This toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants. It includes 600 PowerPoint slides + 50 Excel sheets + 70 minutes of Video Training.
Includes 600 Powerpoint slides + 50 Excel sheets + 70 minutes of Video Training.
Includes frameworks, tools, templates, tutorials, real-life examples, best practices, and video training.
Define and implement your corporate/business strategy and strategic plan with our 4-phase approach
STRATEGIC PLANNING PPT DESCRIPTION
This product (Corporate/Business Strategy and Strategic Planning Toolkit) is a 600-slide PPT PowerPoint presentation slide deck (PPTX) with a supplemental Zip archive file document, which you can download immediately upon purchase.
This Corporate/Business Strategy and Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 6,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Best Practices and Templates required to define & implement a winning Corporate/Business Strategy and Strategic Plan for your organization.
The Toolkit includes: 600 Powerpoint slides + 50 Excel sheets + 70 minutes of Video Training.
This Toolkit includes frameworks, tools, templates, tutorials, real-life examples, best practices, and video training to help you:
• Define and implement your corporate/business strategy and strategic plan with our 4-phase approach: (I) Internal and external analysis, (II) Strategy tools & frameworks to shape our strategy, (III) Strategy, (IV) Strategic plan, (V) Strategic dashboard
• (I) Carry out an internal and external analysis: (1) Internal analysis: Financial analysis, HR analysis, Marketing analysis, Customers analysis, Suppliers analysis, (2) Market Analysis: Target market, Market sizing with TAM, Market attractiveness with Porter's 5 Forces, Environment analysis with PESTLE, (3) Competitor Analysis: Competitor identification, Benchmarking, Strategic group mapping, Competitor profiling, (4) SWOT summary
• (II) Shape your strategy with tools & frameworks commonly used by tier-one consulting firms: (1) Frameworks to answer strategic questions: What caused the profit to decrease?, Should we enter a new market?, Should we introduce a new product?, Should we acquire this company?, (2) BU/Product portfolio management tools: GE-McKinsey Matrix, BCG Growth-Share Matrix, (3) Corporate and growth strategy tools: 7 Degrees of Freedom for Growth, Ansoff Growth Matrix, Blue Ocean Strategy, McKinsey Seven-S, Porter's Generic Corporate Strategies, Product Life Cycle, Greiner's Growth Model, (4) Other tools and framework: Value Chain Analysis, Value Driver Tree
• (III) Define your strategy: (1) Business model, (2) Mission, vision and values, (3) Strategy map including the strategic objectives to reach our vision, (4) Balanced scorecard including the key performance indicators linked to the strategic objectives, (5) Strategic pillars to reach our strategic objectives, (6) Potential strategic initiatives in each strategic pillar, (7) Business cases and financial models to help us prioritize our list of potential strategic initiatives, (8) Project prioritization
• (IV) Define and implement your strategic plan: (1) Guiding principles, (2) Strategic plan formulation: High-level strategic plan with the three horizons of growth , Detailed strategic plan, (3) Strategic plan implementation: Governance, Strategic objectives dashboard, Strategic pillars dashboard, Strategic initiatives dashboard, Objectives and key results (OKR), (4) Evaluation and lessons learnt
• (V) Create strategic dashboards: (1) Annual, quarterly and monthly overall performance dashboards, (2) Revenue and profit actuals and estimates, (3) Sales and cost breakdown analysis, (4) Three financial statement model, (5) Other common charts
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Source: Best Practices in Strategic Planning, Growth Strategy PowerPoint Slides: Corporate/Business Strategy and Strategic Planning Toolkit PowerPoint (PPTX) Presentation Slide Deck, Domont Consulting
This PPT slide introduces a comprehensive toolkit for corporate and business strategy development, emphasizing a structured approach from analysis to planning. It outlines 4 key sections: Internal and External Analysis, Strategy Tools & Frameworks, Strategy, and Strategic Plan. The first section details various analytical methods such as financial, HR, marketing, customer, and supplier analyses, along with market sizing, competitor profiling, and environmental scans using PESTLE. These are foundational to understanding the current state and external factors impacting the business.
The second section focuses on strategic questions and frameworks that help shape the strategy. It includes tools like the GE-McKinsey Matrix and BCG Growth-Share Matrix for portfolio management, along with growth strategies such as the Seven-S model, Blue Ocean Strategy, and Porter’s Generic Strategies. Additional frameworks like value chain analysis and the Value Driver Tree are also highlighted, providing a broad set of options to diagnose issues and identify opportunities.
The third section covers core strategic elements: defining the business model, articulating mission, vision, and values, creating a strategy map with clear objectives, and developing a balanced scorecard linked to strategic goals. It emphasizes the importance of strategic pillars and initiatives, as well as prioritizing business cases and financial models to guide decision-making.
Finally, the slide addresses strategic plan implementation, including governance, dashboards, and key results tracking. It concludes with a focus on evaluation and lessons learned, underscoring the importance of continuous improvement. The overall message is that this toolkit offers a detailed, layered approach to formulating and executing strategy, suitable for senior leaders seeking a structured methodology to drive growth and transformation.
This PPT slide presents a snapshot of a balanced scorecard, highlighting the company's performance across 12 strategic objectives. The layout categorizes objectives into 4 perspectives: Financial, Customer, Internal Process, and Learning & Growth. Each objective is accompanied by key performance indicators (KPIs), with recent performance compared against targets and last year's results. The color coding indicates whether the targets are met or missed: green for meeting or exceeding, yellow for slightly below, and red for falling below.
In the Financial perspective, the focus is on earnings, revenue, and profit margins. The company has exceeded its earnings target, but is slightly below revenue growth expectations and has a marginally higher profit margin than last year. The Customer perspective emphasizes satisfaction, revenue per customer, and cost reduction, with some metrics surpassing targets and others falling short, notably the cost per customer which is over the target. Internal Process objectives aim to improve operational efficiency, with most KPIs showing positive trends, although revenue per employee is slightly above the target. The Learning & Growth section tracks employee satisfaction and project success, with most metrics exceeding previous year figures and targets.
Overall, the slide demonstrates a balanced approach to strategic performance management, with clear visibility into areas of strength and those needing attention. It offers potential clients a comprehensive view of how performance is tracked and managed across key areas, emphasizing transparency and accountability. The detailed KPI comparisons enable quick assessment of progress and highlight where strategic adjustments might be necessary to meet overarching goals. This type of scorecard can serve as a vital tool for executive decision-making and strategic alignment.
This PPT slide illustrates the application of the BCG matrix to analyze a company's current business units (BUs) or product portfolio. The matrix categorizes units based on 2 dimensions: growth rate and market share. The 4 quadrants—Question mark, Star, Dog, and Cash cow—highlight different strategic considerations. The Question mark, positioned in high growth, but with uncertain market share, signals potential, but requires evaluation of ROI improvements. Stars, with high growth and market share, are seen as growth drivers, warranting investment to sustain momentum. Dogs, characterized by low growth and market share, suggest limited prospects and potential divestment or closure. Cash cows, with low growth, but solid cash flow, are viewed as stable sources of revenue, supporting other strategic initiatives. The slide emphasizes that the choice of strategy depends on the quadrant, with investment, growth, or divestment being the typical options. The visual cues, including color coding and icons, reinforce the strategic implications for each category. The top right corner's arrow indicates a spectrum from no investment to more investment, guiding decision-making. Overall, this slide offers a straightforward framework for assessing portfolio health and making resource allocation decisions. It is particularly useful for executives seeking a clear, visual method to prioritize business units or products based on their growth potential and market position. The content assumes familiarity with strategic portfolio analysis, making it a practical reference for high-level decision-making.
This PPT slide presents a visual overview of a company's product or business unit portfolio, illustrating how each unit is positioned based on size and growth rate. The chart is a classic matrix with 4 quadrants, each representing different strategic zones. The size of the circles indicates the revenue contribution of each business unit in 202x, providing a quick sense of scale. The vertical axis measures growth rate, ranging from 0% to 40%, while the horizontal axis shows the relative size or revenue share, from 0% to 100%.
The top-right quadrant features BU1, which is both large and high-growth, signaling a potentially valuable growth driver. BU2, positioned in the upper-left, is sizable, but with a moderate growth rate, suggesting it’s a mature, stable entity with steady revenue. The bottom-right contains BU3 and BU4, smaller units with lower growth, likely representing niche or declining segments. BU5 and BU6 are in the bottom-left, indicating small, slow-growing or declining units, possibly candidates for divestment or restructuring.
The slide emphasizes the current balance of the portfolio, highlighting where the company’s revenue is concentrated and which units are driving growth. It’s designed to help executives quickly assess the strategic focus areas, identify potential gaps, and prioritize resource allocation. The visual simplicity combined with detailed data points makes it a practical tool for strategic review or decision-making discussions. The inclusion of a version label and branding at the bottom suggests this is a standardized template used for ongoing portfolio analysis.
This PPT slide presents a simplified portfolio matrix designed to categorize products within a business unit. It uses a four-quadrant grid, with axes labeled by growth rate (high to low) and market attractiveness or investment level (more investment to no investment). The top right quadrant, marked as "Star," indicates products with high growth and high investment, suggesting these are key drivers for future revenue. The products listed here are Product B and Product C, which likely represent the most promising assets in the portfolio.
The top left quadrant, labeled "Question mark," contains Product A, positioned as a high-growth, but potentially uncertain or underperforming asset. The question mark signifies that these products may need strategic review or resource reallocation to determine if they can evolve into stars or should be divested.
In the bottom left, the "Dog" segment includes Product G and Product H, characterized by low growth and low investment. These are typically assets that generate minimal returns and may be candidates for divestment or discontinuation.
The bottom right quadrant, labeled "Cash cow," features Products D, E, and F. These products operate in a mature, low-growth environment, but generate steady cash flow, supporting other parts of the portfolio. The icons and color coding reinforce the strategic focus: high investment for growth, cautious management for mature assets, and potential divestment for underperformers.
Overall, this slide offers a quick visual assessment of product positioning, helping executives prioritize resource allocation, identify growth opportunities, and manage portfolio risks effectively.
This PPT slide highlights the significant impact Product B had on the company's financials in the year 202X. It shows that Product B was the primary driver of total revenue and profit growth during that period. The visual comparison uses bar charts to emphasize the contribution of Product B relative to other products. On the revenue side, Product B contributed $50 million out of a total $100 million, indicating it accounted for half of the total revenue. Similarly, on the profit side, Product B generated $30 million, which is two-thirds of the total $45 million profit. The slide underscores the importance of Product B as a key revenue and profit contributor, suggesting that strategic focus on this product was likely a priority. The data implies that Product B's performance was a major factor behind overall financial success, which could inform future investment, marketing, or development decisions. For executives, this slide signals the need to analyze what made Product B so impactful—whether it was market demand, pricing strategy, or operational efficiencies—and how to sustain or expand this momentum. The visual simplicity and clear metrics make it easy to grasp the core message quickly, making it a useful reference point for strategic discussions or performance reviews. Overall, the slide presents a compelling case for prioritizing Product B in ongoing strategic planning.
This PPT slide highlights a core issue faced by many organizations: their difficulty in both formulating and executing effective corporate or business strategies. It presents a strategy/execution matrix that categorizes companies based on the quality of their strategy and execution. The matrix reveals that roughly 30% of firms have a good strategy, but poor execution, while an equal proportion have poor strategies, but good execution. Only about 10% excel in both areas. This indicates a significant gap in strategic management, with most companies either failing to develop sound strategies or struggling to implement them effectively.
The right side of the slide distills key insights. Companies that outperform their peers tend to excel in both strategy and execution. However, the challenge lies in achieving this dual excellence, as most organizations find it difficult to balance the two. The slide underscores that a strategy without execution is merely a dream, and execution without a strategy is a nightmare. This phrase emphasizes the importance of aligning strategic planning with operational capabilities.
For potential clients, the takeaway is clear: improving both strategic clarity and execution capability is essential for sustainable performance. The data suggests that success hinges on a company's ability to bridge the gap between planning and action. This slide serves as a diagnostic tool, helping organizations identify where they fall short and where to focus improvement efforts. It also reinforces that a holistic approach, integrating strategy and execution, is necessary to outperform peers consistently.
This PPT slide outlines a structured, four-phase approach to developing and refining a corporate strategy, emphasizing a long-term perspective of over 20 years. The process begins with a comprehensive internal and external analysis, which involves detailed assessments like financial, HR, marketing, customer, and supplier analyses, along with market sizing, environment scans, and competitor profiling. These steps aim to establish a clear understanding of the current landscape and key influencing factors.
The second phase focuses on strategy tools and frameworks that help shape the strategic direction. It includes answering critical questions about profitability, market entry, product development, and company acquisitions. It also involves managing product portfolios with tools like the GE-McKinsey Matrix and BCG Growth-Share Matrix, alongside growth strategies such as Ansoff and Blue Ocean. Additional frameworks like value chain analysis and value driver trees support the strategic formulation.
The third phase centers on defining the strategy itself. This involves establishing a business model, articulating mission, vision, and values, and creating a strategy map that links strategic objectives to the company’s vision. A balanced scorecard is used to measure performance against strategic goals, supported by strategic pillars that guide focus areas. The phase concludes with identifying potential strategic initiatives and prioritizing business cases and financial models to ensure resource allocation aligns with strategic priorities.
The final phase is strategic planning and execution, which includes setting guiding principles, formulating a detailed strategic plan, and implementing it through governance, dashboards, and objectives. It also emphasizes continuous evaluation and learning from outcomes to refine the strategy over time. The slide underscores that this methodology has been developed over 2 decades, reflecting a tested, iterative process designed to ensure strategic clarity and execution discipline.
This toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants. It includes 600 PowerPoint slides + 50 Excel sheets + 70 minutes of Video Training.
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