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更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com1PlacePriceProductPackagePositioning promotionProduct offeringUnit of measure* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com8TextTextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com9TextTextTextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com10TextTextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com11TextTextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com12TextTextTextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com13TextTextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com14TextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com15PlanImplementSupport* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com16TextTextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 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FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com57TextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com58TextTextTextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com59New entrantSuppliersIndustry competitorsBuyersSubstitutes* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com60TextTextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com61TextTextTextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com62Text* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com63TextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com64TextText* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com65The 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 peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com66CustomerClientsDistributorsCompetitorsSuppliers* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com67SkillsSharedvaluesStrategyStaffStructureSystemsStyleA 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 people* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com68StyleStructureStaffStrategySystemsSkillsShared 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 competition* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com69Competitive positionLowMediumHighProduct/market attractivenessLowMediumHigh* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com70Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devices* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com71 Delta 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 clientleadership* FootnoteSource: Source更多资料尽在上海卓意信息科技有限公司 www.JoyeHR.com72Natural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporatecenter skillsBusiness unit linkagesTaxation/valuationdifferences Industry attractivenessCompetitive 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