经典麦肯锡模型工具集(158页).ppt

GBUTtem,机密,此报告仅供客户内部使用。未经麦肯锡公司的书面许可，其它任何机构不得擅自传阅、引用或复制。,Document,Date,GBUTtem,1,* 资料来源：,Unit of measure,High Low,Legend Legend Legend,Text,Text,Text Text Text,Title,x,+,x,+,Text,Text,Text,GBUTtem,2,EXHIBIT TITLE,* 资料来源：,GBUTtem,3,* 资料来源：,Unit of measure,GBUTtem,4,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2X2 CUBED,* 资料来源：,Unit of measure,GBUTtem,5,2X2 TOWER,* 资料来源：,Unit of measure,GBUTtem,6,Place,Price,Product,Package,Positioning promotion,Product offering,5Ps MARKETING,* 资料来源：,Unit of measure,GBUTtem,7,Strategy,Skills,Systems,Staff,Shared values,Structure,Style,7S,* 资料来源：,Unit of measure,GBUTtem,8,ARROW 3D,* 资料来源：,Unit of measure,GBUTtem,9,CUBES1 3D,* 资料来源：,Unit of measure,GBUTtem,10,CUBES2 3D,* 资料来源：,Unit of measure,GBUTtem,11,* Footnote Source:,CUBES3 3D,* 资料来源：,Unit of measure,GBUTtem,12,Text,Text,Text,Text,CUTOUT 3D,* 资料来源：,Unit of measure,GBUTtem,13,New entrant,Suppliers,Industry competitors,Buyers,Substitutes,FORCES AT WORK,* 资料来源：,Unit of 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sustainable advantage over competition,The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated,The people in the organization, considered in terms of corporate demographics, not individual personalities,The way managers collectively behave with respect to use of time, attention and symbolic actions,The processes and procedures through which things get done from day-to-day,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,Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people,3S-4S,* 资料来源：,Unit of measure,GBUTtem,106,The way managers collectively behave with respect to use of time, attention, and symbolic actions,The people in the organization, considered in terms of corporate demographics, not individual personalities,The 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 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 done from day to day,A coherent set of actions aimed at gaining a sustainable advantage over competition,Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people,Staff,Systems,Style,Shared Values,Structure,Skills,Strategy,2S-5S,* 资料来源：,Unit of measure,GBUTtem,107,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,* 资料来源：,Unit of measure,GBUTtem,108,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,CHANGE BOARD,* 资料来源：,Unit of measure,GBUTtem,109,Delta P,Vision and Leadership,Organizational Infrastructure,Performance Measurement,People Development,Communications,Problem Solving Process,Client managers (particularly middle management) have skill to lead program implementation Change in actual behavior,Action plans sufficient to achieve goals Agreement on objectives by line management Management of high- involvement process,Implementation or near implementation of required structure and systems,Flow of 2-way communications Peoples understanding, belief and contribution to act on vision and action plans,Accurate measurement of action and results Clear accountabilities Early wins,Visible demonstration of new vision and values by client leadership,DELTA P,* 资料来源：,Unit of measure,GBUTtem,110,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporate center skills Business unit linkages Taxation/ valuation differences,Industry attractiveness Competitive position Restructuring/rationalization opportunities,“One of the pack”,Retain and give top priority,Retain and give priority,Retain and manage for code or liquidate,Probably divest,Divest,Divest or liquidate,MACS,* 资料来源：,Unit of measure,GBUTtem,111,Business Strategy,Manufacturing Strategy,Configuration,Systems,Research Focus,Labor Policy,Product Design,Make vs. Buy,Organization,Process Design,MANUFACTURING STRATEGY,* 资料来源：,Unit of measure,GBUTtem,112,Restructuring framework,1,5,4,3,2,PENTAGON,* 资料来源：,Unit of measure,GBUTtem,113,Benefit,Price,Competitive disadvantage,Competitive advantage,PRICE BENEFIT,* 资料来源：,Unit of measure,GBUTtem,114,Appraise performance and prospects,Develop strategy,Redesign pivotal jobs,Design the skill building process,Assess change readiness,Top down action programs,Bottom up action programs,1,2,4,5,6,7,8,3,SMILE CHART,* 资料来源：,Unit of measure,GBUTtem,115,3.,Create and pursue a unique advantage,2.,Resegment the market to create a niche,4.,Exploit unique advantage industrywide,1.,Do more and better of the same,When to compete,STRAT GAMEBOARD,* 资料来源：,Unit of measure,GBUTtem,116,Stage 1,Stage 2,Stage 3,Stage 4,Value system,Strategic manage- ment,Externally orientated planning,Forecast based planning,Budget planning,Meet budget and schedule,Predict the future,Think strategically,Create the future,STRAT MANAGE,* 资料来源：,Unit of measure,GBUTtem,117,Selling margin Contribution Sales,Selling rate Sales Available selling time,Effectiveness Contribution Available selling time,Productivity Contribution Total selling costs,Efficiency Available selling time Total selling costs,Utilization Available selling time Total sales time,Support intensity Support costs Total selling costs,Support leverage Total sales time Support costs,TREE PRODUCTIVITY,* 资料来源：,Unit of measure,GBUTtem,118,Maximize shareholder value,Grow through cultural initiative,Redeploy assets,Improve core business performance,Grow through acquisition and/or merger,Adopt sound financing approach,VALUE CREATION,* 资料来源：,Unit of measure,GBUTtem,119,Real,Perceived,Clients relative ability to extract value,Corporate center skills,Linkages between business units,Financial ownership fit,Industry restructure,Internal controller,Shared resources,Transfer of capability,Vertical integration,Differences in tax position,Existence of non-cases objectives,Inefficiencies in financial markets,Difference in valuation technique,VALUE SOURCES,* 资料来源：,Unit of measure,GBUTtem,120,Header,Text,GANTT10,* 资料来源：,Unit of measure,GBUTtem,121,Header,Text,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,GANTT15,* 资料来源：,Unit of measure,GBUTtem,122,Text,Text,Text,Text,LEFT TO RIGHT,* 资料来源：,Unit of measure,GBUTtem,123,Text,Text,Text,Text,Text,Process objectives,Text,Sub-objectives,STUDY OBJECTIVE,* 资料来源：,Unit of measure,GBUTtem,124,Text,Text,Text,Text,Text,Text,Text,TOP DOWN,* 资料来源：,Unit of measure,GBUTtem,125,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2X2,* 资料来源：,Unit of measure,GBUTtem,126,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2X2 CUBED,* 资料来源：,Unit of measure,GBUTtem,127,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2X2 EXTENDED,* 资料来源：,Unit of measure,GBUTtem,128,Text,Text,Text,Text,Text,Text,2X2 TOWER,* 资料来源：,Unit of measure,GBUTtem,129,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,3X3,* 资料来源：,Unit of measure,GBUTtem,130,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,3X3 EXTENDED,* 资料来源：,Unit of measure,GBUTtem,131,Text,Text,DIFFRACTION,* 资料来源：,Unit of 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