Business & Consulting Toolkits - Free Sample in Powerpoint

Business &
Consulting Toolkits
Free Sample
Created by ex-McKinsey, Deloitte & BCG
Management Consultants
Key Benefits of our Business & Consulting Toolkits
Grow and optimize your business with the world’s best

Business & Consulting Toolkits.
Save 10,000+ hours of work and don’t reinvent the wheel with
our practical Business & Consulting Toolkits.
It cost us 400k+ to create all our Business & Consulting

Toolkits. Get them for a fraction of this cost.
Aurelien Domont
Slidebooks Consulting CEO
Management Consultant
Ex-Deloitte
Learn how the Fortune 100 Companies and Global Consulting
Firms do it.
It’s like hiring management consultants to create all the

Frameworks, Tools & Templates required to get a competitive
advantage.
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Our team of ex-McKinsey, Deloitte & BCG Consultants created 9 Business
& Consulting Toolkits including practical Frameworks, Tools & Templates
1.Corporate & Business 2.Finance and Mergers & 3.Change Management

Strategy Toolkit Acquisitions Toolkit Toolkit
4.Project Management 5.Operations & Supply 6.Sales & Marketing Toolkit

Toolkit Chain Toolkit
7.Management Consulting 8.Leadership Skills Toolkit 9.Legal Toolkit

Toolkit
Let’s zoom on the Corporate & Business Strategy Toolkit



Toolkit
1.Corporate & Business Strategy Toolkit
Table of Content
1. Business Case Template

2. Business Plan Template
3. Commercial Due Diligence Training
4. Consulting Proposal Template
5. Digital Transformation Strategy & Plan Template
6. Excel Calculator - Cash Flow, NPV, ROI, IRR, Payback Period & WACC
7. Financial Model Course & Template
8. Investor Pitch Deck
9. Market & Competitor Analysis Template
10. Minto Pyramid Principle
11. Model Linking the 3 Financial Statements
12. Pricing Strategies
13. Strategic Plan Template
14. Top 22 Strategy Frameworks & Tools: Ansoff Growth Matrix, Balanced Scorecard, Business
Roadmap, Blue Ocean Strategy, Entry/Exit Barriers, Experience Curve, Fishbone Diagram, Five
Whys, Initiative Prioritization Matrix, Issue Tree, Maturity Model, McKinsey Seven-S, Mission &
Vision Statements, Net Present Value, PESTLE, Porter’s Five Forces, Porter’s Generic Corporate
Strategies, Product Life Cycle, Strategy Map, SWOT, Value Chain Analysis, and Value Driver
Tree
Table of Content

Tree
Project Approach = Key deliverable
Replace this text by the key takeaway of this slide
Week 1 2 3 4 5 6 7 8 9 10 11 12
Starts on 7/1 14/1 … … … … … … … … … …
Insert name of Phase 1
1.1 Insert name of Activity
1.2 Activity
1.3 Activity
Phase 2
2.1 Activity
2.2 Activity
2.3 Activity
Phase 3
3.1 Activity
3.2 Activity
3.3 Activity
Project Deliverables and Business Outcomes 1
Zoom on phase 1 2
3
Objectives
• Replace this text by your own text
Key Business Outcomes Deliverable examples

Key Activities & Milestones

Key Deliverables
Table of Content

Tree
Executive Summary
One-Pager Business Plan
• Insert your own text

Problem to Solve Mission, Vision & • Insert your own text
& Solution Strategic
Objectives
• Insert your own text • Insert your own text

Market Analysis Competitor
Analysis

Customer Marketing
Segments Plan
• Insert your own text • Capital required:

Business Financial
Structure Plan • Source of capital:
• Revenue streams:
• Cost structure:
Executive Summary
One-Pager Business Plan
• Insert your own text

Problem to Solve Mission, Vision & • Insert your
Theown
besttext
practice is to have
& Solution Strategic between 1 and 2 slides for the
Executive Summary.
Objectives

Market Analysis Competitor
Analysis
Even if the Executive Summary is

usually done at the end, it should
be placed at the beginning of your
• Insert your own text • Insert your own textPlan.
Business
Customer Marketing
Segments Plan
• Insert your own text • Capital required:

Business Financial
Structure Plan • Source of capital:
• Revenue streams:
• Cost structure:
Table of Content

Tree
There are 3 key types of Due Diligence
Key question the Due Diligence Who usually performs the Due
tries to answer Diligence?
Financial The Financial Advisory team of a

1 “What is the past and present
Due performance of the company?”
Consulting firm (i.e. Deloitte, KPMG,
Diligence McKinsey)
Commercial The Strategy team of a Consulting firm

2 “What is the likely future performance
Due of the company?”
(i.e. Deloitte, EY, McKinsey)
Diligence
“Is there any legal/tax issues or

3 Legal Due opportunities the acquirer company Business Lawyers from a law firm (i.e
Diligence needs to be aware of before making a Ashurst)
decision?”
These 3 key types of Due Diligence are usually initiated by the acquirer company. However
sometimes the Commercial Due Diligence can be initiated by the Vendor or seller company. In
that case the term “Vendor Due Diligence” is often used
A Commercial Due Diligence (CDD) is usually performed alongside
a Financial Due Diligence and a Legal Due diligence
External Due Diligence Focus
Commercial Due
Financial Due Diligence
Diligence &
Legal Due
Diligence (i.e.
past and present
Internal
Income statements,
Balance Sheet
statements, Cash
Flow statements, tax
records, etc)
Past Future
Table of Content

Tree
We estimate our fees for this 12-week project to be $xxx,xxx
Resources Number of Days Daily rate Total fees
1 Partner 5 $x,xxx $x,xxx
1 Senior Manager 10 $x,xxx $x,xxx
1 Manager 20 $x,xxx $x,xxx
2 Senior Consultants 40 $x,xxx $x,xxx
4 Consultants 100 $x,xxx $x,xxx
5 Junior Consultants 120 $x,xxx $x,xxx
$xxx,xxx
*The fees do not include expenses. We will make every effort to minimize expenses and believe they will not exceed xx% of our fees
17
We estimate our fees for this 12-week project to be $xxx,xxx
See below an example
Resources Number of Days Daily rate Total fees
1 Partner 5 $5,000 $25,000
1 Senior Manager 10 $4,000 $40,000
1 Manager 20 $3,000 $60,000
2 Senior Consultants 40 $2,500 $100,000
4 Consultants 100 $2,000 $200,000
5 Junior Consultants 120 $1,500 $180,000
$605,000*
*The fees do not include expenses. We will make every effort to minimize expenses and believe they will not exceed 10% of our fees
18
Table of Content

Tree
Digital maturity assessment Current State Target State
Current State & Target State
Level 1 - Basic Level 2 - Medium Level 3 - Good Level 4 - World-class
Customer
Experience
Data &
Insights
Strategy &
Leadership
Technology
Operations
Culture &
People
Organization
Marketing
Cyber Security
Brand
Management
Table of Content

Tree
Project Initial Investment
Description
The Project Initial Investment represents the amount that you invest at the
beginning of a project. It is usually a one-off cost that you need to input on Year 0.
This Excel template is available after purchase

Table of Content

Tree
Financial Model Excel Template
This Excel template is available after purchase

Table of Content

Tree
l
tia
en
fid
on
C
Investor Pitch
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

Table of Content

Tree
SWOT Analysis
Insert your own text to summarize this slide
Strengths Weaknesses
Internal
• Insert you own text • Insert you own text

Opportunities Threats
External

Table of Content

Tree
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 the executive’s question first, and
then list your supporting arguments
Insert
Insert your
your answer
answer
Group, summarize and order logically your
supporting arguments
Why or How?
Insert
Insert your
your supporting
supporting Insert
Insert your
your supporting
supporting Insert
Insert your
your supporting
supporting
argument
argument #1#1 argument
argument #2#2 argument
argument #3#3
Why or How? Why or How? Why or How?
Insert
Insert your
your Insert
Insert your
your Insert
Insert your
your Insert
Insert your
your Insert
Insert your
your Insert
Insert your
your Insert
Insert your
your Insert
Insert your
your Insert
Insert your
your
supporting
supporting supporting
supporting
argument
argument argument
argument argument
argument argument
argument argument
argument argument
argument argument
argument argument
argument argument
argument
#1.1
#1.1 #1.2
#1.2 #1.3
#1.3 #2.1
#2.1 #2.2
#2.2 #2.3
#2.3 #3.1
#3.1 #3.2
#3.2 #3,3
#3,3
30
Table of Content

Tree
Step 1 - Use our excel Income Statement Template and adjust when
necessary the actual years, projected years and line items
Adjust the actual and projected years. Taking 3 historical

years and 5 projected years is usually a good trade-off
between being comprehensive and effective
Consolidated
ConsolidatedIncome
IncomeStatement
Statement
In
InUS$
US$millions
millionsexcept
exceptper
pershare
shareamounts
amounts
Period
PeriodEnding
EndingJune
June3030
Actuals
Actuals Estimates
Estimates
2013A
2013A 2014A
2014A 2015A
2015A 2016E
2016E 2017E
2017E 2018E
2018E 2019E
2019E 2020E
2020E
Revenue
Revenue
Net
NetSales
Sales
%%Growth
Growth
Other
OtherIncome
Income
%%Growth
Growth
Total
Totalrevenue
revenue
Y/Y
Y/Yrevenue
revenuegrowth
growth(%)
(%)
Cost
Costof
ofgoods
goodssold
sold
Cost
Costofofgoods
goodssold
sold
COGS
COGSas asaa%
%ofofrevenue
revenue
Gross
Grossprofit
profit
Gross
Grossprofit
profitmargin
margin(%)
(%)
Add or remove line Operating
Operatingexpenses
expenses
items depending on Selling,
Selling,general
SG&A
generaland
andadministrative
administrative The line items in
SG&Aas
asaa%
%ofofrevenue
revenue
your needs. You EBITDA
EBITDA percentage have been
should only have line EBITDA
EBITDAmargin
margin(%)
Depreciation
(%) added to facilitate the
Depreciationand
andamortization
amortization
items that are useful EBIT
EBIT projection that we will
EBIT
EBITmargin
margin(%)
for what you want to Interest
Interest
(%)
do later on
achieve Interest
Interestexpense
expense
Interest
Interestincome
income
Net
Netinterest
interestexpense
expense
EBT
EBT
EBT
EBTmargin
margin(%)
(%)
Income
Incometax
taxexpense
expense
Tax
Taxrate
rate(%)
(%)
Net
NetIncome
Income(Adjusted)
(Adjusted)
Non-recurring
Non-recurringevents
events
Discontinued
Discontinuedoperations
operations
Other
Other
Total
Totalnon-recurring
non-recurringevents
events
Net
NetIncome
Income
Dividend
Dividendpayout
payout
32 Net
NetIncome
Incomeafter
afterdistribution
distribution
Table of Content

Tree
Companies usually pursue a Skim Pricing goal when their products
is positioned before the “chasm”
A Skim Pricing goal is often more

suitable because the initial buyers
are not as price sensitive and more
apt to purchasing new products.
Many marketers try to bridge the
chasm by dropping prices. This is not
always the solution. Sometimes, the
SALES
customers may just be waiting for the

product to prove itself or be more
PRODUCT
fully developed. EXTENSIO
N
Product
Early Market Mainstream Market
INTRODUCTION GROWTH MATURITY DECLINE

Source of inspiration: Moore and McKenna
34
Table of Content

Tree
Executive Summary (1/3)
Strategy Map
The best practice is to have
between 1 and 3 slides for the
Mission: Insert your Mission statement Executive Summary. Usually, the
Strategy Map, the Balance
Vision: Insert your Vision statement Scorecard and the Business
Roadmap represent a good
summary of the Strategic Plan
Perspectives Strategic Objectives
F1 - Insert your own F2 - Insert your own F3 - Insert your own F4 - Insert your own
Financial text text text text
C1 - Insert your own C2 - Insert your own C3 - Insert your own C4 - Insert your own
Customer text text text text
Internal I1 - Insert your own text I2 - Insert your own text I3 - Insert your own text I4 - Insert your own text
Process
Learning L1 - Insert your own L2 - Insert your own L4 - Insert your own
& text text
L3 - Insert your own text
text
Growth
Strategy Map Significantly behind target
Slightly behind target
Example of a Strategy Map Meeting target or above target
Perspective Strategic objectives
Increase
Increase profit Decrease
revenue Cost
Financial
Increase Increase Decrease
revenue per Decrease variable
number of
customer fixed cost cost
customers
Increase Become a
Sell new
Customer customer trusted
products
satisfaction brand
Internal Understand
customer
Shift to
digital
Decrease
delivery
Create new
products
process segments channel time
Learning Improve Improve

Create a
customer- Align the
& employee
satisfaction
customer
information
focused organization
culture
Growth
Executive Summary (3/3)
Business Roadmap
Phase
Phase 33
Phase
Phase 22
Phase
Phase 11
 Insert initiative name  Insert initiative name  Insert initiative name

Insert timeline Insert timeline Insert timeline
Timeline
Table of Content

14. Top 22 Strategy Frameworks & Tools: Ansoff Growth Matrix, Balanced Scorecard,
Business Roadmap, Blue Ocean Strategy, Entry/Exit Barriers, Experience Curve, Fishbone
Diagram, Five Whys, Initiative Prioritization Matrix, Issue Tree, Maturity Model, McKinsey
Seven-S, Mission & Vision Statements, Net Present Value, PESTLE, Porter’s Five Forces,
Porter’s Generic Corporate Strategies, Product Life Cycle, Strategy Map, SWOT, Value
Chain Analysis, and Value Driver Tree
Ansoff Growth Matrix
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 Develop new products in

current products 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
products, in your current Current New your existing markets
markets
Products
Less risky More risky
Caption:
Description
The Ansoff Growth matrix assists top executives to consider 4

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

Market

Current
Strategy Strategy
Market Penetration is the
safest of the four options.
Product Development is
Here, you focus on
slightly more risky than
expanding sales of your
Market Penetration,
existing product in your
because you're introducing
existing market: you know Current New a new product into your
the product works, and the
existing market.
market holds few surprises Products
for you.
Ansoff Growth Matrix Caption: Recommendation
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 Finance and Mergers & Acquisitions Toolkit



Toolkit
2.Finance and Mergers & Acquisitions Toolkit
Table of Content

6. Investor & Startup Term Sheet
8. M&A Essentials
10. Post Merger Integration Framework
11. Three Financial Statements Templates: Income Statement, Cash Flow Statement and Balance Sheet
12. Top 3 Valuation Methods: Discounted Cash Flow (DCF) Valuation Model, Precedent Transaction
Analysis Template and Comparable Company Analysis Template
13. Venture Capital Training
14. Waterfall Chart
Table of Content

8. M&A Essentials
14. Waterfall Chart
The M&A Life Cycle includes 6 key phases
M&A Target Due Transaction

Transaction Integration Divestiture
Strategy Screening Diligence Execution
Execution
Pre - Announcement Announcement Post - Announcement
47
Zoom on Phase 1 – M&A Strategy
M&A Target Due Transaction

Strategy Screening Diligence Execution Integration Divestiture
Execution
Key Steps
1. Define overall Corporate Strategy, including the target state of the corporate
business unit portfolio
2. Develop long-term M&A goals and objectives, ensuring alignment with the
overall Corporate Strategy
3. Determine and develop internal M&A capability
48
Table of Content

8. M&A Essentials
14. Waterfall Chart
integration & synergy initiatives
The 2 criteria used in most prioritization matrix are:
Impact Effort
• For the initiatives facilitating

the integration: an initiative
with a high impact would mean
• Ease of implementation
that the initiative is very
important in the success of the
• Time frame required
integration
• Resources required (Number
• For the initiatives capturing
of people, capital investment,
synergy: an initiative with a
etc.)
high impact would mean that the
initiative highly contributes to
the achievement of the synergy
targets
50
require the lowest effort
Prioritization matrix
Longer term initiatives

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

(do not pursue) (pursue opportunistically)
High Low
Effort
51
Table of Content

8. M&A Essentials
11. Three Financial Statements Templates: Income Statement, Cash Flow Statement and Balance
Sheet
14. Waterfall Chart
Income Statement
To access a sample of the Excel Template, open the

Document called “Sample of our Business & Consulting
Toolkits - Excel format”
Table of Content

3. Commercial Due Diligence Training Training
8. M&A Essentials
14. Waterfall Chart
When are the usual funding rounds?
Revenue
Seed A
Time
Seed Capital Early Stage Later Stage Exit Market
VC
FFF & Angels IPO Wallstreet
55
(M&A, Strategic Alliances)
Let’s zoom on the Change Management Toolkit



Toolkit
3.Change Management Toolkit
Table of Content
1. Change Management Strategy & Plan Template

2. Top 32 Change Management Frameworks & Tools
1. ADKAR Model 17. Innovation Adoption Curve
2. Audience Identification Matrix 18. Issue Register
3. Balanced Scorecard 19. Maslow Hierarchy of Human Needs
4. Business Roadmap 20. Maturity Model
5. Change Lean Canvas 21. McKinsey Seven-S
6. Change Commitment Curve 22. Mission & Vision Statement
7. Change Personal Transition Curve 23. Prosci 3-Phase Process
8. Change Impact Assessment 24. RACI Matrix
9. Change Impact Assessment Matrix 25. Risk Assessment Matrix
10. Channel Matrix 26. Risk Register
11. Coaching Plan 27. Resistance Management Plan
12. Communication Plan 28. Stakeholder Matrix
13. Communication Channel Tool 29. Strategy Map
14. Four Stages of Team Development 30. Sponsorship Plan
15. Heart & Mind Human Drivers 31. Team Charter
16. Initiative Prioritization Matrix 32. Training Plan
Table of Content

Executive Summary
Change Management Plan
March April May June July August Sept October
Understand the
Company’s Strategy
Understand the Change

required to implement the
Strategy
Define your Change

Management Strategy
Identify the Impact of the

Change
Develop a Communication
Plan
Develop a Sponsorship
Plan
Develop a Coaching Plan
Develop a Training Plan
Develop a Resistance
Management Plan
Implement, Track &

Manage Progress
Reinforce the Change

Table of Content

Change management definition
• The goal of change management is to help the individuals impacted by business and
technical changes in their company to adapt and be successful
Business & Require a Project Management approach to change the

Technical organization structure, job roles, processes and systems
Change
Current
Current state
state Transition
Transition Target
Target state
state
People
Require a Change Management approach to help
change
individuals impacted by the business and technical
changes in their company to adapt and be successful
Change Impact Assessment Caption: Low Moderate Medium High Extreme
Initiative name:
Initiative snapshot description:
I. Executive Summary
Complexity
of the Insert in this grey box a summary of what will be impacted by the change
change
Size of the
Insert a summary of which groups of people will be impacted by the change
change
II. What will be impacted by the change? III. Which groups of people will be impacted by the change?
Type of Impact Group Impact
Description Description
change intensity name intensity
People
Business
increase / Insert your own description Insert your own description
unit 1
reduction
Business
System Insert your own description Insert your own description
unit 2
Business
Process Insert your own description unit 3
Insert your own description
Business
Role Insert your own description Insert your own description
unit 4
Business
Structure Insert your own description unit 5
Business
Culture Insert your own description unit 6
Let’s zoom on the Project Management Toolkit



Toolkit
4.Project Management Toolkit
Table of Content
1. Project Management Overall Approach
2. Project Management Essentials 101
3. Project Plan, Timeline & Roadmap Templates
6. Top 36 Project Management Frameworks & Tools:
1.Build a Business 2.Initiate the

3.Plan 4.Implement 5.Close
Case Project
• Business Case Template • Project Charter • High-Level Project Plan • Risk Register • Punch List
• Financial Model Template • RACI Matrix • Detailed Project Plan • Issue Register • Post Project Evaluation
Report
• Initiative Prioritization Matrix • Stakeholder Matrix • Project Dashboard
• Parking Lot
6.Ensure Efficient Change Management
• ADKAR Model • Change Impact Assessment Matrix • Innovation Adoption Curve

• Audience Identification Matrix • Channel Matrix • Maslow Hierarchy of Human Needs
• Business Roadmap • Coaching Plan • Maturity Model
• Change Lean Canvas • Communication Plan • Prosci 3-Phase Process
• Change Commitment Curve • Communication Channel Tool • Resistance Management Plan
• Change Personal Transition Curve • Four Stages of Team Development • Sponsorship Plan
• Change Impact Assessment • Heart & Mind Human Drivers • Training Plan
Table of Content

Case Project
Report
• Parking Lot

Project Management Overall Approach
Our Approach includes 6 components
1.Build a 2.Initiate the

Business Case Project

Table of Content

Case Project
Report
• Parking Lot

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

Document called “Sample of our Business & Consulting
Toolkits - Excel format”
Table of Content

Case Project
Report
• Parking Lot

RACI Matrix
Purpose
RACI Matrix
The 4 responsibilities most commonly used are:
Responsibility Description
The person ultimately answerable for the completion of a task. He

usually delegates the workload to the people responsible for the
A Accountable execution of the task. Try to put only 1 person accountable per task.
It will remove a lot of headaches down the line.
R Responsible The people who execute the task.
The people whose opinions are sought. They are usually subject
C Consulted matter experts.
I Informed The people who are kept up to date on the project progress.
RACI Matrix
Template #1
Insert role Insert role Insert role Insert role Insert role
Insert activity
name R A C I
Insert activity
name A R C I
Insert activity
name C A R
Insert activity
name A I
Insert activity
name C A
Insert activity
name C A
Insert activity
name A R C
Insert activity
name C C A R C
Key: R= Responsible A= Accountable C= Consulted I= Informed

RACI Matrix
Template #2
Insert activity
name
Insert activity
name
Insert activity
name
Insert activity
name
Insert activity
name
Insert activity
name
Insert activity
name
Insert activity
name
Caption R Responsible A Accountable C Consulted I Informed

RACI Matrix Responsible Accountable Consulted Informed
Template #3
Insert activity
name R R A C
Insert activity
name C C
Insert activity
name A C R I
Insert activity
name A R
Insert activity
name C A I I
Insert activity
name I A R
Insert activity
name R I A R
Insert activity
name R A
RACI Matrix
Template #4 (in Excel)
Access this Excel spreadsheet by opening

Each cell includes a drop down list. Once you select the
the document “Top Project Management
right letter, the cell’s color will automatically update
Frameworks & Tools - Excel”
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Task 2 C R I C I I C
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Task 3 I C R C R R C
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Task 4 R I A C A A I
Task 4 R I A C A A I
Task 5 A R I I I I R
Task 5 A R I I I I R
Task 6 I A C R C C A
Task 6 I A C R C C A
Task 7 C I A A A A I
Task 7 C I A A A A I
Task 8 A C A I A A C
Task 8 A C A I A A C
Task 9 A A A C A A A
Task 9 A A A C A A A
Task 10 A A A A A A A
Task 10 A A A A A A A
Let’s zoom on the Operations & Supply Chain Toolkit



Toolkit
5.Operations & Supply Chain Toolkit
Table of Content

2. Business Process Management Training
4. Lean 6 Sigma Essentials, Tools & Templates
5. Payback Period and IRR
8. RACI Matrix Template
9. Risk Assessment Matrix and Risk & Issue Register Templates
10.The 5 Phases of Supply Chain Management
11.Framework to Define & Implement your Supply Chain Strategy
12.Procurement Management - Maturity Model Tool
13.Supply Chain Management - Commonly Used Powerpoint Slide Templates
14.Supply Chain Management - Initiative Prioritization Matrix & Roadmap
15.Value Chain Analysis
Table of Content

Example of process involving a decision and 3 Business Units
Process Map Title
Business Unit A Business Unit B Business Unit C
Task Task
Task
Start End
Yes Closed No
Task Task
question
Note: For complex processes, other IT tools should be used instead of Powerpoint. IndustryPrint is the most commonly used
79
Table of Content

5-phase framework to help you define & implement your
Supply Chain Strategy
2.Gather Best
1.Understand 3.Develop 4. Conduct 5.Build a
Practices &
Current State Future State Gap Analysis Roadmap
Benchmarks
Zoom on Phase 1: Understand current state
Objective
Have a clear and unbiased understanding of the Organization Supply Chain performance
Key Activities Team responsible for the

• Identify key data which need to be collected implementation of this phase
• Develop questionnaires • List here the key persons responsible for the
• Select key stakeholders who need to be interviewed implementation of this phase. It usually
includes a team of 3 to 6 external Supply Chain
• Conduct interviews Management consultants and 1 or 2 internal
• Leverage IT Systems to gather data Senior executives (The size of the team
• Gain understanding and document current state depends on the scope of the project and the
size of the organization)
• Validate current state with the business
• Insert team member name
Key stakeholders to meet Duration

• Chief Enterprise Officer • Between 2 weeks and 6 weeks depending on
• Chief Operations Officer the scope of the project and the size of the
Organization
• Chief Supply Chain Officer
• Insert any other stakeholders which can bring added value to this
phase, or engage any decision makes to ensure proper buy-in
Zoom on Phase 2: Gather Best Practices &
Benchmarks
Objective
Gather Best Practices & Benchmarks from your industry and outside your industry
Key Activities Team responsible for the

• Identify relevant benchmarks and best practices that need to be implementation of this phase
gathered, from your industry and outside your industry • List here the key persons responsible for the
• Gather and analyze relevant benchmarks and best practices implementation of this phase. It usually
• Interview supply chain management experts from your industry includes a team of 3 to 6 external Supply Chain
and outside your industry Management consultants and 1 or 2 internal
Senior executives (The size of the team
• Summarize your findings in a structured way depends on the scope of the project and the
size of the organization)
Key stakeholders to meet Duration

• Insert stakeholder name • Between 2 weeks and 6 weeks depending on
• Insert stakeholder name the scope of the project and the size of the
Organization
• Insert stakeholder name
Table of Content

Value Chain Analysis
Purpose
Value Chain Analysis
Description
Generic Value Chain
Firm Infrastructure
Human Resource Management
Ma
Support
activities
rg
Technology
in
Procurement
Customer
n
After
rgi
Primary Inbound Outbound Marketing
Operations sales
Logistics Logistics & Sales
Ma
activities
Service
Let’s zoom on the Sales & Marketing Toolkit



Toolkit
6.Sales & Marketing Toolkit
Table of Content
1. Marketing Strategy & Plan Template

3. Sales Strategy & Plan Template
Table of Content

Digital & Traditional Marketing Levers (1/2)
Replace this text by your own text. Provide the key takeaway of this Powerpoint slide, so if
your CEO or Manager is busy, he does not have to read the whole slide.
This
This is
is only
only an
an illustration
illustration showing
showing the
the most
most
Digital Marketing Leverscommonly
commonly used
used Marketing
Marketing Levers.
Levers. Based
Based on
on
the
the specificities
specificities of
of your
your business,
business, some
some
Marketing
Marketing Levers
Levers may
may have
have to
to be
be removed
removed or
or
Search Engine Social Media added
added Others
E-Mailing Blog
Traditional Marketing Levers
TV Radio Newspaper Billboard Mailing Events

Digital & Traditional Marketing Levers (2/2)
Replace this text by your own text. Provide the key takeaway of this Powerpoint slide, so if
your CEO or Manager is busy, he does not have to read the whole slide.
Marketing Levers Budget Expected ROI Strategy
Insert name of $100,000 (10% of

200% Insert your own description
Marketing Lever total budget)
Insert name of $xxx,xxx (xx% of

xxx% Insert your own description







Table of Content

Companies usually pursue a Penetration Pricing goal when
their products is positioned after the “chasm”
A Penetration Pricing goal is often adopted
as the new product is about to reach the
Mainstream Market. New companies often
start to enter the market and the race to
become market leader is often challenging.
Many companies will pursue a pricing
Penetration goal to gain market share
Product
SALES
PRODUCT
EXTENSIO
N
Early Market Mainstream Market
INTRODUCTION GROWTH MATURITY DECLINE

Source of inspiration: Moore and McKenna
93
Please see below a more comprehensive list of goals that you
can select for your product
Current
Current
Current
Current profit
profit Maximize
Maximize Maximize
Maximize profit
profit
revenue
revenue
maximization
maximization quantity
quantity margin
margin
maximization
maximization
Quality
Quality Partial
Partial cost
cost Survival
Survival Status
Status quo
quo
leadership
leadership recovery
recovery
94
Please see below a more comprehensive list of goals that you
can select for your product
Seeks to maximize current profit, taking into account of revenue and

costs. Current profit maximization may not be the best objective if it
results in lower long-term profits
Current
Current
Current
Current profit
profit Maximize
Maximize Maximize
Maximize profit
profit
revenue
revenue
maximization
maximization quantity
quantity margin
margin
maximization
maximization
Quality
Quality Partial
Partial cost
cost Survival
Survival Status
Status quo
quo
leadership
leadership recovery
recovery
95
Table of Content

l
tia
en
fid
on
C
Sales Strategy & Plan

Insert company name
CEO: Insert your own text
Chief Sales Officer: Insert your own text
Date: Insert your own text
Version: Insert your own text Replace
Replace this
this logo
logo by
by your
your own
own logo
logo
Contact Email: Insert your own text
Let’s zoom on the Management Consulting Toolkit



Toolkit
7.Management Consulting Toolkit
Table of Content
2. Top 400 Consulting Diagrams, Charts & Infographics
3. Consulting Case Interview Training
4. Top 40 Management Consulting Frameworks & Tools:
1. Ansoff Growth Matrix 21. Marketing Mix (4P’s)
2. Balanced Scorecard 22. Maturity Model
3. Business Roadmap 23. McKinsey Seven-S
4. Blue Ocean Strategy 24. Mission & Vison Statement
5. Change Commitment Curve 25. Net Present Value
6. Change Impact Assessment 26. Pareto Principle
7. Data Gathering Interview 27. PESTLE
8. Data Gathering Focus Group 28. Porter’s Five Forces
9. Data Gathering Survey 29. Porter’s Generic Corporate Strategies
10. Entry/Exit Barriers 30. Problem Definition Worksheet
11. Experience Curve 31. Process Mapping
12. Financial Analysis - Overview 32. Product Life Cycle
13. Financial Analysis - Income Statement 33. Project Questionnaire
14. Financial Analysis - Balance Sheet Statement 34. RACI Matrix
15. Financial Analysis - Cash Flow Statement 35. Risk Assessment Matrix
16. Financial Analysis - Ratio Analysis 36. Six Thinking Hats
17. Fishbone Diagram 37. Strategy Map
18. Five Whys 38. SWOT
19. Initiative Prioritization Matrix 39. Value Chain Analysis
20. Issue Tree 40. Value Driver Tree
Table of Content
Editable Country Maps
Germany
Description 1
Description 2
Description 3
Interaction Diagrams
Text Text
Text Text
Text
Text Text
Text
Logical & Decision Trees
Unit or additional information
Text Text Text Text Text
Text
Text
Text Text
Text
Text
strong weak
Matrix 2 by 2, 3 by 3 & 5 by 5
• Insert text • Insert text • Insert text
Likely
Insert text
• Insert text • Insert text
Possible
• Insert text • Insert text
Unlikely
Minor Moderate Major
Insert text
Caption: Insert text Insert text Insert text
Table of Content
Entering a new market - Framework
Understand the customer
Desirability
Viability
Feasibility
Understand how money is Understand if it can be

Sweet spot?
made done
106
Entering a new market - Framework
 Product
 Market size in volume
 Price willing to pay by customer
 Distribution channels  Market size in value
 Cost per product
 Revenue per product Desirability
 Profit per product
 Competition
 Profit
 Capital requirement
 Legal requirement

Viability Risk
Feasibility  Company Capability
Sweet spot?
107
Entering a new market - Framework with examples of questions
 Product: Can you describe the key

product(s) you would sell? Is it a
commodity or a differentiated product? Key
benefits? Any potential Substitute product?
Packaging? Life cycle?
 Distribution channels:  Market size in volume: Who are our
What are the key
customers ? Any customer segmentation?
distribution channels we
What is the size and the trend of the
should consider? customer demand? Are we answering a
 Cost per product: what customer need? Are we creating a new
would be the cost drivers of customer need?
our product?  Price willing to pay by customer: How
 Revenue per product: much the customer would be willing to
What would be the price of Desirability pay?
our product?  Market size in value: Number of
 Profit per product: customer X Product price
revenue per product minus
cost per product  Capital requirement: Do we
 Competition: How intense have enough capital to invest in
a new market without hurting the
is the competition in this Viability stability of the company
market? Do they have key Feasibility  Legal requirement: can we
capabilities? that we don’t
have or vice versa? What legally enter this market?
can of market share in  Risk: Is the political situation in
volume could we this new market stable enough?
anticipate? What’s their  Capability: do we have the right
pricing position? Sweet spot?
capability to enter this market? If
 Profit: market size in no can we easily acquire this
volume X anticipated capability?
108 market share in volume X
profit per product
Table of Content
Data Gathering Focus Group
Purpose
The Focus Group Technique is used to

gather qualitative insight from potential
customers or other relevant groups.
Data Gathering Focus Group
Description
Overview Advantages
• The focus group consists of a group of people who are • Acquire nuanced perspectives on issue
interviewed together to provide opinions about a • Direct unfiltered feedback from customer or interest
particular topic or issue or to generate ideas and agree group
on ways to achieve objectives
• Gather information on a wide variety of topics
• The focus group usually relies on group discussion to
• Ability to probe users
generate information and ideas rather than direct
questions • Stimulate new ideas for further testing
• Each participant submits ideas for consideration by the • Build consensus
others
Disadvantages
The Key participants usually are: • Only qualitative information
• The Manager, who holds the ultimate decision-making • Not statistically valid
power • Only as good as the facilitator and participants
• The Facilitator, from the project team, who focuses the • Often influenced by a few vocal participants
group discussion onto the required subjects
• The Recorder (who can sometimes be the Facilitator),
who writes down ideas on a flip chart
Guidelines:
• The roles and responsibilities for the group members
should be clearly defined
• The scope of the work and the objectives of the meeting
should be clear and well understood
• It is useful to have hypotheses developed prior to
meeting, if possible
• Between 6 and 10 participants
• Semicircular layout form - all facing flip chart
• Ensure comfort and availability of refreshments
Entry/Exit Barriers
Purpose
This framework will help you estimate the

likelihood of a company to enter or exit a
specific industry.
Entry/Exit Barriers
Description
Barriers to Entry Barriers to Exit
The threat of entry into an industry depends High exit barriers can keep companies in an
on a combination of barriers to entry and the industry despite low or negative returns. There
expected incumbent reaction. Threat of entry can be economic, strategic or emotional
is reduced if there are high barriers or likely factors that keep companies within a low
aggressive incumbent retaliation. performing industry.
There are 7 major barriers to entry: There are 5 major barriers to exit:
1. Economies of scale 1. Specialized assets: (e.g. Low liquidation
values; high transfer / conversion costs)
2. Product differentiation
2. High fixed costs of exit: (e.g. Labor
3. Capital requirements
agreements; Spare part capability)
4. Switching costs
3. Strategic inter-relationships (e.g. Image,
5. Access to distribution channels/property Financial markets, Shared facilities)
rights
4. Emotional barriers
6. Cost disadvantages independent of scale
5. Government / social restrictions
(e.g. Favorable location; Proprietary
technology; Access to raw materials)
7. Government policy
Let’s zoom on the Leadership Skills Toolkit



Toolkit
8.Leadership Skills Toolkit
Table of Content
1. Effective Communication
2. Leadership
3. Minto Pyramid Principle Training
4. Negotiating Skills
5. Personal Development
6. Presentation Skills
7. Team Management
8. Time Management
Table of Content
2. Leadership
7. Team Management
8. Time Management
Based on your pyramid, identify the slides that you need to produce
# Slide to be produced
1 2
Introduction
Introduction (situation,
(situation, Answer
Answer
complication
complication and
and question)
question)
Why or How?
3 7
Supporting
Supporting argument
argument #1
#1 Supporting
Supporting argument
argument #2
#2
Why or How? Why or How?
4 5 6 8 9 10
Supporting
Supporting Supporting
Supporting
argument
argument argument
argument argument
argument argument
argument argument
argument argument
argument
#1.1
#1.1 #1.2
#1.2 #1.3
#1.3 #2.1
#2.1 #2.2
#2.2 #2.3
#2.3
117
Table of Content
2. Leadership
7. Team Management
8. Time Management
Why does it matter to define your Mission, Vision, Values and Goals?
Your Mission will help you to have a rough

Mission understanding of who you want to be
Your Vision will help you to have a rough By being clear

on these 4
Vision understanding of what you want to achieve in the
blocks, you
long run
will give more
meaning to
your life and
help your
Values Your values will guide your behaviors subconscious
mind to help
you
Your short-term goals will help you to track your

Goals progress towards your Vision
119
Table of Content
2. Leadership
7. Team Management
8. Time Management
How do great team managers define their team’s ways of working?
• In order to define his team’s ways of working, a great team leader will often
organize a 2-hour workshop where he will collaboratively answer questions
around 5 key areas:
• How often will we meet? For how long? When and where?
• How will we develop meeting agendas?
Team Meetings • Who will lead or facilitate our meetings?
• How will we keep track of our decisions and actions?
• What information are we supposed to share?

Communication • What is the best way to communicate with each other? (e.g. voicemail, e-mail)
• How quickly do we agree to return phone calls and e-mail?
• What will be our primary decision-making method? (e.g. consensus)

Decision-Making • What decisions will we make on our own?
• What decisions will require agreement among all team members?
• How will we resolve disagreements?

Conflict • How will we handle if we do not follow through with our agreements?
Reflection • How and when will we evaluate our team performance?
121
Let’s zoom on the Legal Toolkit



Toolkit
9.Legal Toolkit
Table of Content
1. Business Consultant Agreement Template
2. Investor & Startup Term Sheet Template
3. Non-Disclosure Agreement Template
4. Non-Compete Agreement Template
9.Legal Toolkit
Table of Content
1. Business Consultant Agreement Template
2. Investor & Startup Term Sheet Template
3. Non-Disclosure Agreement Template
4. Non-Compete Agreement Template
All our Legal templates have been created in word. All you need to
do is replace the words highlighted in yellow by your own words.
125
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1.Corporate & Business 2.Finance and Mergers & 3.Change Management

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7.Management Consulting 8.Leadership Skills Toolkit 9.Legal Toolkit

1.Corporate & Business 2.Finance and Mergers & 3.Change Management

4.Project Management 5.Operations & Supply 6.Sales & Marketing Toolkit

7.Management Consulting 8.Leadership Skills Toolkit 9.Legal Toolkit

1. Business Case Template

1. Business Case Template

Replace this text by the key takeaway of this slide

Starts on 7/1 14/1 … … … … … … … … … …

Insert name of Phase 1

1.1 Insert name of Activity

Key Business Outcomes Deliverable examples

Key Activities & Milestones

1. Business Case Template

• Insert your own text

• Insert your own text • Insert your own text

• Insert your own text • Insert your own text

• Insert your own text • Capital required:

• Insert your own text

• Insert your own text • Insert your own text

Even if the Executive Summary is

• Insert your own text • Capital required:

1. Business Case Template

Financial The Financial Advisory team of a

Commercial The Strategy team of a Consulting firm

“Is there any legal/tax issues or

External Due Diligence Focus

1. Business Case Template

Resources Number of Days Daily rate Total fees

1 Partner 5 $x,xxx $x,xxx

1 Senior Manager 10 $x,xxx $x,xxx

1 Manager 20 $x,xxx $x,xxx

2 Senior Consultants 40 $x,xxx $x,xxx

4 Consultants 100 $x,xxx $x,xxx

5 Junior Consultants 120 $x,xxx $x,xxx

Resources Number of Days Daily rate Total fees

1 Partner 5 $5,000 $25,000

1 Senior Manager 10 $4,000 $40,000

1 Manager 20 $3,000 $60,000

2 Senior Consultants 40 $2,500 $100,000

4 Consultants 100 $2,000 $200,000

5 Junior Consultants 120 $1,500 $180,000

1. Business Case Template

Level 1 - Basic Level 2 - Medium Level 3 - Good Level 4 - World-class

1. Business Case Template

This Excel template is available after purchase

1. Business Case Template

This Excel template is available after purchase

1. Business Case Template

Insert your own logo

1. Business Case Template

• Insert you own text • Insert you own text

• Insert you own text • Insert you own text

1. Business Case Template

Insert your introduction’s question

To communicate in a structured way with a

Why or How? Why or How? Why or How?