经典麦肯锡模板(详细版).ppt

CONFIDENTIALFrequently Used Template Conceptual Template June 2002 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&Company.This material was used by McKinsey&Company during an oral presentation;it is not a complete record of the discussion.TextTextTextTextTextTextTextTextTextText2X2 CUBEDUnit of measure*FootnoteSource:Source1.2X2 TOWERUnit of measure*FootnoteSource:Source2.5PS MARKETINGUnit of measure*FootnoteSource:Source3.StrategySkillsSystemsStaffShared valuesStructureStyle7SUnit of measure*FootnoteSource:Source4.ARROW 3DUnit of measure*FootnoteSource:Source5.CUBES1 3DUnit of measure*FootnoteSource:Source6.CUBES2 3DUnit of measure*FootnoteSource:Source7.CUBES3 3DUnit of measure*FootnoteSource:Source8.TextTextTextTextCUTOUT 3DUnit of measure*FootnoteSource:Source9.New entrantSuppliersBuyersSubstitutesFORCES AT WORKUnit of 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TITLETextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextUnit of measure*FootnoteSource:Source54.BLADESTextTextTextTextUnit of measure*FootnoteSource:Source55.BOXTextTextTextTextUnit of measure*FootnoteSource:Source56.BOXTextTextTextTextUnit of measure*FootnoteSource:Source57.CYCLE 1TextTextTextUnit of measure*FootnoteSource:Source58.CYCLE 2TextTextUnit of measure*FootnoteSource:Source59.CYCLE 3TextTextTextUnit of measure*FootnoteSource:Source60.CYCLE 4TextTextTextTextUnit of measure*FootnoteSource:Source61.CYCLE 5TextTextTextTextTextUnit of measure*FootnoteSource:Source62.CYCLE 6TextTextTextTextTextTextUnit of measure*FootnoteSource:Source63.CYCLE 7TextTextTextTextTextTextTextUnit of measure*FootnoteSource:Source64.CYCLE 8TextTextTextTextTextTextTextTextUnit of measure*FootnoteSource:Source65.TextINCOMINGTextTextTextTextTextUnit of measure*FootnoteSource:Source66.RIBBONTextTextTextTextTextUnit of measure*FootnoteSource:Source67.RINGTextTextTextTextTextUnit of measure*FootnoteSource:Source68.UPON 2TextTextUnit of measure*FootnoteSource:Source69.CONTINUOUSTextTextTextTextTextTextTextTextUnit of measure*FootnoteSource:Source70.CUTOUTTextTextTextTextUnit of measure*FootnoteSource:Source71.LINEAR ATextTextTextUnit of measure*FootnoteSource:Source72.LINEAR BTextTextTextTextUnit of measure*FootnoteSource:Source73.LINEAR CTextTextTextUnit of measure*FootnoteSource:Source74.LINEAR DTextTextTextUnit of measure*FootnoteSource:Source75.LINEAR ETextTextTextTextUnit of measure*FootnoteSource:Source76.LINEAR FTextTextTextUnit of measure*FootnoteSource:Source77.LINEAR GTextTextTextUnit of measure*FootnoteSource:Source78.LINEAR HTextTextTextTextUnit of measure*FootnoteSource:Source79.LINEAR ITextTextUnit of measure*FootnoteSource:Source80.LINEAR JTextTextTextTextUnit of measure*FootnoteSource:Source81.LINEAR KTextTextTextTextTextTextUnit of measure*FootnoteSource:Source82.LINEAR NTextTextTextTextUnit of measure*FootnoteSource:Source83.LINEAR PTextTextTextUnit of measure*FootnoteSource:Source84.LINEAR QTextTextUnit of measure*FootnoteSource:Source85.PROPELLERTextTextTextUnit of measure*FootnoteSource:Source86.STEP 5TextTextTextTextTextUnit of measure*FootnoteSource:Source87.TextTextTextText2 ON 1Unit of measure*FootnoteSource:Source88.TextTextTextTextTextTextAGAINSTUnit of measure*FootnoteSource:Source89.TextTextTextTextTextAT WORKUnit of measure*FootnoteSource:Source90.TextTextCOUPLED HORIZUnit of measure*FootnoteSource:Source91.TextTextCOUPLED VERTUnit of measure*FootnoteSource:Source92.TextTextTextTextFOCUSEDUnit of measure*FootnoteSource:Source93.New entrantSuppliersIndustry competitorsBuyersSubstitutesFORCES AT WORKUnit of measure*FootnoteSource:Source94.TextTextTextPARALLELUnit of measure*FootnoteSource:Source95.TextTextTextTextSPLITUnit of measure*FootnoteSource:Source96.TextSURROUNDUnit of measure*FootnoteSource:Source97.TextTextTWISTEDUnit of measure*FootnoteSource:Source98.TextTextUPAWAYUnit of measure*FootnoteSource:Source99.TextTextUP&DOWNUnit of measure*FootnoteSource:Source100.The way managerscollectively behave with respect to useof time,attention,and symbolic actions The people in the organization,consideredin terms of corporate demographics,not individual personalitiesThe 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 donefrom day to day A coherent setof actions aimedat gaining asustainableadvantage over competition Capabilitiespossessed bythe organizationas a whole asdistinct from theindividuals.Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5SUnit of measure*FootnoteSource:Source101.CustomerClientsDistributorsCompetitorsSuppliers3CS TRIANGLEUnit of measure*FootnoteSource:Source102.SkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent set ofactions aimed at gaining a sustainable advantageover competition The organization chart andaccompanying baggage that showwho reports to whom and how tasks are both divided up and integrated The people in the organization,considered interms of corporatedemographics,notindividual personalities The way managers collectively behave with respect to use of time,attention and symbolic actions The processes and proceduresthrough which things get donefrom day-to-dayThose ideas of what is rightand desirable(in corporateand/or individual behavior)which are typical of theorganization and commonto most of its members Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary people3S-4SUnit of measure*FootnoteSource:Source103.StyleStructureStaffStrategySystemsSkillsShared valuesThe way managers collectively behave with respect to use of time,attention and symbolic actionsCapabilities possessed by the organization as a whole as distinct from the individuals.Some companies perform extraordinary feats with ordinary peopleThose ideas of what is right and desirable(in corporate and/or individual behavior)which are typical of theorganization and commonto most of its membersThe processes and and procedures through which things get donefrom day-to-dayThe organization chart and accompanying baggage that showwho reports to whom and how tasks are both divided up and integratedThe people in theorganization,considered in terms of corporate demographics,notindividual personalitiesA coherent set of actions aimed at gaining a sustainable advantage over competition7SUnit of measure*FootnoteSource:Source104.Competitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIOUnit of measure*FootnoteSource:Source105.Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesCHANGE BOARDUnit of measure*FootnoteSource:Source106.Delta Delta P P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers(particularly middle management)haveskill to lead programimplementationChange in actual behaviorAction plans sufficient to achieve goalsAgreement on objectives by line managementManagement of high-involvement processImplementation ornear implementationof required structureand systemsFlow of 2-way communicationsPeoples understanding,belief and contribution to act on vision and action plansAccurate measurementof action and resultsClear accountabilitiesEarly winsVisible demonstrationof new vision andvalues by clientleadershipDELTA PUnit of measure*FootnoteSource:Source107.Natural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporatecenter skillsBusiness unit linkagesTaxation/valuationdifferences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack”Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest orliquidate MACSUnit of measure*FootnoteSource:Source108.Business StrategyManufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYUnit of measure*FootnoteSource:Source109.Restructuring framework 1 5 4 3 2 PENTAGONUnit of measure*FootnoteSource:Source110.Benefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFITUnit of measure*FootnoteSource:Source111.Appraise performanceand prospects Developstrategy Redesignpivotal jobs Design the skillbuilding process Assess changereadiness Top downaction programs Bottom up action programs 1 2 4 5 6 7 8 3 SMILE CHARTUnit of measure*FootnoteSource:Source112.3.Create andpursue a uniqueadvantage 2.Resegment the market to create a niche4.Exploit uniqueadvantageindustrywide 1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARDUnit of measure*FootnoteSource:Source113.Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage-mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGEUnit of measure*FootnoteSource:Source114.Selling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITYUnit of measure*FootnoteSource:Source115.MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONUnit of measure*FootnoteSource:Source116.Real Perceived Clients relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueVALUE SOURCESUnit of measure*FootnoteSource:Source117.GANTT10HeaderTextUnit of measure*FootnoteSource:Source118.GANTT15HeaderText#Unit of measure*FootnoteSource:Source119.TextTextVENN 2Unit of measure*FootnoteSource:Source120.TextTextTextVENN 3Unit of measure*FootnoteSource:Source121.CONFIDENTIALFrequently Used Template Data DrivenTemplate June 2002 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&Company.This material was used by McKinsey&Company during an oral presentation;it is not a complete record of the discussion.Label 1Label 2Label 3AREAUnit of measure*FootnoteSource:Source123.Label 1Label 2Label 3Label 4Label 5BARUnit of measure*FootnoteSource:Source124.Label 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5TitleUnit of measureTitleUnit of measureBAR 2Unit of measure*FootnoteSource:Source125.Label 1Label 2Label 3Label 4Label 5BAR BUTTEDUnit of measure*FootnoteSource:Source126.Label 1Label 2Label 3Label 4Label 5000000000000000SeriesSeriesBAR STACKEDSeriesUnit of measure*FootnoteSource:Source127.Label 1Label 2Label 3Label 4Label 5000000000000000100%=SeriesSeriesBAR STACKED 100%SeriesUnit of measure*FootnoteSource:Source128.TitleUnit of measureTitleUnit of measureLabel 1Label 2Label 3Label 4Label 5Label 6BUBBLEUnit of measure*FootnoteSource:Source129.Label 1Label 2Label 3Label 4Label 5COLUMNUnit of measure*FootnoteSource:Source130.Label 1 Label 2 Label 3 Label 4 Label 5Label 1 Label 2 Label 3 Label 4 Label 5TitleUnit of measureTitleUnit of measureCO