企业咨询图形样板汇编课件

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23、extTextTextTextAT WORK89,,,,,New entrant,Suppliers,Industry,competitors,Buyers,Substitutes,FORCES AT WORK,90,,New entrantSuppliersIndustry B,,,Text,Text,COUPLED HORIZ,91,,TextTextCOUPLED HORIZ91,,,Text,Text,COUPLED VERT,92,,TextTextCOUPLED VERT92,,,,,Text,Text,Text,Text,,FOCUSED,93,,TextTextTextText

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25、& DOWN99,The way managers,collectively behave with respect to use,of time, attention,,and symbolic actions,The people in the organization, considered,in terms of corporate demographics, not individual personalities,The organization chart and accompanying baggage that show who reports to whom and how

26、 tasks are,both divided up and integrated,Those ideas of what,is right and desirable,(in corporate and/or individual behavior),which are typical of the organization and common to most of its members,The processes and procedures through which things get done,from day to day,A coherent set,of actions

27、aimed,at gaining a,sustainable,advantage,over competition,Capabilities,possessed by,the organization,as a whole as,distinct from the,individuals.,Some companies perform extraordinary,feats with,ordinary people,,Staff,Systems,Style,Shared,Values,Structure,Skills,Strategy,2,S-5S,100,,The way managers

28、The people in,Customer,Clients,Distributors,Competitors,Suppliers,3,Cs TRIANGLE,101,,CustomerClientsDistributorsCom,,Skills,Shared,values,Strategy,Staff,Structure,Systems,,Style,A coherent set of,actions aimed at gaining a sustainable advantage,over competition,The organization chart and,accompanyi

29、ng baggage that show,who reports to whom and how tasks are both divided up and integrated,The people in,the organization,,considered in,terms of corporate,demographics, not,individual personalities,The way managers collectively behave with respect to use of time, attention and symbolic actions,The

30、processes and procedures,through which things get done,from day-to-day,Those ideas of what is right,and desirable (in corporate,and/or individual behavior),which are typical of the,organization and common,to most of its members,Capabilities,possessed by,the organization,as a whole as,distinct from,

31、the individuals.,Some companies,perform extraordinary,feats with ordinary people,,,,3,S-4S,102,,SkillsSharedStrategyStaffStruc,Style,Structure,Staff,Strategy,Systems,Skills,Shared,values,The way managers collectively behave with respect to use of time,,attention and symbolic actions,Capabilities pos

32、sessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people,Those ideas of what is right and desirable (in corporate and/or individual behavior),which are typical of the,organization and common,to most of its members,The pro

33、cesses and and procedures through which things get done,from day-to-day,The organization chart and accompanying baggage that show,who reports to whom,and how tasks are both divided up and integrated,The people in the,organization, considered in terms of corporate demographics, not,individual persona

34、lities,A coherent set of actions aimed at gaining a sustainable advantage over competition,7,S,103,,StyleStructureStaffStrategySys,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,,,,,,,,,,BUSS PORTFOLIO,104,,Competitive positionLowMediumH,,,Change vision,,,,,,,,,,,

35、,,,Chief Executive,Leadership groups,Down the line,External constitution,,Commitment,,Conviction,,Courage,,Capability,,Individual activity,,Enabling devices,,,,,,,,,CHANGE BOARD,105,,Change visionChief ExecutiveLe,,,,,Delta,P,,Vision and,Leadership,Organizational,Infrastructure,Performance,Measureme

36、nt,People,Development,Communications,Problem,Solving,Process,,Client managers (particularly middle management) haveskill to lead programimplementation,Change in actual behavior,,Action plans sufficient to achieve goals,Agreement on objectives by line management,Management of high-involvement proc

37、ess,,Implementation ornear implementationof required structureand systems,,Flow of 2-way communications,People’s understanding, belief and contribution to act on vision and action plans,,Accurate measurementof action and results,Clear accountabilities,Early wins,,Visible demonstrationof new vis

38、ion andvalues by clientleadership,DELTA P,106,,Delta P Vision andOrganizatio,,,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporatecenter skills,Business unit linkages,Taxation/valuationdifferences,Industry attractiveness,Competiti

39、ve position,Restructuring/rationalization opportunities,“,One of the pack”,Retain and,give top,priority,Retain and,give priority,Retain and,manage for,code or,liquidate,,Probablydivest,,Divest,Divest or,liquidate,,MACS,107,,Natural owner Relative ability,,,,,,,,,,Business Strategy,Manufacturing Str

40、ategy,Configuration,Systems,Research,Focus,Labor,Policy,Product,Design,Make,vs.,Buy,Organization,Process,Design,MANUFACTURING STRATEGY,108,,Business StrategyManufacturing,,Restructuring framework,,1,,5,,4,,3,,2,,PENTAGON,109,,Restructuring framework 1 5 4,,Benefit,Price,,Competitivedisadvantage,Com

41、petitiveadvantage,PRICE BENEFIT,110,,Benefit Price Competitivedisa,,,Appraise performance,and prospects,Develop,strategy,Redesign,pivotal jobs,Design the skill,building process,Assess change,readiness,Top down,action programs,Bottom up action programs,1,2,4,5,6,7,8,3,,,,,,,,SMILE CHART,111,,Apprai

42、se performanceDevelopRed,Real,Perceived,,,,,,Client’s relative ability to extract value,Corporate center skills,Linkages between business units,Financial ownership fit,Industry restructure,Internal controller,Shared resources,Transfer of capability,Vertical integration,Differences in tax position,Ex

43、istence of non-cases objectives,Inefficiencies in financial markets,Difference in valuation technique,,VALUE SOURCES,112,,Real Perceived Client’s relati,,,,,,,,,,,,,,,3.,Create and,pursue a unique,advantage,2.,Resegment the market to create a niche,4.,Exploit unique,advantage,industrywide,,1.,Do mor

44、e and,better of the,same,When to,compete,STRAT GAMEBOARD,113,,3.Create and2.Resegment the ma,,,,,Stage 1,Stage 2,Stage 3,Stage 4,Value system,,Strategic manage-,ment,Externally orientated planning,Forecast based planning,Budget planning,Meet budget and schedule,Predict the future,Think strategically

45、,Create the future,STRAT MANAGE,114,,Stage 1 Stage 2 Stage 3 Stage,,Selling margin,Contribution,Sales,,Selling rate,Sales,Available selling time,,Effectiveness,Contribution Available selling time,,Productivity,,Contribution,Total selling costs,,Efficiency,Available selling time,Total selling costs,,

46、Utilization,Available selling time,Total sales time,,,Support intensity,Support costs,Total selling costs,,Support leverage,Total sales time,Support costs,TREE PRODUCTIVITY,115,,Selling margin Selling rateEff,Maximize,shareholder,value,Grow,through,cultural,initiative,Redeploy,assets,Improve core,bu

47、siness,performance,Grow through,acquisition,and/or merger,Adopt sound,financing,approach,VALUE CREATION,116,,MaximizeGrowRedeployImprove co,GANTT10,,,,,,,,,,,,,,,,,,,,,,,,Header,Text,117,,GANTT10<##,GANTT15,,,,,,,,,,,,,,,,,,Header,Text,##,##,##,##,##,##,##,##,##,##,##,##,##,##,##,##,118,,GANTT15Head

48、erText#############,,,,,,Text,Text,Text,Text,LEFT TO RIGHT,119,,TextTextTextTextLEFT TO RIGHT1,,,,,,,,,,,Text,Text,Text,Text,Text,Process objectives,Text,,Sub-objectives,STUDY OBJECTIVE,120,,TextTextTextTextTextProcess ob,,,,,,,,,Text,Text,Text,Text,Text,Text,Text,TOP DOWN,121,,TextTextTextTextTextT

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53、,,,,Plan,Implement,Support,LINKS 3,137,,PlanImplementSupportLINKS 3137,,,,,,,,,,,,,,,,Text,Text,WAY THRU,138,,TextTextWAY THRU138,,,,,,,,,,,,,Text,Text,Text,Text,Text,Text,Text,Text,Text,DECISIONS,139,,TextTextTextTextTextTextTextTe,,,,Text,Text,Text,LOOPS,140,,TextTextTextLOOPS140,,,,,,,Text,Text,T

54、ext,ROLLERS,141,,TextTextTextROLLERS141,,,,Text,Text,Text,LEVEL 03,142,,TextTextTextLEVEL 03142,,,,,Text,Text,Text,Text,LEVEL 04,143,,TextTextTextTextLEVEL 04143,,,,,,,,,,Text,Text,Text,Text,Text,Text,Text,Text,Text,LEVEL 09,144,,TextTextTextTextTextTextTextTe,,,,,,,,,,,Text,Text,Text,Text,Text,Text

55、,Text,Text,Text,Text,LEVEL 10,145,,TextTextTextTextTextTextTextTe,,,Text,Text,LEVEL INVERTED 02,146,,TextTextLEVEL INVERTED 02146,,,,Text,Text,Text,LEVEL INVERTED 03,147,,TextTextTextLEVEL INVERTED 031,,,,,Text,Text,Text,Text,LEVEL INVERTED 04,148,,TextTextTextTextLEVEL INVERTED,,,,,,,,,,Text,Text,T

56、ext,Text,Text,Text,Text,Text,Text,LEVEL INVERTED 09,149,,TextTextTextTextTextTextTextTe,,,,,,,,,,,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,LEVEL INVERTED 10,150,,TextTextTextTextTextTextTextTe,,,Text,,Text,2,AROUND,151,,TextText2 AROUND151,,,,,,Text,Text,Text,Text,Text,4,IN 1 SQUARE,152,,Te

57、xtTextTextTextText4 IN 1 SQU,,,Text,Text,Text,Text,4,IN 1 TRI,153,,TextTextTextText4 IN 1 TRI153,,,,,,,Text,Text,Text,Text,Text,Text,SIZES IN,154,,TextTextTextTextTextTextSIZES,,,,,,,,,,,Text,Text,CROSS SECTION,155,,TextTextCROSS SECTION155,,,,,,Text,Text,Text,Text,Text,,,Text,Text,HONEYCOMB,156,,Te

58、xtTextTextTextTextTextTextHO,,,,,,,,,,,,,,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,JOINT,157,,TextTextTextTextTextTextTextTe,,,,Text,Text,Text,PYRAMID,158,,TextTextTextPYRAMID158,,,,,,Text,Text,Text,Text,SPOTLIGHT,159,,TextTextTextTextSPOTLIGHT159,,,,,Text,Text,,VENN 2,160,,TextTextVENN 216

59、0,,,,,,,Text,Text,Text,,,,VENN 3,161,,TextTextTextVENN 3161,STICKER,ILLUSTRATIVE,CONFIDENTIAL,ESTIMATE,EXAMPLE,FOR DISCUSSION ONLY,FOR DISCUSSION,PRELIMINARY,DRAFT,162,0000P1EYYMMDD.CHARGEXXXPR,STICKERILLUSTRATIVECONFIDENTIA,STICKER OTHER,CONFIDENTIAL,DISCUSSION DRAFT,DISGUISED CLIENT EXAMPLE,PRELI

60、MINARY DRAFT,PRELIMINARY ESTIMATE,DISCUSSION DRAFT,DISGUISED,DRAFT FOR DISCUSSION,SAMPLE,BACKUP,HYPOTHESIS,STRAW MAN,TO BE COMPLETED,PROPOSED,REVISED,ROUGH ESTIMATE,CONCEPTUAL,163,0000P1EYYMMDD.CHARGEXXXPR,STICKER OTHERCONFIDENTIALDISG,LEGENDS,Legend,Legend,Legend,,,,164,0000P1EYYMMDD.CHARGEXXXPR,L

61、EGENDSLegend1640000P1EYYMMDD.,McKINSEY LOGO,165,0000P1EYYMMDD.CHARGEXXXPR,McKINSEY LOGO1650000P1EYYMMDD.,MOONS,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,Very attractive,Average,Very unattractive,Very attractive,Average,Very unattractive,,,,,,,166,0000P1EYYMMDD.CHARGEXXXPR,MOONSVery attractiveVer

62、y attra,,,,,,ARROWS,,167,0000P1EYYMMDD.CHARGEXXXPR,ARROWS1670000P1EYYMMDD.CHARGEX,MISC,ü,û,–,168,0000P1EYYMMDD.CHARGEXXXPR,MISCüû–1680000P1EYYMMDD.CHARGE,DISCLAIMERS CLIENT,This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution

63、 outside the client organization without prior written approval from McKinsey & Company.,169,0000P1EYYMMDD.CHARGEXXXPR,DISCLAIMERS CLIENTThis report,DISCLAIMERS INTERNAL,This report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey

64、& Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Company. If you are not the intended recipient of this report, you are hereby notified that the use, circulation, quoting, or reproducing of this report is strictly prohibited and

65、may be unlawful.,170,0000P1EYYMMDD.CHARGEXXXPR,DISCLAIMERS INTERNALThis repor,DISCLAIMERS PRESENTATION,This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey it is not a complete record of the discussion.,171,0000P1EYYMMDD.CHARGEXXXPR,DISCLAIMERS PRESENTATIONThis r,WORLD MAP,,,,,,172,0000P1EYYMMDD.CHARGEXXXPR,WORLD MAP1720000P1EYYMMDD.CHAR,