麦肯锡 图表模板PPT305页（非图片可修改） .ppt

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1、0,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2X2 CUBED,Unit of measure,*FootnoteSource:Source,1,2X2 TOWER,Unit of measure,*FootnoteSource:Source,2,5PS MARKETING,Place,Price,Product,Package,Positioning promotion,Product offering,Unit of measure,*FootnoteSource:Source,3,Strategy,Skills,Systems,

2、Staff,Shared values,Structure,Style,7S,Unit of measure,*FootnoteSource:Source,4,ARROW 3D,Unit of measure,*FootnoteSource:Source,5,CUBES1 3D,Unit of measure,*FootnoteSource:Source,6,CUBES2 3D,Unit of measure,*FootnoteSource:Source,7,CUBES3 3D,Unit of measure,*FootnoteSource:Source,8,Text,Text,Text,Te

3、xt,CUTOUT 3D,Unit of measure,*FootnoteSource:Source,9,New entrant,Suppliers,Industrycompetitors,Buyers,Substitutes,FORCES AT WORK,Unit of measure,*FootnoteSource:Source,10,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,JOINT,Unit of measure,*FootnoteSource:Source,11,Text,Text,Text,Text,LEVEL SEPA

4、RATE 4,Unit of measure,*FootnoteSource:Source,12,Text,Text,Text,LINEAR A 3D,Unit of measure,*FootnoteSource:Source,13,Text,Text,Text,Text,LINEAR B 3D,Unit of measure,*FootnoteSource:Source,14,Text,Text,Text,LINEAR C 3D,Unit of measure,*FootnoteSource:Source,15,Text,Text,Text,LINEAR D 3D,Unit of meas

5、ure,*FootnoteSource:Source,16,Text,Text,Text,Text,LINEAR E 3D,Unit of measure,*FootnoteSource:Source,17,Text,Text,Text,LINEAR G 3D,Unit of measure,*FootnoteSource:Source,18,Text,Text,LINEAR I 3D,Unit of measure,*FootnoteSource:Source,19,Text,Text,Text,Text,LINEAR J 3D,Unit of measure,*FootnoteSource

6、:Source,20,Text,LINEAR N 3D,Text,Text,Text,Unit of measure,*FootnoteSource:Source,21,Text,Text,Text,LINEAR P 3D,Unit of measure,*FootnoteSource:Source,22,LINEAR Q 3D,Text,Text,Unit of measure,*FootnoteSource:Source,23,Text,Text,LINEAR Q 3D,Unit of measure,*FootnoteSource:Source,24,Plan,Implement,Sup

7、port,LINKS 3,Unit of measure,*FootnoteSource:Source,25,PERSPECTIVE 3D,Unit of measure,*FootnoteSource:Source,26,Text,Text,Text,PROPELLER 3D,Unit of measure,*FootnoteSource:Source,27,RINGS 3D,Unit of measure,*FootnoteSource:Source,28,Text,SCALE,Text,Unit of measure,*FootnoteSource:Source,29,Text,Text

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

9、f measure,*FootnoteSource:Source,34,Text,Text,Text,Text,Text,Text,STAIRCASE,Unit of measure,*FootnoteSource:Source,35,STARS 3D,Unit of measure,*FootnoteSource:Source,36,Text,Text,WIRE CUBES,Unit of measure,*FootnoteSource:Source,37,Text,Text,Text,Text,Text,Text,Text,ARROWS,Unit of measure,*FootnoteS

10、ource:Source,38,LEVEL 1,Text,Unit of measure,*FootnoteSource:Source,39,LEVEL 2,Text,Text,Unit of measure,*FootnoteSource:Source,40,LEVEL 3,Text,Text,Text,Unit of measure,*FootnoteSource:Source,41,LEVEL 4,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,42,LEVEL 5,Text,Text,Text,Text,Text,U

11、nit of measure,*FootnoteSource:Source,43,LEVEL 6,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,44,FLOW 2,Text,Text,Unit of measure,*FootnoteSource:Source,45,Text,FLOW 2 TITLE,Text,Text,Unit of measure,*FootnoteSource:Source,46,FLOW 3,Text,Text,Text,Unit of measure,*FootnoteSou

12、rce:Source,47,Text,FLOW 3 TITLE,Text,Text,Text,Unit of measure,*FootnoteSource:Source,48,FLOW 4,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,49,Text,FLOW 4 TITLE,了解目前的评估系统设定工作目标和计划管理层访谈和员工访谈整合指标体系,Unit of measure,*FootnoteSource:Source,问卷设计样本计划操作设计与准备,数据搜集数据检查与整理,建立模型12月，提供调查简报2006年1月提

13、供所有报告满意度改进战略与实施计划制定,50,FLOW 5,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,51,Text,FLOW 5 TITLE,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,52,FLOW 6,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,53,Text,FLOW 6 TITLE,Text,Text,Text,Text,T

14、ext,Text,Unit of measure,*FootnoteSource:Source,54,BLADES,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,55,BOX,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,56,BOX,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,57,CYCLE 1,Text,Text,Text,Unit of measure,*Footnote

15、Source:Source,58,CYCLE 2,Text,Text,Unit of measure,*FootnoteSource:Source,59,CYCLE 3,Text,Text,Text,Unit of measure,*FootnoteSource:Source,60,CYCLE 4,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,61,CYCLE 5,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,62,CYCLE 6,Text,

16、Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,63,CYCLE 7,Text,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,64,CYCLE 8,Text,Text,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,65,Text,INCOMING,Text,Text,Text,Text,Text,Unit of measure,*Fo

17、otnoteSource:Source,66,RIBBON,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,67,RING,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,68,UPON 2,Text,Text,Unit of measure,*FootnoteSource:Source,69,CONTINUOUS,Text,Text,Text,Text,Text,Text,Text,Text,Unit of measure,*Foot

18、noteSource:Source,70,CUTOUT,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,71,LINEAR A,Text,Text,Text,Unit of measure,*FootnoteSource:Source,72,LINEAR B,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,73,LINEAR C,Text,Text,Text,Unit of measure,*FootnoteSource:Source,74,LINEAR

19、D,Text,Text,Text,Unit of measure,*FootnoteSource:Source,75,LINEAR E,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,76,LINEAR F,Text,Text,Text,Unit of measure,*FootnoteSource:Source,77,LINEAR G,Text,Text,Text,Unit of measure,*FootnoteSource:Source,78,LINEAR H,Text,Text,Text,Text,Unit of m

20、easure,*FootnoteSource:Source,79,LINEAR I,Text,Text,Unit of measure,*FootnoteSource:Source,80,LINEAR J,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,81,LINEAR K,Text,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,82,LINEAR N,Text,Text,Text,Text,Unit of measure,*Footnote

21、Source:Source,83,LINEAR P,Text,Text,Text,Unit of measure,*FootnoteSource:Source,84,LINEAR Q,Text,Text,Unit of measure,*FootnoteSource:Source,85,PROPELLER,Text,Text,Text,Unit of measure,*FootnoteSource:Source,86,STEP 5,Text,Text,Text,Text,Text,Unit of measure,*FootnoteSource:Source,87,Text,Text,Text,

22、Text,2 ON 1,Unit of measure,*FootnoteSource:Source,88,Text,Text,Text,Text,Text,Text,AGAINST,Unit of measure,*FootnoteSource:Source,89,Text,Text,Text,Text,Text,AT WORK,Unit of measure,*FootnoteSource:Source,90,Text,Text,COUPLED HORIZ,Unit of measure,*FootnoteSource:Source,91,Text,Text,COUPLED VERT,Un

23、it of measure,*FootnoteSource:Source,92,Text,Text,Text,Text,FOCUSED,Unit of measure,*FootnoteSource:Source,93,New entrant,Suppliers,Industry competitors,Buyers,Substitutes,FORCES AT WORK,Unit of measure,*FootnoteSource:Source,94,Text,Text,Text,PARALLEL,Unit of measure,*FootnoteSource:Source,95,Text,

24、Text,Text,Text,SPLIT,Unit of measure,*FootnoteSource:Source,96,Text,SURROUND,Unit of measure,*FootnoteSource:Source,97,Text,Text,TWISTED,Unit of measure,*FootnoteSource:Source,98,Text,Text,UP&AWAY,Unit of measure,*FootnoteSource:Source,99,Text,Text,UP&DOWN,Unit of measure,*FootnoteSource:Source,100,

25、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

26、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 asus

27、tainableadvantage over competition,Capabilitiespossessed 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,101,Customer,Clie

28、nts,Distributors,Competitors,Suppliers,3CS TRIANGLE,Unit of measure,*FootnoteSource:Source,102,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 repo

29、rts 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 whic

30、h things get donefrom day-to-day,Those 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 extraordinar

31、yfeats with ordinary people,3S-4S,Unit of measure,*FootnoteSource:Source,103,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 f

32、rom 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 donef

33、rom 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 sustainabl

34、e advantage over competition,7S,Unit of measure,*FootnoteSource:Source,104,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,Unit of measure,*FootnoteSource:Source,105,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,

35、CHANGE BOARD,Unit of measure,*FootnoteSource:Source,106,Delta P,Vision andLeadership,OrganizationalInfrastructure,PerformanceMeasurement,PeopleDevelopment,Communications,Problem SolvingProcess,Client managers(particularly middle management)haveskill to lead programimplementationChange in actual beha

36、vior,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 pla

37、ns,Accurate measurementof action and resultsClear accountabilitiesEarly wins,Visible demonstrationof new vision andvalues by clientleadership,DELTA P,Unit of measure,*FootnoteSource:Source,107,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,C

38、orporatecenter 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 orliq

39、uidate,MACS,Unit of measure,*FootnoteSource:Source,108,Business Strategy,Manufacturing Strategy,Configuration,Systems,ResearchFocus,LaborPolicy,ProductDesign,Makevs.Buy,Organization,ProcessDesign,MANUFACTURING STRATEGY,Unit of measure,*FootnoteSource:Source,109,Restructuring framework,1,5,4,3,2,PENT

40、AGON,Unit of measure,*FootnoteSource:Source,110,Benefit,Price,Competitivedisadvantage,Competitiveadvantage,PRICE BENEFIT,Unit of measure,*FootnoteSource:Source,111,Appraise performanceand prospects,Developstrategy,Redesignpivotal jobs,Design the skillbuilding process,Assess changereadiness,Top downa

41、ction programs,Bottom up action programs,1,2,4,5,6,7,8,3,SMILE CHART,Unit of measure,*FootnoteSource:Source,112,3.,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 o

42、f measure,*FootnoteSource:Source,113,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,*FootnoteSourc

43、e:Source,114,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 intensityS

44、upport costsTotal selling costs,Support leverageTotal sales timeSupport costs,TREE PRODUCTIVITY,Unit of measure,*FootnoteSource:Source,115,Maximizeshareholdervalue,Growthroughculturalinitiative,Redeployassets,Improve corebusinessperformance,Grow throughacquisitionand/or merger,Adopt soundfinancingap

45、proach,VALUE CREATION,Unit of measure,*FootnoteSource:Source,116,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 integrat

46、ion,Differences in tax position,Existence of non-cases objectives,Inefficiencies in financial markets,Difference in valuation technique,VALUE SOURCES,Unit of measure,*FootnoteSource:Source,117,GANTT10,Header,Text,Unit of measure,*FootnoteSource:Source,118,GANTT15,Header,Text,#,#,#,#,#,#,#,#,#,#,#,#,

47、#,#,#,#,Unit of measure,*FootnoteSource:Source,119,Text,Text,VENN 2,Unit of measure,*FootnoteSource:Source,120,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 pa

48、rt 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.,122,Label 1,Label 2,Label 3,AREA,Unit of measure,*FootnoteSource:Source,123,Label 1,Label 2,Label 3,Label 4,Lab

49、el 5,BAR,Unit of measure,*FootnoteSource:Source,124,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,125,Label 1,Label 2,Label 3,Label 4,Label 5,BAR BUTTED,Unit of measure,*FootnoteS

50、ource:Source,126,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,Series,Series,BAR STACKED,Series,Unit of measure,*FootnoteSource:Source,127,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,100%=,Series,Series,BAR STACKED 100%,Series,Unit of measure,*FootnoteSource:Source,128,