麦肯锡图表模板白色背景.ppt
CONFIDENTIALFrequently Used Template TextTextTextTextTextTextTextTextTextText2X2 CUBEDUnit of measure*FootnoteSource:Source12X2 TOWERUnit of measure*FootnoteSource:Source25PS MARKETINGUnit of measure*FootnoteSource:Source3StrategySkillsSystemsStaffShared valuesStructureStyle7SUnit of measure*FootnoteSource:Source4ARROW 3DUnit of measure*FootnoteSource:Source5CUBES1 3DUnit of measure*FootnoteSource:Source6CUBES2 3DUnit of measure*FootnoteSource:Source7CUBES3 3DUnit of measure*FootnoteSource:Source8TextTextTextTextCUTOUT 3DUnit of measure*FootnoteSource:Source9New entrantSuppliersBuyersSubstitutesFORCES AT WORKUnit of measure*FootnoteSource:Source10TextTextTextTextTextTextTextTextTextTextJOINTUnit of measure*FootnoteSource:Source11TextTextTextTextLEVEL SEPARATE 4Unit of measure*FootnoteSource:Source12TextTextTextLINEAR A 3DUnit of measure*FootnoteSource:Source13TextTextTextTextLINEAR B 3DUnit of measure*FootnoteSource:Source14TextTextTextLINEAR C 3DUnit of 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measure*FootnoteSource:Source90TextTextCOUPLED HORIZUnit of measure*FootnoteSource:Source91TextTextCOUPLED VERTUnit of measure*FootnoteSource:Source92TextTextTextTextFOCUSEDUnit of measure*FootnoteSource:Source93New entrantSuppliersIndustry competitorsBuyersSubstitutesFORCES AT WORKUnit of measure*FootnoteSource:Source94TextTextTextPARALLELUnit of measure*FootnoteSource:Source95TextTextTextTextSPLITUnit of measure*FootnoteSource:Source96TextSURROUNDUnit of measure*FootnoteSource:Source97TextTextTWISTEDUnit of measure*FootnoteSource:Source98TextTextUP&AWAYUnit of measure*FootnoteSource:Source99TextTextUP&DOWNUnit of measure*FootnoteSource:Source100The 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 peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5SUnit of measure*FootnoteSource:Source101CustomerClientsDistributorsCompetitorsSuppliers3CS TRIANGLEUnit of measure*FootnoteSource:Source102SkillsSharedvaluesStrategyStaffStructureSystemsStyleA 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 people3S-4SUnit of measure*FootnoteSource:Source103StyleStructureStaffStrategySystemsSkillsShared 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 competition7SUnit of measure*FootnoteSource:Source104Competitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIOUnit of measure*FootnoteSource:Source105Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesCHANGE BOARDUnit of measure*FootnoteSource:Source106 Delta Delta P 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 clientleadershipDELTA PUnit of measure*FootnoteSource:Source107Natural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporatecenter skillsBusiness unit linkagesTaxation/valuationdifferences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack”Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest orliquidate MACSUnit of measure*FootnoteSource:Source108Business StrategyManufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYUnit of measure*FootnoteSource:Source109Restructuring framework 1 5 4 3 2 PENTAGONUnit of measure*FootnoteSource:Source110Benefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFITUnit of measure*FootnoteSource:Source111Appraise performanceand prospects Developstrategy Redesignpivotal jobs Design the skillbuilding process Assess changereadiness Top downaction programs Bottom up action programs 1 2 4 5 6 7 8 3 SMILE CHARTUnit of measure*FootnoteSource:Source1123.Create andpursue a uniqueadvantage 2.Resegment the market to create a niche4.Exploit uniqueadvantageindustrywide 1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARDUnit of measure*FootnoteSource:Source113Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage-mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGEUnit of measure*FootnoteSource:Source114Selling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITYUnit of measure*FootnoteSource:Source115MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONUnit of measure*FootnoteSource:Source116Real Perceived Clients relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueVALUE SOURCESUnit of measure*FootnoteSource:Source117GANTT10HeaderTextUnit of measure*FootnoteSource:Source118GANTT15HeaderText#Unit of measure*FootnoteSource:Source119TextTextVENN 2Unit of measure*FootnoteSource:Source120TextTextTextVENN 3Unit of measure*FootnoteSource:Source121CONFIDENTIALFrequently Used Template Data DrivenTemplate 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&Company.This material was used by McKinsey&Company during an oral presentation;it is not a complete record of the discussion.Label 1Label 2Label 3AREAUnit of measure*FootnoteSource:Source123Label 1Label 2Label 3Label 4Label 5BARUnit of measure*FootnoteSource:Source124Label 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5TitleUnit of measureTitleUnit of 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