最新麦肯锡图表模板优秀PPT.ppt
CONFIDENTIALFrequently Used Template TextTextTextTextTextTextTextTextTextText2X2 CUBEDUnit of measure*FootnoteSource:Source2X2 TOWERUnit of measure*FootnoteSource:Source5PS MARKETINGUnit of measure*FootnoteSource:SourceStrategySkillsSystemsStaffShared valuesStructureStyle7SUnit of measure*FootnoteSource:SourceARROW 3DUnit of measure*FootnoteSource:SourceCUBES1 3DUnit of measure*FootnoteSource:SourceCUBES2 3DUnit of measure*FootnoteSource:SourceCUBES3 3DUnit of measure*FootnoteSource:SourceTextTextTextTextCUTOUT 3DUnit of measure*FootnoteSource:SourceNew entrantSuppliersBuyersSubstitutesFORCES AT WORKUnit of measure*FootnoteSource:SourceTextTextTextTextTextTextTextTextTextTextJOINTUnit of measure*FootnoteSource:SourceTextTextTextTextLEVEL SEPARATE 4Unit of measure*FootnoteSource:SourceTextTextTextLINEAR A 3DUnit of measure*FootnoteSource:SourceTextTextTextTextLINEAR B 3DUnit of measure*FootnoteSource:SourceTextTextTextLINEAR C 3DUnit of measure*FootnoteSource:SourceTextTextTextLINEAR D 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2TextTextUnit of measure*FootnoteSource:SourceCYCLE 3TextTextTextUnit of measure*FootnoteSource:SourceCYCLE 4TextTextTextTextUnit of measure*FootnoteSource:SourceCYCLE 5TextTextTextTextTextUnit of measure*FootnoteSource:SourceCYCLE 6TextTextTextTextTextTextUnit of measure*FootnoteSource:SourceCYCLE 7TextTextTextTextTextTextTextUnit of measure*FootnoteSource:SourceCYCLE 8TextTextTextTextTextTextTextTextUnit of measure*FootnoteSource:SourceTextINCOMINGTextTextTextTextTextUnit of measure*FootnoteSource:SourceRIBBONTextTextTextTextTextUnit of measure*FootnoteSource:SourceRINGTextTextTextTextTextUnit of measure*FootnoteSource:SourceUPON 2TextTextUnit of measure*FootnoteSource:SourceCONTINUOUSTextTextTextTextTextTextTextTextUnit of measure*FootnoteSource:SourceCUTOUTTextTextTextTextUnit of measure*FootnoteSource:SourceLINEAR ATextTextTextUnit of measure*FootnoteSource:SourceLINEAR BTextTextTextTextUnit of measure*FootnoteSource:SourceLINEAR CTextTextTextUnit of 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measure*FootnoteSource:SourceTextTextCOUPLED HORIZUnit of measure*FootnoteSource:SourceTextTextCOUPLED VERTUnit of measure*FootnoteSource:SourceTextTextTextTextFOCUSEDUnit of measure*FootnoteSource:SourceNew entrantSuppliersIndustry competitorsBuyersSubstitutesFORCES AT WORKUnit of measure*FootnoteSource:SourceTextTextTextPARALLELUnit of measure*FootnoteSource:SourceTextTextTextTextSPLITUnit of measure*FootnoteSource:SourceTextSURROUNDUnit of measure*FootnoteSource:SourceTextTextTWISTEDUnit of measure*FootnoteSource:SourceTextTextUP&AWAYUnit of measure*FootnoteSource:SourceTextTextUP&DOWNUnit of measure*FootnoteSource:SourceThe 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:SourceCustomerClientsDistributorsCompetitorsSuppliers3CS TRIANGLEUnit of measure*FootnoteSource:SourceSkillsSharedvaluesStrategyStaffStructureSystemsStyleA 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:SourceStyleStructureStaffStrategySystemsSkillsShared 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:SourceCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIOUnit of measure*FootnoteSource:SourceChange visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesCHANGE BOARDUnit of measure*FootnoteSource:Source Delta P 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 clientleadershipDELTA PUnit of measure*FootnoteSource:SourceNatural 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:SourceBusiness StrategyManufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYUnit of measure*FootnoteSource:SourceRestructuring framework 1 5 4 3 2 PENTAGONUnit of measure*FootnoteSource:SourceBenefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFITUnit of measure*FootnoteSource:SourceAppraise 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:Source3.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:SourceStage 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:SourceSelling 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:SourceMaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONUnit of measure*FootnoteSource:SourceReal 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:SourceGANTT10HeaderTextUnit of measure*FootnoteSource:SourceGANTT15HeaderText#Unit of measure*FootnoteSource:SourceTextTextVENN 2Unit of measure*FootnoteSource:SourceTextTextTextVENN 3Unit of measure*FootnoteSource:SourceCONFIDENTIALFrequently Used Template Data DrivenTemplate June 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:SourceLabel 1Label 2Label 3Label 4Label 5BARUnit of measure*FootnoteSource:SourceLabel 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5TitleUnit of measureTitleUnit of measureBAR 2Unit of 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5SeriesSeriesSeriesSeries100%=000000000000000COLUMN STACKED 100%Unit of measure*FootnoteSource:SourceTitleUnit of measureLabel 1Label 2Label 3Label 4Label 5TitleUnit of measure100%=000SeriesSeriesSeriesSeriesLabel 1COMBO PIE SEGMENT COLUMNUnit of measure*FootnoteSource:SourceTitleUnit of measureTi
