麦肯锡-图表模板.ppt

,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Unit of measure,*,Footnote,Source:Source,CONFIDENTIAL,Frequently Used Template,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2 CUBED,Unit of measure,*,Footnote,Source:Source,1,2,X2 TOWER,Unit of measure,*,Footnote,Source:Source,2,5,PS MARKETING,Place,Price,Product,Package,Positioning promotion,Product offering,Unit of measure,*,Footnote,Source:Source,3,Strategy,Skills,Systems,Staff,Shared,values,Structure,Style,7,S,Unit of measure,*,Footnote,Source:Source,4,ARROW 3D,Unit of measure,*,Footnote,Source:Source,5,CUBES1 3D,Unit of measure,*,Footnote,Source:Source,6,CUBES2 3D,Unit of measure,*,Footnote,Source:Source,7,CUBES3 3D,Unit of measure,*,Footnote,Source:Source,8,Text,Text,Text,Text,CUTOUT 3D,Unit of measure,*,Footnote,Source:Source,9,New entrant,Suppliers,Industrycompetitors,Buyers,Substitutes,FORCES AT WORK,Unit of 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measure,*,Footnote,Source:Source,23,Text,Text,LINEAR Q 3D,Unit of measure,*,Footnote,Source:Source,24,Plan,Implement,Support,LINKS 3,Unit of measure,*,Footnote,Source:Source,25,PERSPECTIVE 3D,Unit of measure,*,Footnote,Source:Source,26,Text,Text,Text,PROPELLER 3D,Unit of measure,*,Footnote,Source:Source,27,RINGS 3D,Unit of measure,*,Footnote,Source:Source,28,Text,SCALE,Text,Unit of measure,*,Footnote,Source:Source,29,Text,Text,SCALES,Unit of measure,*,Footnote,Source:Source,30,Text,Text,Text,Text,Text,Text,SIZES IN,Unit of measure,*,Footnote,Source:Source,31,SPIRAL1 3D,Unit of measure,*,Footnote,Source:Source,32,Spiral,Brakes,Tube in tube,SPIRAL2 3D,Unit of measure,*,Footnote,Source:Source,33,Text,Text,Text,Text,SPOTLIGHT,Unit of measure,*,Footnote,Source:Source,34,Text,Text,Text,Text,Text,Text,STAIRCASE,Unit of measure,*,Footnote,Source:Source,35,STARS 3D,Unit of measure,*,Footnote,Source:Source,36,Text,Text,WIRE CUBES,Unit of measure,*,Footnote,Source:Source,37,Text,Text,Text,Text,Text,Text,Text,ARROWS,Unit of measure,*,Footnote,Source:Source,38,LEVEL 1,Text,Unit of measure,*,Footnote,Source:Source,39,LEVEL 2,Text,Text,Unit of measure,*,Footnote,Source:Source,40,LEVEL 3,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,41,LEVEL 4,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,42,LEVEL 5,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,43,LEVEL 6,Text,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,44,FLOW 2,Text,Header,Header,Text,Unit of measure,*,Footnote,Source:Source,45,Text,FLOW 2 TITLE,Text,Header,Header,Text,Unit of measure,*,Footnote,Source:Source,46,FLOW 3,Text,Header,Header,Text,Header,Text,Unit of measure,*,Footnote,Source:Source,47,Text,FLOW 3 TITLE,Text,Header,Header,Text,Header,Text,Unit of measure,*,Footnote,Source:Source,48,FLOW 4,Text,Header,Header,Text,Header,Header,Text,Text,Unit of measure,*,Footnote,Source:Source,49,Text,FLOW 4 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4,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,61,CYCLE 5,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,62,CYCLE 6,Text,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,63,CYCLE 7,Text,Text,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,64,CYCLE 8,Text,Text,Text,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,65,Text,INCOMING,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,66,RIBBON,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,67,RING,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,68,UPON 2,Text,Text,Unit of measure,*,Footnote,Source:Source,69,CONTINUOUS,Text,Text,Text,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,70,CUTOUT,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,71,LINEAR A,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,72,LINEAR B,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,73,LINEAR C,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,74,LINEAR D,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,75,LINEAR E,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,76,LINEAR F,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,77,LINEAR G,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,78,LINEAR H,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,79,LINEAR I,Text,Text,Unit of measure,*,Footnote,Source:Source,80,LINEAR J,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,81,LINEAR K,Text,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,82,LINEAR N,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,83,LINEAR P,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,84,LINEAR Q,Text,Text,Unit of measure,*,Footnote,Source:Source,85,PROPELLER,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,86,STEP 5,Text,Text,Text,Text,Text,Unit of measure,*,Footnote,Source:Source,87,Text,Text,Text,Text,2,ON 1,Unit of measure,*,Footnote,Source:Source,88,Text,Text,Text,Text,Text,Text,AGAINST,Unit of measure,*,Footnote,Source:Source,89,Text,Text,Text,Text,Text,AT WORK,Unit of measure,*,Footnote,Source:Source,90,Text,Text,COUPLED HORIZ,Unit of measure,*,Footnote,Source:Source,91,Text,Text,COUPLED VERT,Unit of measure,*,Footnote,Source:Source,92,Text,Text,Text,Text,FOCUSED,Unit of measure,*,Footnote,Source:Source,93,New entrant,Suppliers,Industry,competitors,Buyers,Substitutes,FORCES AT WORK,Unit of measure,*,Footnote,Source:Source,94,Text,Text,Text,PARALLEL,Unit of measure,*,Footnote,Source:Source,95,Text,Text,Text,Text,SPLIT,Unit of measure,*,Footnote,Source:Source,96,Text,SURROUND,Unit of measure,*,Footnote,Source:Source,97,Text,Text,TWISTED,Unit of measure,*,Footnote,Source:Source,98,Text,Text,UP&AWAY,Unit of measure,*,Footnote,Source:Source,99,Text,Text,UP&DOWN,Unit of measure,*,Footnote,Source:Source,100,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,Unit of measure,*,Footnote,Source:Source,101,Customer,Clients,Distributors,Competitors,Suppliers,3,CS TRIANGLE,Unit of measure,*,Footnote,Source:Source,102,Skills,Shared,values,Strategy,Staff,Structure,Systems,Style,A coherent set of,actions aimed at gaining a sustainable advantage,over competition,The organization chart and,accompanying baggage that show,who reports to whom and how tasks are both divided up and integrated,The people in,the organization,considered in,terms of corporate,demographics,not,individual personalities,The way managers 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 members,Capabilities,possessed by,the organization,as a whole as,distinct from,the individuals.,Some companies,perform extraordinary,feats with ordinary people,3,S-4S,Unit of measure,*,Footnote,Source: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 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 the,organization and common,to most of its members,The processes and and procedures through which things get done,from day-to-day,The organization chart and accompanying baggage that show,who reports to whom,and how tasks are both divided up and integrated,The people in the,organization,considered in terms of corporate demographics,not,individual personalities,A coherent set of actions aimed at gaining a sustainable advantage over competition,7,S,Unit of measure,*,Footnote,Source:Source,104,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,Unit of measure,*,Footnote,Source:Source,105,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,Commitment,Conviction,Courage,Capability,Individual activity,Enabling devices,CHANGE BOARD,Unit of measure,*,Footnote,Source:Source,106,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,Unit of measure,*,Footnote,Source:Source,107,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,Unit of measure,*,Footnote,Source:Source,108,Business Strategy,Manufacturing Strategy,Configuration,Systems,Research,Focus,Labor,Policy,Product,Design,Make,vs.,Buy,Organization,Process,Design,MANUFACTURING STRATEGY,Unit of measure,*,Footnote,Source:Source,109,Restructuring framework,1,5,4,3,2,PENTAGON,Unit of measure,*,Footnote,Source:Source,110,Benefit,Price,Competitivedisadvantage,Competitiveadvantage,PRICE BENEFIT,Unit of measure,*,Footnote,Source:Source,111,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,Unit of measure,*,Footnote,Source:Source,112,3.,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,Unit of measure,*,Footnote,Source: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,*,Footnote,Source:Source,114,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,Unit of measure,*,Footnote,Source:Source,115,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,Unit of measure,*,Footnote,Source: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 integration,Differences in tax position,Existence of non-cases objectives,Inefficiencies in financial markets,Difference in valuation technique,VALUE SOURCES,Unit of measure,*,Footnote,Source:Source,117,GANTT10,Header,Text,Unit of measure,*,Footnote,Source:Source,118,GANTT15,Header,Text,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,Unit of measure,*,Footnote,Source:Source,119,Text,Text,VENN 2,Unit of measure,*,Footnote,Source:Source,120,Text,Text,Text,VENN 3,Unit of measure,*,Footnote,Source:Source,121,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 distribu