普华的PPT制作工具

附录三 PowerPoint制作工具及范本 附录三： PowerPoint制作工具及范本 2 何时采用什么图形？ 线图 建议采用图形 时间序列 和多重数据、标准相比较 两组数据的相关性 频率 不同数据的比较 整体的一部分 其他 水泡 水平柱 垂直柱 饼图 要表达的数据和信息 附录三： PowerPoint制作工具及范本 3 流程：线性 Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text 流程 : 圆周式 Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text 附录三： PowerPoint制作工具及范本 4 Text Text Text Text Text Text Text Text Text Text Text Text Text Text 影响因素： Text Text Text Text Text Text Goal Text Text Text Text Text Text 互动 /相互制约： Text Text Text Text Text Text Text Text Text Text Text 附录三： PowerPoint制作工具及范本 5 整体 /部分： Text Text Text Text Text Text Text Label A Label B 原因 -结果： Text Text Text Text Text Text 附录三： PowerPoint制作工具及范本 6 Text Text Text Text Text Text Text Text 矛盾： Text Text Text Text Text Text Text Text Text Text Text Text Text 障碍 /阻力： Text Text Text 附录三： PowerPoint制作工具及范本 7 Approach Identify Buyer Value Segments Market Research & Visioning Conceptual Design Detailed Design & Pilot Implementation (phased) Systems Development/ Enhancement Situation Assessment Hypothesis List Development Survey Collection Data Coding and Utility Calculation Instrument Design and Testing Field Administration Preparation Sample Quota Design and List Pull Data Analysis Understanding buyer values helps prove or disprove current hypotheses as well as generate strategy solutions. 附录三： PowerPoint制作工具及范本 8 Organizational beliefs and strategy alternatives identified in the situation assessment are translated into hypotheses for testing. Hypothesis Development Situation Assessment Hypothesis List Development Survey Collection Data Coding and Utility Calculation Instrument Design and Testing Field Administration Preparation Sample Quota Design and List Pull Data Analysis 附录三： PowerPoint制作工具及范本 9 Identifying Buyer Value-Based segments creates the foundation for creating the distribution channel strategy and design. Summary Identify Buyer Value Segments Identify Buyer Value Segments What do consumers value? How can we segment consumers based on these values? Develop Conceptual Strategy Design Based on what consumers value, what is our strategic direction? Conceptually, what types of products do we want to offer? Conceptually, what channels do we want consumers to use? Develop Migration Strategy How do we communicate these changes to our key stakeholders? How do we prepare our consumers and employees for these changes? How do we actually get to where we want to be? Pilot Plan Roll-Out Plan Estimate Anticipated Customer Behavior To which channels will customers migrate? Develop Product/Pricing Strategy What products should we offer? How should they be priced? Determine Distribution Network How do we change our branch and ATM networks? How many? Where should they be located? Minimize Business Decision Risk How will consumers react? How will this affect our bottom line? Develop Data Mining Opportunities How do we exploit buyer value insights to better target market segments? iterativePlan Implementation Develop Detailed Strategy Design Develop Conceptual Strategy Design Understand Value Propositions Customer Migration Strategy 附录三： PowerPoint制作工具及范本 10 Value based segment strategies can produce incremental revenues of $700 million and reduce costs up to $150 million. Benefits Quantitative Identify Buyer Value Segments - Quantifiable Benefits - $0$200$400$600$800$ 1 , 0 0 0T o d a y Y e a r 1 Y e a r 2 Y e a r 3 Y e a r 4O t h e r B U sT e l e p h o n e B a n kO p e r a t i o n sThese cost savings will be offset by the $52 million increase in central delivery unit costs. By 1999, even after absorbing significant implementation/infrastructure costs, project can contribute over $700 million pre-tax annually . . . $493 $670 $309 The shareholder value effect can be significant. Year ILLUSTRATIVE Branch and City Administration annual operating costs will be reduced by nearly $200 million . . . $MM $0$200$400$600$800$ 1 , 0 0 0T o d a y Y e a r 1 Y e a r 2 Y e a r 3 Y e a r 4C i t y & S t a t e A d m i nB r a n c h - D P , E q u i p , O t hB r a n c h O c c u pB r a n c h S a l & B e n( $ 2 0 0 )$0$ 2 0 0$ 4 0 0$ 6 0 0$ 8 0 0$ 1 , 0 0 0$ 1 , 2 0 0C o n t r i b u ti o n toN e t I n c o m eB e f o r e T a x *( $ 1 )$ 0 . 0 0$ 0 . 5 0$ 1 . 0 0$ 1 . 5 0$ 2 . 0 01 2 3 4E x p e n s e R e d u c t i o n( e x c l . im p l . c o s t s * )E x p e n s e R e d u c t i o n( in c l. i m p l. c o s t s * )C o m b in e d R e v e n u ea n d E x p e n s e sB e n e f i t s ( in c l . im p l . )附录三： PowerPoint制作工具及范本 11 Its critical to define what factors or “attributes” are important when consumers decide to purchase from one provider versus another. Automotive Example A Product is the Sum of its Attributes S i t u a t i o nA s s e s s m e n t H y p o t h e s i s L i s tD e v e l o p m e n t S u r v e y C o l l e c t i o n D a t a C o d i n ga n d U t i l i t yC a l c u l a t i o nI n s t r u m e n tD e s i g n a n dT e s t i n gF i e l dA d m i n i s t r a t i o nP r e p a r a t i o nS a m p l e Q u o t aD e s i g n a n dL i s t P u l lD a t a A n a l y s i sInstrument Design Reliability: Air bags Steel construction Roll bar Speed: Horsepower Acceleration Price: Purchase price Maintenance costs Insurance Style: Body style Color Image Comfort: Leather interior Stereo system Leg room 附录三： PowerPoint制作工具及范本 12 With traditional research, when you ask how important any particular feature is individually, consumers tend to say each is very important. 1 2 3 4 5 6 7 8 9 10 Styling Price Speed Reliability Not at all important Very important S i t u a t i o nA s s e s s m e n t H y p o t h e s i s L i s tD e v e l o p m e n t S u r v e y C o l l e c t i o n D a t a C o d i n ga n d U t i l i t yC a l c u l a t i o nI n s t r u m e n tD e s i g n a n dT e s t i n gF i e l dA d m i n i s t r a t i o nP r e p a r a t i o nS a m p l e Q u o t aD e s i g n a n dL i s t P u l lD a t a A n a l y s i sInstrument Design 附录三： PowerPoint制作工具及范本 13 Based on answers to the tradeoff questions, buyer values are calculated and respondents are grouped by “like” values to help identify target segments. High Low High Low . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Buyer Value Segments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Channelists Rate / Speed Note: 1) Each dot represents thousands of consumers 2) Analyses were run for all possible combinations to identify the best grouping of consumers and their values . . . . . . . . . . . . . . . Speed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Liquidity / Access . . . . . . . . . . . Performance Price ILLUSTRATIVE Case Study 附录三： PowerPoint制作工具及范本 14 These groups or segments of consumers not only have different profit potentials. Investment Buyer Value Segments % of Market (Consumers) Investment Buyer Value Segments % of Market ($) Average Investment Balance Per Value Segment Source: Andersen Consulting National Buyer Values Study for Retail Financial Services Consumers Value Segment Channel Rate / Speed Liquidity / Access Sensitive Speed Avg. Investment Balance $77,725 $92,264 $96,335 $68,212 Case Study Channelists Speed Liquidity / Access Sensitive 20%23%2 3 %34% Rate / Speed Sensitive 37%20%2 7 %16% Speed Liquidity / Access Channel Rate / Speed 附录三： PowerPoint制作工具及范本 15 $ In summary, using value based segmentation is a powerful tool to improve a clients bottom line. Creates Revenue Opportunities Retain most profitable customers Improve profitability of other customers by fulfilling their values with lower cost structures Generate new business Identify revenue enhancement opportunities Simplify and increase effectiveness of clients target market activities Identifies Substantial Cost Reduction Better manage utilization of clients delivery network Focus on delivery on required service thresholds Strip costs from non-value added processes Dont have to build one delivery option that fits all Better Positions Relative to Clients Competition Increased customer satisfaction due to fulfilled value sets Organization clearly understands goals and delivery expectations Sets stage for adaptable organization better able to respond to competitive change 附录三： PowerPoint制作工具及范本 16 Based on Andersen Consultings investigation of the target markets, there is identifiable change in buyer preferences from window to split and cabinet air conditioners. - Product - Yesterday Today Future trends Window and split account for the majority of the air conditioners possession before 1996. Split air conditioners account for the majority of sales. Cabinets sales begin to increase and windows share of the market begin to decline (From distributors perspective) Cabinet air conditioners will continue to grow cabinet air conditioners show strong growth due to increasing size of homes and price cuts. Future sales growth will continue with improvements in residential power Some customer segments (especially rural) regard air conditioners as a type of high-end furniture (whose secondary purpose is to cool). Cabinets, best meet this type of customers buyer value and will grow with this segment. Split will remain stable, and even decline in some areas Splits will keep the same market share Compared to the cabinets, it will decline slightly in some areas because of installation difficulties Generally, window air conditioners will decrease dramatically, but still account for a certain proportion acting as a transition product for price conscious buyers in hot areas Because of this income limitation, window air conditioners will still account for a large proportion of sales in economically developing markets (i.e. Changsha and Chongqing) Windows will continue to sell well in markets such as Hangzhou as transition products for people who are waiting to move into new housing Growth in Mini Central and Ceiling air conditioners Mini-central or residential used ceiling ones will gain in popularity amongst people in large apartments and houses (especially as market awareness of product availability grows). Breakdown of different types of air conditioners (Before 1996) Current purchase preferences (1996-1998) Window 48% Split 48% Cabinet 9% Window 26% Split 53% Cabinet 21% Market Overview 附录三： PowerPoint制作工具及范本 17 Competition Today Local Chinese manufacturers upgrade production technology to offer quality levels on par with JV operations Local Chinese manufacturers develop marketing capability/expertise JV operations, crippled by ability to understand market and operate within local business cultures drop in position JVs begin to compete more on price as perception of added value differentiation disappears. Over the last three to four years, local air conditioner manufacturers have been able to reposition themselves successfully through combined advances in quality and marketing Perceived Added ValuePrice Low Low High High Low Low High High Meidi Kelon Chunlan Gree Perceived Added ValuePrice National Mitsubishi Sharp Hitachi Chunlan Gree National Mitsubishi Hitachi - Yesterday - - Today - Competition Yesterday Local and JV manufacturers target two different market segments separated by price/quality trade off JV operations target quality conscious upper end of market while local manufacturers target bottom end Local manufacturers limited in terms of production quality capability and marketing experience Market Overview 附录三： PowerPoint制作工具及范本 18 Consolidated results for the markets - from a market attractiveness perspective. - i.e. looking at market size, growth, competition, market entry (i.e. distribution opportunity) from a current and future perspective. Entry Priority High Medium-High Medium Medium - Low Low Beijing Nanjing Hangzhou Jinan Changsha Chongqing Market Size Strategic View Distribution Opportunity Competition Market Growth Market Overview Source: AC market investigations 附录三： PowerPoint制作工具及范本 19 From the sales offices and warehouses established in these several markets, strategic nodes can be established to allow access to nearby markets. Market Overview High Priority Medium to High Priority Medium Priority Medium to Low Priority l Cities to be covered Cities Requiring Investigation Year One Beyond Year One Beijing Jinan Nanjing Shanghai Hangzhou Changsha Shenzhen Chongqing Tianjin l l ShijiaZhuang (Hebei) Zhengzhou (Henan) l Qingdao l Hefei (Anhui) l Suzhou Chengdu l l Shantou l Xiamen Wuhan Xian (Shaanxi) l Zhanjiang Guiyang l l Kunming Source: AC market investigations 附录三： PowerPoint制作工具及范本 20 项目模块 评估战略目标 主要任务 与 “ XX-XXX”市场销售人员讨论，初步确定未来目标区域市场和主要客户类型 对主要未来目标市场作实地调查了解 进行实地访谈，对象主要包括建材公司、建筑公司、重大基建项目负责部门、混凝土搅拌站、相关政府部门、其他水泥公司等；包括 “ XX-XXX”目前主要客户和非 “ XX-XXX”客户 总结主要发现 项目阶段性成果 X省水泥市场概况和未来发展趋势 -各主要标号水泥需求量、增长趋势及地域范围 根据需求不同划分的客户类别及其购买考虑因素 竞争对手的主要状况、分产品标号的市场份额 水泥分销网络、方式和未来趋势 目前 XX-XXX产品在市场上的地位，核心竞争力、客户意见 符合实际的 XX-XXX扩展战略目标 生产、物流和销售力量的战略布局 第一阶段中 “评估战略目标” 的主要任务和项目阶段性成果 制定实施计划 分析测算结果 论证扩展模式 设计整合方案 建立财务模型 评估战略目标 确定协同效益 项目启动 第一阶段 第二阶段 第三阶段 附录三： PowerPoint制作工具及范本 21 自 1998年成立以来， XX股份取得了迅猛的业务发展，目前已成为中国西北地区建材行业的龙头企业之一436701002003004005001998 1999 2000销售额净利润单位： (百万元 ) 最近三年的业绩迅猛增长 来源： X省 XX水泥股份有限公司 2000年年报 基本事实 XX股份的前身是 1956年建成的国家大型企业 公司成立于 1998年 11月， 1999年初其普通股票在深圳证券交易所上市，股票