经典麦肯锡PPT模板详细版McKinsey基本功课

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

2、was used by mckinsey & company during an oral presentation; it is not a complete record of the discussion.教书育人texttexttexttexttexttexttexttexttexttext2x2 cubedunit of measure* footnotesource: source1教书育人2x2 towerunit of measure* footnotesource: source2教书育人5ps marketingplacepriceproductpackagepos

3、itioning promotionproduct offeringunit of measure* footnotesource: source3教书育人strategyskillssystemsstaffshared valuesstructurestyle7sunit of measure* footnotesource: source4教书育人arrow 3dunit of measure* footnotesource: source5教书育人cubes1 3dunit of measure* footnotesource: source6教书育人cubes2 3dunit of m

4、easure* footnotesource: source7教书育人cubes3 3dunit of measure* footnotesource: source8教书育人texttexttexttextcutout 3dunit of measure* footnotesource: source9教书育人new entrantsuppliersindustrycompetitorsbuyerssubstitutesforces at workunit of measure* footnotesource: source10教书育人texttexttexttexttexttexttext

5、texttexttextjointunit of measure* footnotesource: source11教书育人texttexttexttextlevel separate 4unit of measure* footnotesource: source12教书育人texttexttextlinear a 3dunit of measure* footnotesource: source13教书育人texttexttexttextlinear b 3dunit of measure* footnotesource: source14教书育人texttexttextlinear c

6、3dunit of measure* footnotesource: source15教书育人texttexttextlinear d 3dunit of measure* footnotesource: source16教书育人texttexttexttextlinear e 3dunit of measure* footnotesource: source17教书育人texttexttextlinear g 3dunit of measure* footnotesource: source18教书育人texttextlinear i 3dunit of measure* footnotes

7、ource: source19教书育人texttexttexttextlinear j 3dunit of measure* footnotesource: source20教书育人textlinear n 3dtexttexttextunit of measure* footnotesource: source21教书育人texttexttextlinear p 3dunit of measure* footnotesource: source22教书育人linear q 3dtexttextunit of measure* footnotesource: source23教书育人textt

8、extlinear q 3dunit of measure* footnotesource: source24教书育人planimplementsupportlinks 3unit of measure* footnotesource: source25教书育人perspective 3dunit of measure* footnotesource: source26教书育人texttexttextpropeller 3dunit of measure* footnotesource: source27教书育人rings 3dunit of measure* footnotesource:

9、source28教书育人textscaletextunit of measure* footnotesource: source29教书育人texttextscalesunit of measure* footnotesource: source30教书育人texttexttexttexttexttextsizes inunit of measure* footnotesource: source31教书育人spiral1 3dunit of measure* footnotesource: source32教书育人spiralbrakestube in tubespiral2 3dunit

10、of measure* footnotesource: source33教书育人texttexttexttextspotlightunit of measure* footnotesource: source34教书育人texttexttexttexttexttextstaircaseunit of measure* footnotesource: source35教书育人stars 3dunit of measure* footnotesource: source36教书育人texttextwire cubesunit of measure* footnotesource: source37

11、教书育人texttexttexttexttexttexttextarrowsunit of measure* footnotesource: source38教书育人level 1textunit of measure* footnotesource: source39教书育人level 2texttextunit of measure* footnotesource: source40教书育人level 3texttexttextunit of measure* footnotesource: source41教书育人level 4texttexttexttextunit of measur

12、e* footnotesource: source42教书育人level 5texttexttexttexttextunit of measure* footnotesource: source43教书育人level 6texttexttexttexttexttextunit of measure* footnotesource: source44教书育人flow 2textheaderheadertextunit of measure* footnotesource: source45教书育人textflow 2 titletextheaderheadertextunit of measur

13、e* footnotesource: source46教书育人flow 3textheaderheadertextheadertextunit of measure* footnotesource: source47教书育人textflow 3 titletextheaderheadertextheadertextunit of measure* footnotesource: source48教书育人flow 4textheaderheadertextheaderheadertexttextunit of measure* footnotesource: source49教书育人textfl

14、ow 4 titletextheaderheadertextheaderheadertexttextunit of measure* footnotesource: source50教书育人flow 5textheaderheadertextheaderheaderheadertexttexttextunit of measure* footnotesource: source51教书育人textflow 5 titletextheaderheadertextheaderheaderheadertexttexttextunit of measure* footnotesource: sourc

15、e52教书育人flow 6texttextheaderheaderheaderheaderheadertexttexttextheadertextunit of measure* footnotesource: source53教书育人textflow 6 titletexttextheaderheaderheaderheaderheadertexttexttextheadertextunit of measure* footnotesource: source54教书育人bladestexttexttexttextunit of measure* footnotesource: source

16、55教书育人boxtexttexttexttextunit of measure* footnotesource: source56教书育人boxtexttexttexttextunit of measure* footnotesource: source57教书育人cycle 1texttexttextunit of measure* footnotesource: source58教书育人cycle 2texttextunit of measure* footnotesource: source59教书育人cycle 3texttexttextunit of measure* footno

17、tesource: source60教书育人cycle 4texttexttexttextunit of measure* footnotesource: source61教书育人cycle 5texttexttexttexttextunit of measure* footnotesource: source62教书育人cycle 6texttexttexttexttexttextunit of measure* footnotesource: source63教书育人cycle 7texttexttexttexttexttexttextunit of measure* footnoteso

18、urce: source64教书育人cycle 8texttexttexttexttexttexttexttextunit of measure* footnotesource: source65教书育人textincomingtexttexttexttexttextunit of measure* footnotesource: source66教书育人ribbontexttexttexttexttextunit of measure* footnotesource: source67教书育人ringtexttexttexttexttextunit of measure* footnotes

19、ource: source68教书育人upon 2texttextunit of measure* footnotesource: source69教书育人continuoustexttexttexttexttexttexttexttextunit of measure* footnotesource: source70教书育人cutouttexttexttexttextunit of measure* footnotesource: source71教书育人linear atexttexttextunit of measure* footnotesource: source72教书育人lin

20、ear btexttexttexttextunit of measure* footnotesource: source73教书育人linear ctexttexttextunit of measure* footnotesource: source74教书育人linear dtexttexttextunit of measure* footnotesource: source75教书育人linear etexttexttexttextunit of measure* footnotesource: source76教书育人linear ftexttexttextunit of measure

21、* footnotesource: source77教书育人linear gtexttexttextunit of measure* footnotesource: source78教书育人linear htexttexttexttextunit of measure* footnotesource: source79教书育人linear itexttextunit of measure* footnotesource: source80教书育人linear jtexttexttexttextunit of measure* footnotesource: source81教书育人linear

22、 ktexttexttexttexttexttextunit of measure* footnotesource: source82教书育人linear ntexttexttexttextunit of measure* footnotesource: source83教书育人linear ptexttexttextunit of measure* footnotesource: source84教书育人linear qtexttextunit of measure* footnotesource: source85教书育人propellertexttexttextunit of measu

23、re* footnotesource: source86教书育人step 5texttexttexttexttextunit of measure* footnotesource: source87教书育人texttexttexttext2 on 1unit of measure* footnotesource: source88教书育人texttexttexttexttexttextagainstunit of measure* footnotesource: source89教书育人texttexttexttexttextat workunit of measure* footnoteso

24、urce: source90教书育人texttextcoupled horizunit of measure* footnotesource: source91教书育人texttextcoupled vertunit of measure* footnotesource: source92教书育人texttexttexttextfocusedunit of measure* footnotesource: source93教书育人new entrantsuppliersindustry competitorsbuyerssubstitutesforces at workunit of meas

25、ure* footnotesource: source94教书育人texttexttextparallelunit of measure* footnotesource: source95教书育人texttexttexttextsplitunit of measure* footnotesource: source96教书育人textsurroundunit of measure* footnotesource: source97教书育人texttexttwistedunit of measure* footnotesource: source98教书育人texttextup & aw

26、ayunit of measure* footnotesource: source99教书育人texttextup & downunit of measure* footnotesource: source100教书育人the way managerscollectively behave with respect to useof time, attention,and symbolic actions the people in the organization, consideredin terms of corporate demographics, not individua

27、l personalitiesthe 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 t

28、he processes and procedures through which 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 peoplesta

29、ffsystemsstylesharedvaluesstructureskillsstrategy2s-5sunit of measure* footnotesource: source101教书育人customerclientsdistributorscompetitorssuppliers3cs triangleunit of measure* footnotesource: source102教书育人skillssharedvaluesstrategystaffstructuresystemsstylea coherent set ofactions aimed at gaining a

30、 sustainable advantageover competition the organization 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 be

31、have with respect to use of time, attention and symbolic 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 capabilitie

32、spossessed bythe organizationas a whole asdistinct fromthe individuals.some companiesperform extraordinaryfeats with ordinary people3s-4sunit of measure* footnotesource: source103教书育人stylestructurestaffstrategysystemsskillsshared valuesthe way managers collectively behave with respect to use of time

33、,attention and symbolic actionscapabilities possessed by the 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 theorganizati

34、on and commonto most of its membersthe processes and and procedures 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

35、 demographics, notindividual personalitiesa coherent set of actions aimed at gaining a sustainable advantage over competition7sunit of measure* footnotesource: source104教书育人competitive positionlowmediumhighproduct/market attractivenesslowmediumhighbuss portfoliounit of measure* footnotesource: sourc

36、e105教书育人change visionchief executiveleadership groupsdown the lineexternal constitutioncommitmentconvictioncouragecapabilityindividual activityenabling deviceschange boardunit of measure* footnotesource: source106教书育人 delta p vision andleadershiporganizationalinfrastructureperformancemeasurementpeop

37、ledevelopmentcommunicationsproblem solvingprocessclient managers (particularly middle management) haveskill to lead programimplementationchange in actual behavioraction plans sufficient to achieve goalsagreement on objectives by line managementmanagement of high-involvement processimplementation orn

38、ear implementationof required structureand systemsflow of 2-way communicationspeoples understanding, belief and contribution to act on vision and action plansaccurate measurementof action and resultsclear accountabilitiesearly winsvisible demonstrationof new vision andvalues by clientleadershipdelta

39、 punit of measure* footnotesource: source107教书育人natural owner relative ability to extract value low medium value-creation potential in business unit high corporatecenter skillsbusiness unit linkagestaxation/valuationdifferences industry attractivenesscompetitive positionrestructuring/rationalization

40、 opportunities“one of the pack” retain andgive toppriorityretain andgive priorityretain andmanage forcode orliquidate probablydivest divestdivest orliquidate macsunit of measure* footnotesource: source108教书育人business strategymanufacturing strategyconfigurationsystemsresearchfocuslaborpolicyproductde

41、signmakevs.buyorganizationprocessdesignmanufacturing strategyunit of measure* footnotesource: source109教书育人restructuring framework 1 5 4 3 2 pentagonunit of measure* footnotesource: source110教书育人benefit price competitivedisadvantage competitiveadvantage price benefitunit of measure* footnotesource:

42、source111教书育人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 chartunit of measure* footnotesource: source112教书育人3.create andpursue a uniqueadvantage

43、2.resegment the market to create a niche4.exploit uniqueadvantageindustrywide 1.do more andbetter of thesamewhen tocompete strat gameboardunit of measure* footnotesource: source113教书育人stage 1 stage 2 stage 3 stage 4 value system strategic manage-mentexternally orientated planningforecast based plann

44、ingbudget planningmeet budget and schedulepredict the futurethink strategicallycreate the futurestrat manageunit of measure* footnotesource: source114教书育人selling margin contributionsalesselling ratesalesavailable selling time effectivenesscontribution available selling time productivity contribution

45、total selling costsefficiencyavailable selling timetotal selling costsutilizationavailable selling timetotal sales time support intensitysupport coststotal selling costssupport leveragetotal sales timesupport coststree productivityunit of measure* footnotesource: source115教书育人maximizeshareholdervalu

46、egrowthroughculturalinitiativeredeployassetsimprove corebusinessperformancegrow throughacquisitionand/or mergeradopt soundfinancingapproachvalue creationunit of measure* footnotesource: source116教书育人real perceived clients relative ability to extract valuecorporate center skillslinkages between busin

47、ess unitsfinancial ownership fitindustry restructureinternal controllershared resourcestransfer of capabilityvertical integrationdifferences in tax positionexistence of non-cases objectivesinefficiencies in financial marketsdifference in valuation techniquevalue sourcesunit of measure* footnotesourc

48、e: source117教书育人gantt10headertextunit of measure* footnotesource: source118教书育人gantt15headertext#unit of measure* footnotesource: source119教书育人texttextvenn 2unit of measure* footnotesource: source120教书育人texttexttextvenn 3unit of measure* footnotesource: source121教书育人confidentialfrequently used templ

49、ate 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 organization without prior written approval from mckinsey & company. this material was used by mckinsey & compan

50、y during an oral presentation; it is not a complete record of the discussion.教书育人050100150200250300350199619971998199920002001label 1label 2label 3areaunit of measure* footnotesource: source123教书育人5040302010label 1label 2label 3label 4label 5barunit of measure* footnotesource: source124教书育人504030201

51、05040302010label 1label 2label 3label 4label 5label 1label 2label 3label 4label 5titleunit of measuretitleunit of measurebar 2unit of measure* footnotesource: source125教书育人40302010550403025155550453025label 1label 2label 3label 4label 5bar buttedunit of measure* footnotesource: source126教书育人50403020

52、1023254565964323232323label 1label 2label 3label 4label 5000000000000000seriesseriesbar stackedseriesunit of measure* footnotesource: source127教书育人504030204550607080901020304050label 1label 2label 3label 4label 5000000000000000100%=seriesseriesbar stacked 100%seriesunit of measure* footnotesource: s

53、ource128教书育人0100200300400500600700050100150200250titleunit of measuretitleunit of measurelabel 1label 2label 3label 4label 5label 6bubbleunit of measure* footnotesource: source129教书育人2030405060label 1label 2label 3label 4label 5columnunit of measure* footnotesource: source130教书育人20304567762030456776

54、label 1 label 2 label 3 label 4 label 5label 1 label 2 label 3 label 4 label 5titleunit of measuretitleunit of measurecolumn 2unit of measure* footnotesource: source131教书育人203040506040506070405060708030label 1label 2label 3label 4label 5column buttedunit of measure* footnotesource: source132教书育人2030

55、405060202020202020304050202020253020label 1label 2label 3label 4label 5 seriesseriesseriesseries000000000000000column stackedunit of measure* footnotesource: source133教书育人3035405060303540202020151020102015101010label 1label 2label 3label 4label 5seriesseriesseriesseries100%=000000000000000column sta

56、cked 100%unit of measure* footnotesource: source134教书育人201510104520203030titleunit of measurelabel 1label 2label 3label 4label 5titleunit of measure100% = 000seriesseriesseriesserieslabel 1combo pie segment columnunit of measure* footnotesource: source135教书育人050100150200250300050100150200titleunit o

57、f measuretitleunit of measurelabel 1label 2label 3label 4label 5cost curveunit of measure* footnotesource: source136教书育人10304570851001501760204060801001201401601802001990199119921993199419951996199701002003004005006007008009001,000titleunit of measuretitleunit of measuredual column lineunit of measu

58、re* footnotesource: source137教书育人0204060801001201401601802001990199119921993199419951996199701002003004005006007008009001,000titleunit of measuretitleunit of measuredual lineunit of measure* footnotesource: source138教书育人010020030040050060019901991199219931994199519961997label 1label 2label 3label 4l

59、ineunit of measure* footnotesource: source139教书育人4520151010label 1label 2label 3label 4label 5pieunit of measure* footnotesource: source140教书育人45201510104520151010titleunit of measurelabel 1label 2label 3label 4label 5titleunit of measurelabel 1label 2label 3label 4label 5pie 2unit of measure* footn

60、otesource: source141教书育人05010015020025019901991199219931994199519961997range high lowunit of measure* footnotesource: source142教书育人050100150200250300050100150200scatter x & yunit of measure* footnotesource: source143教书育人waterfall bar25456550185label 1label 2label 3label 4label 5unit of measure* footnotesource: source144教书育人waterfall column202020802