麦肯锡白底管理战略专用模板-课件.pptx

1、CONFIDENTIALFrequently Used Template Conceptual Template 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 b

2、y McKinsey&Company during an oral presentation;it is not a complete record of the discussion.TextTextTextTextTextTextTextTextTextText2X2 CUBEDUnit of measure*FootnoteSource:Source12X2 TOWERUnit of measure*FootnoteSource:Source25PS MARKETINGPlacePriceProductPackagePositioning promotionProduct offerin

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4、tnoteSource:Source8TextTextTextTextCUTOUT 3DUnit of measure*FootnoteSource:Source9New entrantSuppliersIndustrycompetitorsBuyersSubstitutesFORCES AT WORKUnit of measure*FootnoteSource:Source10TextTextTextTextTextTextTextTextTextTextJOINTUnit of measure*FootnoteSource:Source11TextTextTextTextLEVEL SEP

5、ARATE 4Unit of measure*FootnoteSource:Source12TextTextTextLINEAR A 3DUnit of measure*FootnoteSource:Source13TextTextTextTextLINEAR B 3DUnit of measure*FootnoteSource:Source14TextTextTextLINEAR C 3DUnit of measure*FootnoteSource:Source15TextTextTextLINEAR D 3DUnit of measure*FootnoteSource:Source16Te

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8、urce:Source26TextTextTextPROPELLER 3DUnit of measure*FootnoteSource:Source27RINGS 3DUnit of measure*FootnoteSource:Source28TextSCALETextUnit of measure*FootnoteSource:Source29TextTextSCALESUnit of measure*FootnoteSource:Source30TextTextTextTextTextTextSIZES INUnit of measure*FootnoteSource:Source31S

9、PIRAL1 3DUnit of measure*FootnoteSource:Source32SpiralBrakesTube in tubeSPIRAL2 3DUnit of measure*FootnoteSource:Source33TextTextTextTextSPOTLIGHTUnit of measure*FootnoteSource:Source34TextTextTextTextTextTextSTAIRCASEUnit of measure*FootnoteSource:Source35STARS 3DUnit of measure*FootnoteSource:Sour

10、ce36TextTextWIRE CUBESUnit of measure*FootnoteSource:Source37TextTextTextTextTextTextTextARROWSUnit of measure*FootnoteSource:Source38LEVEL 1TextUnit of measure*FootnoteSource:Source39LEVEL 2TextTextUnit of measure*FootnoteSource:Source40LEVEL 3TextTextTextUnit of measure*FootnoteSource:Source41LEVE

11、L 4TextTextTextTextUnit of measure*FootnoteSource:Source42LEVEL 5TextTextTextTextTextUnit of measure*FootnoteSource:Source43LEVEL 6TextTextTextTextTextTextUnit of measure*FootnoteSource:Source44FLOW 2TextHeaderHeaderTextUnit of measure*FootnoteSource:Source45TextFLOW 2 TITLETextHeaderHeaderTextUnit

12、of measure*FootnoteSource:Source46FLOW 3TextHeaderHeaderTextHeaderTextUnit of measure*FootnoteSource:Source47TextFLOW 3 TITLETextHeaderHeaderTextHeaderTextUnit of measure*FootnoteSource:Source48FLOW 4TextHeaderHeaderTextHeaderHeaderTextTextUnit of measure*FootnoteSource:Source49TextFLOW 4 TITLETextH

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14、HeaderHeaderHeaderTextTextTextHeaderTextUnit of measure*FootnoteSource:Source53TextFLOW 6 TITLETextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextUnit of measure*FootnoteSource:Source54BLADESTextTextTextTextUnit of measure*FootnoteSource:Source55BOXTextTextTextTextUnit of measure*FootnoteSo

15、urce:Source56BOXTextTextTextTextUnit of measure*FootnoteSource:Source57CYCLE 1TextTextTextUnit of measure*FootnoteSource:Source58CYCLE 2TextTextUnit of measure*FootnoteSource:Source59CYCLE 3TextTextTextUnit of measure*FootnoteSource:Source60CYCLE 4TextTextTextTextUnit of measure*FootnoteSource:Sourc

16、e61CYCLE 5TextTextTextTextTextUnit of measure*FootnoteSource:Source62CYCLE 6TextTextTextTextTextTextUnit of measure*FootnoteSource:Source63CYCLE 7TextTextTextTextTextTextTextUnit of measure*FootnoteSource:Source64CYCLE 8TextTextTextTextTextTextTextTextUnit of measure*FootnoteSource:Source65TextINCOM

17、INGTextTextTextTextTextUnit of measure*FootnoteSource:Source66RIBBONTextTextTextTextTextUnit of measure*FootnoteSource:Source67RINGTextTextTextTextTextUnit of measure*FootnoteSource:Source68UPON 2TextTextUnit of measure*FootnoteSource:Source69CONTINUOUSTextTextTextTextTextTextTextTextUnit of measure

18、*FootnoteSource:Source70CUTOUTTextTextTextTextUnit of measure*FootnoteSource:Source71LINEAR ATextTextTextUnit of measure*FootnoteSource:Source72LINEAR BTextTextTextTextUnit of measure*FootnoteSource:Source73LINEAR CTextTextTextUnit of measure*FootnoteSource:Source74LINEAR DTextTextTextUnit of measur

19、e*FootnoteSource:Source75LINEAR ETextTextTextTextUnit of measure*FootnoteSource:Source76LINEAR FTextTextTextUnit of measure*FootnoteSource:Source77LINEAR GTextTextTextUnit of measure*FootnoteSource:Source78LINEAR HTextTextTextTextUnit of measure*FootnoteSource:Source79LINEAR ITextTextUnit of measure

20、*FootnoteSource:Source80LINEAR JTextTextTextTextUnit of measure*FootnoteSource:Source81LINEAR KTextTextTextTextTextTextUnit of measure*FootnoteSource:Source82LINEAR NTextTextTextTextUnit of measure*FootnoteSource:Source83LINEAR PTextTextTextUnit of measure*FootnoteSource:Source84LINEAR QTextTextUnit

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22、extTextTextAT WORKUnit of measure*FootnoteSource:Source90TextTextCOUPLED HORIZUnit of measure*FootnoteSource:Source91TextTextCOUPLED VERTUnit of measure*FootnoteSource:Source92TextTextTextTextFOCUSEDUnit of measure*FootnoteSource:Source93New entrantSuppliersIndustry competitorsBuyersSubstitutesFORCE

23、S AT WORKUnit of measure*FootnoteSource:Source94TextTextTextPARALLELUnit of measure*FootnoteSource:Source95TextTextTextTextSPLITUnit of measure*FootnoteSource:Source96TextSURROUNDUnit of measure*FootnoteSource:Source97TextTextTWISTEDUnit of measure*FootnoteSource:Source98TextTextUP&AWAYUnit of measu

24、re*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 char

25、t 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 wh

26、ich 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 peopleStaffSystemsStyleSharedValuesStructureSkil

27、lsStrategy2S-5SUnit of measure*FootnoteSource:Source101CustomerClientsDistributorsCompetitorsSuppliers3CS TRIANGLEUnit of measure*FootnoteSource:Source102SkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent set ofactions aimed at gaining a sustainable advantageover competition The organiza

28、tion 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 symbo

29、lic 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 fro

30、mthe 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

31、 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 proce

32、dures 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 acti

33、ons 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 c

34、onstitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesCHANGE BOARDUnit of measure*FootnoteSource:Source106 Delta P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers(particularly midd

35、le 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 communicationsPeople

36、s 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 v

37、alue 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 andm

38、anage forcode orliquidate Probablydivest DivestDivest orliquidate MACSUnit of measure*FootnoteSource:Source108Business StrategyManufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYUnit of measure*FootnoteSource:Source

39、109Restructuring 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

40、 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

41、 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*Foot

42、noteSource:Source114Selling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intens

43、itySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITYUnit of measure*FootnoteSource:Source115MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachV

44、ALUE 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 ta

45、x 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

46、 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

47、 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.050100150200250300350199619971998199920002001Label 1Label 2Label 3AREAUnit of measure*FootnoteSource:Source123504030

48、2010Label 1Label 2Label 3Label 4Label 5BARUnit of measure*FootnoteSource:Source12450403020105040302010Label 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5TitleUnit of measureTitleUnit of measureBAR 2Unit of measure*FootnoteSource:Source12540302010550403025155550453025Label 1Label 2

49、Label 3Label 4Label 5BAR BUTTEDUnit of measure*FootnoteSource:Source126504030201023254565964323232323Label 1Label 2Label 3Label 4Label 5000000000000000SeriesSeriesBAR STACKEDSeriesUnit of measure*FootnoteSource:Source127504030204550607080901020304050Label 1Label 2Label 3Label 4Label 5000000000000000

50、100%=SeriesSeriesBAR STACKED 100%SeriesUnit of measure*FootnoteSource:Source1280100200300400500600700050100150200250TitleUnit of measureTitleUnit of measureLabel 1Label 2Label 3Label 4Label 5Label 6BUBBLEUnit of measure*FootnoteSource:Source1292030405060Label 1Label 2Label 3Label 4Label 5COLUMNUnit