麦肯锡ppt图表模板(306p)非常实用课件.ppt

CONFIDENTIAL,Frequently Used Template,1,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2X2 CUBED,Unit of measure,*FootnoteSource:Source,2,2X2 TOWER,Unit of measure,*FootnoteSource:Source,3,5PS MARKETING,Place,Price,Product,Package,Positioning promotion,Product offering,Unit of measure,*FootnoteSource:Source,4,Strategy,Skills,Systems,Staff,Shared values,Structure,Style,7S,Unit of measure,*FootnoteSource:Source,5,ARROW 3D,Unit of measure,*FootnoteSource:Source,6,CUBES1 3D,Unit of measure,*FootnoteSource:Source,7,CUBES2 3D,Unit of measure,*FootnoteSource:Source,8,CUBES3 3D,Unit of measure,*FootnoteSource:Source,9,Text,Text,Text,Text,CUTOUT 3D,Unit of measure,*FootnoteSource:Source,10,New entrant,Suppliers,Industrycompetitors,Buyers,Substitutes,FORCES AT WORK,Unit of measure,*FootnoteSource:Source,11,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,JOINT,Unit of measure,*FootnoteSource:Source,12,Text,Text,Text,Text,LEVEL SEPARATE 4,Unit of 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measure,*FootnoteSource:Source,95,Text,Text,Text,PARALLEL,Unit of measure,*FootnoteSource:Source,96,Text,Text,Text,Text,SPLIT,Unit of measure,*FootnoteSource:Source,97,Text,SURROUND,Unit of measure,*FootnoteSource:Source,98,Text,Text,TWISTED,Unit of measure,*FootnoteSource:Source,99,Text,Text,UP&AWAY,Unit of measure,*FootnoteSource:Source,100,Text,Text,UP&DOWN,Unit of measure,*FootnoteSource:Source,101,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 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 donefrom day to day,A coherent setof actions aimedat 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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 people,3S-4S,Unit of measure,*FootnoteSource:Source,104,Style,Structure,Staff,Strategy,Systems,Skills,Shared values,The way managers collectively behave with respect to use of time,attention and symbolic actions,Capabilities possessed 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 theorganization and commonto most of its members,The processes and and procedures through which things get donefrom day-to-day,The organization chart and accompanying baggage that showwho reports to whom and how tasks are both divided up and integrated,The people in theorganization,considered in terms of corporate demographics,notindividual personalities,A coherent set of actions aimed at gaining a sustainable advantage over competition,7S,Unit of measure,*FootnoteSource:Source,105,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,Unit of measure,*FootnoteSource:Source,106,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,CHANGE BOARD,Unit of measure,*FootnoteSource:Source,107,Delta P,Vision andLeadership,OrganizationalInfrastructure,PerformanceMeasurement,PeopleDevelopment,Communications,Problem SolvingProcess,Client managers(particularly middle management)haveskill to lead programimplementationChange in actual behavior,Action plans sufficient to achieve goalsAgreement on objectives by line managementManagement of high-involvement process,Implementation ornear implementationof required structureand systems,Flow of 2-way communicationsPeoples understanding,belief and contribution to act on vision and action plans,Accurate measurementof action and resultsClear accountabilitiesEarly wins,Visible demonstrationof new vision andvalues by clientleadership,DELTA P,Unit of measure,*FootnoteSource:Source,108,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 toppriority,Retain andgive priority,Retain andmanage forcode orliquidate,Probablydivest,Divest,Divest orliquidate,MACS,Unit of measure,*FootnoteSource:Source,109,Business Strategy,Manufacturing Strategy,Configuration,Systems,ResearchFocus,LaborPolicy,ProductDesign,Makevs.Buy,Organization,ProcessDesign,MANUFACTURING STRATEGY,Unit of measure,*FootnoteSource:Source,110,Restructuring framework,1,5,4,3,2,PENTAGON,Unit of measure,*FootnoteSource:Source,111,Benefit,Price,Competitivedisadvantage,Competitiveadvantage,PRICE BENEFIT,Unit of measure,*FootnoteSource:Source,112,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 CHART,Unit of measure,*FootnoteSource:Source,113,3.,Create andpursue a uniqueadvantage,2.,Resegment the market to create a niche,4.,Exploit uniqueadvantageindustrywide,1.,Do more andbetter of thesame,When tocompete,STRAT GAMEBOARD,Unit of measure,*FootnoteSource:Source,114,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,Unit of measure,*FootnoteSource:Source,115,Selling margin ContributionSales,Selling rateSalesAvailable selling time,EffectivenessContribution Available selling time,Productivity ContributionTotal selling costs,EfficiencyAvailable selling timeTotal selling costs,UtilizationAvailable selling timeTotal sales time,Support intensitySupport costsTotal selling costs,Support leverageTotal sales timeSupport costs,TREE PRODUCTIVITY,Unit of measure,*FootnoteSource:Source,116,Maximizeshareholdervalue,Growthroughculturalinitiative,Redeployassets,Improve corebusinessperformance,Grow throughacquisitionand/or merger,Adopt soundfinancingapproach,VALUE CREATION,Unit of measure,*FootnoteSource:Source,117,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,Unit of measure,*FootnoteSource:Source,118,GANTT10,Header,Text,Unit of measure,*FootnoteSource:Source,119,GANTT15,Header,Text,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,Unit of measure,*FootnoteSource:Source,120,Text,Text,VENN 2,Unit of measure,*FootnoteSource:Source,121,Text,Text,Text,VENN 3,Unit of measure,*FootnoteSource:Source,CONFIDENTIAL,Frequently Used Template,Data Driven,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 it is not a complete record of the discussion.,123,Label 1,Label 2,Label 3,AREA,Unit of measure,*FootnoteSource:Source,124,Label 1,Label 2,Label 3,Label 4,Label 5,BAR,Unit of measure,*FootnoteSource:Source,125,Label 1,Label 2,Label 3,Label 4,Label 5,Label 1,Label 2,Label 3,Label 4,Label 5,TitleUnit of measure,TitleUnit of measure,BAR 2,Unit of measure,*FootnoteSource:Source,126,Label 1,Label 2,Label 3,Label 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