麦肯锡ppt经典模版课件.ppt

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1、CONFIDENTIAL,Frequently 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 it is not a complete record

2、of the discussion.,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,Strat

3、egy,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,

4、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,

5、Text,Text,LEVEL SEPARATE 4,Unit of measure,*FootnoteSource:Source,13,Text,Text,Text,LINEAR A 3D,Unit of measure,*FootnoteSource:Source,14,Text,Text,Text,Text,LINEAR B 3D,Unit of measure,*FootnoteSource:Source,15,Text,Text,Text,LINEAR C 3D,Unit of measure,*FootnoteSource:Source,16,Text,Text,Text,LINE

6、AR D 3D,Unit of measure,*FootnoteSource:Source,17,Text,Text,Text,Text,LINEAR E 3D,Unit of measure,*FootnoteSource:Source,18,Text,Text,Text,LINEAR G 3D,Unit of measure,*FootnoteSource:Source,19,Text,Text,LINEAR I 3D,Unit of measure,*FootnoteSource:Source,20,Text,Text,Text,Text,LINEAR J 3D,Unit of mea

7、sure,*FootnoteSource:Source,21,Text,LINEAR N 3D,Text,Text,Text,Unit of measure,*FootnoteSource:Source,22,Text,Text,Text,LINEAR P 3D,Unit of measure,*FootnoteSource:Source,23,LINEAR Q 3D,Text,Text,Unit of measure,*FootnoteSource:Source,24,Text,Text,LINEAR Q 3D,Unit of measure,*FootnoteSource:Source,2

8、5,Plan,Implement,Support,LINKS 3,Unit of measure,*FootnoteSource:Source,26,PERSPECTIVE 3D,Unit of measure,*FootnoteSource:Source,27,Text,Text,Text,PROPELLER 3D,Unit of measure,*FootnoteSource:Source,28,RINGS 3D,Unit of measure,*FootnoteSource:Source,29,Text,SCALE,Text,Unit of measure,*FootnoteSource

9、:Source,30,Text,Text,SCALES,Unit of measure,*FootnoteSource:Source,31,Text,Text,Text,Text,Text,Text,SIZES IN,Unit of measure,*FootnoteSource:Source,32,SPIRAL1 3D,Unit of measure,*FootnoteSource:Source,33,Spiral,Brakes,Tube in tube,SPIRAL2 3D,Unit of measure,*FootnoteSource:Source,34,Text,Text,Text,T

10、ext,SPOTLIGHT,Unit of measure,*FootnoteSource:Source,35,Text,Text,Text,Text,Text,Text,STAIRCASE,Unit of measure,*FootnoteSource:Source,36,STARS 3D,Unit of measure,*FootnoteSource:Source,37,Text,Text,WIRE CUBES,Unit of measure,*FootnoteSource:Source,38,Text,Text,Text,Text,Text,Text,Text,ARROWS,Unit o

11、f measure,*FootnoteSource:Source,39,LEVEL 1,Text,Unit of measure,*FootnoteSource:Source,40,LEVEL 2,Text,Text,Unit of measure,*FootnoteSource:Source,41,LEVEL 3,Text,Text,Text,Unit of measure,*FootnoteSource:Source,42,LEVEL 4,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,43,LEVEL 5,Text,T

12、ext,Text,Text,Text,Unit of measure,*FootnoteSource:Source,44,LEVEL 6,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,45,FLOW 2,Text,Text,Unit of measure,*FootnoteSource:Source,46,Text,FLOW 2 TITLE,Text,Text,Unit of measure,*FootnoteSource:Source,47,FLOW 3,Text,Text,Text,Unit of

13、measure,*FootnoteSource:Source,48,Text,FLOW 3 TITLE,Text,Text,Text,Unit of measure,*FootnoteSource:Source,49,FLOW 4,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,50,Text,FLOW 4 TITLE,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,51,FLOW 5,Text,Text,Text,Text,Text,Unit of me

14、asure,*FootnoteSource:Source,52,Text,FLOW 5 TITLE,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,53,FLOW 6,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,54,Text,FLOW 6 TITLE,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,55,BLADES,Text,Te

15、xt,Text,Text,Unit of measure,*FootnoteSource:Source,56,BOX,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,57,BOX,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,58,CYCLE 1,Text,Text,Text,Unit of measure,*FootnoteSource:Source,59,CYCLE 2,Text,Text,Unit of measure,*FootnoteSourc

16、e:Source,60,CYCLE 3,Text,Text,Text,Unit of measure,*FootnoteSource:Source,61,CYCLE 4,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,62,CYCLE 5,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,63,CYCLE 6,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,6

17、4,CYCLE 7,Text,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,65,CYCLE 8,Text,Text,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,66,Text,INCOMING,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,67,RIBBON,Text,Text,Text,Text,Text,Unit of me

18、asure,*FootnoteSource:Source,68,RING,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,69,UPON 2,Text,Text,Unit of measure,*FootnoteSource:Source,70,CONTINUOUS,Text,Text,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,71,CUTOUT,Text,Text,Text,Text,Unit of measure,*

19、FootnoteSource:Source,72,LINEAR A,Text,Text,Text,Unit of measure,*FootnoteSource:Source,73,LINEAR B,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,74,LINEAR C,Text,Text,Text,Unit of measure,*FootnoteSource:Source,75,LINEAR D,Text,Text,Text,Unit of measure,*FootnoteSource:Source,76,LINEAR

20、 E,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,77,LINEAR F,Text,Text,Text,Unit of measure,*FootnoteSource:Source,78,LINEAR G,Text,Text,Text,Unit of measure,*FootnoteSource:Source,79,LINEAR H,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,80,LINEAR I,Text,Text,Unit of measu

21、re,*FootnoteSource:Source,81,LINEAR J,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,82,LINEAR K,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,83,LINEAR N,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,84,LINEAR P,Text,Text,Text,Unit of measure,*Footnot

22、eSource:Source,85,LINEAR Q,Text,Text,Unit of measure,*FootnoteSource:Source,86,PROPELLER,Text,Text,Text,Unit of measure,*FootnoteSource:Source,87,STEP 5,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,88,Text,Text,Text,Text,2 ON 1,Unit of measure,*FootnoteSource:Source,89,Text,Text,T

23、ext,Text,Text,Text,AGAINST,Unit of measure,*FootnoteSource:Source,90,Text,Text,Text,Text,Text,AT WORK,Unit of measure,*FootnoteSource:Source,91,Text,Text,COUPLED HORIZ,Unit of measure,*FootnoteSource:Source,92,Text,Text,COUPLED VERT,Unit of measure,*FootnoteSource:Source,93,Text,Text,Text,Text,FOCUS

24、ED,Unit of measure,*FootnoteSource:Source,94,New entrant,Suppliers,Industry competitors,Buyers,Substitutes,FORCES AT WORK,Unit of 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,Te

25、xt,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 ti

26、me, 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 an

27、d 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,Capabilitiespossesse

28、d bythe organizationas a whole asdistinct from theindividuals. Some companies perform extraordinaryfeats withordinary people,Staff,Systems,Style,SharedValues,Structure,Skills,Strategy,2S-5S,Unit of measure,*FootnoteSource:Source,102,Customer,Clients,Distributors,Competitors,Suppliers,3CS TRIANGLE,Un

29、it of measure,*FootnoteSource:Source,103,Skills,Sharedvalues,Strategy,Staff,Structure,Systems,Style,A 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 inte

30、grated,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-day,Those ideas of what

31、 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 people,3S-4S,Unit of measure,*

32、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 extraor

33、dinary 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 accompa

34、nying 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

35、,*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:So

36、urce,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 goals

37、Agreement 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 results

38、Clear 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 linkagesT

39、axation/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:

40、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,

41、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

42、,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

43、,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 ContributionSale

44、s,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 leve

45、rageTotal 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,*Footn

46、oteSource: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

47、 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:Sour

48、ce,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 repr

49、oduced 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:

50、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 4,Label 5,BAR BUTTED,Unit of measure,*FootnoteSource:Source,127,Label 1,Label 2,Label 3,