Consulting Basic

Introduction
Objectives and content of the

program
Introduction
Module I
Module II
Module III
Module V
Roll-out
Qtr 1
4
Qtr 2
Qtr 3
Qtr
Action 1
Action 2
Action 3
Action 4
Action 5
Module VI
Conclusion
Module IV
Contents
Administrative issues
Strategy and its importance for A.T. Consulting
Defining strategy and how business unit strategy compares to other types of strategy
Objectives of A.T. Consultings Business Unit Strategy Training Program
Content of A.T. Consultings Business Unit Strategy Training Program
A.T. Consulting BUSINESS UNIT STRATEGY TRAINING
Introduction
Welcome to the Business Unit Strategy Training Program
Help make ATK

strategy capable
Network with likeminded colleagues
Develop skills in
strategic analysis
Goals of the
Business Unit
Strategy
Training
Program
Share and test

experiences with
others
Think about business

issues from a strategic
perspective
Source: A.T. Consulting
Introduction
About the creation of this program
The program was conceived and developed by the Global Strategy Initiative
(GSI), an initiative begun in 1997 to raise A.T. Consultings strategy
capability. The program is one of several deliverables resulting from the GSI
The program materials were developed by a team of A.T. Consulting
consultants from around the world over the course of 9 months
The program was created using a bottom-up approach, in which sources
from around the firm and academia were gathered and with time filtered into
the finished product
This is the first version of the business unit training program. It will be
updated and improved on a regular basis by a new team of A.T. Consulting
consultants
Introduction
Personal introductions
Name
Office
Experience with A.T. Consulting
Experience before A.T. Consulting
Specific strategy highlights
Introduction
What is your perspective on strategy, and what are your expectations of the
course?
What is your view on business unit strategy in

general?
What is your view on A.T. Consulting and business

unit strategy?
What are your expectations with regard to this
training program?
Introduction
Schedule for the A.T. Consulting Business Unit Strategy Training Program
Time
Monday
Tuesday
Wednesday
Thursday
Friday
Module II
Module III
Module V
Final presentation
8-9
Introduction
9-10
10-11
11-12
12-1
Module I
1-2
Lunch
Conclusion
Lunch
Lunch
Lunch
2-3
3-4
Module VI
Guest Speaker
Module IV
Guest Speaker
4-5
Case preparation
Case preparation
Case preparation
Strategy literature
review
7-8
Case presentation
Case presentation
Case presentation
Case Dinner
preparation
8-9
Dinner
Dinner
Dinner
Dinner
5-6
Lunch
6-7
9-10
10-?
Introduction
What are our expectations of you?
Expectation
Comments
Attentive
Give your attention and participate
Punctual
Be punctual to ensure efficient time management we have a lot of material to cover
Curious
Ask questions - there are no bad ones
Team-oriented
Work within teams to reinforce concepts and

enhance learning - and give it your full effort
Resourceful
Draw upon what you have learned in the course

and knowledge you have gained through project
experiences and other schooling to augment
analyses, presentations and group learning
Helpful
Provide feedback so we can make the course even

better
Introduction
Contents
Introduction
The consulting industry has undergone continuous change during the past two
decades
1980-1989
1990-1997
1998
External trends Globalization of markets
Deregulation
Convergence of industries
Dismantling of conglomerates
Downsizing
Digital world
Virtual companies
Outsourcing
Regionalization (EU, NAFTA,
APEC)
Concentration of industries
Consultants
value
proposition
Building strategy capabilities

Cost reduction
Organizational design
Industry knowledge/insights
Process facilitators on
operations/IT
End-to-end capabilities
Key players
McKinsey
BCG
Bain
BoozAllen & Hamilton
McKinsey
A.T. Consulting
BCG
Bain
BoozAllen & Hamilton
Big six
McKinsey
A.T. Consulting
Big six (Big four)
International office network

Industry practices
CEO control
Integrated solutions
Key factors for Problem solving capabilities

success
Note: BCG, Bain, and BoozAllen & Hamilton are not considered as key players of the future, based on with their present strategy focused
offering. Shifts in focus or mergers and acquisitions can make these players more viable competitors in the future
Introduction
10
A.T. Consulting must improve its strategy capability to become

end-to-end capable
Strong capabilities
Weak capabilities
A.T. Consultings current value proposition
A.T. Consultings end-to-end capabilities

Strategy
Operations
Information
technology
Need for
improvement
on a global
basis
Introduction
11
Introduction to A.T. Consultings Strategy Practice
Strategy practice mission statement
We seek to build the premier capability in developing value and growth

strategies for major corporations worldwide and in driving implementation
to measurable results
We shall broaden our

service offerings to
include greater
perception, ideas,
frameworks and
methodologies for
solving corporate and
business unit issues
We shall broaden our

focus to strengthen
current account
relationships, while
building relationships
with the leaders of the
future
We shall achieve the

image as a great
strategic consulting
company based on
delivering superior
contributions
We shall focus on
further developing the
growth potential
across industries,
particularly as it
relates to information
and technology
Introduction
12
A.T. Consultings value proposition in strategy
A.T. Consultings Strategy Practice helps

clients turn strategy into action. It sees
strategy as the design of the entire business
system and an integrated set of actions to
continuously create and redefine competitive
advantage. This is done through superior
customer value with the aim of maximizing
shareholder value in the long term
Introduction
13
Contents
Introduction
14
Some strategy definitions

Author(s)
Definition
Sun Tzu
Strategy is the great work of the organization. In situations of life or death, it is

the Tao of survival or extinction. Its study cannot be neglected
Alfred D. Chandler, Jr.
The determination of the long run goals and objectives of an enterprise, and the
adoption of courses of action and the allocation of resources necessary for
carrying out these goals
Kenichi Ohmae
Strategy is the way in which a corporation endeavors to differentiate itself

positively from its competitors, using its relative corporate strengths to better
satisfy customer needs

James Brian Quinn
Strategy is the pattern or plan that integrates an organization's major goals,

policies, and action sequence into a cohesive whole. A well-formulated strategy
helps to marshall and allocate an organizations resources into a unique and viable
posture based on its relative internal competencies and shortcomings, anticipated
changes in the environment, and contingent moves by intelligent opponents

Michael Porter
Strategy is the matching of a companys strengths and weaknesses to the
opportunities and threats in the environment

Gerry Johnson & Kevan
Scholes
Strategy is the direction and scope of an organization over the long term: ideally,
which matches its resources to its changing environment, and in particular its
markets, customers or clients so as to meet stakeholder expectations

Source: Want, R.L. (1988); A New Translation of Sun Tzus Classic The Art of War;Chandler, A.D. (1960); Strategy and Structure; Ohmae, K.
(1976); Mind of the Strategist; Quinn, J.B. (1988); Strategies for Change; Porter, M.E. (1980); Competitive Strategy; Johnson, G. & Scholes, K. (1993);
Exploring Corporate Strategy
Introduction
15
A.T. Consultings business unit strategy definition enables consultants to carry out
an acid test as to whether the client has a clear strategy that can enable the
company to achieve success
A Business Unit Strategy is about ...
an integrated set
of actions . . .
Does the client

manage the
value chain in an
integrated way?
Does its plan
include all of the
needed actions?
to design the
entire value
system . . .
Is the delivery
mechanism in
place to meet
strategic
objectives?
Is the value
system effectively
structured?
to continuously
create and redefine competitive
advantage . . .
through
superior
customer
value . . .
with the aim of

maximizing
shareholder
value in the
long-term
Is the client's
business
competition
oriented?
Is the client's
business
customer
oriented?
Does the
company have a
key strategic
objective?
Is the competitive
advantage
sustainable?
Does the
customer
perceive
sufficient value?
Is the company
maximizing
shareholder
value?
Introduction
16
The A.T. Consulting definition of BU strategy reflects the importance that the firm
places on strategy for the future success of the company
an integrated set of
actions . . .
A program of specified organizational, manufacturing, financial, and managerial actions

aimed at integrating all resources of a BU towards a common goal
to design the entire value

system . . .
The sequence of steps and their respective elements (technology, production design,
sales, distribution, etc.) by which companies in a given business produce their goods or
services and deliver to the customer
to continuously create
and redefine competitive
advantage . . .
Competitive advantage is what a company possesses when it earns or has the potential to
earn a higher ratio of profit than its competitors. Competition without an advantage for
any particular competitor results in a totally competitive market. The markets forces will
not allow any company to realize any returns beyond the cost of equity
Competitive advantage needs to be sustainable in a way that competitors cannot copy or
nullify the particular advantage
through superior
customer value . . .
The value that an end-user receives from the product, which could be economic (low
price through cost reduction) or perceived benefit (qualitative) contributed by the product
with the aim of

maximizing shareholder
value in the
long-term
By maximizing profits, companies maximize shareholder value (the economic value

received by owners of equity through dividend payments and/or increases in share price).
Shareholder value maximization is widely seen as the appropriate goal of a company and
the primary yardstick for measuring performance
Introduction
17
Although strategy can encompass corporate, business unit and functional strategy,
the focus of this training program is on the business unit
Industry
Corporate strategy and finance

M&A&D
Design of the corporation and
corporate center
Resource allocation
Market and
competitive
strategies
Business unit
Corporate
Business unit strategy

defines how the
company competes
within a particular
industry or market
Strategies for industry

restructuring
Corporate strategy defines the

scope of the company in terms of
the industries and markets in which
its various business units compete
Business unit
R&D
Personnel
Finance
Production
Where to compete
How to compete
Functional strategy
defines the detailed
deployment of
resources at the
operational level
Sales and
marketing
Introduction
18
What is a strategic business unit (SBU)?
Definition of an SBU
Some traditional characteristics
A strategically and functionally distinct

execution-oriented entity that is usually
a subset of a corporation
A unit that has a:
Well-defined market (or market
segments)
Well-defined group of competitors
Well-defined business system that
serves the market
A unit grouped as such to optimize the
collective organizational capabilities
among its constituent entities
It is a single business, often with its own

P&L responsibilities, or collection of
related businesses that can be planned
separately from the rest of the
corporation/other business units
It has its own competitors, which it is
trying to surpass
It has a manager who is responsible for
strategic planning, profit, and
performance
Source: A.T. Consulting; Kotler, P. (1997); Marketing Management

Introduction
19
The main elements of a business unit strategy

Product/market
Where to compete
In which segments should the

company compete?
Strategic roadmap
When to compete
Iterative
process
Capabilities?
Action?
Critical
path
Business system
How to compete
R&D
Design Manuf. S&M Service
Competitor reaction?
At what time and in which sequence
should a strategy be executed?
How should the business

system be designed?
Introduction
20
Strategy projects differ from other types of engagements in several ways
Unique to each engagement and therefore issue-driven and more

flexibly structured
There is not one approach that will work for every situation.
However, for every company in every situation, there will be an
ideal approach
Broader in scope
More long-term oriented in nature and results might often be
intangible for several years
Characterized by ambiguity and a high degree of uncertainty as
consultants often dont know where the project will end up
Characterized by many iterations throughout the project due to
new findings which can result in changes to the scope and the
nature of the project
Characterized by a process and not a single approach
Introduction
21
Strategy projects differ from other consulting projects in their process approach
Mechanical
systems thinking
Intuition
Strategic thinking
Problem
prototype
Process of
thought
Solution
Rearrangement of
elements
Local optimization, or
seeing the tree, not the
forest
Source: Ohmae, K. (1976); The Mind of the Strategist

Transformation or
changed configuration
Introduction
22
Contents
Introduction
23
The main objectives of the program
Company objectives
Individual objectives
Strengthen A.T. Consultings overall strategy

consulting delivery capabilities
Raise A.T. Consulting consultants strategy
skills to a higher level
Add to portfolio of consulting skills

Offer broader career possibilities within A.T.
Consulting
Satisfy intellectual curiosity
Teach A.T. Consulting consultants techniques

likely to be applied in many future strategy
engagements
Broaden ones perspective towards consulting

engagements
Teach A.T. Consultings unique and executionoriented perspective on strategy

Establish a common vocabulary and point-ofdeparture for all A.T. Consulting strategy
engagements
Introduction
24
Take-away objectives from the instruction and case sections of the program
The instruction section
The case section
Understanding of the fundamental strategy

analysis techniques
Reinforce the concepts taught during the class
Familiarization with strategy concepts that

consultants are most likely to apply
Understand when, how, and to what extent to

apply the techniques - realizing that use of the
analyses will vary with each engagement
Endowment of knowledge that enables

consultants to know where to go, when asked
to use the techniques
Realize that other project-specific strategy

techniques are also required in a consulting
engagement
Ability to practically apply the knowledge

gained from the course in strategy engagements
Understand how to structure a logical and

methodical game plan when approaching a
strategy project
Be prepared to hit the ground running when
staffed on an assignment
Introduction
25
The objective of the training program is to teach a set of techniques that form the
building blocks of analysis in strategy engagements and not to teach an approach
Issue/client
objective
Framework
Solved by
Defines
Approach
Contains
Deliverable
Shows
Technique
Shows
Example
Uses
Tool
Framework
A question which expresses the clients concern or the uncertainties which must be resolved to achieve the clients
objective. Issue questions are not rhetorical, they should have clear alternative solutions and significant consequences
associated with the answer
A way of looking at a clients business issue; a set of building blocks, planks or beliefs that determine at a high level
how we might approach a client issue; that ultimately translates to a collection of deliverables
Approach
A logical structure or sequence of deliverables that might span frameworks. There is no one approach to strategy
Deliverable
A result or insight necessary for the client to reach its objective; that which A.T. Consulting delivers to our client (or to
internal clients within A.T. Consulting) as a result of our proposed solutions and engagement efforts
Technique
A method, model, or calculation that produces a deliverable
Tool
A spreadsheet, model, database, survey or software used as part of a technique to produce a deliverable
Example
A specific illustration or application of a deliverable, technique, or tool, generally drawn from a client engagement but
sanitized so that the client is unrecognizable
Business issue
Source: A.T. Consulting, Centres of Excellence
Introduction
26
This program focuses on teaching techniques because there is not a standard

approach to strategy
Techniques allow consultants to:
Be flexible in modeling analyses

after issues instead of being confined
to rigid approaches that may not be
relevant in all engagements
Think with a strategic perspective
Adapt skills to other types of
consulting engagements
Overall strategy
frameworks and
approaches are not the
focus of this program as
they vary greatly from
client to client and
project to project
Introduction
27
The training program focuses intensively on exercises and examples to ensure that
the theoretical knowledge can be practically applied
Module
Example
Exercise
Oil and gas services

company
Big Kahuna Company/

Cessna Aircraft Company
II
Food and beverage industry
Airline industry
III
Copier company
Coca Cola
IV
n.a.
n.a.
Automotive industry
Petroleum industry
VI
n.a.
n.a.
Case
Motorola
Introduction
28
The techniques taught in this program do not cover all of the areas
that might be relevant in strategy projects
The techniques which are

taught in the program are the
most commonly used
techniques in BU strategy
engagements
However, some techniques are
not described, because they
either are covered by other
training programs or do not
specifically relate to BU
strategies
Change
Management
(Enterprise
Transformation
)
Illustrative
Finance
(CEO Agenda)
BU strategy program
Purchasing
(Strategic Sourcing)
Introduction
29
This program is complementary to A.T. Consultings other major training

programs
Orientation
NCO
Engagement
execution
BUS/
SS
Engagement
management
Business
development
Account
management
LSPD
Leadership
CEO:
CEO Agenda
ET:
Revised version of
Transforming the
Enterprise
MS:
VP- Mind setting

program
NCO:
New Consultant
Orientation (including
Pyramid and
Consultant Process
Workshop)
SS:
Strategic Sourcing
Officer
Principal
Manager
Associate
MS
BA
Business
process
Target
audience
Business Unit Strategy
LSPD: Lead Strategy and

Proposal Development
ET
CEO
BUS:
Introduction
30
This program can be viewed as A.T. Consultings chess book
If A.T. Consulting were a

chess club, it would want
to establish a set of
commonly used,
advanced and structured
techniques to play its
own game
To help clarify these

techniques and their use,
we are putting them in a
chess book for the use
of all club members
The goal of the chess

book is not to develop
new or proprietary
techniques, but to collect
and explain the most
commonly used ones to
ensure coherent and
successful chess playing
Introduction
31
Contents
Introduction
32
The structure of the Business Unit Strategy Training Program

Module II
Structure and
dynamics of the
industry
Module I
Identification of the key
issues of the
engagement
Module III
Characteristics and
dynamics of the
individual companies
Module V
Definition and
evaluation of strategic
alternatives
Module VI
Implementable
recommendations
Roll-out
Qtr 1
Qtr 2
Qtr 3 Qtr 4
Action 1
Action 2
Action 3
Action 4
Action 5
Module IV
Execution
capacity of the
client
Note: The order of presentation of the curriculum elements should not be interpreted as a sequential guideline for a strategy engagement. Different
elements of the program may be referenced at different times in the engagement
Introduction
33
The content of the program is structured such that related techniques are
categorized into deliverables and related deliverables into modules
Module: A collection of deliverables that

together address a key issue
Deliverable: A collection of techniques
that address specific issues
or sub-issues
Technique: A specific analysis
performed to test
hypotheses
* Exercises are located separately in a workbook

Description: A technique put into context through

a definition and/or a description
Usage:
Why, how, and when the technique is

applied
Methodology: The process for using the technique

Example:
A real-life presentation of a
technique as it would be presented in
its completed form
Exercise*:
A short exercise that requires the

participants to employ the technique
Conclusion:
A summary of key points, strengths,

weakness, and references
Introduction
34
Modules I and II: Deliverables and Techniques
Module
Deliverable
Technique
I. Identification of the key issues

of the engagement
Key issues of the engagement
Issue analysis
II. Structure and dynamics of the

industry
Industry structure
Players analysis
Strategic group analysis
Substitution analysis
Supply chain analysis
Exit and entry barrier assessment
Development of the industry
Industry strategic era analysis
Life cycle analysis

Trends analysis
Product/market analysis
Size and growth of the market

Product/market segmentation
Demand and supply economics
Demand and supply economics
Industry analysis frameworks
Structure-conduct-performance
The five forces
The strategic triangle
Introduction
35
Modules III and IV: Deliverables and Techniques
Module
III. Characteristics and dynamics
of the individual companies
Deliverable
Overall company profile
Technique
Purpose of the organization
Stakeholder analysis
Strategic era analysis
Strategic planning framework
Product/market focus
Evaluation of product/market
segments
Overview of the value chain
Value chain analysis

Cost and margin driver analysis
Financial resources and performance
Development over time

Financial ratios
Company analysis frameworks
7S
Benchmarking
SWOT
IV. Execution capacity of the

client
Assessment of execution capacity
Operational capacity assessment

Organizational capacity assessment
Information technology capacity

assessment
Introduction
36
Modules V and VI: Deliverables and Techniques
Module
V.
Definition and evaluation of

strategic alternatives
Deliverable
Decision-making
Technique
Decision tree
Game theory
Long-term scenarios
Scenario planning
End game
Generic strategy frameworks
Three generic strategies

Gaining strategic advantage
The growth matrix
VI. Implementable recommendations
Implementable recommendations
Implementation plans
Introduction
37

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Introduction

Objectives and content of the

Strategy and its importance for A.T. Consulting

Objectives of A.T. Consultings Business Unit Strategy Training Program

Content of A.T. Consultings Business Unit Strategy Training Program

A.T. Consulting BUSINESS UNIT STRATEGY TRAINING

Welcome to the Business Unit Strategy Training Program

Help make ATK

Network with likeminded colleagues

Share and test

Think about business

Source: A.T. Consulting

A.T. Consulting BUSINESS UNIT STRATEGY TRAINING

About the creation of this program

Source: A.T. Consulting

A.T. Consulting BUSINESS UNIT STRATEGY TRAINING

Specific strategy highlights

Source: A.T. Consulting

A.T. Consulting BUSINESS UNIT STRATEGY TRAINING

What is your view on business unit strategy in

What is your view on A.T. Consulting and business

Source: A.T. Consulting

A.T. Consulting BUSINESS UNIT STRATEGY TRAINING

Source: A.T. Consulting

A.T. Consulting BUSINESS UNIT STRATEGY TRAINING

What are our expectations of you?

Source: A.T. Consulting

Give your attention and participate

Be punctual to ensure efficient time management we have a lot of material to cover

Ask questions - there are no bad ones

Work within teams to reinforce concepts and

Draw upon what you have learned in the course

Provide feedback so we can make the course even

A.T. Consulting BUSINESS UNIT STRATEGY TRAINING

Strategy and its importance for A.T. Consulting

Objectives of A.T. Consultings Business Unit Strategy Training Program

Content of A.T. Consultings Business Unit Strategy Training Program

A.T. Consulting BUSINESS UNIT STRATEGY TRAINING

Strategy and its importance for A.T. Consulting

External trends Globalization of markets

Building strategy capabilities

International office network

Key factors for Problem solving capabilities

Strategy and its importance for A.T. Consulting

A.T. Consulting must improve its strategy capability to become

A.T. Consultings current value proposition

A.T. Consultings end-to-end capabilities

Source: A.T. Consulting

A.T. Consulting BUSINESS UNIT STRATEGY TRAINING

Strategy and its importance for A.T. Consulting

Introduction to A.T. Consultings Strategy Practice

Strategy practice mission statement

We seek to build the premier capability in developing value and growth

We shall broaden our

Source: A.T. Consulting

We shall broaden our

We shall achieve the

A.T. Consulting BUSINESS UNIT STRATEGY TRAINING

Strategy and its importance for A.T. Consulting

A.T. Consultings value proposition in strategy

A.T. Consultings Strategy Practice helps

Source: A.T. Consulting

A.T. Consulting BUSINESS UNIT STRATEGY TRAINING