麦卡锡管理的图表汇总课件.ppt

1、2023-1-23麦卡锡管理的图表汇总麦卡锡管理的图表汇总麦卡锡管理的图表汇总麦卡锡管理的图表汇总*资料来源：Unit of measure例子HighLowLegendLegendLegendTextTextTextTextTextTitlex+x+TextTextTextTextText麦卡锡管理的图表汇总EXHIBIT TITLE*资料来源：麦卡锡管理的图表汇总*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextTextTextTextText2X2 CUBED*资料来源：Unit of measure麦卡锡管理的图表汇总2X2

2、TOWER*资料来源：Unit of measure麦卡锡管理的图表汇总PlacePriceProductPackagePositioning promotionProduct offering5Ps MARKETING*资料来源：Unit of measure麦卡锡管理的图表汇总StrategySkillsSystemsStaffShared valuesStructureStyle7S*资料来源：Unit of measure麦卡锡管理的图表汇总ARROW 3D*资料来源：Unit of measure麦卡锡管理的图表汇总CUBES1 3D*资料来源：Unit of measure麦卡锡管

3、理的图表汇总CUBES2 3D*资料来源：Unit of measure麦卡锡管理的图表汇总*FootnoteSource:CUBES3 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextCUTOUT 3D*资料来源：Unit of measure麦卡锡管理的图表汇总New entrantSuppliersIndustrycompetitorsBuyersSubstitutesFORCES AT WORK*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextTextTextTextTextJ

4、OINT*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextLEVEL SEPARATE 4*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextLINEAR A 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextLINEAR B 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextLINEAR C 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextLINEAR D 3D*资料来源：Unit of

5、 measure麦卡锡管理的图表汇总TextTextTextTextLINEAR E 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextLINEAR G 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextLINEAR I 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextLINEAR J 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextLINEAR N 3D*资料来源：Unit of measure麦卡锡管理的图表汇总Text

6、TextTextLINEAR P 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextLINEAR Q 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextLINEAR Q 3D*资料来源：Unit of measure麦卡锡管理的图表汇总PlanImplementSupportLINKS 3*资料来源：Unit of measure麦卡锡管理的图表汇总PERSPECTIVE 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextPROPELLER 3D*资料来源：Unit of measure麦卡

7、锡管理的图表汇总RINGS 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextSCALE*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextSCALES*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextSIZES IN*资料来源：Unit of measure麦卡锡管理的图表汇总SPIRAL1 3D*资料来源：Unit of measure麦卡锡管理的图表汇总SpiralBrakesTube in tubeSPIRAL2 3D*资料来源：Unit of measure麦卡锡管理

8、的图表汇总TextTextTextTextSPOTLIGHT*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextSTAIRCASE*资料来源：Unit of measure麦卡锡管理的图表汇总Stars 3D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextWIRE CUBES*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextTextARROWS*资料来源：Unit of measure麦卡锡管理的图表汇总TextLEVEL 1*资料来源：Unit

9、of measure麦卡锡管理的图表汇总TextTextLEVEL 2*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextLEVEL 3*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextLEVEL 4*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextLEVEL 5*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextLEVEL 6*资料来源：Unit of measure麦卡锡管理的图表汇总TextHeader

10、HeaderTextFLOW 2*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextHeaderHeaderTextFLOW 2 TITLE*资料来源：Unit of measure麦卡锡管理的图表汇总TextHeaderHeaderTextHeaderTextFLOW 3*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextHeaderHeaderTextHeaderTextFLOW 3 TITLE*资料来源：Unit of measure麦卡锡管理的图表汇总TextHeaderHeaderTextHeaderHeaderTextTextFL

11、OW 4*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextHeaderHeaderTextHeaderHeaderTextTextFLOW 4 TITLE*资料来源：Unit of measure麦卡锡管理的图表汇总TextHeaderHeaderTextHeaderHeaderHeaderTextTextTextFLOW 5*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextHeaderHeaderTextHeaderHeaderHeaderTextTextTextFLOW 5 TITLE*资料来源：Unit of measure麦卡锡管

12、理的图表汇总TextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextFLOW 6*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextFLOW 6 TITLE*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextBLADES*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextBOX*资料来源：Unit of meas

13、ure麦卡锡管理的图表汇总TextTextTextTextBOX*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextCYCLE 1*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextCYCLE 2*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextCYCLE 3*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextCYCLE 4*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextCYCLE 5*资料来源：Unit

14、 of measure麦卡锡管理的图表汇总TextTextTextTextTextTextCYCLE 6*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextTextCYCLE 7*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextTextTextCYCLE 8*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextINCOMING*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTe

15、xtRIBBON*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextRING*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextUPON 2*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextTextTextCONTINUOUS*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextCUTOUT*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextLINEAR A*资料来源：Unit of m

16、easure麦卡锡管理的图表汇总TextTextTextTextLINEAR B*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextLINEAR C*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextLINEAR D*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextLINEAR E*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextLINEAR F*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextLINEAR G*

17、资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextLINEAR H*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextLINEAR I*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextLINEAR J*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextLINEAR K*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextLINEAR N*资料来源：Unit of measure麦卡锡管理

18、的图表汇总TextTextTextLINEAR P*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextLINEAR Q*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextPROPELLER*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextSTEP 5*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextText2 ON 1*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextAGAINST*资料来

19、源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextAT WORK*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextCOUPLED HORIZ*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextCOUPLED VERT*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextFOCUSED*资料来源：Unit of measure麦卡锡管理的图表汇总New entrantSuppliersIndustry competitorsBuyersSubstitutesF

20、ORCES AT WORK*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextPARALLEL*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextSPLIT*资料来源：Unit of measure麦卡锡管理的图表汇总TextSURROUND*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTWISTED*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextUP&AWAY*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextUP&DOWN*资料

21、来源：Unit of measure麦卡锡管理的图表汇总CustomerClientsDistributorsCompetitorsSuppliers3Cs TRIANGLE*资料来源：Unit of measure麦卡锡管理的图表汇总SkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent set ofactions aimed at gaining a sustainable advantageover competition The organization chart andaccompanying baggage t

22、hat 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 proced

23、uresthrough 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 companiesperfo

24、rm extraordinaryfeats with ordinary people3S-4S*资料来源：Unit of measure麦卡锡管理的图表汇总The 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 a

25、nd 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

26、 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 peopleStaffSystemsStyleSharedValuesStructureSkillsS

27、trategy2S-5S*资料来源：Unit of measure麦卡锡管理的图表汇总Competitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIO*资料来源：Unit of measure麦卡锡管理的图表汇总Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEn

28、abling devicesCHANGE BOARD*资料来源：Unit of measure麦卡锡管理的图表汇总 Delta P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers(particularly middle management)haveskill to lead programimplementationChange in actual behavior

29、Action 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 plansAccur

30、ate measurementof action and resultsClear accountabilitiesEarly winsVisible demonstrationof new vision andvalues by clientleadershipDELTA P*资料来源：Unit of measure麦卡锡管理的图表汇总Natural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporatecenter skillsBu

31、siness unit linkagesTaxation/valuationdifferences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack”Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest orliquidate MACS*资料来源：Unit of mea

32、sure麦卡锡管理的图表汇总Business StrategyManufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGY*资料来源：Unit of measure麦卡锡管理的图表汇总Restructuring framework 1 5 4 3 2 PENTAGON*资料来源：Unit of measure麦卡锡管理的图表汇总Benefit Price Competitivedisa

33、dvantage Competitiveadvantage PRICE BENEFIT*资料来源：Unit of measure麦卡锡管理的图表汇总Appraise 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 CHART*资料来源：Unit of measure麦

34、卡锡管理的图表汇总3.Create andpursue a uniqueadvantage 2.Resegment the market to create a niche4.Exploit uniqueadvantageindustrywide 1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARD*资料来源：Unit of measure麦卡锡管理的图表汇总Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage-mentExternally orientat

35、ed planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGE*资料来源：Unit of measure麦卡锡管理的图表汇总Selling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productiv

36、ity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITY*资料来源：Unit of measure麦卡锡管理的图表汇总Maximizeshareholderval

37、ueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATION*资料来源：Unit of measure麦卡锡管理的图表汇总Real Perceived Clients relative ability to extract valueCorporate center skillsLinkages between business unitsFinan

38、cial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueVALUE SOURCES*资料来源：Unit of measure麦卡锡管理的图表汇总 HeaderTextGA

39、NTT10*资料来源：Unit of measure麦卡锡管理的图表汇总HeaderText#GANTT15*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextLEFT TO RIGHT*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextProcess objectivesTextSub-objectivesSTUDY OBJECTIVE*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextTextTOP DOWN*资料来源：Unit of mea

40、sure麦卡锡管理的图表汇总TextTextTextTextTextTextTextTextTextText2X2*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextTextTextTextText2X2 CUBED*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextTextTextTextTextTextText2X2 EXTENDED*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextText2X2 TOWER*资料来源：Un

41、it of measure麦卡锡管理的图表汇总TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText3X3*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText3X3 EXTENDED*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextDIFFRACTION*资料来源：Unit of measure麦卡锡管理的图表汇总Te

42、xtTextTextFLOW DOWN*资料来源：Unit of measure麦卡锡管理的图表汇总TextTextPASS THROUGH*资料来源：Unit of measure麦卡锡管理的图表汇总Label 1Label 2Label 3AREA*资料来源：Unit of measure麦卡锡管理的图表汇总Label 1Label 2Label 3Label 4Label 5BAR*资料来源：Unit of measure麦卡锡管理的图表汇总Label 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5Titl

43、eUnit of measureTitleUnit of measureBAR 2*资料来源：Unit of measure麦卡锡管理的图表汇总Label 1Label 2Label 3Label 4Label 5BAR BUTTED*资料来源：Unit of measure麦卡锡管理的图表汇总Label 1Label 2Label 3Label 4Label 5000000000000000SeriesSeriesSeriesBAR STACKED*资料来源：Unit of measure麦卡锡管理的图表汇总Label 1Label 2Label 3Label 4Label 50000000

44、00000000100%=SeriesSeriesSeriesBAR STACKED 100%*资料来源：Unit of measure麦卡锡管理的图表汇总TitleUnit of measureTitleUnit of measureLabel 1Label 2Label 3Label 4Label 5Label 6BUBBLE*资料来源：Unit of measure麦卡锡管理的图表汇总Label 1Label 2Label 3Label 4Label 5COLUMN*资料来源：Unit of measure麦卡锡管理的图表汇总Label 1Label 2Label 3Label 4Lab

45、el 5Label 1Label 2Label 3Label 4Label 5TitleUnit of measureTitleUnit of measureCOLUMN 2*资料来源：Unit of measure麦卡锡管理的图表汇总Label 1Label 2Label 3Label 4Label 5COLUMN BUTTED*资料来源：Unit of measure麦卡锡管理的图表汇总Label 1Label 2Label 3Label 4Label 5SeriesSeriesSeriesSeries000000000000000COLUMN STACKED*资料来源：Unit of m

46、easure麦卡锡管理的图表汇总Label 1Label 2Label 3Label 4Label 5SeriesSeriesSeriesSeries100%=000000000000000COLUMN STACKED 100%*资料来源：Unit of measure麦卡锡管理的图表汇总TitleUnit of measureLabel 1Label 2Label 3Label 4Label 5TitleUnit of measure100%=000SeriesSeriesSeriesSeriesLabel 1COMBO PIE SEGMENT COLUMN*资料来源：Unit of mea

47、sure麦卡锡管理的图表汇总TitleUnit of measureTitleUnit of measureLabel 1Label 2Label 3Label 4Label 5COST CURVE*资料来源：Unit of measure麦卡锡管理的图表汇总ARROWS*资料来源：Unit of measure麦卡锡管理的图表汇总This report is solely for the use of client personnel.No part of it may be circulated,quoted,or reproduced for distribution outside t

48、he client organization without prior written approval from McKinsey&Company.DISCLAIMERS CLIENT*资料来源：Unit of measure麦卡锡管理的图表汇总This report contains information that is confidential and proprietary to McKinsey&Company and is solely for the use of McKinsey&Company personnel.No part of it may be used,cir

49、culated,quoted,or reproduced for distribution outside McKinsey&Company.If you are not the intended recipient of this report,you are hereby notified that the use,circulation,quoting,or reproducing of this report is strictly prohibited and may be unlawful.DISCLAIMERS INTERNAL*资料来源：Unit of measure麦卡锡管理

50、的图表汇总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 com