider 4
key strategic options and their respective risk
Market Development
Strategy
Diversification
Strategy
Product Development
Strategy
Market Penetration
Strategy
Current New
New
Current
Market
Develop new markets for current products Develop new products in new markets
Gain more market share with your current
products, in your current markets
Develop new products in your existing
markets
Products

Description
48
The Ansoff Growth matrix assists top executives to consider 4
key strategic options and their respective risk
Market Development
Strategy
Diversification
Strategy
Product Development
Strategy
Market Penetration
Strategy
Current New
New
Current
Market
With Market Development, you're putting
an existing product into an entirely new
market. You can do this by finding a new
use for the product, or by adding new
features or benefits to it.
Diversification is the riskiest of the four
options, because you're introducing a new,
unproven product into an entirely new
market that you may not fully understand.
Market Penetration is the safest of the
four options. Here, you focus on
expanding sales of your existing product in
your existing market: you know the product
works, and the market holds few surprises
for you.
Product Development is slightly more
risky than Market Penetration, because
you're introducing a new product into your
existing market.
Caption:
Less risky More risky
Products

Template
49
Insert your own title
Market Development
Strategy
Diversification
Strategy
Product Development
Strategy
Market Penetration
Strategy
Current New
New
Current
Market
Use a different color for the strategic option
you recommend the company to choose
Products
Recommendation
Caption:

Let’s now zoom on the Change Management Toolkit
Strategy Toolkit
2.Management
Consulting Toolkit
3.Change Management
Toolkit
Toolkit
Toolkit
Chain Toolkit
9.Leadership Skills
Toolkit
10.Legal Toolkit
50
Visit Website

The Change Management Toolkit includes frameworks, tools,
51
• 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.

The Change Management Toolkit includes frameworks, tools,
52
• 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.

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
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
55

Executive Summary
Change Impact Assessment Matrix
56
Caption:
Low
Impact
Moderate
Impact
Medium
Impact
High
Impact
Extreme
Impact
Complexity
of
the
Change
Size of the Change
1 team impacted Extreme
1 Division
1 Business Unit
Medium
•Insert name of the Change
Moderate
Low
Extreme
•Insert name of the Change •Insert name of the Change
High
•Insert name of the Change •Insert name of the Change
Half of the Company
The Executive Summary is a very
important section, especially when you
present during an executive committee,
where you will probably not have time
to go through all the slides

Let’s now zoom on the Project Management Toolkit
Strategy Toolkit
2.Management
Consulting Toolkit
3.Change Management
Toolkit
Toolkit
Toolkit
Chain Toolkit
9.Leadership Skills
Toolkit
10.Legal Toolkit
57
Visit Website

The Project Management Toolkit includes frameworks, tools, templates,
tutorials, real-life examples and best practices to help you:
58
• 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.

59

Initiative Prioritization Matrix
Purpose
60
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
one of the followings:
• The initiative needs to happen in order to
achieve the desired future state
• The initiative will significantly reduce our cost or
increase our revenue
The “Effort” criteria is assessed based on the
followings:
• Ease of implementation
• Time frame required
• Resources required (Number of people, capital
investment, etc.)
Part of the Project Management Toolkit

Description
61
The focus should be on the initiatives that have a high impact and require a low effort
Impact
Effort
Prioritization matrix
Low
High
Low
High
Longer term initiatives
(actively work to reduce required
effort)
Initiatives to be prioritized
Unattractive initiatives
(do not pursue)
Low value initiatives
(pursue opportunistically)

Description
62
See below the 4 steps to follow to easily prioritize your list of potential initiatives
Assess the impact & effort level associated with each initiative
2
Position each initiative on the matrix
3
Mainly focus on the initiatives located in the top right of the matrix
4
List all your potential initiatives
1

Step 1: List all your potential initiatives
63
Initiative name
Insert the name of the potential initiative

Step 2: Assess the impact & effort level associated with each initiative
64
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
65
Impact
Effort
Low
High
Low
High
1.Insert the name of your initiative

Step 4: Mainly focus on the initiatives located in the top right of the matrix
66
Impact
Effort
Low
High
Low
High

67

Detailed Project Plan
68
To access a sample of the Excel Template, open the
Excel Document which is part of your sample

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The Sales, Marketing & Communication Toolkit includes frameworks, tools,
70
• Define and implement your sales strategy & plan
• Define and implement your marketing strategy & plan
• Define and implement your pricing strategy

The Sales, Marketing & Communication Toolkit includes frameworks, tools,
71
• Define and implement your sales strategy & plan
• Define and implement your marketing strategy & plan

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
73
Mission & Vision
Mission: Insert your own text
Vision: Insert your own text
Sales Strategic
Objectives
Insert strategic
objective #1
Insert strategic
objective #2
Insert strategic
objective #3
Product, Price &
Promotion
Product: Insert your own text
Price: Insert your own text
Promotion: Insert your own text
Key Initiatives
Sales Channel Model
& Strategy
Sales Channel Model: Insert your own text
Sales Channel Strategy: Insert your own text
Budget & Headcounts
Budget: Insert your own text
Headcount: Insert your own text
Depending on what you want to emphasize, you may
decide to put different sections in the dark blue
rectangle
Even if this slide is the first one of the presentation, it
needs to be done last

Table of Contents
74
1.Internal
Analysis
2.External
Analysis
3.Sales
Strategy
4.Sales
Plan
5.Implemen-
tation Sales
Strategy &
Plan

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Chain Toolkit
9.Leadership Skills
Toolkit
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75
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The Finance and Mergers & Acquisitions Toolkit includes frameworks, tools,
76
• 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

The Finance and Mergers & Acquisitions Toolkit includes frameworks, tools,
77
• 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

There are 3 main growth strategies available to companies
78
Organic Growth
Strategy
Mergers and
acquisitions Strategy
Strategic Alliances
Strategy
1 2 3
Part of the Finance and Mergers & Acquisitions Toolkit

Organic Growth Strategy
Organic Growth
Strategy
Description Advantages Disadvantages
Often perceived as the
default growth option
for companies, an
organic growth
strategy relies on
developing a
company’s internal
resources and
capabilities
• Provides deeper first-hand
knowledge that is likely to
be internalized in the
company
• Helps spread investment
over time and reduce
upfront commitment
• There are no availability
constraints, that is to say
that the company is not
dependent on the
availability of suitable
acquisition targets or
potential alliance partners
• Strategic independence
• Creation of new activities
within the existing culture
environment
• Can be slow, expensive,
and risky
• Difficult to use existing
capabilities as the platform
for major leaps in terms of
innovation, diversification,
or internationalization
79

Mergers and acquisitions Strategy
Merger and
acquisition
Strategy
Description Advantages Disadvantages
Mergers and
acquisitions (M&A)
bring together
companies through
complete changes in
ownership. It has been
used by companies for
centuries and remains
a major way for
companies to expand
rapidly
• Business extension: M&A
can be used to extend the
reach of a firm in terms of
geography, products, or
markets
• Building capabilities: M&A
may increase a company’s
capabilities
• Increase market power by
reducing competition and
increasing bargaining power
with suppliers
• Increase efficiency: by
sharing resources and
capabilities
• Speed: M&A allows acquirers
to act fast
• Financial efficiency: by
combining the 2 balance
sheets
• Tax efficiency
• Important investment
upfront
• Potential culture clash
between the 2 companies
• High failure rate
• Sometimes excessive initial
valuations, exaggerated
expectations of strategic fit,
and underestimated
problems of organizational
fit
80

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10.Legal Toolkit
81
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The Digital Transformation Toolkit includes frameworks, tools, templates,
82
• 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
• 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.

83

Digital maturity assessment
Description (1/2)
84
Level 1 - Basic Level 2 - Medium Level 3 - Good Level 4 - World-class
Customer
Experience
• Only a single channel, which is often a physical
store
• React to customer needs
• Multiple channels but often siloed, with the
ecommerce department often seen as a
separate entity
• Start to proactively answer customer needs, and
influence buying decisions
• Actively transitioning from a multi channel to an
omni-channel model
• Proactively answer customer needs, and
influence buying decisions
• Omni-channel model where channels are
integrated, allowing a seamless customer
experience
• Meet the needs of customers even before they
become aware of those needs (with Internet of
Things)
Data &
Insights
• Barely no data
• Barely no insight
• The company has some data
• A team of people manually analyze and provide
insight to the rest of the company
• The company has a Big Data solution gathering
a lot of data
• Automatic reporting with key insights
• Almost a 360-degree view of the customer
• The company has a Big Data solution gathering
a lot of data
• Automatic reporting providing a lot of key
insights in real time
• A 360-degree view of the customer
This digital maturity assessment will help identify where you
are today and where you want to be in the future. It includes
10 sections spread in 2 slides, which may have to be updated
based on the specificities of your industry and organization.
Buy the Digital Transformation Toolkit to unlock content
Visit Website
Part of the Digital Transformation Toolkit

85

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

Introduction
87
• 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.

• 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
Situation
Executive Summary
88
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
Recommendation
An increasingly “digitally
friendly world”
A low Digital Maturity within
Bank Corp
A digital model would drive
profitable growth
A great return on investment
Reason #1 Reason #2 Reason #3 Reason #4
• The number of connected devices
worldwide will be 50+ Billion in 2020
• The use of the online and mobile
channels are becoming increasingly
important in the banking industry
• The digital maturity of Bank Corp
customer experience is low
• The digital maturity of Bank Corp
operations is low
• A digital ecosystem model would
generate $150+ million of additional
revenue over the next 5 years
• A digital ecosystem model would
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
• Investing $100 Million in a digital
ecosystem model would generate a
100%+ return on investment

Situation
Bank Corp’s shareholders expect an ambitious compound annual
revenue growth rate of 15% over the next 5 years
89
1.00
1.15
1.32
1.52
1.75
2016 2017 2018 2019 2020
Bank Corp Expected Profit
(in Billion $)
Compound annual revenue growth rate: +15%

90

Digital Marketing 3-D Printing Drones Robots Virtual Reality
Big Data Artificial Intelligence Cloud Computing Cyber Security Blockchain Internet of Things
Augmented reality
Technologies to consider to reach our Strategic Objectives
Replace this text with the key takeaway of this Powerpoint slide.
91
It is important to have a good understanding
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

Why are we considering the Big Data for our organization?
92
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.
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 slides deep dive in each
technology

Examples of industry using Big Data
93
Government
Manufacturing
Banking
Health care
Retail
Education
With large amounts of information streaming in from
countless sources, banks are faced with finding new and
innovative ways to manage big data. Big Data and
Analytics help banks better understand customers and
minimize risk. Big data brings big insights, but it also
requires financial institutions to stay one step ahead of
the game with advanced analytics.
Educators armed with data-driven insight can make a
significant impact on school systems, students and
curriculums. By analyzing big data, they can identify at-
risk students, make sure students are making adequate
progress, and can implement a better system for
evaluation and support of teachers and principals.
When government agencies are able to harness and
apply analytics to their big data, they gain significant
ground when it comes to managing utilities, running
agencies, dealing with traffic congestion or preventing
crime. But while there are many advantages to big data,
governments must also address issues of transparency
and privacy.
Patient records. Treatment plans. Prescription
information. When it comes to health care, everything
needs to be done quickly, accurately, and, in some cases,
with enough transparency to satisfy stringent industry
regulations. When big data is managed effectively, health
care providers can uncover hidden insights that improve
patient care.
Armed with insight that big data can provide,
manufacturers can boost quality and output while
minimizing waste – processes that are key in today’s
highly competitive market. More and more manufacturers
are working in an analytics-based culture, which means
they can solve problems faster and make more agile
business decisions.
Customer relationship building is critical to the retail
industry – and the best way to manage that is to manage
big data. Retailers need to know the best way to market
to customers, the most effective way to handle
transactions, and the most strategic way to bring back
lapsed business. Big data remains at the heart of all
those things.
The next 15 slides are self
explanatory and do not include any
comments or instructions

Where does Big Data come from?
The sources for big data generally fall into one of three categories
94
Social media
data
Publicly
available data
Streaming data
This category includes data that reaches your IT systems from a web of connected
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,
particularly for marketing, sales and support functions. It's often in unstructured or
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
government’s data.gov, the CIA World Factbook or the European Union Open Data
Portal.

Let’s now zoom on the Operations & Supply Chain Toolkit
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9.Leadership Skills
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95
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The Operations & Supply Chain Toolkit includes frameworks, tools,
96
• 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)

The Operations & Supply Chain Toolkit includes frameworks, tools,
97
• 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)

Introduction
98
Supply Chain Management is the optimization of the flow of materials, information and
funds between and among all participating enterprises
Supplier Factory Warehouse Distributor Customer
Products
Information
Funds
Part of the Operations & Supply Chain Toolkit

The Supply Chain Management process includes 5 phases:
99
2.Demand &
Supply Chain
Planning
3.Sourcing &
Procurement
4.Manufacturing
5.Logistics &
Distribution
1.Supply Chain
Strategy

Zoom on Phase1: Supply Chain Strategy
100
2.Demand &
Supply Chain
Planning
3.Sourcing &
Procurement
4.Manufacturing
5.Logistics &
Distribution
1.Supply Chain
Strategy

Zoom on Phase1: Supply Chain Strategy
101
2.Demand &
Supply Chain
Planning
3.Sourcing &
Procurement
4.Manufacturing
5.Logistics &
Distribution
1.Supply Chain
Strategy
• Key steps & activities
• Best Practices, Tips & Templates

Defining a robust Supply Chain Strategy usually requires
a 3 to 6 months Project
102
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

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103
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The Leadership Toolkit includes frameworks, tools, templates, tutorials, real-
life examples and best practices to help you:
104
• 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

The Leadership Toolkit includes frameworks, tools, templates, tutorials, real-
life examples and best practices to help you:
105
• 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

Table of contents
106
Behavioral
Skills
Presentation Skills
Effective Communication
Negotiations Skills
Leadership
Team management
Time Management
Part of the Leadership Toolkit

Table of contents
107
Behavioral
Skills
Presentation Skills
Effective Communication
Negotiations Skills
Leadership
Team management
Time Management

What is the most well-known principle used by Consultants and
Executives to make breakthrough presentations?
108

What is the most well-known principle used by Consultants and
Executives to make breakthrough presentations?
109
The Pyramid Principle, also called the Minto Pyramid Principle

Create a pyramid with your answer and supporting arguments - Template
110
Insert your answer
Insert your
supporting
argument
#1.1
Insert your
supporting
argument
#1.2
Insert your
supporting
argument
#1.3
Insert your
supporting
argument
#2.1
Insert your
supporting
argument
#2.2
Insert your
supporting
argument
#2.3
Insert your
supporting
argument
#3.1
Insert your
supporting
argument
#3.2
Insert your supporting
argument #1
argument #2
argument #3
Insert your
supporting
argument
#3,3
Insert your introduction’s question
Why or How?
Why or How?
Why or How? Why or How?
To communicate in a structured way with a busy
executive, you should start with the answer to the
executive’s question first, and then list your
supporting arguments
Group, summarize and order logically your
supporting arguments

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111
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The Legal Toolkit includes templates to help you:
112
• Write a non-disclosure agreement
• Write a non-compete agreement

The Legal Toolkit includes templates to help you:
113
• Write a non-disclosure agreement
• Write a non-compete agreement

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
114
Part of the Legal Toolkit

1. Business and Consulting Toolkits - Sample.pptx

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