普华永道内部PPT制作教程.ppt

附录三附录三PowerPoint制作工具及范本制作工具及范本附录三：PowerPoint制作工具及范本2战略规划的基本框架战略规划的基本框架市场细分市场细分客户需求客户需求关键成功因素关键成功因素竞争分析竞争分析市场如何细分？各细分市场的规模、增长率和毛利率如何？各细分市场的集中度如何？各细分市场的产品生命周期处于哪个阶段？目标客户群体有哪些独特的需求？目标客户群体中谁是购买决策关键人？目标客户群体有什么样的购买行为？行业中有哪些不同的成功模式？这些模式各自的关键成功因素是什么？哪个是对我们最有利的成功模式？服务、创新还是效率？我们与竞争对手在这些关键因素上相比有什么优势和劣势？我们要培养什么核心竞争力？我们建立什么样的竞争优势？细分市场定位客户定位价值定位价值定位盈利模式盈利模式产品战略价格战略渠道战略促销战略竞争战略核心竞争力规划战略规划战略规划附录三：PowerPoint制作工具及范本3何时采用什么图形？何时采用什么图形？线图线图建议采用图形建议采用图形时间序列和多重数据、标准相比较两组数据的相关性频率不同数据的比较整体的一部分其他其他水泡水泡水平柱水平柱垂直柱垂直柱饼图饼图要表达的数据和信息要表达的数据和信息附录三：PowerPoint制作工具及范本4流程：线性流程：线性TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText流程流程:圆周式圆周式TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText附录三：PowerPoint制作工具及范本5TextTextTextText TextTextTextTextTextTextTextTextTextText影响因素：影响因素：Text TextTextTextTextTextGoalTextTextTextTextTextText互动互动/相互制约：相互制约：TextTextTextTextTextTextTextTextTextTextText附录三：PowerPoint制作工具及范本6整体整体/部分：部分：TextTextTextTextTextTextTextLabel ALabel B原因原因-结果：结果：TextTextTextTextTextTextTextTextTextTextTextText附录三：PowerPoint制作工具及范本7TextTextTextTextTextTextTextText矛盾：矛盾：TextTextTextTextTextTextText TextTextTextTextTextText障碍障碍/阻力：阻力：TextTextText附录三：PowerPoint制作工具及范本8texttexttext附录三：PowerPoint制作工具及范本9在发达市场，我们可以清晰地看到区域规模经济产生的价值在发达市场，我们可以清晰地看到区域规模经济产生的价值n统一采购和分销商品额越大，与供应商的谈判力越强，成本下降越多，最大下降幅度可以接近3；n大规模、高效运作的分销中心成本可以控制在分销商品额的2.10统一采购量统一采购量统一采购量统一采购量成本下降成本下降成本下降成本下降3030亿亿亿亿6060亿亿亿亿9090亿亿亿亿-1-1-2-2-3-3采购额曲线采购额曲线采购额曲线采购额曲线成本下降曲线成本下降曲线成本下降曲线成本下降曲线统一商品采购的规模效应统一商品采购的规模效应统一商品采购的规模效应统一商品采购的规模效应统一分销量统一分销量统一分销量统一分销量成本下降成本下降成本下降成本下降2020亿亿亿亿4040亿亿亿亿6060亿亿亿亿1 12 23 3分销额曲线分销额曲线分销额曲线分销额曲线分销成本曲线分销成本曲线分销成本曲线分销成本曲线统一商品分销的规模效应统一商品分销的规模效应统一商品分销的规模效应统一商品分销的规模效应附录三：PowerPoint制作工具及范本10食用油项目各环节均以项目管理机制运行团队分工程序计划控制 项目发起人 项目指导委员会 项目领导小组 项目各工作组项目联络人 明确团队各级成员的分工 明确各工作组分工 明确小组长职责和联络人职责 向谁负责获得授权信息交流程序如何汇总任务细分关键路径时间计划交付物要求责任人项目会议 偏差分析计划调整资源再分配行业研究立项报告尽职调查投资计划投资实施附录三：PowerPoint制作工具及范本11立项报告简介棉油市场定位棉油市场定位未来有品牌、渠道扩张潜力未来有品牌、渠道扩张潜力竞争策略竞争策略行业有空间、有机会行业有空间、有机会2002年全行业销售收入800亿，2005年将达到950亿近7年年均增长率为7.7%,今后20年的年均增长率为6%国家政策有利于介入前二十大企业占24%市场份额，行业集中度低，存在整合机会;培育持久的低成本原料控制能力以规模生产形成低成本优势排名前十位的品牌企业的市场占有率为10%，存在品牌扩张的空间。产品直接面向终端消费者，有利于品牌和渠道的建设；目标市场为新疆、甘肃、四川、陕西、山西等五省的居民消费以低价格赢得客户附录三：PowerPoint制作工具及范本12投资计划书简介原料原料规模生产规模生产单线规模单线规模开工天数开工天数低成本低成本出油率提高出油率提高 产品品质稳定产品品质稳定综合消耗下降综合消耗下降竞争优势形成持久的低成本原料控制能力哪里有原料原料在谁手里如何获取持续低成本获取简单介绍计划书在食用油行业，原料控制能力是KSF，”获得了原料，就获得了利润“立项报告回答了行业价值问题，投资计划书要回答运营的核心问题原料附录三：PowerPoint制作工具及范本13德农种业战略规划应用工具实例购买行为德农种业战略规划应用工具实例购买行为售前的示范推广和售后的指导栽培服务是目标客户持续购买的关键 产量（特性和适应性）；整齐度（种子纯度）；长势和穗大小等（品种特性）。评估 购买地点以乡镇农技站为主；同一品种有85以上农户习惯购买同一公司产品；先少购买一点看表现而定者占70，大规模购买换种者占5，别人种我才种者占25；对价格无所谓者占65，认为新品种比老品种价格高者占35。购买 经销商推荐；媒体的宣传；周围农户种植该品种的情况。认知 提供技术资料和培训；购买时简单讲解；出事故能尽快妥善处理;不再购买的原因：质量达不到占71，售后服务跟不上占22。售后需求农户需求满足过程销售示范推广服务附录三：PowerPoint制作工具及范本14分析框架分析框架关键关键步骤：步骤：l了解和评估当前的业务状况l确定企业核心能力l制定企业发展的财务目标l确定可能实现增长的各种发展机会l衡量各个机会对企业发展的影响l了解行业/市场发展状况l确定行业主要影响因素及关键成功因素l结合自身的核心能力，制定战略方案选择标准l根据影响的大小来排出战略方案的优先次序l能力/差距分析l确定企业发展战略l确定战略实施的资源及风险l制定战略实施计划成果：成果：l理由充分的企业发展远景目标l实现企业增长的候选方案l改进方案的衡量标准l企业发展战略l实施计划12345制定实制定实施计划施计划企业现状评估企业现状评估和目标制定和目标制定确定机会与最终确定机会与最终确定发展战略确定发展战略确定战略方确定战略方案选择标准案选择标准找出发展机会并找出发展机会并进行初步筛选进行初步筛选制订战略规划的方法制订战略规划的方法全过程全过程附录三：PowerPoint制作工具及范本15制定战略规划的第一步是评估企业当前的业务状况，确定企业的远景目标12345分析框架分析框架核心竞争力核心竞争力业务状况业务状况财务目标与财务目标与限制条件限制条件l评估核心竞争力和可被利用的能力及资源l理解当前的业务状况l确定财务目标、预期的业务表现及企业发展的限制条件制定实制定实施计划施计划企业评估企业评估和制定目标和制定目标确定机会与最终确定机会与最终确定发展战略确定发展战略确定战略方确定战略方案选择标准案选择标准找出发展机会并找出发展机会并进行初步筛选进行初步筛选附录三：PowerPoint制作工具及范本16第二步确定战略方案的选择标准12345分析框架分析框架行业行业/市场市场事实分析事实分析企业自身竞争企业自身竞争能力评估能力评估对于企业成对于企业成功的主要市功的主要市场影响因素场影响因素和关键成功和关键成功因素因素l市场规模l市场增长l产品生命周期l竞争状况l资源需要l利润率l市场进入的难易l市场份额l产品线l成本优势l公司形象l管理能力制定实制定实施计划施计划企业评估企业评估和制定目标和制定目标确定机会与最终确定机会与最终确定发展战略确定发展战略确定战略方确定战略方案选择标准案选择标准找出发展机会并找出发展机会并进行初步筛选进行初步筛选附录三：PowerPoint制作工具及范本17德农种业战略规划应用工具实例企业成长曲线德农种业战略规划应用工具实例企业成长曲线准备期准备期成长期成长期高速成长期高速成长期成熟发展期成熟发展期中国种业的领导者中国种业的领导者世界种业十强世界种业十强玉米玉米 2 2水稻水稻 0.18 0.18西甜瓜西甜瓜 2.1 2.100/0500/05，公司成立，公司成立00/0900/09，收购赤峰，收购赤峰种业种业00/1000/10，组建郑隆，组建郑隆01/0101/01，收购华西，收购华西01/0301/03，收购正成、，收购正成、万丰万丰01/0601/06，收购三元，收购三元01/0901/09，收购武禾，收购武禾玉米玉米 6.3 6.3水稻水稻 5.1 5.1西甜瓜西甜瓜 3.2 3.202/0902/09，玉米线重，玉米线重组合并，并与华组合并，并与华冠科技交易；冠科技交易；玉米玉米 25 25水稻水稻 30 30水稻业务分拆上水稻业务分拆上市市玉米玉米 13.3 13.3水稻水稻 17.6 17.6控股设立黑龙江控股设立黑龙江德农种业德农种业华西、郑隆与玉华西、郑隆与玉米公司合并；剥离米公司合并；剥离三元三元投资整合阶段投资整合阶段产品经营阶段产品经营阶段品牌经营阶段品牌经营阶段经过三个阶段的发展，德农将成为世界种业十强德农种德农种业战略业战略调整年调整年附录三：PowerPoint制作工具及范本1834.680.4147.9196234.8289.6345.9400.0国内钾肥用量的年均增长率为10.4%国内钾肥产量的年均增长率为26.3%进口85%国产15%国内钾肥市国内钾肥市场增长情况场增长情况国内钾肥市场容量增长很快，其中硫酸钾仅占国内总容量的国内钾肥市场容量增长很快，其中硫酸钾仅占国内总容量的11%国内钾肥实物量使用比例按照换算养分比较，国内硫酸钾施用量只占钾肥总量的5.5%（国际的平均水平为7%）附录三：PowerPoint制作工具及范本19国内硫酸钾市场容量约国内硫酸钾市场容量约60-75万吨，近万吨，近10年硫酸钾的国产化率不断升高年硫酸钾的国产化率不断升高附录三：PowerPoint制作工具及范本20以用户中阿公司所在地秦皇岛为准，使用地销售价比较，罗钾运到秦皇岛运费为280元/每吨罗钾青上公司10601550-16501550盐田法曼海姆法 硭硝法不同工艺技术的使用地成本低321900南风集团山西钾肥公司（亏损经营）俄罗斯进口硫酸钾到岸成本美国海岸进口硫酸钾到岸成本俄罗斯进口美国进口1600-16501480200014051089附录三：PowerPoint制作工具及范本21罗钾项目投资计划及形成的生产规模、销量罗钾项目投资计划及形成的生产规模、销量附录三：PowerPoint制作工具及范本22形成优质资源、成本优势、规模效益、营销通道四大资源的共生共享形成优质资源、成本优势、规模效益、营销通道四大资源的共生共享德隆复合肥产业德隆复合肥产业年销售额：129亿元年利润：10亿元罗布迫钾盐公司罗布迫钾盐公司年销售额：12.2亿元年利润：0.9亿元农资超市公司农资超市公司年销售额：45.6亿元年利润：1.4亿元农资超农资超市项目市项目德隆德隆银行银行其他股东其他股东复合肥复合肥项目项目罗钾罗钾项目项目附录三：PowerPoint制作工具及范本23未来3年销售额的增长将主要依靠新购买的品种，预计为3.4亿元，占销售额总增长量的65；而依托新品种，营销网络拓展可实现利润贡献1.9亿元，占35。财务目标玉米万元如购买新品种不成功，销售额只能维持在2亿元左右，而利润只有2000万元左右。附录三：PowerPoint制作工具及范本24德农水稻业务战略规划图示4 类 客 户 需 求品种质量技术服务购买便利新出现的品种让更多客户知道德农的品种存在质量提高空间存在技术服务提高空间销售网络要贴近客户5 类 潜 在 机 会购买品种购买品种合约科研机构聘请育种家建立亲本提纯复状体系建优质基地加强田间生产管理提高后加工质量完善示范体系农技专家现场咨询分发技术指导手册选择农技员做零售商在空白地区新建销售网在空白地区新建销售网 络或提高覆盖率络或提高覆盖率寻找当地最强的经销商寻找当地最强的经销商 和零售商和零售商13 类 可 采 取 的 行 动销售额和利润02030405附录三：PowerPoint制作工具及范本25彻底改变IBM的价值取向流程卓越/运营领先用户至上/服务领先产品/技术领先持续创新为满足客户需求和获取市场主导地位，IBM优先投资服务领先型的价值取向流程卓越/运营领先产品/技术领先持续创新用户至上/服务领先选择的价值取向决定了企业全部的经营之道，也是企业战略的核心。以客户为导向再造公司价值定位彻底改变IB,M的价值定位服务战略品牌和营销战略技术战略附录三：PowerPoint制作工具及范本26市场细分客户需求竞争分析主机业务定位关键成功因素92年日立、富士通同样性能的大型机价格是IBM的3040，抢夺了市场到92年IBM市场占有率下降到40以下可靠性高优良服务和技术支持价格合理技术先进忠实的客户群技术领先竞争力强的成本包括软件、应用、网络、信息等在内的全面服务能力客户端服务器大型主机超大型主机及配套的服务机会/问题最大的大型机客户群体，希望有稳定、可靠、技术全面的供应商价格差别太大时，客户会转向竞争对手新的技术方案可能会使成本大规模降低市场规模受到小型机的冲击客户普遍对IBM不满附录三：PowerPoint制作工具及范本27PC机业务定位市场细分客户需求及购买行为竞争分析关键成功因素进入门槛低市场竞争激烈市场主流是围绕WINTEL模式外观设计个性化主流硬件按摩尔定律更新应用软件需求导向WINTEL模式的结合程度以低成本、低价格提供较高的配置核心技术的研发能力台式机笔记本电脑兼容机机会/问题随着Internet的发展，pc机的需求将迅速增长便携式笔记本电脑将有更大的发展，毛利较高附录三：PowerPoint制作工具及范本28单位：单位：10亿美元亿美元销售收入销售收入单位：单位：10亿美元亿美元净利润净利润附录三：PowerPoint制作工具及范本29创造股东价值并使之最大化行业研究行业研究战略规划战略规划并购整合并购整合核心竞争力核心竞争力战略投资理念战略投资理念附录三：PowerPoint制作工具及范本30战略投资理念并购整合汽车及零部件行业整合案例战略投资理念并购整合汽车及零部件行业整合案例产业结构升级火花塞刹车盘汽车内饰变速箱/车桥重型车 汽车金融服务整车核心总成一级配套二级配套、其他第四阶段（20032005）第三阶段（20012002）第二阶段（19982000）第一阶段（19931997）发动机/驾驶室轿车汽车金融服务刹车盘进入新业务退出业务活塞销汽车空调园林机械园林机械越野车客车丝网栏杆丝网栏杆1.25亿15亿39亿200亿销售收销售收入入小型汽车零配件大型汽车零配件和整车汽车和服务、国际化1997年底 德隆进入附录三：PowerPoint制作工具及范本31ApproachIdentify Buyer Value SegmentsMarket Research&VisioningConceptualDesignDetailedDesign&PilotImplementation(phased)SystemsDevelopment/EnhancementSituationAssessmentHypothesis List DevelopmentSurvey CollectionData Coding and Utility CalculationInstrument Design and TestingField Administration PreparationSample Quota Design and List PullData AnalysisUnderstanding buyer values helps prove or disprove current hypotheses as well as generate strategy solutions.附录三：PowerPoint制作工具及范本32Organizational beliefs and strategy alternatives identified in the situation assessment are translated into hypotheses for testing.Hypothesis DevelopmentSituationAssessmentHypothesis List DevelopmentSurvey CollectionData Coding and Utility CalculationInstrument Design and TestingField Administration PreparationSample Quota Design and List PullData Analysis附录三：PowerPoint制作工具及范本33Identifying Buyer Value-Based segments creates the foundation for creating the distribution channel strategy and design.Summary Identify Buyer Value SegmentsIdentify BuyerValue SegmentsWhat do consumers value?How can we segment consumers based on these values?DevelopConceptual Strategy DesignBased on what consumers value,what is our strategic direction?Conceptually,what types of products do we want to offer?Conceptually,what channels do we want consumers to use?DevelopMigrationStrategyHow do we communicate these changes to our key stakeholders?How do we prepare our consumers and employees for these changes?How do we actually get to where we want to be?Pilot PlanRoll-Out PlanEstimate Anticipated Customer BehaviorTo which channels will customers migrate?Develop Product/Pricing StrategyWhat products should we offer?How should they be priced?Determine Distribution Network How do we change our branch and ATM networks?How many?Where should they be located?Minimize Business Decision RiskHow will consumers react?How will this affect our bottom line?Develop Data Mining OpportunitiesHow do we exploit buyer value insights to better target market segments?iterativePlanImplementationDevelop Detailed Strategy DesignDevelop Conceptual Strategy DesignUnderstand Value PropositionsCustomer Migration Strategy 附录三：PowerPoint制作工具及范本34Value based segment strategies can produce incremental revenues of$700 million and reduce costs up to$150 million.Benefits QuantitativeIdentify Buyer Value Segments-Quantifiable Benefits-These cost savings will be offset by the$52 million increase in central delivery unit costs.By 1999,even after absorbing significant implementation/infrastructure costs,project can contribute over$700 million pre-tax annually.$493$670$309The shareholder value effect can be significant.YearILLUSTRATIVEBranch and City Administration annual operating costs will be reduced by nearly$200 million.$MM附录三：PowerPoint制作工具及范本35Its critical to define what factors or“attributes”are important when consumers decide to purchase from one provider versus another.Automotive Example A Product is the Sum of its AttributesInstrument Design Reliability:nAir bagsnSteel constructionnRoll bar Speed:nHorsepowernAcceleration Price:nPurchase pricenMaintenance costsnInsurance Style:nBody stylenColornImage Comfort:nLeather interiornStereo systemnLeg room附录三：PowerPoint制作工具及范本36With traditional research,when you ask how important any particular feature is individually,consumers tend to say each is very important.12345678910StylingPriceSpeedReliabilityNot at all importantVery importantInstrument Design附录三：PowerPoint制作工具及范本37Based on answers to the tradeoff questions,buyer values are calculated and respondents are grouped by“like”values to help identify target segments.HighLowHighLow.Buyer Value Segments.ChannelistsRate/SpeedNote:1)Each dot represents thousands of consumers2)Analyses were run for all possible combinations to identify the best grouping of consumers and their values.Speed.Liquidity/Access.PerformancePriceILLUSTRATIVECase Study附录三：PowerPoint制作工具及范本38These groups or segments of consumers not only have different profit potentials.Investment Buyer Value Segments%of Market(Consumers)Investment Buyer Value Segments%of Market($)Average Investment Balance Per Value Segment Source:Andersen Consulting National Buyer Values Study for Retail Financial Services ConsumersValue SegmentChannelRate/SpeedLiquidity/Access SensitiveSpeedAvg.Investment Balance$77,725$92,264$96,335$68,212Case StudyChannelistsSpeedLiquidity/Access Sensitive34%Rate/Speed Sensitive16%SpeedLiquidity/Access ChannelRate/Speed 附录三：PowerPoint制作工具及范本39$In summary,using value based segmentation is a powerful tool to improve a clients bottom line.Creates Revenue OpportunitiesnRetain most profitable customersnImprove profitability of other customers by fulfilling their values with lower cost structuresnGenerate new business nIdentify revenue enhancement opportunitiesnSimplify and increase effectiveness of clients target market activitiesIdentifies Substantial Cost ReductionnBetter manage utilization of clients delivery networknFocus on delivery on required service thresholdsnStrip costs from non-value added processesnDont have to build one delivery option that fits allBetter Positions Relative to Clients CompetitionnIncreased customer satisfaction due to fulfilled value setsnOrganization clearly understands goals and delivery expectationsnSets stage for adaptable organization better able to respond to competitive change附录三：PowerPoint制作工具及范本40Based on Andersen Consultings investigation of the target markets,there is identifiable change in buyer preferences from window to split and cabinet air conditioners.-Product -YesterdayTodayFuture trendsWindow and split account for the majority of the air conditioners possession before 1996.Split air conditioners account for the majority of sales.Cabinets sales begin to increase and windows share of the market begin to decline(From distributors perspective)Cabinet air conditioners will continue to growcabinet air conditioners show strong growth due to increasing size of homes and price cuts.Future sales growth will continue with improvements in residential powerSome customer segments(especially rural)regard air conditioners as a type of high-end furniture(whose secondary purpose is to cool).Cabinets,best meet this type of customers buyer value and will grow with this segment.Split will remain stable,and even decline in some areasSplits will keep the same market shareCompared to the cabinets,it will decline slightly in some areas because of installation difficultiesGenerally,window air conditioners will decrease dramatically,but still account for a certain proportion acting as a transition product for price conscious buyers in hot areasBecause of this income limitation,window air conditioners will still account for a large proportion of sales in economically developing markets(i.e.Changsha and Chongqing)Windows will continue to sell well in markets such as Hangzhou as transition products for people who are waiting to move into new housingGrowth in Mini Central and Ceiling air conditionersMini-central or residential used ceiling ones will gain in popularity amongst people in large apartments and houses(especially as market awareness of product availability grows).Breakdown of different types of air conditioners(Before 1996)Current purchase preferences(1996-1998)Window48%Split48%Cabinet9%Window26%Split53%Cabinet21%Market Overview附录三：PowerPoint制作工具及范本41Competition TodayLocal Chinese manufacturers upgrade production technology to offer quality levels on par with JV operationsLocal Chinese manufacturers develop marketing capability/expertiseJV operations,crippled by ability to understand market and operate within local business cultures drop in positionJVs begin to compete more on price as perception of added value differentiation disappears.Over the last three to four years,local air conditioner manufacturers have been able to reposition themselves successfully through combined advances in quality and marketingPerceived Added ValuePriceLowLowHighHighLowLowHighHighMeidiKelonChunlanGreePerceived Added ValuePriceNationalMitsubishiSharpHitachiChunlanGreeNationalMitsubishiHitachi-Yesterday -Today -Competition YesterdayLocal and JV manufacturers target two different market segments separated by price/quality trade offJV operations target quality conscious upper end of market while local m