最新麦肯锡图表模板优秀PPT.ppt

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1、CONFIDENTIALFrequently Used Template TextTextTextTextTextTextTextTextTextText2X2 CUBEDUnit of measure*FootnoteSource:Source2X2 TOWERUnit of measure*FootnoteSource:Source5PS MARKETINGUnit of measure*FootnoteSource:SourceStrategySkillsSystemsStaffShared valuesStructureStyle7SUnit of measure*FootnoteSo

2、urce: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

3、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*Fo

4、otnoteSource:SourceTextTextTextLINEAR C 3DUnit of measure*FootnoteSource:SourceTextTextTextLINEAR D 3DUnit of measure*FootnoteSource:SourceTextTextTextTextLINEAR E 3DUnit of measure*FootnoteSource:SourceTextTextTextLINEAR G 3DUnit of measure*FootnoteSource:SourceTextTextLINEAR I 3DUnit of measure*Fo

5、otnoteSource:SourceTextTextTextTextLINEAR J 3DUnit of measure*FootnoteSource:SourceTextLINEAR N 3DTextTextTextUnit of measure*FootnoteSource:SourceTextTextTextLINEAR P 3DUnit of measure*FootnoteSource:SourceLINEAR Q 3DTextTextUnit of measure*FootnoteSource:SourceTextTextLINEAR Q 3DUnit of measure*Fo

6、otnoteSource:SourcePlanImplementSupportLINKS 3Unit of measure*FootnoteSource:SourcePERSPECTIVE 3DUnit of measure*FootnoteSource:SourceTextTextTextPROPELLER 3DUnit of measure*FootnoteSource:SourceRINGS 3DUnit of measure*FootnoteSource:SourceTextSCALETextUnit of measure*FootnoteSource:SourceTextTextSC

7、ALESUnit of measure*FootnoteSource:SourceTextTextTextTextTextTextSIZES INUnit of measure*FootnoteSource:SourceSPIRAL1 3DUnit of measure*FootnoteSource:SourceSpiralBrakesTube in tubeSPIRAL2 3DUnit of measure*FootnoteSource:SourceTextTextTextTextSPOTLIGHTUnit of measure*FootnoteSource:SourceTextTextTe

8、xtTextTextTextSTAIRCASEUnit of measure*FootnoteSource:SourceSTARS 3DUnit of measure*FootnoteSource:SourceTextTextWIRE CUBESUnit of measure*FootnoteSource:SourceTextTextTextTextTextTextTextARROWSUnit of measure*FootnoteSource:SourceLEVEL 1TextUnit of measure*FootnoteSource:SourceLEVEL 2TextTextUnit o

9、f measure*FootnoteSource:SourceLEVEL 3TextTextTextUnit of measure*FootnoteSource:SourceLEVEL 4TextTextTextTextUnit of measure*FootnoteSource:SourceLEVEL 5TextTextTextTextTextUnit of measure*FootnoteSource:SourceLEVEL 6TextTextTextTextTextTextUnit of measure*FootnoteSource:SourceFLOW 2TextHeaderHeade

10、rTextUnit of measure*FootnoteSource:SourceTextFLOW 2 TITLETextHeaderHeaderTextUnit of measure*FootnoteSource:SourceFLOW 3TextHeaderHeaderTextHeaderTextUnit of measure*FootnoteSource:SourceTextFLOW 3 TITLETextHeaderHeaderTextHeaderTextUnit of measure*FootnoteSource:SourceFLOW 4TextHeaderHeaderTextHea

11、derHeaderTextTextUnit of measure*FootnoteSource:SourceTextFLOW 4 TITLETextHeaderHeaderTextHeaderHeaderTextTextUnit of measure*FootnoteSource:SourceFLOW 5TextHeaderHeaderTextHeaderHeaderHeaderTextTextTextUnit of measure*FootnoteSource:SourceTextFLOW 5 TITLETextHeaderHeaderTextHeaderHeaderHeaderTextTe

12、xtTextUnit of measure*FootnoteSource:SourceUnit of measureROUGH ESTIMATESource:Source*FootnoteSQUARE FLOW*FootnoteSource:SourceUnit of measureTO BE COMPLETED*FootnoteUnit of measure*Footnote*FootnoteSource:SourceSource:SourceFLOW 6TextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextUnit of m

13、easure*FootnoteSource:SourceTextFLOW 6 TITLETextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextUnit of measure*FootnoteSource:SourceBLADESTextTextTextTextUnit of measure*FootnoteSource:SourceBOXTextTextTextTextUnit of measure*FootnoteSource:SourceBOXTextTextTextTextUnit of measure*FootnoteS

14、ource:SourceCYCLE 1TextTextTextUnit of measure*FootnoteSource:SourceCYCLE 2TextTextUnit of measure*FootnoteSource:SourceCYCLE 3TextTextTextUnit of measure*FootnoteSource:SourceCYCLE 4TextTextTextTextUnit of measure*FootnoteSource:SourceCYCLE 5TextTextTextTextTextUnit of measure*FootnoteSource:Source

15、CYCLE 6TextTextTextTextTextTextUnit of measure*FootnoteSource:SourceCYCLE 7TextTextTextTextTextTextTextUnit of measure*FootnoteSource:SourceCYCLE 8TextTextTextTextTextTextTextTextUnit of measure*FootnoteSource:SourceTextINCOMINGTextTextTextTextTextUnit of measure*FootnoteSource:SourceRIBBONTextTextT

16、extTextTextUnit of measure*FootnoteSource:SourceRINGTextTextTextTextTextUnit of measure*FootnoteSource:SourceUPON 2TextTextUnit of measure*FootnoteSource:SourceCONTINUOUSTextTextTextTextTextTextTextTextUnit of measure*FootnoteSource:SourceCUTOUTTextTextTextTextUnit of measure*FootnoteSource:SourceLI

17、NEAR ATextTextTextUnit of measure*FootnoteSource:SourceLINEAR BTextTextTextTextUnit of measure*FootnoteSource:SourceLINEAR CTextTextTextUnit of measure*FootnoteSource:SourceLINEAR DTextTextTextUnit of measure*FootnoteSource:SourceLINEAR ETextTextTextTextUnit of measure*FootnoteSource:SourceLINEAR FT

18、extTextTextUnit of measure*FootnoteSource:SourceLINEAR GTextTextTextUnit of measure*FootnoteSource:SourceLINEAR HTextTextTextTextUnit of measure*FootnoteSource:SourceLINEAR ITextTextUnit of measure*FootnoteSource:SourceLINEAR JTextTextTextTextUnit of measure*FootnoteSource:SourceLINEAR KTextTextText

19、TextTextTextUnit of measure*FootnoteSource:SourceLINEAR NTextTextTextTextUnit of measure*FootnoteSource:SourceLINEAR PTextTextTextUnit of measure*FootnoteSource:SourceLINEAR QTextTextUnit of measure*FootnoteSource:SourcePROPELLERTextTextTextUnit of measure*FootnoteSource:SourceSTEP 5TextTextTextText

20、TextUnit of measure*FootnoteSource:SourceTextTextTextText2 ON 1Unit of measure*FootnoteSource:SourceTextTextTextTextTextTextAGAINSTUnit of measure*FootnoteSource:SourceTextTextTextTextTextAT WORKUnit of measure*FootnoteSource:SourceTextTextCOUPLED HORIZUnit of measure*FootnoteSource:SourceTextTextCO

21、UPLED VERTUnit of measure*FootnoteSource:SourceTextTextTextTextFOCUSEDUnit of measure*FootnoteSource:SourceNew entrantSuppliersIndustry competitorsBuyersSubstitutesFORCES AT WORKUnit of measure*FootnoteSource:SourceTextTextTextPARALLELUnit of measure*FootnoteSource:SourceTextTextTextTextSPLITUnit of

22、 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,at

23、tention,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 desirab

24、le(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 org

25、anizationas a whole asdistinct from theindividuals.Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5SUnit of measure*FootnoteSource:SourceCustomerClientsDistributorsCompetitorsSuppliers3CS TRIANGLEUnit of measure*FootnoteSource:Sour

26、ceSkillsSharedvaluesStrategyStaffStructureSystemsStyleA 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,consider

27、ed 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 individ

28、ual 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:SourceStyleStructureStaffStrategySyste

29、msSkillsShared 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 d

30、esirable(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 divid

31、ed 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 attract

32、ivenessLowMediumHighBUSS PORTFOLIOUnit of measure*FootnoteSource:SourceChange visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesCHANGE BOARDUnit of measure*FootnoteSource:Source Delta P Delta P Vision andLe

33、adershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers(particularly middle management)haveskill to lead programimplementationChange in actual behaviorAction plans sufficient to achieve goalsAgreement on objectives by line manage

34、mentManagement 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 de

35、monstrationof 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 attractivenes

36、sCompetitive positionRestructuring/rationalization opportunities“One of the pack”Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest orliquidate MACSUnit of measure*FootnoteSource:SourceBusiness StrategyManufacturing StrategyConfiguration

37、SystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYUnit of measure*FootnoteSource:SourceRestructuring framework 1 5 4 3 2 PENTAGONUnit of measure*FootnoteSource:SourceBenefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFITUnit of mea

38、sure*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 uniqueadvant

39、age 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 planningBu

40、dget 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

41、costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITYUnit of measure*FootnoteSource:SourceMaximizeshareholdervalueGrowthroughculturalini

42、tiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONUnit of measure*FootnoteSource:SourceReal Perceived Clients relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fit

43、Industry 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

44、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 pers

45、onnel.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 3A

46、REAUnit 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 measure*FootnoteSource:SourceLabel 1Label 2Label 3Label 4Label

47、 5BAR BUTTEDUnit of measure*FootnoteSource:SourceLabel 1Label 2Label 3Label 4Label 5000000000000000SeriesSeriesBAR STACKEDSeriesUnit of measure*FootnoteSource:SourceLabel 1Label 2Label 3Label 4Label 5000000000000000100%=SeriesSeriesBAR STACKED 100%SeriesUnit of measure*FootnoteSource:SourceTitleUnit

48、 of measureTitleUnit of measureLabel 1Label 2Label 3Label 4Label 5Label 6BUBBLEUnit of measure*FootnoteSource:SourceLabel 1Label 2Label 3Label 4Label 5COLUMNUnit of measure*FootnoteSource:SourceLabel 1 Label 2 Label 3 Label 4 Label 5Label 1 Label 2 Label 3 Label 4 Label 5TitleUnit of measureTitleUni

49、t of measureCOLUMN 2Unit of measure*FootnoteSource:SourceLabel 1Label 2Label 3Label 4Label 5COLUMN BUTTEDUnit of measure*FootnoteSource:SourceLabel 1Label 2Label 3Label 4Label 5 SeriesSeriesSeriesSeries000000000000000COLUMN STACKEDUnit of measure*FootnoteSource:SourceLabel 1Label 2Label 3Label 4Labe

50、l 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