Common Consulting Frameworks (How and When to Use) – PowerPoint PPTX Template

This presentation titled "Common Consulting Frameworks (How and When to Use)" provides a detailed exploration of over 20 essential consulting frameworks for industry and company analysis, structured in a manner reflective of McKinsey, Bain, or BCG-quality presentations (consulting-grade; not affiliated). It equips corporate executives, integration leaders, and consultants with the tools necessary for strategic decision-making. Users will gain insights into various frameworks, their advantages and disadvantages, and practical applications for enhancing business analysis and strategic planning.

•  Corporate executives seeking to enhance strategic decision-making capabilities.
•  Integration leaders responsible for aligning business strategies across teams.
•  Consultants aiming to provide structured analysis and recommendations.
•  Business analysts looking to deepen their understanding of analytical frameworks.

Best-fit moments to use this deck:
•  During strategic planning sessions to identify the most suitable frameworks for analysis.
•  When conducting industry or company assessments to inform decision-making.
•  In workshops aimed at enhancing team capabilities in strategic analysis.

•  Define key consulting frameworks and their applications in business analysis.
•  Analyze the advantages and disadvantages of each framework for informed decision-making.
•  Develop familiarity with industry and company analysis methodologies.
•  Generate actionable insights from framework applications to drive strategic initiatives.
•  Establish a reference library of commonly used frameworks for ongoing use.
•  Create tailored strategies based on framework insights to address specific business challenges.

•  Objectives (page 1)
•  Overview (page 3)
•  Frameworks
•  Industry Analysis (page 5)
•  Company Analysis (page 20)
•  Prioritisation (page 36)

•  Industry Analysis - A collection of frameworks designed to evaluate industry dynamics, including Five Forces, SCP, and Market Attractiveness.
•  Company Analysis - Frameworks such as SWOT, 7S, and Value Chain that facilitate internal assessments and strategic planning.
•  Prioritisation - Tools like the BCG Matrix and Directional Policy Matrix that assist in evaluating and prioritizing business units or projects.

•  Five Forces analysis template for assessing industry competition.
•  SCP model to illustrate the relationship between industry structure, conduct, and performance.
•  SWOT analysis template for identifying strengths, weaknesses, opportunities, and threats.
•  7S framework for evaluating organizational alignment and effectiveness.
•  BCG Matrix for categorizing business units based on market share and growth potential.
•  Directional Policy Matrix for prioritizing strategic initiatives based on market attractiveness and competitive position.

•  Overview of the Five Forces framework, illustrating competitive pressures in an industry.
•  SCP model slide detailing how industry structure influences conduct and performance.
•  SWOT analysis example featuring Coca-Cola's strategic challenges and opportunities.
•  7S framework slide showcasing the interrelationship between strategy, structure, and culture.
•  BCG Matrix slide categorizing business units into Stars, Cash Cows, Question Marks, and Dogs.

Introduction to Consulting Frameworks (30 minutes)
•  Overview of the importance of consulting frameworks in strategic analysis.
•  Discussion of key frameworks and their applications.

Framework Application Session (60 minutes)
•  Breakout groups to apply selected frameworks to real-world business scenarios.
•  Presentation of group findings and recommendations.

Framework Prioritization Workshop (45 minutes)
•  Interactive session to prioritize frameworks based on organizational needs.
•  Development of action plans for implementing selected frameworks.

•  Tailor the framework examples to align with specific industry contexts or business challenges.
•  Adjust the prioritization criteria based on organizational goals and resource availability.
•  Incorporate company-specific data into the analysis templates for more relevant insights.

•  Market Attractiveness analysis and its impact on strategic positioning.
•  Segmentation frameworks for identifying target markets and customer needs.
•  Stakeholder analysis for understanding external pressures and influences.
•  Product lifecycle considerations in strategic planning.
•  Supply chain analysis for evaluating operational efficiencies.

What are the core frameworks I should learn for industry analysis and why are they used?

Core industry analysis frameworks include Five Forces for competitive pressure, the SCP (Structure‑Conduct‑Performance) model for linking industry structure to outcomes, Market Attractiveness assessments, Industry Era Analysis for historical shifts, and cost‑curve analysis for price competitiveness; the deck includes templates like a Five Forces template.

How do company analysis frameworks like SWOT and 7S help different parts of an organization?

Company analysis frameworks target internal diagnosis: SWOT identifies strengths/weaknesses and external opportunities/threats, 7S evaluates alignment across strategy, structure and systems, Value Chain maps value-creating activities, and AcdB supports strategic planning; the presentation provides a 7S template.

Which tools are commonly used to prioritise business units or projects in portfolio reviews?

Prioritisation typically uses the BCG Matrix to categorize units by market share and growth, and the Directional Policy Matrix to rank initiatives by market attractiveness versus competitive position; the presentation includes a BCG Matrix slide.

What should I look for when choosing a frameworks deck for strategy work?

Key selection criteria are breadth of frameworks (industry, company, prioritisation), included templates (e.g., Five Forces, SWOT), practical examples or case studies, workshop agendas, and customization guidance to align with industry context; the product lists customization guidance and case examples.

How do paid framework templates help compared with free online summaries when preparing client presentations?

Paid templates typically package structured slides, editable analysis templates, example case studies, and suggested workshop agendas to accelerate preparation; Flevy's Common Consulting Frameworks (How and When to Use) is offered as a 43-slide PPTX with templates and a sample workshop agenda.

I need to run a half-day workshop to teach frameworks—what agenda structure can I use?

The product suggests a sample agenda: a 30-minute introduction to frameworks, a 60-minute application session with breakout groups applying selected frameworks, and a 45-minute prioritisation workshop to develop action plans—presented as a 30/60/45 minute sequence.

Which framework is best for assessing supplier power and the threat of substitutes in a market?

Michael Porter’s Five Forces is the standard tool for assessing supplier power and threat of substitutes; the presentation includes a Five Forces analysis template and supporting slides on supplier power and barriers to entry.

How can I adapt standard frameworks to examine long-term industry shifts like in airlines?

Use Industry Era Analysis to map regulatory periods, strategic paradigms, key events, and major players; combine with cost-curve analysis and historical case study material. The presentation includes an Industry Era Analysis case study on the US airline industry.

These are questions addressed within this presentation.

What are the key frameworks included in this presentation?
The presentation covers various frameworks, including Five Forces, SCP, SWOT, 7S, BCG Matrix, and Directional Policy Matrix, among others.

How can these frameworks be applied in practice?
These frameworks can be utilized for industry analysis, company assessments, strategic planning, and prioritization of initiatives.

What is the benefit of using consulting frameworks?
Consulting frameworks provide structured methodologies for analyzing complex business situations, facilitating informed decision-making.

Can the frameworks be customized for specific industries?
Yes, the frameworks can be tailored to fit the unique characteristics and challenges of different industries.

How do I choose the right framework for my analysis?
Consider the specific business challenge, the context of the analysis, and the strengths of each framework to determine the most appropriate choice.

Are there any examples of successful framework applications?
Yes, the presentation includes case studies and examples, such as Coca-Cola's SWOT analysis, illustrating practical applications.

What resources are available for further learning?
The presentation serves as a starting point for a reference library of commonly used frameworks, with additional resources available upon request.

How can I ensure effective implementation of these frameworks?
Engage stakeholders, customize the frameworks to fit your organization's needs, and develop clear action plans for implementation.

•  Five Forces - A framework for analyzing industry competition and dynamics.
•  SCP Model - Structure-Conduct-Performance model illustrating industry relationships.
•  SWOT - A strategic planning tool for identifying strengths, weaknesses, opportunities, and threats.
•  7S Framework - A model for evaluating organizational alignment across 7 elements.
•  BCG Matrix - A tool for categorizing business units based on market share and growth potential.
•  Directional Policy Matrix - A framework for prioritizing business segments based on attractiveness and competitive position.
•  Market Attractiveness - Factors influencing the desirability of an industry for investment.
•  Segmentation - The process of dividing a market into distinct groups for targeted strategies.
•  Stakeholder Analysis - An assessment of the influence and impact of various stakeholders on a business.
•  Product Lifecycle - The stages a product goes through from introduction to decline.
•  Supply Chain Analysis - An evaluation of the flow of goods and services from suppliers to customers.
•  Value Chain - A model for analyzing the specific activities through which firms create value.

The 7S framework illustrates how an organization's vision influences its strategy and operational elements. Central to this model is "Strategy," defined as an integrated set of actions delivering exceptional value to a specific customer base while maintaining a sustainable cost structure. Surrounding "Strategy" are 5 interconnected components: Skills, Shared Values, Structure, Staff, and Systems. "Skills" refers to essential activities for a compelling value proposition, highlighting the importance of core competencies. "Shared Values" encapsulates the beliefs guiding the organization, forming the foundation for decision-making. "Structure" pertains to organizational design that supports strategy and communication. "Staff" emphasizes the necessity of placing the right people in key roles for effective execution. "Systems" encompasses processes and technologies that ensure operational efficiency. The dynamic interplay among these elements indicates that changes in one area can impact others, making this framework a valuable tool for aligning vision with execution.

This PPT slide template presents a life cycle analysis for the U.S. airline industry, focusing on product lifecycle's impact on profitability and growth trends. The vertical axis represents sales, while the horizontal axis indicates time, showing the evolution of aircraft models. Key milestones include the 1978 deregulation, which significantly influenced industry growth due to increased competition and market access. Advancements in technology and operational efficiencies, indicated by "Increased Plane Capacity," contributed to this growth phase. Specific aircraft models like the 707, DC-8, 727, 737, and DC-9 illustrate different lifecycle phases, with demand fluctuating over time. The "Demand Life Cycles" section highlights how as certain models mature, new ones emerge, reflecting the industry's cyclical nature. Understanding these life cycles aids strategic decisions, enabling companies to innovate or phase out models effectively, improving resource allocation and market responsiveness.

The "Five Forces Analysis" framework identifies key dynamics shaping industry competition. The first force, "Supplier Power," assesses how supplier concentration and input differentiation impact pricing and quality, affecting profitability. "Barriers to Entry" highlights challenges for new entrants, with economies of scale and brand identity influencing market access. The third force, "Buying Power," evaluates customer leverage over suppliers, where high buyer concentration can pressure firms to reduce prices or improve services. "Threat of Substitutes" examines alternative products fulfilling the same need, focusing on price performance and switching costs. Finally, "Industry Competitors" analyzes rivalry intensity among existing firms, influenced by industry growth and product differentiation. Understanding these forces enables firms to strategize effectively and influence market dynamics.

The Directional Policy Matrix (DPM) is a strategic tool for evaluating business segments, offering a detailed analysis compared to the BCG matrix. Developed by Shell, the DPM incorporates a manufacturing perspective and aligns with Porter's analysis, focusing on long-term profitability and market positioning. It categorizes market sectors based on 2 axes: market attractiveness and competitive position, divided into quadrants that suggest strategic actions. Unattractive and weak segments should be divested, while attractive and strong segments are identified as leaders, encouraging growth strategies. The DPM allows for a quantifiable assessment of market potential, guiding resource allocation decisions and optimizing investment strategies.

The primary barrier to mobile phone purchases is a perceived lack of need, with 65% of consumers citing this as the main reason. Other barriers include high cost (26%) and device weight (19%). Addressing perceived need is essential for increasing market penetration. The option matrix evaluates strategic options to stimulate demand, including a customer education program, a loyalty program, and enhanced product features, each with projected costs and demand increases over one and 5 years. Adding product features emerges as the most attractive strategy, offering the highest potential for new business and favorable ROI, indicating that enhancing offerings could shift consumer perceptions and boost sales.

This PPT slide template presents a cost curve analysis for the copper industry, illustrating the relationship between cumulative production output and full cost per pound. The graph features 2 demand lines: "Demand_old" and "Demand_new." Increased copper demand has enabled new market entrants with higher operational costs. The vertical axis shows full costs in cents per pound (42 to 85 cents), while the horizontal axis represents cumulative production output. The cost structure is depicted through bars indicating that full costs decrease with rising output due to economies of scale, before leveling off or increasing at higher levels. The new demand shifts cost dynamics, suggesting traditional cost structures may no longer apply, necessitating new strategies for existing players to remain competitive.

This PPT slide template presents a framework for supply chain analysis, focusing on vertical integration and market concentration across Suppliers, Manufacturers, Distributors, Retailers, and Consumers. The technique allows for detailed examination of market concentration at each supply chain stage, influencing strategic decision-making. The company is involved in 2 stages, with varying market positions, indicating differing operational dynamics. Market share percentages of various players help identify growth or consolidation opportunities. Analyzing competitor and partner positions enables informed decisions on resource allocation, partnerships, and strategic initiatives, providing executives with insights into supply chain complexities and market dynamics.

This PPT slide template analyzes the U.S. airline industry using the SCP (Structure-Conduct-Performance) framework, highlighting 4 main eras: Regulated Period, Deregulation, Market Expansion, Price War, and Consolidation. During the Regulated Period, airlines focused on service and cost pass-through, with key players including the government and major airlines. The Deregulation era shifted the focus to route acquisition and price competition, leading to new entrants and innovative marketing strategies. Market Expansion saw increased travel, while the Price War emphasized competitive pricing, including the rise of discount airlines. The Consolidation phase resulted in bankruptcies and alliances as major airlines adapted to market changes, concentrating on core operations. This analysis provides insights into historical context and competitive dynamics in the airline sector, guiding future investments and operational strategies.

The 7S framework illustrates how an organization's vision influences its strategy and operational elements. Central to this model is "Strategy," defined as an integrated set of actions delivering exceptional value to a specific customer base while maintaining a sustainable cost structure. Surrounding "Strategy" are 5 interconnected components: Skills, Shared Values, Structure, Staff, and Systems. "Skills" refers to essential activities for a compelling value proposition, highlighting the importance of core competencies. "Shared Values" encapsulates the beliefs guiding the organization, forming the foundation for decision-making. "Structure" pertains to organizational design that supports strategy and communication. "Staff" emphasizes the necessity of placing the right people in key roles for effective execution. "Systems" encompasses processes and technologies that ensure operational efficiency. The dynamic interplay among these elements indicates that changes in one area can impact others, making this framework a valuable tool for aligning vision with execution.

This PPT slide template presents a life cycle analysis for the U.S. airline industry, focusing on product lifecycle's impact on profitability and growth trends. The vertical axis represents sales, while the horizontal axis indicates time, showing the evolution of aircraft models. Key milestones include the 1978 deregulation, which significantly influenced industry growth due to increased competition and market access. Advancements in technology and operational efficiencies, indicated by "Increased Plane Capacity," contributed to this growth phase. Specific aircraft models like the 707, DC-8, 727, 737, and DC-9 illustrate different lifecycle phases, with demand fluctuating over time. The "Demand Life Cycles" section highlights how as certain models mature, new ones emerge, reflecting the industry's cyclical nature. Understanding these life cycles aids strategic decisions, enabling companies to innovate or phase out models effectively, improving resource allocation and market responsiveness.

The "Five Forces Analysis" framework identifies key dynamics shaping industry competition. The first force, "Supplier Power," assesses how supplier concentration and input differentiation impact pricing and quality, affecting profitability. "Barriers to Entry" highlights challenges for new entrants, with economies of scale and brand identity influencing market access. The third force, "Buying Power," evaluates customer leverage over suppliers, where high buyer concentration can pressure firms to reduce prices or improve services. "Threat of Substitutes" examines alternative products fulfilling the same need, focusing on price performance and switching costs. Finally, "Industry Competitors" analyzes rivalry intensity among existing firms, influenced by industry growth and product differentiation. Understanding these forces enables firms to strategize effectively and influence market dynamics.

The Directional Policy Matrix (DPM) is a strategic tool for evaluating business segments, offering a detailed analysis compared to the BCG matrix. Developed by Shell, the DPM incorporates a manufacturing perspective and aligns with Porter's analysis, focusing on long-term profitability and market positioning. It categorizes market sectors based on 2 axes: market attractiveness and competitive position, divided into quadrants that suggest strategic actions. Unattractive and weak segments should be divested, while attractive and strong segments are identified as leaders, encouraging growth strategies. The DPM allows for a quantifiable assessment of market potential, guiding resource allocation decisions and optimizing investment strategies.

The primary barrier to mobile phone purchases is a perceived lack of need, with 65% of consumers citing this as the main reason. Other barriers include high cost (26%) and device weight (19%). Addressing perceived need is essential for increasing market penetration. The option matrix evaluates strategic options to stimulate demand, including a customer education program, a loyalty program, and enhanced product features, each with projected costs and demand increases over one and 5 years. Adding product features emerges as the most attractive strategy, offering the highest potential for new business and favorable ROI, indicating that enhancing offerings could shift consumer perceptions and boost sales.

This PPT slide template presents a cost curve analysis for the copper industry, illustrating the relationship between cumulative production output and full cost per pound. The graph features 2 demand lines: "Demand_old" and "Demand_new." Increased copper demand has enabled new market entrants with higher operational costs. The vertical axis shows full costs in cents per pound (42 to 85 cents), while the horizontal axis represents cumulative production output. The cost structure is depicted through bars indicating that full costs decrease with rising output due to economies of scale, before leveling off or increasing at higher levels. The new demand shifts cost dynamics, suggesting traditional cost structures may no longer apply, necessitating new strategies for existing players to remain competitive.

This PPT slide template presents a framework for supply chain analysis, focusing on vertical integration and market concentration across Suppliers, Manufacturers, Distributors, Retailers, and Consumers. The technique allows for detailed examination of market concentration at each supply chain stage, influencing strategic decision-making. The company is involved in 2 stages, with varying market positions, indicating differing operational dynamics. Market share percentages of various players help identify growth or consolidation opportunities. Analyzing competitor and partner positions enables informed decisions on resource allocation, partnerships, and strategic initiatives, providing executives with insights into supply chain complexities and market dynamics.

This PPT slide template analyzes the U.S. airline industry using the SCP (Structure-Conduct-Performance) framework, highlighting 4 main eras: Regulated Period, Deregulation, Market Expansion, Price War, and Consolidation. During the Regulated Period, airlines focused on service and cost pass-through, with key players including the government and major airlines. The Deregulation era shifted the focus to route acquisition and price competition, leading to new entrants and innovative marketing strategies. Market Expansion saw increased travel, while the Price War emphasized competitive pricing, including the rise of discount airlines. The Consolidation phase resulted in bankruptcies and alliances as major airlines adapted to market changes, concentrating on core operations. This analysis provides insights into historical context and competitive dynamics in the airline sector, guiding future investments and operational strategies.