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Modules and variations

New graphics guidelines Design proposals
Roland Berger
Hamburg, November 2001

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Contents

Page

A. Standard slides B. Lists (1) – Factors, no specific number C. Lists (2) – Factors, specific number D. Matrix – Factors, comparisons

3 7 13 24

E. Process (1) – Factors, steps
F. Process (2) – Factors, impact G. Process (3) – Factors, interlinked Annex: Nine key changes compared to the old standards

35
49 67 73

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A.

Standard slides

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Consultant profile: [first name, last name]

Position: xxxxxxxxxxxxxxxxxxxxxxxx Education
xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx

Born: xxxx Professional experience
xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx

Nationality: xxxxxxxxxxxxxxxxxxxxx Key projects
? xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Industry competence
? xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Languages
? German ? xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Updated: mm/year

Methodological competence
? xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

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Organizational chart

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Organizational chart (including headcount)

....
...
... ... ...

...
... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...


... ... ...


... ... ...


... ... ...


... ... ...


... ... ...


... ... ...

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B.

Lists (1) – Factors, no specific number

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Lists – horizontal (variations)
1 2

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

3

4

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

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Lists – vertical (variations)
1 2



? …



? …



? …



? …



? …



? …

3

4



? …

.... ....



? …

.... ....



? …

....

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Schedule
1 2

Activities A.

1

Month 1 2 3

4

5

6

Month 2 7

8

9

10

Month 3 11 12

Activities A.

1

Month 1 2 3

4

5

6

Month 2 7

8

9

10

Month 3 11 12

B.

B.

C.

C.

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Sets of guidelines

1

Guidelines 1 Comments 1

2

Guidelines 2 Comments 2

3

Guidelines 3 Comments 3

4

Guidelines 4
Comments 4

5

Guidelines 5 Comments 5

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Title

Title ? Text

Title ? Text

Title ? Text

Title

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STUDY OBJECTIVE

Text

? Text

? Text

? Text

? Text

14

1

2

3

4

5

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C.

Lists (2) – Factors, specific number

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Pyramid (3 or 4 levels)

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Pyramid (5 levels/centered)

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3 factors (interwoven)

1

2

3

....

....

....

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Common ground

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4 factors (1)

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….

? factor

? factor

? factor

? factor



….

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4 factors (2)

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4 factors (3)

1

Factor 1

2

Factor 4
4

Factor 2

Factor 3
3

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4 factors (3a – weighted)

Factor 1

2

Factor 4
4

Factor 2

Factor 3
3

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4 factors (3b – dynamic)

Factor 1
2 1

Factor 2

Four dynamic factors
3

Factor 4

4

Factor 3

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6 factors (variation)

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D.

Matrix – Factors, comparisons

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Matrix/table (Horizontal/vertical comparison of data – variations)
1 2

3

4

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Special types of matrix – opportunities/threats
1 2

Opportunities
? …

Threats
? …
? …

Threats
? …

Opportunities 3 4

Opportunities
? …

Threats
? … ? …

Opportunities
? …

Threats

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Special types of matrix – pros and cons
1 2

? …

? …

? …

? …

3

? …

? …

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Special types of matrix – controversy
1 2

3

4

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Special types of matrix – conflict/tension (1)

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Special types of matrix – conflict/tension (2)

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Special types of matrix – bottom up/top down (1)

? ...

? ...

BOTTOM UP

TOP DOWN

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Special types of matrix – bottom up/top down (2)
1

TOP
? ... ? ...

DOWN

BOTTOM
2

UP

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Special types of matrix – equilibrium

? …

? …

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Special types of matrix – imbalance

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Unit of measure

Text ? Text Text ? Text

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Title

Sub title

Sub title

? ? ?

? ? ?

Risk management

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E.

Process (1) – Factors, steps

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Processes
1

2

3

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Process/phases
1
1 … 2 … 3 … 4 … 5 …

2

Phase 1

Phase 2

Phase 3

?



?



?



3
Phase 1 Phase 2 Phase 3

4
Phase 1 Phase 2 Phase 3

? …

? …

? …

? …

? …

? …

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Cycles (1) (color presentation)

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Cycles (2)

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Spirals (orthogonal)
1 2

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Hurdles

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Resistance/obstacles
1 2 3 4

5

6

7

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Filters
1 2 3

5 4

6

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Change of mindset/direction
1 2

3

4

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Nodes/interfaces
1

4

5

2

6

7

3

8

9

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Pressure
1 2

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Increase/decrease
1 2 3 4 5 6 7 8

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Various types of brackets (to be used instead of block arrows)

1

2

3

4

5

6

7

8

9

10

11

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F.

Process 2 – Factors, impact

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Consequences (1)



? ...



? ...



? ...



? ...



? ...



? ...

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Consequences (1a)



? ...



? ...



? ...



? ...



? ...



? ...

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Consequences (2)









? … ? …

? …

? …

? …

? …

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Consequences (3)

... ? …

... ? …

...

...

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Consequences (4)
1

...
? …

...
? …

2

... ? …

... ? …

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Impact (3 factors)

TIME

COST QUALITY
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Impact (4 and 6 factors)

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Impact (4 factors)

Factor 1

Factor 2

Generic description of the 4 factors

Factor 4

Factor 3

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Impact (5 factors)

Factor 1

Factor 5 Generic description of the 5 factors Factor 4

Factor 2

Factor 3

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Impact (6 factors)

Factor 6

Factor 1

Factor 5

Generic description of the 6 factors

Factor 2

Factor 4

Factor 3

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Impact (7 factors)

Factor 1

Factor 7

Factor 2

Factor 6

Generic description of the 7 factors

Factor 3

Factor 5

Factor 4

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Impact (8 factors)

Factor 8

Factor 1

Factor 7

Factor 2

Factor 6

Generic description of the 8 factors

Factor 3

Factor 5

Factor 4

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Impact and result (1)

6 success factors



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Impact and result (2)

5 success factors



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Circulation (2 factors)

……………

……………

……………

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Circulation (3 factors)

…………… ……………

……………

……………

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Circulation (4 factors)

……………

……………

……………

……………

……………

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Circulation (5 factors)

…………… ……………

……………

……………

……………

……………

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Circulation (6 factors)

…………… ……………

…………… …………… ……………

…………… ……………

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Circulation (7 factors)

…………… ……………

…………… …………… ……………

…………… …………… ……………

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Circulation (8 factors)

…………… …………… …………… ……………

……………
…………… …………… …………… ……………

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Vision

Vision

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Action/reaction















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Action/reaction

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Value chain

Company

Supplier

Customer

Development

Production

Sales

Distribution

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G.

Process 3 – Factors, interlinked

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Action/reaction (1)

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Action/reaction (2) (transparent – color presentation)

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Action/reaction

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Interaction

1

2

3

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Jigsaw puzzle

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Spiral

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Annex: Nine key changes compared to the old standards

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New Content design – Key changes regarding ?lean, linear, literal"
If boxes are used, …Do not use shading or borders Instead, use unframed colored shapes in shades of key blue, for emphasis only

…Do not use ovals
Instead, use AutoShapes with corners completely rounded off Do not use stickers with lines
Backup

Stufe 1

Stufe 2

Stufe 3

Instead, use upper case stickers (13 point), (key blue shade 1), positioned in the header area Do not put numbers in circles Instead, put them in squares (key blue shade 1), white lettering, bold Do not use block arrows Use variations instead

BACKUP

1

2

3

4

1

2

3

4

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New Content design – Key changes regarding ?lean, linear, literal"

Do not use speech bubbles

Instead, use AutoShapes/callouts/third row (you can use the arrow function!)

Arrow function can be switched on and off/ positioned to the side

Do not use big multicolored cartoons/ Clip Art Instead, use pictograms (if not available: convert Clip Art to linear monochrome versions)

There are obvious disadvantages to positioning text behind graphics

Do not position text behind graphics Position text to the side of graphics instead

Text is easy to read if not positioned behind graphics

Do not use miniature charts as navigators
4

Instead, use mathematical navigators (key blue shade 1), white lettering, bold, 13 point

1

2

3

4

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Text

Text

Text

Text

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……

?

……

……

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Action/reaction





? …

? …





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Against the tide/with the tide

Against the tide

With the tide

... ...

... ...

...

...

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Balance/imbalance

? …

? …

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Balance/imbalance

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Balance/imbalance

? …

? …

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Chances/risks

? … ? …





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Change of direction

Moment of directional change

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China map
Box Title
Level 1 text ? Level 2 text

- Level 3 text

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Columns and tables

Column Title 1 Category 1 ? Type your phrases and sentences here ? Type your phrases and sentences here

Column Title 2 ? Type your phrases and sentences here ? Type your phrases and sentences here

Column Title 3 ? Type your phrases and sentences here ? Type your phrases and sentences here

Category 2

? Type your phrases and sentences here ? Type your phrases and sentences here

? Type your phrases and sentences here ? Type your phrases and sentences here

? Type your phrases and sentences here ? Type your phrases and sentences here

Category 3

? Type your phrases and sentences here ? Type your phrases and sentences here

? Type your phrases and sentences here ? Type your phrases and sentences here

? Type your phrases and sentences here ? Type your phrases and sentences here

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Columns and tables

Column Title 1 ? Type your phrases and sentences here Category 1 ? Type your phrases and sentences here

Column Title 2 ? Type your phrases and sentences here ? Type your phrases and sentences here

? Type your phrases and sentences here Category 2 ? Type your phrases and sentences here

? Type your phrases and sentences here ? Type your phrases and sentences here

? Type your phrases and sentences here Category 3

? Type your phrases and sentences here

? Type your phrases and sentences here

? Type your phrases and sentences here

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Columns and tables

Category 1

Category 1

Category 1

Category 1

Category 2

Category 2

Category 2

Category 2

Category 3

Category 3

Category 3

Category 3

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Bar chart

Graph Title

Label 7

501

Label 6

432

Label 5

238

Label 4

189

Label 3

167

Label 2

130

Label 1

124

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Column chart
Unit 600
500 432 400 300 238 200 124 100 0 Label 1 Label 2 Label 3 Label 4 Label 5 Label 6 Label 7 130 167 189

Graph Title
501

CAGR ??%

You can put your points here like conclusion

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Column chart

You can put your points here in the header of the box
Graph Title
600 500 432 400 300 238 200 124 100 0 Label 1 Label 2 Label 3 Label 4 Label 5 Label 6 Label 7
106

CAGR ??%

501

167 130

189

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Column chart

Header
Graph Title
Unit
189 167 130

Header
Graph Title
Unit
189 167 130

124

124

Label 1

Label 2

Label 3

Label 4

Label 1

Label 2

Label 3

Label 4

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Column chart

Header
Graph Title
Unit
189 167 130

Header
Level 1 text ? Level 2 text - Level 3 text

124

Label 1

Label 2

Label 3

Label 4

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Column chart

Header
Graph Title
Unit
189 167 130

Level 1 text ? Level 2 text - Level 3 text

124

Label 1

Label 2

Label 3

Label 4

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Column chart

You can put your points here in the header of the box
Graph Title
600 500 432 400 300 238 200 124 100 0 Label 1 Label 2 Label 3 Label 4 Label 5 Label 6 Label 7
110

CAGR ??%

501

167 130

189

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Column chart

Header
Graph Title
Unit
189 167 130

Header
Graph Title
Unit
189 167 130

124

124

Label 1

Label 2

Label 3

Label 4

Label 1

Label 2

Label 3

Label 4

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Column chart
Graph Title
Unit X,000 000 X,000 000 000 X,000 000 000 X,000 000 000 000 000 000 Total Category 1 Category 2 Category 3 Category 4 000 000 000 000 000 000 000 000 000 Series 1 000 Series 2 Column 1 Column 2

X,000

X,000

000 000 000 000 000 000 Label

000

Category 5

000

000

000

0 Label Label

Series 1

Series 2
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Column chart
Sub Title
000 000 000 000 000 000 000 000 000 000 Label 000 Label Label 000 000 000 Label 000 000 Label Label Label 000 000 000 000 Label Label

Sub Title
000
000

Sub Title
000 000 000 000

Dash Line

000

Sub Title
000 000 000 000 000 000 000 Label Label 000

Sub Title
000 000 000 000 000

Sub Title
000 000 000 000

000

000

000
Label

000 000
Label

000 000

000 000 Label Label

000 Label Label

Label

Series 1

Series 2

Series 3
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Conflict





? …

? …

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Conflict

?

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投资区域

投资方式

? …… ? ……

? …… ? ……

…… 投资区域 ? …… …… …… …… ? …… 投资区域

投资方式
? …… ? ……

投资方式

……

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Consequences (2)

...

? ...

...

? ...

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Consequences (3)

...

? ...

...

? ...

...

? ...

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Consequences (4)

...

? ...

...

? ...

...

? ...

...

? ...

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Consequences (5)

...

? ...

...

? ...

...

? ...

...

? ...

...

? ...

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Consequences (2)





? …

? …

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Consequences (3)







? …

? …

? …

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Consequences (4)









? …

? …

? …

? …

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Consequences (5)











? …

? …

? …

? …

? …

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Consequences

1



2



3



4



5



6



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Consultants profil (English), [Firstname Lastname]

Position: ………………..
Languages
? …

Year of birth: ………………..
Professional experience
Since 10/1992 …

Nationality: ………………..
Methodological competence
? …

Education
1990–1994 …

Industry competence
? … ? …

Key projects

Updated: MM/YY
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Cooperation

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Cooperation

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Cooperation



品牌





企业文化



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Cost breakdown chart

Unit Value Component (%) Gross Margin

Value

Component (%)
Component (%) Cost

Value

Value

Component (%)

Value Value

Component (%) Component (%)

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Dead end

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Dependance

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Development

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Dice

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Direction

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Factors (2)





? …

? …



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Factors (3)



… … …

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Factors (3)



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Factors (3)







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Factors (4)

? …

? …



? …

? …

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Factors (4)





? …

? …



? …

? …





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Factors (4)

? …

? …



? …

? …

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Factors (4)





? …

? …



? …

? …





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Factors (6)















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Factors (6)















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Factors (8)

… … …







… …



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Factors (4)











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Factors (5)



… …







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Factors (5)



? …

? …

? …

? …

? …

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Feedback

? …

? …



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Feedback

? …



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Feedback

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Feedback

?

!

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Feedback

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Filter





? …

? …

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Filter

Initial situation

1. Criterion

2. Criterion

3. Criterion

Result

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Flexibility

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Flexibility

Intention Flexibilty

Ability

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Flexibility

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Focus – expansion

… … … … … … … t

… … … … … … … t

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Growth

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Guidelines











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Harmony

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Hurdles and brakes



Company X

… … …

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Impact

... ... ...

...

...

...

...

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Influence (1 factor)

? …

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Influence (2 factors)

? …

? …

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Influence (2 factors)

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Influence (4 factors)

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Influence (4 factors)

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Influence (6 factors)















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Input/output

? … ? … ? ...

? … ? … ? ...

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Interaction

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Margin chart

Index 100% ?% ?% ?% 000 Total in Value ?% ?% ?% 000 000 ?% 000 ?% 000 ?% 000 ?%

Label

Label

Label

Label

Label

Label Label

Label Label Label Label

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Matrix











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Matrix











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Matrix

Scale

Level 1 text
? Level 2 text
- Level 3 text

Level 1 text
? Level 2 text
- Level 3 text

Dimension 1 Level 1 text ? Level 2 text
- Level 3 text

Level 1 text ? Level 2 text
- Level 3 text

Scale Scale Dimension 2
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Matrix

Content Label Dimension I

Content

Content

Label

Content Label

Content

Label

Label Dimension II

Label

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Measures plan – planned activities

Overview: … Activities
Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ...

Comments

? …

? …

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Measures plan – planned measures

Activity: … Objective: Results:

As of: …

? …

? …

Responsible: … Measures: …

Support: … ... ... ... ... ... ... ... ...

? …

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Measures plan – planned individual steps

Measure: ...
No.
1. ...

As of: …
Individual steps Responsible
... ...

Support
...

Form of result

Start
...

Dura- Deadtion line ... ...

Pro- Comject pleted ... ...

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Models
Key Steps

Sources

Step 1

? Type your phrases and sentences here

Level 1 text
? Level 2 text

Step 2

? Type your phrases and sentences here

Step 3

? Type your phrases and sentences here

Step 4

? Type your phrases and sentences here

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Moon chart

Bar

Bar

1

1 Arrow

Ball

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Multipliers

...

...

+

+

+
+ +

? …

+ + +

+

= Projektteams

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Multipliers

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Mutuality

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Mutuality





? …

? …



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Obstacle

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Obstacle

...

...

? …

? …

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Obstacle

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Organizational and flow chart

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

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Organizational and flow chart
Marketing Organization
Dimitri Panayatapolous

Haircare Brad Casper General Manager*

Toothpaste/Soap Vacant General Manager

Laundry Vacant General Manager

Skincare/Paper Virginia Lee Vice President*

Rene Co Marketing Director

Ken Doi Marketing Director

Robin Oxendine Marketing Manager

Randall Beard Marketing Director

Peter Foyston Marketing Marketing Manager Manager

Pantene

Jiehua

New Brand

Rejoice

Head & Shoulders

Crest

Professional Marketing

Safeguard

Zest Camay

Ariel

Tide

JV Brands

Ulan

Whisper

Media & Commercial Production

Assistant Brand Manager, 2-5 per Brand

School Program Group

Nurses for School Program

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Organizational and flow chart
Process Map

Market Archetype Model ? Sizing ? Pricing

Feasible Scenarios ? India ? China ? Philippines

Asia Whisky Opportunity Assessment

Competitive Models Success Requirements Market Results Bacardi Strategy Overlap Bacardi Strategy

Are there opportunities for whisky in the rest of the world?

Develop Objectives & Strategies ? Financial Goals Determine Yes ? Market Priorities Whether to ? Acquisition or Proceed Organic Growth Further ? Product/ Marketing/ Distribution Strategies

Execute

Will whisky help to build Bacardi rum globally?

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Option

1

2

3 …





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Option

1

2

3

4








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Option

quit

develope

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Penetration

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Pie chart

Header
Chart Title
Label % Label % Label %

Header
Chart Title
Label %

Label %

Label %

Label %

Label %

Label %

Label %

100%=XXXX
Series 1 Series 2 Series 3

100%=XXXX

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Pie chart

Chart Title
Label %

Header
Level 1 text ? Level 2 text - Level 3 text

Label %

Label %

Label %

Label %

100%=XXXX
Series 1 Series 2 Series 3
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Pie chart
Chart Title
Label % Label % Label % Label % Label % Series 1 Label % Label %

Chart Title
Label %

100%=XXXX

Label %

Label %

100%=XXXX

Series 2
Series 3

Chart Title
Label %

Chart Title
Label % Label % Label % Label % Label %

Label %

100%=XXXX

Label %

100%=XXXX
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Plus/minus

...

...

? …

? …

? …

? …

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Plus/minus

...

...

? …

? …

+


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Plus/minus

? …

? …

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Plus/minus

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Plus/minus

? …



? …

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Portfolio

+





+
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Portfolio

++

+

– – + ++
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Pressure

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Pressure

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Pressure

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Prioritization

Prioritization

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Process













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Process

1 …

2 …

3 …

4 …

1 …

2 …

3 …

4 …

5 …

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Process – decrease

1 …

? …

2



? …

3



? …

4 …

? …

5 …

? …

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Project

Phase I

Phase II

Phase III

? …

? …

? …

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Project

Phase I 1 … 2 … 3

Phase II



? …

? …

? …

4



? …

… weeks

… weeks

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Project procedure

Phases 1 ... Phase I

Project features 2 ...

Time required

? …

? …

...

… weeks

3 ... Phase II ...

? …

… weeks

4 Phase III ...

? …
...

… weeks

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Puzzle

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Resistance

...

...

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Restructuring

Restructuring does not mean ...

But ...

Improvement of liquidity Cost reduction Reduction in personnel Structural change Positioning on the market

Structural change

Reduction in personnel

Positioning Cost on the market reduction Improvement of liquidity

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Rethink

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Separation

? …

? …

? …

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Separation

...

? …

...

...

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Separation



? …

...

...

? …

? …

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Spinning off parts of a company

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Storyboard





? …

? …





? …

? …

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Storyboard







? …

? …

? …







? …

? …

? …

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Strengths/weaknesses

Tomorrow

Today

? … ? … ? … ? … ? ... ? … ? … ? ... Weaknesses Strengths

Strengths

? … ? ... ? … ? …

Weaknesses

? … ? …

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Table

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Table

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Table

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Table











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Table











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Table

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Target (1 factor)

? …

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Target (2 factors)



? …



? …

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Target (3 factors)



? …



? …



? …

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Team organization

...

Client

RittenHouse

? N. N. ? N. N.
... Client

? N. N. ? N. N.

RittenHouse

? N. N. ? N. N.

? N. N. ? N. N.

...

...

...

...

? ...

? ...

? ...

? ...

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Text blocks (2)

...

...

? …

? …

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Text blocks (3)

...

...

...

? …

? …

? …

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Text blocks (4)

...

...

...

...

? …

? …

? …

? …

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Text blocks (5)

...

...

...

...

...

? …

? …

? …

? …

? …

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Text blocks (2)

...

? ...

...

? ...

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Text blocks (3)

...

? ...

...

? ...

...

? ...

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Text blocks (4)

...

? ...

...

? ...

...

? ...

...

? ...

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Text blocks (5)

...

? ...

...

? ...

...

? ...

...

? ...

...

? ...

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Text blocks (3 + 3)

...

...

...

? … …

? …

? …

? … …

? …

? …

? … …

? …

? …

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Text blocks (3 + 4)

...

...

...

...

? … …

? …

? …

? …

? … …

? …

? …

? …

? … …

? …

? …

? …

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Text in box

Box title Level 1 text ? Level 2 text - Level 3 text Level 1 text ? Level 2 text

Box title

- Level 3 text

Box title

Level 1 text
? Level 2 text - Level 3 text

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Text in box

Box title Level 1 text ? Level 2 text - Level 3 text

Box title Level 1 text ? Level 2 text - Level 3 text

Box title Level 1 text ? Level 2 text - Level 3 text

Box title Level 1 text ? Level 2 text - Level 3 text

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Text in box
Phase I Phase Name (Title Case)

Box title Level 1 text ? Level 2 text - Level 3 text

Box title Level 1 text ? Level 2 text - Level 3 text

Box title Level 1 text ? Level 2 text - Level 3 text

Phase II Phase Name

Box title Level 1 text ? Level 2 text - Level 3 text

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Timetable

Month Issues Wk

... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

? …

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Value-added chain

Company

Supplier

Customer

Development

Production

Sales

Distribution

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Vision

Vision

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Waste of resources – problem

Problem 1

Problem 2

Problem 3

Problem 4

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Waste of resources – solution

Solution to problem 1

Solution to problem 2

Solution to problem 3

Solution to problem 4

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SWOT
优势 劣势

机会

威胁

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?

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?

?

?

……

……

……

……

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两种方式的比较

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远卓管理顾问的咨询工具和咨询程序

……

……

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Unit of measure

2X2 CUBED

Text

Text

Text Text Text

Text

Text Text

* Footnote Source: Source

278

2X2 TOWER

279

Unit of measure

5PS MARKETING

Product offering

Product

Package

Place

Price

Positioning promotion

* Footnote Source: Source

280

Unit of measure

7S
Style

Strategy Shared values

Skills

Staff

Systems

Structure

* Footnote Source: Source

281

ARROW 3D

* Footnote Source: Source

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Unit of measure

CUBES1 3D

* Footnote Source: Source

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Unit of measure

CUBES2 3D

* Footnote Source: Source

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Unit of measure

CUBES3 3D

* Footnote Source: Source

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Unit of measure

FORCES AT WORK
New entrant

Suppliers

Industry competitors

Buyers

Substitutes

* Footnote Source: Source

286

Unit of measure

JOINT

Text Text Text Text Text

Text Text Text Text Text

* Footnote Source: Source

287

Unit of measure

LEVEL SEPARATE 4
Text

Text

Text

Text

* Footnote Source: Source

288

Unit of measure

LINEAR A 3D

Text Text

Text

* Footnote Source: Source

289

Unit of measure

LINEAR B 3D

Text

Text Text

Text

* Footnote Source: Source

290

Unit of measure

LINEAR C 3D

Text

Text

Text

* Footnote Source: Source

291

Unit of measure

LINEAR D 3D

Text Text

Text

* Footnote Source: Source

292

Unit of measure

LINEAR E 3D

Text

Text

Text

Text

* Footnote Source: Source

293

Unit of measure

LINEAR G 3D

Text
Text

Text

* Footnote Source: Source

294

Unit of measure

LINEAR I 3D

Text

Text

* Footnote Source: Source

295

Unit of measure

LINEAR J 3D

Text Text Text Text

* Footnote Source: Source

296

Unit of measure

LINEAR N 3D

Text

Text

Text

Text

* Footnote Source: Source

297

Unit of measure

LINEAR P 3D

Text

Text
Text

* Footnote Source: Source

298

LINEAR Q 3D

Text

Text

299

LINEAR Q 3D

Text

Text

300

Unit of measure

CUTOUT 3D

Text

Text

Text

Text

* Footnote Source: Source

301

LINKS 3

Plan

Implement

Support

302

PERSPECTIVE 3D

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PROPELLER 3D

304

RINGS 3D

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Unit of measure

SCALE

Text

Text

* Footnote Source: Source

306

Unit of measure

SCALES

Text

Text

* Footnote Source: Source

307

SIZES IN
Text

Text
Text Text Text

Text

308

SPIRAL1 3D

309

SPIRAL2 3D

Brakes

Spiral

Tube in tube

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SPOTLIGHT

Text

Text

Text

Text

311

STAIRCASE

Text
Text Text Text Text Text

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WIRE CUBES

Text

Text

313

ARROWS

Text

Text

Text Text Text Text

Text

314

BLADES

Text

Text

Text
Text

315

Unit of measure

BOX

Text

Text

Text

Text

* Footnote Source: Source

316

Unit of measure

BOX

Text

Text

Text

Text

* Footnote Source: Source

317

Unit of measure

INCOMING
Text Text

Text Text

Text Text

* Footnote Source: Source

318

Unit of measure

RIBBON
Text

Text Text Text

Text

* Footnote Source: Source

319

Unit of measure

RING

Text

Text

Text Text Text

* Footnote Source: Source

320

UPON 2

Text

Text

321

CONTINUOUS

Text

Text
Text Text

Text
Text Text Text

322

LINEAR K

Text Text Text Text Text Text

323

Unit of measure

STEP 5
Text

Text

Text

Text
* Footnote Source: Source

Text

324

Unit of measure

2 ON 1

Text

Text
Text

Text

* Footnote Source: Source

325

AGAINST
Text Text

Text

Text Text Text

326

AT WORK
Text

Text

Text

Text

Text

327

COUPLED HORIZ

Text

Text

328

COUPLED VERT
Text

Text

329

FOCUSED

Text

Text

Text

Text

330

Unit of measure

FORCES AT WORK
New entrant

Suppliers

Industry competitors

Buyers

Substitutes

* Footnote Source: Source

331

PARALLEL

Text

Text

Text

332

SPLIT

Text

Text

Text

Text

333

SURROUND

Text

334

TWISTED

Text

Text

335

UP & AWAY

Text

Text

336

UP & DOWN

Text Text

337

3Cs TRIANGLE

Customer

Distributors

Clients

Competitors

Suppliers

338

BUSS PORTFOLIO

Competitive position

Low

Medium

High

Low

Medium

High

Product/market attractiveness
339

CHANGE BOARD
Commitment Change vision Capability

Conviction

Courage

Individual activity

Enabling devices

Chief Executive

Leadership groups

Down the line

External constitution

340

Unit of measure

PENTAGON

1

2

5

Restructuring framework

3

4

* Footnote Source: Source

341

Unit of measure

PRICE BENEFIT
Benefit Competitive advantage

Competitive disadvantage Price

* Footnote Source: Source

342

Unit of measure

SMILE CHART

Appraise performance and prospects 1
Develop strategy

Bottom up action programs
8

2 3

7

Top down action programs

4 Redesign pivotal jobs 5

6 Assess change readiness

Design the skill building process
* Footnote Source: Source

343

STRAT MANAGE
Stage 4

Stage 3

Stage 2 Stage 1 Forecast based planning Externally orientated planning Strategic management

Budget planning

Meet budget and schedule

Predict the future

Think strategically

Create the future

Value system

344

TREE PRODUCTIVITY
Effectiveness Contribution Available selling time Selling margin Contribution Sales Selling rate Sales Available selling time Utilization Available selling time Total sales time Efficiency Available selling time Total selling costs Support leverage Total sales time Support costs Support intensity Support costs Total selling costs

Productivity Contribution Total selling costs

345

VALUE CREATION

Improve core business performance

Redeploy assets

Maximize shareholder value

Adopt sound financing approach
Grow through cultural initiative

Grow through acquisition and/or merger

346

VALUE SOURCES

Corporate center skills

Industry restructure
Internal controller

Client’s relative ability to extract value

Linkages between business units

Shared resources Transfer of capability

Vertical integration
Differences in tax position Real Existence of non-cases objectives

Financial ownership fit Perceived

Inefficiencies in financial markets Difference in valuation technique

347

GANTT10
<##> Header Text <##> <##> <##> <##> <##> <##> <##> <##> <##> <##>

348

GANTT15
## Header Text ## ## ## ## ## ## ## ## ## ## ## ## ## ## ##

349

LEFT TO RIGHT
Text

Text

Text

Text

350

STUDY OBJECTIVE
Text Sub-objectives Text Text Text Text

Process objectives Text

351

TOP DOWN
Text

Text

Text

Text

Text

Text

Text

352

2X2 CUBED

Text
Text

Text

Text Text

Text

Text

Text

353

2X2 EXTENDED
Text

Text Text

Text

Text

Text Text

Text

Text

Text
Text

Text

354

2X2 TOWER

355

2X2
Text Text Text

Text

Text Text

Text

Text Text

Text

356

3X3 EXTENDED
Text Text Text Text Text

Text Text Text

Text

Text

Text

Text Text

Text

Text

Text

Text

Text Text

Text

357

3X3
Text Text Text Text

Text Text Text

Text

Text

Text Text

Text

Text

Text

Text Text

Text

358

PASS THROUGH

Text

Text

359

FLOW DOWN
Text

Text

Text

360

4 BOX 3D
Text Text

Text Text

361

BOUNCE

Text

362

CUBE WITH CIRCLES

Text

Text

363

SEASAW

Text

Text

364

WAY THRU
Text

Text

365

DECISIONS

Text Text Text

Text

Text

Text Text Text

Text

366

LOOPS

Text

Text

Text

367

ROLLERS
Text

Text

Text

368

2 AROUND

Text

Text

369

4 IN 1 SQUARE
Text

Text

Text

Text

Text

370

SIZES IN

Text Text Text Text

Text Text Text Text Text

Text

Text

Text

371

CROSS SECTION

Text

Text

372

HONEYCOMB

Text

Text
Text Text Text

Text

Text

373

JOINT

Text Text Text Text Text

Text

Text Text
Text Text

374

VENN 2

Text

Text

375

VENN 3

Text

Text

Text

376

AREA
350 300 250 200 150
Label 2

Label 1

100 50
Label 3

0 1996

1997

1998

1999

2000

2001

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BAR

Label 1

50

Label 2

40

Label 3

30

Label 4

20

Label 5

10

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BAR BUTTED
40

Label 1
30

50 55

Label 2
20

40

50

Label 3

30 45 10

Label 4
5

25 30

Label 5

15 25

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BAR STACKED
Series Series
23

Series
43

Label 1
Label 2

50

000

40

25

23

000
23

Label 3 Label 4 Label 5

30

45

000
000

20

65

23

10

96

23

000

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BAR STACKED 100%
Series Label 1 Label 2
20 45

Series
90

Series
50

100%=

000
000 000 000 000

80

40

Label 3 Label 4 Label 5

30

70

30

40

60

20

50

50

10

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Unit of measure Title BUBBLE of measure Unit
700 600 500 400 300 200 100 0 0 50 100 150 200 250

Label 5 Label 6 Label 4 Label 3 Label 2 Label 1

Title Unit of measure
* Footnote Source: Source
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Unit of measure

COLUMN
50 40 30 20

60

Label 1

Label 2

Label 3

Label 4

Label 5

* Footnote Source: Source

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Unit of measure

Title COLUMN 2
Unit of measure
76 67

Title Unit of measure
76 67

45

45

30 20 20

30

Label 1 Label 2 Label 3 Label 4 Label 5
* Footnote Source: Source

Label 1 Label 2 Label 3 Label 4 Label 5

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Unit of measure

COLUMN BUTTED
70 60 50 40 30 20 30 40 40 50 50 60 60 70

80

Label 1

Label 2

Label 3

Label 4

Label 5

* Footnote Source: Source

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Unit of measure

COLUMN STACKED
000 000 000 000 Series Series Series Series
20 20 20 20 20 20 30 40 50 20 20 20 40 30 20 25

000
30

50

20

60

Label 1

Label 2

Label 3

Label 4

Label 5

* Footnote Source: Source

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COLUMN STACKED 100%
100%= Series 000
20

000
15 15

000
10 10

000
10 20

000
10 10 20

Series

20 40 35 20

Series

30 60

Series

30

35

40

50

Label 1

Label 2

Label 3

Label 4

Label 5
387

Module und Variations_E

Unit of measure

COMBO PIE SEGMENT COLUMN Title
Unit of measure Label 5
10

Title Unit of measure 100% = 000

Label 4

30

Series

10 45

Label 1
30

Series

Label 3 15
20

Series

20

Label 2

20

Series

Label 1
* Footnote Source: Source

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Unit of measure

COST

Title Unit of CURVEmeasure
300

250

Label 5
Label 4

200

150

100

Label 3 Label 2

50

Label 1
0 0
* Footnote Source: Source

50

100

150

200

Title Unit of measure
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Unit of measure Title DUAL COLUMN LINE Unit of measure
200 180 160 140 120 100 100 80 60 40 20 0 1990
* Footnote Source: Source

Title Unit of measure
1,000 176 150 900 800 700 600 85 70 45 500 400 300 200 100 0

30 10

1991

1992

1993

1994

1995

1996

1997

Module und Variations_E

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Unit of measure Title DUAL LINE measure Unit of
200 180 160 140 120 100 80 60 40 20 0 1990
* Footnote Source: Source

Title Unit of measure
1,000 900 800 700 600 500 400 300 200 100 0 1997

1991

1992

1993

1994

1995

1996

Module und Variations_E

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Unit of measure

LINE
600

Label 1
500

400

300

Label 2 Label 3 Label 4

200

100

0 1990
* Footnote Source: Source

1991

1992

1993

1994

1995

1996

1997

Module und Variations_E

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Unit of measure

PIE
Label 5
10

Label 4

10

45

Label 1

Label 3

15

20

Label 2

* Footnote Source: Source

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Unit of measure

PIE 2
Title Unit of measure Label 5
10

Title Unit of measure Label 5
10

Label 4

10 45

Label 4
Label 1

10 45 Label 1

Label 3 15

Label 3 15

20

20

Label 2

Label 2

* Footnote Source: Source

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Unit of measure

RANGE HIGH LOW
250

200

150

100

50

0 1990
* Footnote Source: Source

1991

1992

1993

1994

1995

1996

1997

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Unit of measure

SCATTER X & Y
300 250

200 150 100

50 0 0
* Footnote Source: Source

50

100

150

200

Module und Variations_E

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Unit of measure

WATERFALL BAR

Label 1 Label 2 Label 3

50

25

45

Label 4 Label 5

65

185

* Footnote Source: Source

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Unit of measure

WATERFALL COLUMN
20

80

20

20 20

Label 1

Label 2

Label 3

Label 4

Label 5

* Footnote Source: Source

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定位目标

结构目标

战略目标 体系

经营目标

管理目标

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?使命Mission
企业为什么存在

? 愿景Vision
应成为一个什么样的企业

?公司战略

目 标 及 规 划

核心价值确认 -分析企业优 劣势 -确定核心价 值

业务范围 -客户 -产品 -地域

核心价值实现 步骤 -价值链定位 -如何实现核 心价值

确定战略实施 阶段 -何时介入 -何时扩张

总体经营目标 -营业收入 -利润 -资本收益 -净现金流

?业务战略

A ...

A

A

A

A

A

?职能战略

技术研发、人力资源、服务……

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Unit of measure

ARROWS

* Footnote Source: Source

Module und Variations_E

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Unit of measure

MCKINSEY LOGO

* Footnote Source: Source

Module und Variations_E

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Unit of measure

MOONS

Legend Legend Legend

Low Medium High Low Medium High

* Footnote Source: Source

Module und Variations_E

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STICKER Unit of measure

STICKER

ILLUSTRATIVE CONFIDENTIAL PRELIMINARY DRAFT ESTIMATE EXAMPLE FOR DISCUSSION ONLY FOR DISCUSSION

* Footnote Source: Source

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Unit of measure

STICKER OTHER

DISCUSSION DRAFT DISGUISED DRAFT FOR DISCUSSION

PRELIMINARY DRAFT PRELIMINARY ESTIMATE CONFIDENTIAL DISCUSSION DRAFT DISGUISED CLIENT EXAMPLE ROUGH ESTIMATE

TO BE COMPLETED BACKUP HYPOTHESIS STRAW MAN

SAMPLE
CONCEPTUAL PROPOSED

REVISED

* Footnote Source: Source

Module und Variations_E

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Unit of measure

? Text
Text

? Text Text

? Text Text

* Footnote Source: Source

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Unit of measure

Title ? Text

Title ? Text

* Footnote Source: Source

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Unit of measure

Title ? Text

Title ? Text

Text

* Footnote Source: Source

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EXHIBIT TITLE Title
? Text

?

Text

Text

? Text

* Footnote Source: Source

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EXHIBIT TITLE
Text

Title ?

? Text

? Text

* Footnote Source: Source

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EXHIBIT TITLE
Text

Title ?

Title ?

? Text

?

? Text

?

* Footnote Source: Source

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EXHIBIT TITLE Title
? Text

Title ?

Title ?

? Text

?

?

? Text

?

?

* Footnote Source: Source

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Title Measure
100% = xxxx Label 4 Label 3
10 45 Label 5 10

Title Measure
100% = xxxx Label 4 Label 3
10 45 Label 5 10

Label 2

15 20

Label 2

15 20

Label 1

Label 1

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Title Measure
100% = xxxx

Title Measure
100% = xxxx

Title Measure
100% = xxxx

Label 4
Label 3
10 10 45 Label 5

Label 4
Label 3
10 10 45 Label 5

Label 4
Label 3
10 10 45 Label 5

Label 2 15
20

Label 2 15
20

Label 2 15
20

Label 1

Label 1

Label 1

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Title Measure 100% = xxxx Label 4 Label 3 Label 2
10 10 15 20 45 Label 5

Title Measure 100% = xxxx Label 4 Label 3 Label 2
10 10 15 20 45 Label 5

Label 1

Label 1

Title Measure
100% = xxxx Label 4 Label 3 Label 2
10 10 15 20 45 Label 5

Title Measure
100% = xxxx Label 4 Label 3 Label 2
10 10 15 20 45 Label 5

Label 1

Label 1

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416

Unit of measure

Title Measure
350 298 300 250 200 150 100 50 89 120 130 165 175 180 230 245 267 278 250

Title Measure
350 298 300 250 200 150 100 50 89 120 130 165 175 180 230 245 267 278 250

Title Measure
350 298 300 250 200 150 100 50 89 120 130 165 175 180 230 245 267 278 250

0 1990

91

92

93

94

1995

0 1990

91

92

93

94

1995

0 1990

91

92

93

94

1995

* Footnote Source: Source

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Text Text Text Text Text Text Text Text

Text Text Text

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418

Title Measure
325 350 300 298 267 250 278 300 245 230 250 200 220 150 195 180 165 175 100 130 120 50 89 0 1990 1991 1992 1993 1994 1995 1996 1997

Text Title Measure
325 350 300 298 278 267 250 300 230 245 250 200 220 150 195 175 180 165 100 130 120 50 89 0 1990 1991 1992 1993 1994 1995 1996 1997
* Footnote Source: Source

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Unit of measure
Title Measure
400 300 230 200 100 89 120 0 1990 1991 245 267 250 278 298 300 325

130 1992

165 1993

175 1994

180 1995

195

220

Title Measure
350 300 250 200 150 100 50 89 0 1990 120 130 165 175 180 195 230 245 267 250 278 298 300 325

1996

1997

Title Measure
400 300 230 200 100 89 120 0 1990 1991 245 267 250 278 298 300 325

220

130 1992

165 1993

175 1994

180 1995

195

220

1996

1997

1991

1992

1993

1994

1995

1996

1997

Title Measure
400 300 230 200 100 89 120 0 1990 1991 245 267 250 278 298 300 325

130 1992

165 1993

175 1994

180 1995

195

220

1996

1997

Module und Variations_E

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Projects Phase I 1. Improve customer service and plan other operational improvements 2. Develop auto package and cross-sell to existing customers 3. Align credit card portfolio and develop young family credit card 4. Develop information technology plan for lifestage marketing 5. Develop consumer banking risk management process and systems 6. Develop consumer banking organization Phase II 7. Develop newly wed card and home package 8. Implement changes to credit card operations Phase III 9. Develop young singles card 10. Develop consumer lending business processes 11. Develop established family card and investors package

Consulting Budget Requirements
(US$ 000)

Staff Market Research Budget A.T. Requirements Chinfon Kearney Q3 ’97
(US$ 000)

Timing
Q4 ’97 Q1 ’98 Q2 ’98 Q3 ’98 Q4 ’98

125
125 125 80 30 30

4
2 2 2

1
1 1 1

80
80 125 30

2
2 2 2

1
1 1 0 1 1 1

125 125 125

30 30

2 2 2

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TBD

Steering Committee

Project coordinator Chinfon – Mr. Liu A.T. Kearney – Shanley Lee

Phase I 1. Improve customer service and other card operations 2. Develop auto package and cross-selling 3. Align card portfolio, develop young family card 4. Develop lifestage marketing IT plan 5. Develop consumer banking credit risk management 6. Develop consumer banking organization

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High

A.T. Kearney & EDS

Strategy and Operating Capability

Low

Technology Capability

High

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Chapter 1) SSSSSSSS TTTTTTTTTT ? AAAAA ? BBBBB ? CCCCC UUUUUUUUUU ? DDDDD ? EEEEEE ? FFFFFFF Chapter 2) VVVVVVVV ? GGGGGG ? HHHHHH ? IIIIIIIIIII ? JJJJJJJJJJ Chapter 3) WWWWWWW ? KKKKK ? LLLLLL ? MMMMM – NNN – OOO – PPPP

Chapter 1) SSSSSSSS TTTTTTTTTT ? AAAAA ? BBBBB ? CCCCC UUUUUUUUUU ? DDDDD ? EEEEEE ? FFFFFFF Chapter 2) VVVVVVVV ? GGGGGG ? HHHHHH ? IIIIIIIIIII ? JJJJJJJJJJ Chapter 3) WWWWWWW ? KKKKK ? LLLLLL ? MMMMM – NNN – OOO – PPPP

Module und Variations_E

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Turnover per store (US$ million)
0.833 0.757 1.04 1 1

Foreign supermarket Country / Name / Year of entry
U.S.A. Japan HK Japan Dutch AA BB CC DD EE 1994 1984 1995 1995 1996
11 70

N umber of stores
120 125 90 60 90 59 309 77 1997 1999F

Foreign Mega-marts
4.68 5.15

Japan French

FF GG

1996 1995

5 6 4 9

Local supermarket
0.805 0.61

Shanghai Shanghai

HH II

135 158

Module und Variations_E

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Module und Variations_E

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EXAMPLE BACK UP REVISED ESTIMATE PROPOSED CONCEPTUAL PRELIMINARY TENTATIVE HYPOTHESIS ILLUSTRATIVE CONFIDENTIAL

STICKER AND OTHERS
STICKER AUTOMAKER

EXAMPLE BACK UP

REVISED

ESTIMATE TENTATIVE HYPOTHESIS PROPOSED CONCEPTUAL ILLUSTRATIVE CONFIDENTIAL PRELIMINARY

ROUGH ESTIMATE VERY PRELIMINARY
TO BE COMPLETED WORK IN PROGRESS

ONLY FOR DISCUSSION

ROUGH ESTIMATE TO BE COMPLETED

VERY PRELIMINARY

ONLY FOR DISCUSSION WORK IN PROGRESS

? ?

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High Medium Low

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STICKER AND OTHERS

Module und Variations_E

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MAPS

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WORLD MAP

* Footnote Source: Source

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黑龙江

吉林 新疆 甘肃 内蒙古 河北 山西 陕西 西藏 四川 河南 湖北 安徽 浙江 江西 湖南 贵州 云南 广西 广东 辽宁

北京
山东 江苏

宁夏 青海

上海

福建

海南

Module und Variations_E

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ACCENTURE IN ASG
ASG – Austria , Switzerland, Germany
Hamburg Berlin Düsseldorf

EMEAI

Frankfurt

München

America Asia/ Pacific
Zürich

Wien

2,750 Employees 7 Offices Revenues: 1,24 Mrd. DM

Module und Variations_E

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Module und Variations_E

435

END OF DOC
APPENDIX
Module und Variations_E

436

LCS000818BJ(GB)

Company

LOGO

麦肯锡战略制定流程

麦肯锡战略制定流程综述
1. 决定使命和远景
8. 测试并制 定实施计划 2. 分析形 势,了解 不确定因 素 3. 选择业 务范围, 决定战略 立场 4. 确定优 势来源

7. 设定财 务目标

6. 列出增 长阶梯

5. 设计价 值实现系 统

438

LCS0008

激动人心的目标

1.1 确定长期目标的要素
使命 范围

? 解释一个公司为什么会存在
核心能力

长期目标的 要素

+
基本目标 核心优势 远景

? 具体说明企业领导对公司组织
结构的发展目标的想法

重点

未来

439

LCS0008

1.2 重新审视长期目标
? 我们是否正朝着中 ? 在实现长期目标
的过程中有哪些 新的障碍?

? 我们的业绩必须达到

? 我们如何理解变幻莫

?

期目标前进? 要达到目标,我们 必须采取哪些新的 举措?

?

什么水平? 我们必须具备哪种新 的能力?

?

测的未来? 面对股东,我们应对 业绩做何变革?

目前的信息

长期目标

第二年

第三年

五年

十年

二十年

440

LCS0008

2. 分析形势,了解不确定性
2.2 建立未来的观点
2.1 设定基点 2.2.1 理解外部力 量 2.2.2 估计不确定 性 2.2.3 检查行业结构 /产品 2.2.4 制定竞争优势 的基础

情况分析

? 公司 ? 竞争对手

? 需求 ? 法规

? 不确定程度 ? 不确定分析的
工具和框架

? 传统范围 ? 关系优势

? 结构优势 ? 前端执行

? 整合的案例研究

? 顾客

? 技术

? 相互依赖的体系

? 洞察力/预见能力

441

LCS0008

2.1 设定基准线
公司

评估经营业绩

评估核心能力

收集竞争对手情况 收集行业基本情况 确定相对价值定位

竞争对手

计算相对成本高低

理解购买行为

顾客

对顾客群进行细分

评估顾客群的吸引力

442

LCS0008

评估核心能力 – 营运技能
产生
1. 列出价值链,确定含营运能力的步 骤 2. 分解流程,确定创造价值最多的环 节 3. 分解为子流程 4. 确定驱动子流程的特定技能和知识

验证
把初步的能力清单按下列标准测试 1. 其他竞争力/结构因素创造的驱动价 值必须与公司的价值定位一致 2. 优于竞争的基准参照 3. 至少在中期有可持续性

核心竞争力 非核心竞争力

设计

采购

制造

分销

有驱动价值
没有驱 动价值

3-4 个核心营运能 力

流程1

流程2

流程3 优先

工序1

工序2

工序3

工序4

不优先
不可持续 可持续
443

LCS0008

划分客户群类别
客户对不同形势的 反应?

客户的地理位置在 哪里? 地域 客户的组织结 构有什么特点?

场合

组织性

影响客户行为的 限制是什么?

限制 市场细分方法

行为

客户在市场中 的行为如何?

客户对市场的认 识程度如何?

认知

关系

哪一关键方面 决定了客户的 生命周期?

态度 造成客户某种心 态的背后信仰是 什么?

赢利性

需求
从财务角度看,与客 户的关系是否能带来 利润?
444

客户需要或渴求何种 价值?

LCS0008

评估不同细分市场的吸引力

该细分市场的规模有多大 ?

? 可开发的客户群规模 ? 使用量 ? 价格

细分市场的吸引力

预期的增长趋势如何?

? 客户统计 ? 使用量增长 ? 价格趋势

该细分市场的获利情况 怎样?

? 相对价格 ? 各细分市场的投资资本回报 ? 成本
– – – – 地理分布 决策者的人数和位置 订单规模和频率 销售成本/营销成本

445

LCS0008

2.2 制定未来发展目标

理解动力(Porter模型)

理解行业行为(行业模型)
技术
买方
行业 结 构 行为

行业模型

Porter模型

微观经济学
供应商

新进入者
行业竞争者

? 行业结构/行为
基础

? 行业的微观经
济学模型

? 建立一系列的
动力– 在行业 内外部

替代者





需求

监管

– 描述行业结构, 如完全竞争或 本地公司享有 特权

? 竞争基础
1. 有用的预测 2. 不相关联的前景预测 3. 特续的不确定性

? 说明这些动力
如何影响行业 经济效益

– 描述利润来源, 如:结构优势 与对中国政府 决策的洞察力

4. 完全不明确

不确定性模型

? 理解不确定性的层次,比如:准确的
预测未来与完全不明确的未来(“没有 人知道,任何分析都无法得出)

446

LCS0008

2.2.1 了解Porter的外部动力模型
1. 供应商能力的决定因素 ? 投入的区分 ? 行业内供应商与公司的转换成本 ? 替代投入的出现 ? 供应商的集中程度 ? 销量对供应商的重要性 ? 与行业总购买有关的成本 ? 投入对成本或区分度的影响 ? 行业内公司前向整合与后向整合 的威胁的比较
2. 进入障碍的决定因素 ? 规模经济 ? 专利产品区别 ? 品牌知名度 ? 转换成本 ? 资本要求 ? 分销渠道的获得 ? 绝对成本优势 –专利学习曲线 –必要投入的获得 –专利、低成本产品设计 ? 政府政策 ? 预期报复

2. 新进入者

5. 行业竞争对 手 竞争激烈程度

1. 供应方
5. 竞争的决定因素 ? 行业增长 ? 固定(存储)成本/增值 ? 产品差异 ? 品牌知名度 ? 转换成本 ? 集中与平衡程度 ? 信息复杂程度 ? 竞争对手的多样性 ? 公司股份 ? 退出障碍

3. 买方

3. 购买力的决定因素 ? 讨价还价手段(因素) –买方集中程度与公司集中程度 –购买数量 4. 替代者 –买方转换成本与公司转换成本比较 –买方信息 4. 替代产品威胁的决 –逆向整合能力 定因素 –替代产品 ? 替代者的相对价格表现 ? 价格敏感度 –价格/总购买 ? 转换成本 –产品差异 ? 购买者使用替代品的习性(倾 –品牌知名度 向) –对质量认识的影响 –买方利润 –决策者的激励机制 447

LCS0008

2.2.2 了解不确定程度
不确定的4个方面 1. 有用的预测 2. 互不关联的前景预测

? 可以对未来做出有用的、准确的单 一预测 ? 如:预测手持移动设备的市场规模 3. 持续的不确定性

? 可以对未来做出几个互不关联的预测, 但无法确定具体哪一个正确 ? 如:竞争对手对容量投资的反应

4. 真正的不明确性

? 仍旧存在不确定性的几个方面,但是 通过分析并不能减少几个互不关联的 预测之间的结构的连贯性 ? B2B市场的交易费用

? 包含持续不确定性的多个方面 ? 如:苏联解体后,在该国的早期投资
448

LCS0008

了解行业行为
行业结构/行为 竞争基础

相互依赖的系统 ? 联盟、网络和互联网等 系统把从业者直接联接 在一起(比如:东信与摩 托罗拉)
优先关系 ? 同一市场的不因公司待遇 不同(例如:华为,大唐) 传统上互不干涉的关系 ? 传统上合理的结构,接近 于完全竞争(例如中国VCD 市场)

洞察力/预见能力 ? 通过建立或拥有他人不 具备的知识创造财富(比 如:对监管的变化和客 户需求的了解)
一线实施 ? 通过在日常任务(比如: 渠道管理)的实施中连续 一贯的优于竞争对手的 表现赢得胜利 结构优势 ? 通过拥有结构优势(比如: 市场进入,全球性规模, 技术等)增加财富

449

LCS0008

通过彻底重新审视业务体系发现新机会
由: 今天一体化的公司职能重点 到: 将公司拆分成三个不同的业务体系

客户关系管理

研发

采购

制造

营销

分销 产品创新 系统管理

? 更大的解决方案空间并充分发挥创造力 ? 更适合业务赢利的要求

450

LCS0008

评价特定的技术

技术议题

业务议题

经济议题

潜在新技术

? 可行性 ? 与其他技术的相 ?
互作用 时间安排

? 进步程度 ? 符合战略要求 ? 投资的规模和
形式

? 组织结构 ? 技能 ? 对下游的影响

必须继续跟踪 新技术及新的 “触发事件”

451

LCS0008

3.界定业务范围并决定战略立场

? 事业部战略规划 ? 根据对行业现状和公司现
实的评估,整理出的一系 列战略选项。一般说来, 不确定性因素多的情况下 需要更多的选择方案,而 不确定性少的情况下所需 选择方案不用太多

? 企业潜在行动方案,管理
人员一方面积极进取地实 施被批准的方案,另一方 面剔除因行业新发展/竞争 态势而不可行的方案

452

LCS0008

界定业务范围– 评估并安排有活力的 多元化业务组合

?

大规模 投资

大笔 赌注

真实的选 择 ?

小规模投 资 保险 行为 高风险

无悔行为
?

低风险

?

大笔赌注 – 对某一行动做出重大承诺,该 行动可能产生极高回报,但也 可能产生严重后果 – 如,建设一家大型合资企业; 大量投资于一家网络新创公司 ;主营服务业务而退出产品业 务 真实选择和财务选择 – 运营选择,如工厂的灵活性和 应急财务安排 – 如,拓展电脑业务 无悔行为 – 无论行业最终如何变化都合理 的行动 – 如,充分开发现有的硬件业务 保险行为 – 专门设计出来防止一个大赌注 失败的选择 – 如,建立研发的合作伙伴关系 ,以防自己研发失败
453

LCS0008

决定战略立场
扩展解决 方案的空间

改变未来

保留参与的权利

?

? 在确定行业如何运作的过程中起到
领导作用 – 战略/行为 – 流程/体系 – 产品/服务 迅速适应

? 大手笔投资,以赢得竞争游戏的胜
利,但避免过早投入

处理 不确定性

退出

对照长期目标及可 行性评估

? 以捕捉机遇的速度性、机敏性和灵
活性取胜 ? 接受现实并回应发展潮流,适应现 实

? 决定不参与正在发展的业务

454

LCS0008

4. 确定优势来源
? 结构性的
– 企业价值定位与结构/能力相匹配,使得企业获得定位的优势 – 如:建立独特的能力,通过与英特尔公司合资建立独家供应关系

? 一线执行
– 来自优异推行业绩的运营优势 – 如:与SUBS关系的建立、产品开发与推出、渠道管理

? 洞察力/预见能力
优势来源
– 通过行业出色的洞察力/预见能力创造价值 – 如:对客户需求的性质、地点和规模的理解使联想可以提供优秀的产品

455

LCS0008

5. 设计价值实现系统
构建模块矩阵 A A B C 可能的协同效应 ? 利用专业 ? 谈判筹码 知识 ? 规模经济 ? 利用专利 可能的矛盾 B C D E 业务系统 研发 采购 制造 品牌管理 分销

? 规模经济 ? 多品牌管 ? 能力管理 理 ? 平衡营销
费用

? 利用销售队
伍 ? 分销管理

D
E

? 失去重点 ? 反垄断矛


? 复杂性成 ? 品牌矛盾


? 渠道矛盾

? 系统地进行协作

? 自觉地解决冲突
456

LCS0008

6.按增长阶段分析业务组合
给客户所在的行 业定义增长阶段 按增长阶段定义 行业特有的衡量 标准 分析和评估客户 现有的业务组合 和研发管道 分析和评估竞 争对手的业务 组合和研发管 道 为客户调整业务 组合的可选方案

? 地区
– 核心地区 – 新地区 ? 产品的相关性 – 核心产品 – 新产品

? 赢利能力
– 核心业务的回 报 – 新业务的净现 值 ? 增长 – 核心业务的增 长 – 新业务的增长 – 潜在需求 ? 需要的技能

? 将客户的业务组 ? 将竞争对手的业 ? 确定客户在增长
合投射到增长阶 务组合投射到增 阶段的业务组合 段 长阶段 所需的构建模块 ? 分析增长阶段 ? 分析竞争对手的 ? 平衡客户各增长 ? 评估业务组合/找 增长阶段 阶段的业务组合 出弱点 ? 评估竞争对手的 ? 得出必需采取的 业务组合 行动

457

LCS0008

用能力框架评估商业机会 需要的能力
能职技能

与世界一流水平的差距

? 无线接口 ? 计算机联网技能

流程技能

? 标准设定 ? 低成本制造

能力平台

特有资产

特殊关系

? 标准设定关系 ? 计算机联网合作伙伴关系 ? 分销渠道

458

LCS0008

建立模块 对模块排序

“投资水平“
旧优先权 建议列入新优先权 检测新优先权

? “旧”生产线
? “新”生产线

? 无线设备
? 全面

? 软件
? 用户终端
基于行业发展,目标细分和能力,在各个商业领域集中了100个 以上的商业机会

459

LCS0008

将机会按三种区域进行划分

不存在

区域3 地理

逐渐显现
区域2 强大 区域1

不存在

逐渐显现
产品

强大

强大 逐渐显现 不存在 技能

460

LCS0008

7. 确定财务目标并就此达成共识
销售额和利润 百万元人民币 X 利润年增长率 上升

收入年增长率 上升
X

X X

收入 利润

X

’98

’99

’00

‘01

’02

461

LCS0008

行为

8. 为实施进行测试和计划 2000

2001

2002

2003

2004

2005

职责

? ? ? ? ? ? ? ? ? ? ?

? ? ? ? ? ? ? ? ? ? ?

462

LCS0008

2004 ?? ?? ??
? ????? ??? ?? ? ????? ?? ????

Consulting

Web Design

? Web integration ? Publishing ? DB generation

2004
Web Building
eSolution

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4,000
???(??) ???(???/?)

3,000

2,000

1,000
946 973 989 1,078 1,110 1,195

1997 ??: ???????

1998

1999

2000

2001

2002

? www.pooban.com,国内精品PPT下载

(??:???)
??????

450 400 350 300

????? ????? ???????

250
200 150 100 50 0 1996 1997 1998 1999 2000 2001
??: ????? ??

? www.pooban.com,国内精品PPT下载

(??: ??)

10,000

20,000

Solution

ERP CRM/DW KMS/GW EDMS WCMS Mailing Community
(7,984) (7,467) (10,266) (14,073) (7,810) (9,807) (18,122)

(21,626)

B2B FAX

? eBiz Enterprise Management

Innovation

Business & IT Strategy

Supply Chain Execution

Optimization

? SI Business Area

? SI consulting ? SI development ? SI management ? N/W management ? New technology

SI Area NI Area Solution Area SM Area Internet Area R&D Area Consulting Area

?Network Integration
- Network Consulting - Network Integration - Network Management

? Solution & Service

- SI Development & Solutions

SCM
Marketing
Forecasting Personalization Campaign Management Marketing Encyclopedia

ERP

Sales
Forecasting, Opportunity Management, Configuration, Generation ……

CRM

eStrategy
CMS

EIP
Services
Forecasting, Customer Care Spare Management ………

? eBiz Solutions & Service

5% 10%
Wireless Internet Web Mailing Web Contents Web SI

5%

10%

One-Stop Service

BSP
? IT consulting ? IT development ? IT management ? N/W management ? New technology

BSP Area Internet Area SI Area NI Area Consulting Area

BSP MU :
(Business Service Provider Management Unit)

? eBiz Solutions & Service

IT development & management

Network Integration / Automation System

15%

20% 10%
SI consulting & management

Consulting for eBiz
eStrategy Consulting. eManagement Consulting eBusiness Restructure Consulting e-CRM,e-Marketing Consulting

55%

e-Solution/ e-Infra/ e-Infra

Internet Area BSP Area SI Area

NI Area

? e-Business Perspective

System

E-biz transformation
e-Supply chain Management
- ????? ??? ??? ?? - Supply Chain? ??? ?? ?? ??

e-Customer Relationship Management
- ?? ??, ?? ??? ??? ?? - ??? ??? ??? ?? ??? ??

? eBiz Service Domain

? eBiz Consulting

? eBiz SI & Solutions

eBiz Total Service
? eCreative & Contents ? e-Marketing & Promotion

? eBiz Solution analysis _e-CRM

e-CRM function
? ? ? ? ???? ? ??? ?? ?? ??? ???/ ??? ?? ? ???? ?? ?? ?? ??? ?? ??? ?? ? ?? ??? ??? ?? ???? ????? ????, ??? ???? ??? ?? ?? ? ??? ????? ???? ?? ? ????? ? ?? ??? ?? ?? ? ?? ???? ? ?? ??? ?? ????

Data Gathering

Analysis

Adaptation

e-Customer Relationship Management

? Summary
? ?? ??? ?? ????

CEO? ?? ??? ?? ??

?? ?? ??? ?? ????

?
1 ?? ???

?

? ?
1 ???? ?? 2 ?? ??? 3 ????? ???? ?? 4 ?? ?? 5 ??? ?? 6 ??? ?? 7 ?? Restructuring 8 ???(Globalization) 9 ????? ????? ??
(Value-Added Supplier Relationships)

6% 7%
19%

?? ?? ??? ??

2 ?? ??? ?? 3 ??? ?? 4 ?? / ? ?? 5 ?? Restructuring 6 ??? ???? 7 ???(Globalization) 8 ??? ?? 9 ????(Geopolitical) ??

?? ?? ??

22%

???

46%

?? ??? ??

Source:

Executive Issues Survey

CEO Global Business Study

The Alexander Group, Incorporated,

? e-CRM?? ??
? ?
1.?? ??
? ?? ??? (?? ???) ??? ?????

? ?
? ?? ?? ?? ?? ? ??? ?? ?? ?? ? ?? ?? ?? ??

? ??? ???? ?? ??? ?????

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2. ????
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? ?? ?? ?? ??
? ?? ?? ??? ?? ? ?? ?? ?? ?? ? ?? ?? ? ?? ??
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3. ????

4. ????
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5. ????

? ??????2?

1
2 3

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????

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????

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1. ??? 2. ???? 3. ???? 4. ????

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??? / ???

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5. ????

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6. ????

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? ?? ???? ????? ??? ??

??? ???? ??

????? ??????

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??: ????? ??

? Summary

- ???? ??? ??

Integration Branding & Identity
Brand A Brand B Brand C

Strategy

Contents

Solution

Ebiz ??? ???? ?? ?? ??

???(??) ? ???? ???

??? ???? ?? ???? ??? ??

??? ?? ??? ????

1. Summary

- ???? ??? ?? ??? ??

Vision

Off line Business? On line Business? ???
Mission

1. 7? ????? ???? (?? ????? ??)

2. Web Solution ??? ??? ????? ??

Planning

? Off-line? On-line Business ??? ?? ??? ?? ? ???? ? ??? ?? ??? ?? ???? ?? ?? ? WCMS? e-CRM ??? ??

e-Business Sector & Solutions

Buy Side

eCompany
ERP EIP
????

Sell Side
IRM PRM
???

Supplier

IPS SCM
????

GW+KMS EDMS
????

e-Marketing
????

Customer

Partner

Employee

Stockholder

? e-Business Solutions

Shareholder

Customer

e-Marketplace

CMS

ERP

EIP

e-marketing

Material
SCM Employee

supply
e-PMS

production
KMS/GW Partner

sell
EDMS

service
CRM/e-CRM

? eBiz Collaboration Network

Network Team

NI MU
Sales Team
Enterprise Network Team Automation System Team
eBiz

SI MU
Consulting Team System Team

R&D
EIP CRM

? Web Agency Service Domain

? Web CI ? Web Design ? Web application
? e-Business Consulting ? Market Analysis

e-Business Value Chain
???? ? ?? ????? ??, ???? ??? ???? ??? ?????? ???? Order Fulfillment? ???? ?? ??? ???? ??

e-Marketing

Supplier

Customer

SCM
Supplier

E-CRM
Customer

e-Marketplace

? Interactive Full Service
??? ???? ???? ebiz????, ?? ? ???? ???? ??
Design Coding Flash

Consulting

Creative

Contents

Strategy
Sopping Marketing

ebiz Integration
Mailing

eCRM

eSolution
IRM

Interaction

UMS

System
CTI Server
eLearning

VOC/ RMS

D/B

? eBiz Sector & Solution
? ?????? ????? ?? ? ???? ????? ??? eSolution ??? ??

System

??/????/?? Mail+SMS+Fax+??? ????/?????

?????? ?? ???? ?? ?? ??DB?? ?????

COMMUNICATION
???/??? ???/???? ?? / ?? / ?? ??/????/??

Techno Village
???/????? ?? ????? ??????? ???????

INFORMATION

LIFE

? eBiz Total Service

eBiz Building

Contents Solution

eBiz Strategy

eBiz total service
Planning Marketing

eBiz Operation

eBiz Consulting

? eBusiness Transformation

stockholder
IRM/RMS/PRM

Supplier
Supplier Supplier

Partners

SCM ERP IPS

WebSite CRM/CP

Off-line

EIP/KMS/GW

On-line

Employees

Business Fields : SI Development & Solutions

CRM

ERP

B2Emall
Integration Developers

Enterprise Solution
PACS

Web Service
Mailing

EIP

? eCompany ?????

Customer

Stockholder

IRM/RIS

GW/KMS

DW/CRM

eCompany

ERP/EIP

SCM/IPS
Supplier

? ?? Data? Integration

Transaction Data

eCRM
Data Base

Enterprise CRM

Web Log Data

Customer Profile

Data Warehousing/Integration

? eBiz Total Service

R&D MU SM MU

eBiz Total Service

SI MU

NI MU

? ?????? ? ????

CRM
Data Warehousing/Integration

The press Analyst
Investor
Sales

Club

e-CRM
Service Marketing

Consumer
Purchaser

Customer Interaction Platforms
Interaction Management Infrastructure SMS Channel Web FAX Channel

eMail
Channel

Web Site Channel

Post
channel

??? ????

????

? ?????? ? ????

CRM
Data Warehousing/Integration

The press Analyst
Investor
Sales

Club

e-CRM
Service Marketing

Consumer
Purchaser

Customer Interaction Platforms
Interaction Management Infrastructure SMS Channel

Web FAX Channel

eMail
Channel

Web Site Channel

Post
channel

??? ????

????

? Office Management System
2??(??? ??) 1?? (??? ??)

????
KMS ???

????

CRM
GW

E-Mail

????
??

????

????

EDMS

ERP
E-Planning

SCM

? eBiz Solutions & Service
15% 20% 10% 55%

Internet Area

BSP Area
SI Area NI Area

Supplier A Supplier B

Customer A Customer B

Supplier C

Customer C

? eBiz Solutions & Service
Web SI Area SI Area

15%

20% 10%

NI Area System Area

55%
? Web consulting ? Web development ? Web management

eCRM Mailing

WCMS IRM/PRM

CRM/DW GW/KMS

EIP/EKP ERP/SCM

? SI consulting ? SI development ? SI management

MES IBS

CTI PABX

? Network Integration ? Automation System ? Enterprise Network

? eBiz Sector & Solutions

Customer

DW/E-CRM / CRM

B2C

Management & Business

CMS GW/KMS

EIP/EKP
B2E

ERP

Partner & Supplier

PMS SCM ElS

IPS

B2B

Marketplace

E-Marketplace

B2M

2004 ?? ?? ??
? ????? ??? ?? ? ????? ?? ????

Consulting

Web Design

? Web integration ? Publishing ? DB generation

2004
Web Building
eSolution

? Company Organization

eBiz Solution

System

Company
Organization

Consulting

Internet Biz

? Organization

President & CEO

Supporting Team

Planning & Public

BSP MU
? CS team ? Biz 1 team ? Biz 2 team ? Biz 3 team

SI MU
? Sales 1 team ? Sales 2 team ? SI System team ? SI Develop team

INFRA MU
? Sales 1 team ? Sales 2 team ? Automation team ? Network team

Consulting MU
? Consulting 1 team ? Consulting 2 team ? Consulting 3 team

R&D MU
? eBiz team ? Solution team

? Organization

BSP MU
? CS team ? Biz 1 team ? Biz 2 team ? Biz 3 team

SI MU
Consulting MU
? Consulting 1 team ? Consulting 2 team ? Consulting 3 team

R&D
? eBiz team ? Mbiz team

? Sales 1 team ? Sales 2 team ? SI System team ? SI Develop team

INFRA MU
? sales 1 team ? Sales 2 team ? Automation team ? Network team

? eBusiness Perspective

( e-Business ?? ?? )

Business Model Innovation

How to revolutionise business models and shift value creation?

What are new offerings, unique to the Web?

Product/Service Innovation
How to sell products and process orders Over the Web?

Channel Innovation

Marketing Innovation

How to reach online user and provide Customised In-depth product information?

Source : Arthur D.Little

? eBusiness? ????

? ???? ? ???? ??

Convergence
? ?? ?? ??? ?? ? ?? ? ???? ??? (?: ???) ? ?? ???? ??, ?? ?? ???

Industry Transformation

? ?? ?? ? ?? ?? ? ?????? Win-Win??

Value Chain Integration
? ?? ??? ??? ?? ?? ? ?????? ??? ??? ??

Channel Enhancement

??: PwC

? ??? ?? ????

? e-Biz Total
- e-Total Consulting - e- Biz Total Integration - e- Biz Total Solution

? ??? ?? ??

Business Value

? e-Biz / M-biz
- e-Biz Consulting - e- Biz Integration - e-Biz Solutions

? ?? ??? ??
700?

? Web SI
- Web SI Consulting - Web Applications - Web Solutions

400?

? ???? ??
120? 300? 250?

? Web build
- Web Planning - Design/Component

100?

Degree of Innovation

? SI Development & Solutions

? SCM (Supply Chain Management)

? ERM (Enterprise Resource Management)

10% 10% 15% 30%

SCM

7%

CMS ERM ERP KMS HRM

2003
50%

15% 5% 10%

2004
20%

30%

? eBiz Service & Solutions

Web Service & Solution

Network Integration

20%
eBiz Consulting

10% 15%

55%

2008

SI Service & Solution

? ?? ? ??? ??? IT??.???? ??

????? IT?????? ??
10? ?? 20? ?? 50? ?? 100? ?? ?100? ??(845? ??) 100? ??

??? ??? IT?????? ??
5? ?? 10? ?? 100? ?? ?10? ?? (4,159? ??) 200? ?? 200? ??

43%

34% 40%

4% 6%
22%

?????
24%
20%

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供应商

运输

组装

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A B C

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Service requirements

SDFs

Dis trib uti on ch an ne ls

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fea tur es ge sa ru me sto Cu

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3.
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3

4

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B

C

B

D

E

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The Supply Chain Process Model

Supply Chain Mission & Strategy

Brand Development Brand Development
Plan

Customer Customer Development Consumers Development Consumers
& & Customers Customers

Suppliers Suppliers

Source

Make

Deliver

Information Management Human Resource Management Quality & Business Excellence Finance Management Safety, Health & Environment Technology Management

Product

Description of the company’s products

1,000,000

Product

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900,000
1,100,000

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Hot Tip
How do I incorporate my logo to a slide that will apply to all the other slides?

? On the [View] menu, point to [Master], and then click [Slide Master] or [Notes Master]. Change images to the one you like, then it will apply to all the other slides.

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www.themegallery.com

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www.themegallery.com

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www.themegallery.com

Compan

Diagram
Text Text Text

ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

www.themegallery.com

Compan

Diagram
Text
Text

Text

Add Your Title Text

www.themegallery.com

Compan

Diagram
Click to add Title

Text

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www.themegallery.com

Compan

Diagram
1
ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

2
ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

3
ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

www.themegallery.com

Compan

Diagram
2001 2002 2003

2004

www.themegallery.com

Compan

Table
www.themegallery.com

Concept

Concept

concept

Concept

Company Logo

Block Diagram

TEXT

TEXT

TEXT

TEXT

TEXT

TEXT

TEXT

TEXT

www.themegallery.com

Compan

Table
www.themegallery.com

Title Title O

Title O

Title O

Title O

Title O

Title
Title

O
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O
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O
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Title Title

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O
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Company Logo

3-D Pie Chart

Text2 Text3

Text1 Text4

Text5

www.themegallery.com

Compan

Marketing Diagram

90 45

34.6 46.9 38.6 27.4 38.6 90 38.6 34.6 45 46.9 46.9

27.4

27.4

2002 East West

2003 North

2002 East

2003 West North

2002

www.themegallery.com

Compan

Company

LOGO

www.themegallery.com

作图元素

小区、业务平台等的表示图标,上面放终端或产品示意图

作图元素

立体部件化组合

数据库

作图元素

放一些财务数据或者市场份额(国内、国际)、产品归类、 组织结构之类的文字,反白字,加阴影。

作图元素

产品示意图标,使用时标上名称。 (组网图不能使用产品实物图, 所以大家要善于运用此示意图标)

Soft X (CS)

策略管理服务器

SGW 信令网关

GK

C&C08 iNET

MSR多业务交换机 (ATM/IP/MPLS)

路由器

ATM交换机

MD

MPLS

NAS

VOATM GW

VOIP GW

MSTP

Cach (缓存)

原则上产品都 要用右边的符 号,但对于无 法用符号表达 的就用此色块 示意,标上名 称即可。

SIPP

OLT

MA 5100

MA 5200

ONU

IAD

VOIP功能路由器

Lan switch

作图元素

产品示意图标,使用时标上名称。 (组网图不能使用产品实物图, 所以大家要善于运用此示意图)

信令管理

拓扑管理

其他厂商 交换机

MADM

部件化元素

构件、部件化元素、特定符号 (这些部件的颜色,形状都已经搭配好,可以根据使用情况适当调整)
SCE SCP SMS

突出的 Internet

网络管理平台 SOHO

TELLIN? 移动智能网

Internet 示意的 Internet

Service-Server
企业内部网

移动 光纤符号

IP Hotel PSTN

ISP/IC

PORTAL

CSP

ASP

Product Content Application

Warehouse

Delivery

Retail

Consumer

ATM
供应链

ISV

ASP

NSP

Portal

User

NSP delivers guaranteed, application-level performance

宽带上网

作图元素(衬底)

文字介绍的底板元素,以便突出重要的说明文字 (深底色的放文字时将字反白,非突出的文字不用)

作图元素(衬底)

文字介绍的底板元素,以便突出重要的说明文字 (深底色的放文字时将字反白,非突出的文字不用)

作图元素(云朵)

用途:突出网络的概念 注意形状、色彩的搭配

作图元素

终端类图标

终端类图标

终端类(电脑)

根据组网图的色调选用以下相配的电脑, 显示器里的界面可更换成自己想要的(特殊用法时)

R

人物元素

作为组网图的小图标用,以说明技术或业务的相关功能 (禁止大幅面使用!如封面、封底、扉页等)

人物元素

作为组网图的小图标用,以说明技术或业务的相关功能 (禁止大幅面使用!如封面、封底、扉页等)

支付者

⑥返回支付情况及帐 户余额

商家
⑦通知商家支付成功可以 交货;

①发送购物支 付请求;

②提示输入 支付密码 ⑤返回支付扣款结果 ③回复支付 密码 ④移动支付平台认证 后,向银行发送支 付请求

移动支付平台

银行

支付者

③用户收到帐户变 动通知;

①用户的帐户 余额有变动

移动支付平台

②银行查询该帐户绑 定的手机后,向该 手机发送变动信息 ;

银行

支付者

①用户发送查 询请求; ④将查询结果返回 给手机;

③认证后并返回查 询结果;

②发送查询请求;

移动机房

客户后台数据库

录入“本周专家提示” 信息和专家释疑信息; 发送/接 收信息

农技人员
支持农 技人员

接收信息和发 送咨询 审核发 送信息 信息化平台

专家、教授

果农

①发送小区短信:温馨 提示或旅游关怀 ③获取人工咨询服务或求 助、投诉; ②短信互动、语音向 导,获得所需旅游咨 讯和协助;

人工坐席服务台

①外出就诊

②现场就诊

③通过GPRS接入到移动网络; ④提取患者的病历,录入患者的 诊疗记录;

专线

北京移动机房

东城区社区卫生服务管理中心

③确保在最短的时间 内赶赴现场实施救 助工作。

②通过位置服务功能查找到距离患 者最近的医护人员。

①社区人员拨打社区卫生服务管理 中心的热线电话,请医护人员到 病人家中进行出诊。

专线

北京移动机房

东城区社区卫生服务管理中心

医务人员 社 区 卫 生 服 务 站

社 区

②通过短信群发,将卫生防 预知识、医疗科普、重大 疾病预警等信息发送给社 区居民。

①社区卫生服务管理中心通过特服号 对全体或部分医护人员进行短信群 发,如一些会议通知,调度通知, 领导指示等。

专线

北京移动机房

东城区社区卫生服务管理中心

信息化平台

日常运维人员

果农 专家、教授

人物元素

作为组网图的小图标用,以说明技术或业务的相关功能 (禁止大幅面使用!如封面、封底、扉页等)

人物元素

作为组网图的小图标用,以说明技术或业务的相关功能 (禁止大幅面使用!如封面、封底、扉页等)

卡通类(业务)

适合应用在介绍业务类的组网图,比较轻松、增加趣味性和可读性 (禁止大幅面使用!如封面、封底、扉页等)

充值

UNIVERSITY

北京电信 高交会

北京京苑饭店

卡通小装饰

Hilongjiang

Jilin

Ningxia Shanxi Gansu

Hebei Shandong

Hubei
Chengdu

Jiang su

Sichuan

Anhui CSZL Zhejiang

Northern China
Fujian Guangxi Guangdong
Guangzhou

Eastern China Middle & Western China Southern China

地图

这些地图可以随意更改颜色,也可以转动。 在拉大缩小的时候,按着Shift键以防变形。

安徽

福建

甘肃

广东

广西

贵州

海南

河北

河南

黑龙江

湖北

湖南

吉林

江苏

江西

辽宁

内蒙

宁夏

青海

山东

山西

陕西

四川

浙江

云南

新疆

西藏

台湾

上海

北京

天津

重庆

Company

LOGO

PowerPoint Template
www.themegallery.com

Contents

1 2 3 4

Click to add Title

Click to add Title

Click to add Title

Click to add Title

Hot Tip
How do I incorporate my logo to a slide that will apply to all the other slides?

? On the [View] menu, point to [Master], and then click [Slide Master] or [Notes Master]. Change images to the one you like, then it will apply to all the other slides.

[Image information in product] ● Title Master- www.iclickart.co.kr - Image licensed by affiliates ● Slide Master –www.iclickart.co.kr - Image licensed by affiliates ● Note to customers: This image has been licensed to be used within this PowerPoint template only. You may not extract the image for any other use.

Diagram
Title
Add your text

ThemeGallery is a
Design Digital Content & Contents mall developed by Guild Design Inc.

ThemeGallery is a
Design Digital Content & Contents mall developed by Guild Design Inc.

Cycle Diagram

Add Your Text
Text Text

Text

Cycle name
Text Text

Diagram

Text Add Your Title Text Add Your Title Text Text Text Text

Text ?Text ?Text ?Text ?Text
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1 2 3 4 5

Text ?Text ?Text ?Text ?Text
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1 2 3 4 5

Text

Diagram

Text Text Text

Text

Concept

Text Text

Add Your Text

Diagram
Add Your Text

Add Your Text

Add Your Text

Add Your Text
Add Your Text

Add Your Text
Add Your Text

Add Your Text

Diagram

Add Your Title Add Your Title Add Your Title
ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc. ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc. ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

Diagram
Text Text Text

ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

Diagram
Text
Text

Text

Add Your Title Text

Cycle Diagram
Add Your Text

B

Add Your Text

A
Concept

C

Add Your Text

Add Your Text

E

D

Add Your Text

Diagram
1
ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

2
ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

3
ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

Diagram
2001 2002 2003

2004

Diagram

Title

ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

Title

ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

Title

ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.

Block Diagram

TEXT

TEXT

TEXT

TEXT

TEXT

TEXT

TEXT

TEXT

Table

Title Title Title O O

Title O O

Title O O

Title O O

Title O O

Title
Title

O
O

O
O

O
O

O
O

O
O

Title
Title

O
O

O
X

O
O

O
X

O
O

3-D Pie Chart

Text2 Text3

Text1 Text4

Text5

Block Diagram
Add Your Text

Add Your Text

concept

Concept

Concept

Concept

Company

LOGO

www.themegallery.com


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