咨询模型图集ppt课件

1、咨询模型范例集动作反响动作反响动作、回应模型动作、回应模型Against the tideWith the tide平衡模型非平衡模型时机、风险模型区域变换模型Moment of directional change循环模型循环模型循环模型循环模型循环模型循环模型循环模型分歧模型分歧模型DivergentDirection 2Company 3Direction 1Direction 3Company1Company2结果导向模型结果导向模型结果导向模型123456循环、协作模型依赖性模型开展、生长模型开展、生长模型Step 1Step 2Step3开展、生长模型开展、生长图Revisions

2、RevisionsRevisionsRevisionsPilot LocationLocation ALocation BLocation CTommorrowTodayTimeValueAdded开展、生长模型开展、生长模型开展、生长模型开展、生长模型变化方向15423 Initial situation1. Criterion2. Criterion3. CriterionResult灵敏性重点拓展tt影响.影响 (1 factor) 影响(2 factors) 影响(2 factors)影响(4 factors)影响(6 factors)影响(6 factors)输入/输出.矩阵模型矩阵

3、模型评定方案模型Overview: ActivitiesWk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Comments评定方案模型Activity: As of: Objective:Results:Responsible: Support: Measures: .评定方案模型Measure: .No.As of: 1.Individual stepsResponsibleSupportForm of resultStartDura-tionDead-linePro-jectCom-pleted.相互关系模型 相互关系模型妨碍分析妨碍分析选项阐明模型123选项阐明模型1234+投

4、资组合+投资组合+压力模型优先顺序化模型Prioritization进程模型进程模型123412345进程模型 下降12345进程模型 增长12345工程阐明Phase IPhase IIPhase III工程阐明 weeks weeksPhase IPhase II4312进程阐明模型PhasesTime requiredProject features.Phase I.Phase II.Phase III.weeksweeksweeks12343 parts123To apply color, ungroup the object, then regroup it afterwards=新

5、设计模型新设计模型.反思分别分别.分别.情节连图板优点缺陷StrengthsWeaknessesWeaknessesStrengths.TodayTomorrow目的(1 factor)目的(3 factors).时间表WkMonth.Issues价值增长链SupplierCustomerDevelopmentProductionSalesDistributionCompany资源浪费 问题Problem 3Problem 1Problem 2Problem 4资源浪费 处理方法Solution to problem 3Solution to problem 1Solution to prob

6、lem 2Solution to problem 4工程流程阐明 概 念 设 计实 施任务目的：矩阵和步骤信息系统管理数据业务流程管控方式信息系统管理数据业务流程管控方式矩阵进程图LowMedHighHighSavings Opportunity Implementation RiskLowMedExcluded Due to Labor Costs and /or Labor Law InflexibilityNo Savings; Current Operations Maintained; Not A Proposed SSE LocationIndia added back in du

7、e to Financial ServicesCompany strategy9调研开展HighHighLowWeb ReportingProvide Self ServiceVirtual CloseKPI ReportingROI PortfolioIntangible Asset Management Strategies多极化趋势开展模型Value Creatione-FinanceMaximizemarket capLeverage stock as currencyfor growthLower costs,capitalize on information flowCreate

8、profitablerevenue opportunitiesSTAKEHOLDERSASSETSCUSTOMERSSUPPLIERSe-Purchasing & Buying ConsortiumsStrategic CostingOnline PaymentPartner Alliance ManagementDynamic Purchase AnalysisSupply ChainCreate Equity Partnerships with SuppliersDrive Performance with Employee OptionsDynamic Acquisition, Spin

9、-off StrategiesReinvestmentProvide Instant Online Financing AlternativesRevenue ManagementEnable Electronic Billing, PaymentWeb-enable Customer, Service Line ProfitabilityDevelop Common Analytical PlatformRevenue Chain步骤循环共享效力比较过去未来T E C H N O L O G YBetter Practice Finance Process Model优化样本HighLowH

10、ighLow活动地图VoiceFilms/ ProgrammingMusicVideo conferenceRich MediaNewsInteractiveInformationTransactionsGamesMedia/ PublishingCorporateCommunicationsAdvertisingPublishingExhibitionBrowsersE-comm. toolsSearchenginesAppn hosting toolsUser ApplicationsEnterprise appnsContent-specific appsStrmgmediaCachgN

11、etwk mgmtMetrgMiddlewareBIlling“WalledGardenOpen Portal“WalledGardenOpen Mobile PortalFixed ASPISP FixedISP MobileInternlBackboneBandwthTradingNational BackboneColocn/HotellingNetwork ProvisionSwitching/routingCo-axCopperFibreSwitchesand RoutersNetwork Equipment and InfrastructureHostingRights ofWay

12、Sat.PSTN/ ISDNDial-upCableFixed Network ServicesCo-ax2.5GMobile3G2GWeb sitesMobileHandsetsPDAsFixedHandsetsTVsDevicesSpecialistDevicesOperatingSystemsSpecialistLocal AppsApplicationsLocalMiddlewareSet top boxW-ASPASPMultiplexersFixed Netwk Eqpmt InfrastructurexDSLRadioFibreCurrent area of activityMw

13、aveHSIGPRSASPEData Traditional offline mediaKey areas of future activity - owned or as part of an alliance才干分析模型01234EXNBW评价分析模型FinancialHumanPhysicalBrandCultureReputationSupportCommercial & MarketingAsset operationsAsset optimisationRegulation & politicalCustomer operations流动模型Source: FSI project,

14、 1998Service requirement identifiedEase of contact for enquiryInitial contact enquiryMarketing material Payment alternativesAccount set upNo additional chargesNo billing enquiries required市场细分模型IrregularRiskaverseRegularxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx市场细分模型(2)4.8%Retention(%)Lifetime NPV100mYoungWea

15、lthyMid-WealthyRetired saversMid-AffluentYoungAffluentStudents市场细分模型(3) Segment by:low relevancehigh relevanceMargin (Marketing efficiency)PATSalesXSalesAssetsXAssetsDebt + EquityXDebt + EquityEquityXPAT - dividendPATAsset turnover (Production efficiency)Capital leverageEquity leverageRetention rati

16、oROA (operating efficiency)ROC (capital efficiency)ROE (equity efficiency)Equity growth rate (sustainable growth)ROCprofitcapital employedexceptionalfixed assetsrevenuecostsworking capitalvolumedebtorspricecreditorsunit coststockfixed costsfixed assetsmarket sharemarket sizemarket growthindustry com

17、petitorssuppliersbuyerssubstitutespotential entrants生长分担矩阵ABFDEGC= $30 million salesBusiness UnitsProduct - Markets252015105010 x5x3x2x1x0.5x0.3x0.2xRelative Market ShareMarket Growth (%)Cash CowStarDogQuestion生长展现矩阵Company A vs. Selected PeersMost Recent FYECFROI - CoCHistorical Real Asset Growth10

18、%5%0%-5%-10%10%5%0%-5%-10%Company CCompany BCompany DCompany FCompany ACompany GCompany HCompany E= $1 Billion Inflation Adjusted Gross Assets市场定义020406080100%Levels of market - Demand sidePercentUK population Total PopulationPenetrated marketQualified available marketAvailable marketPotential marke

19、tServed market同伴关系地图Current capabilityHighLow“Must have“Nice to have“Nice to have“Dont wantHighLowPotential for building customer intimacy投资组合矩阵Ease of implementationFinancial attractivenessNPV 2002-2006(m)Attractiveness vs. ease of implementationLowSmart order routingBack-office outsourcingTrade co

20、st analyticsCorporate actionsNPV 2002-200620m200High1015Overallproposition56 million5OMSBasicpropositionInherently attractiveInherently unattractive风险矩阵Note: The bubble size represents the potential financial impact Key Risks falling under the following categories:LowHighMediumManageable riskMitigation / NegotiationOutside OMFS controlAOJQDEFIMNPRSTUVXWSignificance of riskBCDGHKL Internal risks Project risks Market risks根本性原因分析80%20%脚本开展模型扇形图= $1 billion revenue, 2000Company ERelative Market ShareReal Annual Gro