麦肯锡图表模板白色背景.ppt

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1、CONFIDENTIALFrequently Used Template TextTextTextTextTextTextTextTextTextText2X2 CUBEDUnit of measure*FootnoteSource:Source12X2 TOWERUnit of measure*FootnoteSource:Source25PS MARKETINGUnit of measure*FootnoteSource:Source3StrategySkillsSystemsStaffShared valuesStructureStyle7SUnit of measure*Footnot

2、eSource: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 entrantSuppliersBuyersSubstitut

3、esFORCES AT WORKUnit of measure*FootnoteSource:Source10TextTextTextTextTextTextTextTextTextTextJOINTUnit of measure*FootnoteSource:Source11TextTextTextTextLEVEL SEPARATE 4Unit of measure*FootnoteSource:Source12TextTextTextLINEAR A 3DUnit of measure*FootnoteSource:Source13TextTextTextTextLINEAR B 3DU

4、nit of measure*FootnoteSource:Source14TextTextTextLINEAR C 3DUnit of measure*FootnoteSource:Source15TextTextTextLINEAR D 3DUnit of measure*FootnoteSource:Source16TextTextTextTextLINEAR E 3DUnit of measure*FootnoteSource:Source17TextTextTextLINEAR G 3DUnit of measure*FootnoteSource:Source18TextTextLI

5、NEAR I 3DUnit of measure*FootnoteSource:Source19TextTextTextTextLINEAR J 3DUnit of measure*FootnoteSource:Source20TextLINEAR N 3DTextTextTextUnit of measure*FootnoteSource:Source21TextTextTextLINEAR P 3DUnit of measure*FootnoteSource:Source22LINEAR Q 3DTextTextUnit of measure*FootnoteSource:Source23

6、TextTextLINEAR Q 3DUnit of measure*FootnoteSource:Source24PlanImplementSupportLINKS 3Unit of measure*FootnoteSource:Source25PERSPECTIVE 3DUnit of measure*FootnoteSource:Source26TextTextTextPROPELLER 3DUnit of measure*FootnoteSource:Source27RINGS 3DUnit of measure*FootnoteSource:Source28TextSCALEText

7、Unit of measure*FootnoteSource:Source29TextTextSCALESUnit of measure*FootnoteSource:Source30TextTextTextTextTextTextSIZES INUnit of measure*FootnoteSource:Source31SPIRAL1 3DUnit of measure*FootnoteSource:Source32SpiralBrakesTube in tubeSPIRAL2 3DUnit of measure*FootnoteSource:Source33TextTextTextTex

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10、extTextTextTextTextUnit of measure*FootnoteSource:Source44FLOW 2TextHeaderHeaderTextUnit of measure*FootnoteSource:Source45TextFLOW 2 TITLETextHeaderHeaderTextUnit of measure*FootnoteSource:Source46FLOW 3TextHeaderHeaderTextHeaderTextUnit of measure*FootnoteSource:Source47TextFLOW 3 TITLETextHeaderH

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15、e63CYCLE 7TextTextTextTextTextTextTextUnit of measure*FootnoteSource:Source64CYCLE 8TextTextTextTextTextTextTextTextUnit of measure*FootnoteSource:Source65TextINCOMINGTextTextTextTextTextUnit of measure*FootnoteSource:Source66RIBBONTextTextTextTextTextUnit of measure*FootnoteSource:Source67RINGTextT

16、extTextTextTextUnit of measure*FootnoteSource:Source68UPON 2TextTextUnit of measure*FootnoteSource:Source69CONTINUOUSTextTextTextTextTextTextTextTextUnit of measure*FootnoteSource:Source70CUTOUTTextTextTextTextUnit of measure*FootnoteSource:Source71LINEAR ATextTextTextUnit of measure*FootnoteSource:

17、Source72LINEAR BTextTextTextTextUnit of measure*FootnoteSource:Source73LINEAR CTextTextTextUnit of measure*FootnoteSource:Source74LINEAR DTextTextTextUnit of measure*FootnoteSource:Source75LINEAR ETextTextTextTextUnit of measure*FootnoteSource:Source76LINEAR FTextTextTextUnit of measure*FootnoteSour

18、ce:Source77LINEAR GTextTextTextUnit of measure*FootnoteSource:Source78LINEAR HTextTextTextTextUnit of measure*FootnoteSource:Source79LINEAR ITextTextUnit of measure*FootnoteSource:Source80LINEAR JTextTextTextTextUnit of measure*FootnoteSource:Source81LINEAR KTextTextTextTextTextTextUnit of measure*F

19、ootnoteSource:Source82LINEAR NTextTextTextTextUnit of measure*FootnoteSource:Source83LINEAR PTextTextTextUnit of measure*FootnoteSource:Source84LINEAR QTextTextUnit of measure*FootnoteSource:Source85PROPELLERTextTextTextUnit of measure*FootnoteSource:Source86STEP 5TextTextTextTextTextUnit of measure

20、*FootnoteSource:Source87TextTextTextText2 ON 1Unit of measure*FootnoteSource:Source88TextTextTextTextTextTextAGAINSTUnit of measure*FootnoteSource:Source89TextTextTextTextTextAT WORKUnit of measure*FootnoteSource:Source90TextTextCOUPLED HORIZUnit of measure*FootnoteSource:Source91TextTextCOUPLED VER

21、TUnit of measure*FootnoteSource:Source92TextTextTextTextFOCUSEDUnit of measure*FootnoteSource:Source93New entrantSuppliersIndustry competitorsBuyersSubstitutesFORCES AT WORKUnit of measure*FootnoteSource:Source94TextTextTextPARALLELUnit of measure*FootnoteSource:Source95TextTextTextTextSPLITUnit of

22、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 use

23、of 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 a

24、nd 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

25、 bythe organizationas a whole asdistinct from theindividuals.Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5SUnit of measure*FootnoteSource:Source101CustomerClientsDistributorsCompetitorsSuppliers3CS TRIANGLEUnit of measure*Footno

26、teSource: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 organ

27、ization,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 corpora

28、teand/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:Source103StyleStructur

29、eStaffStrategySystemsSkillsShared 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

30、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 t

31、asks 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 positionLowMediumHigh

32、Product/market attractivenessLowMediumHighBUSS PORTFOLIOUnit of measure*FootnoteSource:Source105Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesCHANGE BOARDUnit of measure*FootnoteSource:Source106

33、Delta Delta P P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers(particularly middle management)haveskill to lead programimplementationChange in actual behaviorAction plans sufficient to achieve goalsAgreement

34、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 accounta

35、bilitiesEarly 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/valuationdif

36、ferences 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 StrategyM

37、anufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYUnit of measure*FootnoteSource:Source109Restructuring framework 1 5 4 3 2 PENTAGONUnit of measure*FootnoteSource:Source110Benefit Price Competitivedisadvantage Compe

38、titiveadvantage 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*FootnoteSou

39、rce: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-mentExtern

40、ally 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

41、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:

42、Source115MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONUnit of measure*FootnoteSource:Source116Real Perceived Clients relative ability to extract valueCorporate center sk

43、illsLinkages 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

44、 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

45、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 pre

46、sentation;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 o

47、f measureBAR 2Unit of measure*FootnoteSource:Source125Label 1Label 2Label 3Label 4Label 5BAR BUTTEDUnit of measure*FootnoteSource:Source126Label 1Label 2Label 3Label 4Label 5000000000000000SeriesSeriesBAR STACKEDSeriesUnit of measure*FootnoteSource:Source127Label 1Label 2Label 3Label 4Label 50000000

48、00000000100%=SeriesSeriesBAR STACKED 100%SeriesUnit of measure*FootnoteSource:Source128TitleUnit of measureTitleUnit of measureLabel 1Label 2Label 3Label 4Label 5Label 6BUBBLEUnit of measure*FootnoteSource:Source129Label 1Label 2Label 3Label 4Label 5COLUMNUnit of measure*FootnoteSource:Source130Labe

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50、riesSeries000000000000000COLUMN STACKEDUnit of measure*FootnoteSource:Source133Label 1Label 2Label 3Label 4Label 5SeriesSeriesSeriesSeries100%=000000000000000COLUMN STACKED 100%Unit of measure*FootnoteSource:Source134TitleUnit of measureLabel 1Label 2Label 3Label 4Label 5TitleUnit of measure100%=000