Mckinsey汇总.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,GBUTtem,*,*,资料来源：,Unit of measure,机密,此报告仅供客户内部使用。未经麦肯锡公司的书面许可，其它任何机构不得擅自传阅、引用或复制。,Document,Date,*,资料来源：,Unit of measure,例子,High,Low,Legend,Legend,Legend,Text,Text,Text,Text,Text,Title,x,+,x,+,Text,Text,Text,Text,Text,1,GBUTtem,EXHIBIT TITLE,*,资料来源：,2,GBUTtem,*,资料来源：,Unit of measure,3,GBUTtem,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2 CUBED,*,资料来源：,Unit of measure,4,2,X2 TOWER,*,资料来源：,Unit of measure,5,Place,Price,Product,Package,Positioning promotion,Product offering,5,Ps MARKETING,*,资料来源：,Unit of measure,6,Strategy,Skills,Systems,Staff,Shared,values,Structure,Style,7,S,*,资料来源：,Unit of measure,7,ARROW 3D,*,资料来源：,Unit of measure,8,GBUTtem,CUBES1 3D,*,资料来源：,Unit of measure,9,GBUTtem,CUBES2 3D,*,资料来源：,Unit of measure,10,GBUTtem,*,Footnote,Source:,CUBES3 3D,*,资料来源：,Unit of measure,11,GBUTtem,Text,Text,Text,Text,CUTOUT 3D,*,资料来源：,Unit of measure,12,New 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collectively behave with respect to use of time,attention and symbolic actions,The 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 membersCapabilities,possessed by,the organization,as a whole as,distinct from,the individuals.,Some companies,perform extraordinary,feats with ordinary people,3,S-4S,*,资料来源：,Unit of measure,105,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 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 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,*,资料来源：,Unit of measure,106,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,*,资料来源：,Unit of measure,107,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,Commitment,Conviction,Courage,Capability,Individual activity,Enabling devices,CHANGE BOARD,*,资料来源：,Unit of measure,108,Delta,P,Vision and,Leadership,Organizational,Infrastructure,Performance,Measurement,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 process,Implementation ornear implementationof required structureand systems,Flow of 2-way communications,Peoples understanding,belief and contribution to act on vision and action plans,Accurate measurementof action and results,Clear accountabilities,Early wins,Visible demonstrationof new vision andvalues by clientleadership,DELTA P,*,资料来源：,Unit of measure,109,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,Competitive 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,*,资料来源：,Unit of measure,110,Business Strategy,Manufacturing Strategy,Configuration,Systems,Research,Focus,Labor,Policy,Product,Design,Make,vs.,Buy,Organization,Process,Design,MANUFACTURING STRATEGY,*,资料来源：,Unit of measure,111,Restructuring framework,1,5,4,3,2,PENTAGON,*,资料来源：,Unit of measure,112,Benefit,Price,Competitivedisadvantage,Competitiveadvantage,PRICE BENEFIT,*,资料来源：,Unit of measure,113,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,*,资料来源：,Unit of measure,114,3.,Create and,pursue a unique,advantage,2.,Resegment,the market to create a niche,4.,Exploit unique,advantage,industrywide,1.,Do more and,better of the,same,When to,compete,STRAT GAMEBOARD,*,资料来源：,Unit of measure,115,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,Create the future,STRAT,MANAGE,*,资料来源：,Unit of measure,116,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,Utilization,Available selling time,Total sales time,Support intensity,Support costs,Total selling costs,Support leverage,Total sales time,Support costs,TREE PRODUCTIVITY,*,资料来源：,Unit of measure,117,Maximize,shareholder,value,Grow,through,cultural,initiative,Redeploy,assets,Improve core,business,performance,Grow through,acquisition,and/or merger,Adopt sound,financing,approach,VALUE CREATION,*,资料来源：,Unit of measure,118,Real,Perceived,Clients 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,Existence of non-cases objectives,Inefficiencies in financial markets,Difference in valuation technique,VALUE SOURCES,*,资料来源：,Unit of measure,119,Header,Text,GANTT10,*,资料来源：,Unit of measure,120,Header,Text,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,GANTT15,*,资料来源：,Unit of measure,121,Text,Text,Text,Text,LEFT TO RIGHT,*,资料来源：,Unit of measure,122,Text,Text,Text,Text,Text,Process objectives,Text,Sub-objectives,STUDY OBJECTIVE,*,资料来源：,Unit of measure,123,Text,Text,Text,Text,Text,Text,Text,TOP DOWN,*,资料来源：,Unit of measure,124,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2,*,资料来源：,Unit of measure,125,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2 CUBED,*,资料来源：,Unit of measure,126,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2 EXTENDED,*,资料来源：,Unit of measure,127,Text,Text,Text,Text,Text,Text,2,X2 TOWER,*,资料来源：,Unit of measure,128,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,3,X3,*,资料来源：,Unit of 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2,Label 3,Label 4,Label 5,COST CURVE,*,资料来源：,Unit of measure,147,GBUTtem,ARROWS,*,资料来源：,Unit of measure,148,GBUTtem,This report is solely for the use of client personnel.No part of it may be circulated,quoted,or reproduced for distribution ou