麦肯锡Mckinsey分析问题的框架和思路(英课件.ppt

1、可编辑ppt1分析问题的思路和框架分析问题的思路和框架麦肯锡系列麦肯锡系列可编辑ppt2SystemsThe way managerscollectively behavewith respect to useof time,attention,and symbolic actionsThe people in the organization,consideredin terms of corporate demographics,not individual personalitiesThe organization chart andaccompanying baggage thatsh

2、ow who reports to whomand how tasks are bothdivided up and integratedThose ideas of what is right anddesirable(in corporate and/orindividual behavior)which aretypical of the organization andcommon to most of its membersThe processes and proceduresthrough which things get donefrom day to dayA coheren

3、t setof actions aimedat gaining asustainableadvantage overcompetitionStrategyCapabilitiespossessed bythe organizationas a whole asdistinct from theindividuals.Somecompanies performextraordinaryfeats withordinary peopleSkillsStaffStyleSharedValuesStructure可编辑ppt3A coherent set ofactions aimed at gain

4、inga sustainable advantageover competitionThose ideas of what is rightand desirable(in corporateand/or individual behavior)which are typical of theorganization and commonto most of its membersThe organization chart andaccompanying baggage that showwho reports to whom and how tasksare both divided up

5、 and integratedThe way managerscollectively behavewith respect to useof time,attention andsymbolic actionsThe processes and proceduresthrough which things get donefrom day-to-dayThe people inthe organization,considered interms of corporatedemographics,notindividual personalitiesSkillsSharedvaluesStr

6、ategyStaffStructureSystemsCapabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary peopleStyle可编辑ppt4StyleStructureStaffStrategySystemsSkillsSharedvalues A coherent set of actions aimedat gaining a sustainable advantageo

7、ver competitionThose ideas of what is rightand desirable(in corporateand/or individual behavior)which are typical of theorganization and commonto most of its membersThe organization chart andaccompanying baggage that showwho reports to whom and how tasksare both divided up and integratedThe way mana

8、gers collectivelybehave with respect to use of time,attention and symbolic actionsThe processes and proceduresthrough which things get donefrom day-to-dayThe people in theorganization,consideredin terms of corporatedemographics,notindividual personalitiesCapabilities possessed by theorganization as

9、a whole as distinctfrom the individuals.Some companiesperform extraordinary feats withordinary people可编辑ppt5CustomerClientsDistributorsCompetitorsSuppliers可编辑ppt6Competitive positionLowMediumHighProduct/market attractivenessLowMediumHigh可编辑ppt7CommitmentCapabilityConvictionCourageEnablingdevicesIndi

10、vidualactivityChangevisionChiefexecutiveDown thelineExternalconstituentsLeadershipgroups可编辑ppt8Developingfelt need.andvision.amplifyingchange andbuildingskills.andreinforcingchangeInstitutional-izing achangemindset 1.Preparing for change 2.Bringing about change 3.Sustainingchange Launchingchange.可编辑

11、ppt9Profits Product line economics Dollars Number of products Contribution Fixed costs 可编辑ppt10CostPriceSpreadCapacityDemand可编辑ppt11Vision andLeadershipOrganizationalInfrastructurePerformancemeasurementPeopledevelopmentCommunicationsProblem solvingprocess Implementation ornear implementationof requi

12、red structureand systems Flow of 2-waycommunications Peoples understanding,belief and contributionto act on vision andaction plans Accurate measurementof action and results Clear accountabilities Early wins Action plans sufficient toachieve goals Agreement on objectivesby line management Management

13、of high-involvement process Visibledemonstrationof new vision andvalues by clientleadership Client managers(particularlymiddle management)haveskill to lead programimplementation Change in actual behavior P Delta 可编辑ppt12 Terminal orcontinuing value Discount at WACC Year1234 Businessentity value 可编辑p

14、pt13100%Costs1ReconfigureRebalance23NewconfigurationExistingconfigurationReduceLogistics Service Level可编辑ppt14Natural ownerRelative ability to extract valueLowMediumValue-creation potential in business unitHigh Corporatecentre skills Businessunitlinkages Taxation/valuationdifferences Industry attrac

15、tiveness Competitive position Restructuring/rationalizationopportunities“One of the pack”Retain andgive priorityRetain andmanage forcode orliquidateRetain andgive toppriorityProbablydivestDivestDivest orliquidate可编辑ppt15LowHighLowHighEntry riskOpportunity costQuantumleap parallelprogramsCash program

16、Hybrid stepStep by stepOutside niche step100%rightLeap frogExitAcquisitionJoint venture可编辑ppt16ValuesBusiness prioritiesPeople practicesProduct and processdesign and supplierpolicesManufacturing andassembly processProductNecessary support 可编辑ppt17Governmentderegulation ofthe industry Licensing of 16

17、new(mainlyforeign)banks Freeing-up of mostinterest rates Virtuallyunrestricted entryinto foreignexchange dealingAvailability of new,low-cost networkingtechnology ATMs Low-cost,high-speed datacommunicationslinks“Smart”plastic cardsSubstantially reducedconcentrationInflux of new“players”withdiverse me

18、thods,valuesand backgrounds,etc.Formation of strategicgroups of banks“Full-line/high-tech/maximize-share”bankers“Niche”bankersIncumbent banks stuck withhigh-cost“bricks and mortar”networks;entrants able touse electronic/plasticnetworks more intensivelyIncreased price rivalry,especially in commercial

19、segment and foreignexchangeIncreased focus on marketsegments(e.g.consumer,rural and commercial)through Products Outlets Staff trainingReduced marginsReduced costsImproved serviceP R O D U C E R SExternalshocksChanges inConductCChanges inPerformancePI N D U S T R YChanges inStructureS可编辑ppt18Cumulati

20、ve development effortPerformance可编辑ppt19Appraiseperformanceand prospectsDevelopstrategyDefine andappraiseskillsRedesignpivotal jobsDesign the skillbuilding processAssesschangereadinessTop downactionprogramsBottomup actionprograms12456783可编辑ppt20Service requirementsApplication economicsDistribution c

21、hannelsProduct/service featuresSDFsCustomer usageEnvironmental forces可编辑ppt213.Create andpursue a uniqueadvantageSame gameAcross the board2.Resegment themarket to createa niche4.Exploit uniqueadvantageindustrywideNew gameSelective1.Do more andbetter of thesameHow to competeWhere to competeWhen tocom

22、pete可编辑ppt22BudgetplanningForecastbasedplanningExternallyorientatedplanningStrategicmanage-mentPredictthe futureThinkstrategicallyCreatethe futureStage 1Stage 2Stage 3Stage 4Value systemMeetbudget andschedule可编辑ppt23ProductivityContributionTotal selling costsSelling marginContributionSalesSelling ra

23、teSalesAvailable selling timeUtilizationAvailable selling timeTotal sales timeSupport intensitySupport costsTotal selling costsEffectivenessContributionAvailable selling timeEfficiencyAvailable selling timeTotal selling costsSupport leverageTotal sales timeSupport costs可编辑ppt24Maximizeshareholderval

24、ueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproach可编辑ppt25Corporatecenter skillsLinkagesbetweenbusinessunitsFinancialownershipfitClients relativeability to extractvalueIndustry restructurerInternal controllerSh

25、ared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueRealPerceived可编辑ppt26Product offeringPlacePricePositioningpromotionProductPackage可编辑ppt27P R O D U C E R SI N D U S T R YtructureSonductCerformancePExternalshocksFeedbackP R O D U C E R SChanges inConductCChanges inPerformancePI N D U S T R YChanges inStructureS