罗兰贝格咨询模板PPT课件
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罗兰贝格咨询(英文PPT 18页)
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing
Operation process
Rolandberger Strategy Consultants All Right 2001-2003
6
Project background
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 2001-2003
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Consulting process overview
Project acquisition
ClCielienntt iinniittiaiatetsed propjreojcect trreeqquuiriermemenetsnts
Project proposal and presentation to client
• Project content • Project methodology • Project organization • Project schedule • Project fee and
• Leverage synergy • Optimize
organization structure and process
Final recommendation
Rolandberger Strategy Consultants All Right 2001-2003
咨询必备： 罗兰贝格ppt图库
Spirals (orthogonal)
1
2
Module und Variations_E 40
Hurdles
Module und Variations_E 41
Resistance/obstacles
1
2
3
4
5
6
7
Module und Variations_E 42
Filters
1
2
5 4
4 Guidelines 4
Comments 4
5 Guidelines 5
Comments 5
Module und Variations_E 11
Module und Variations_E 12
C. Lists (2) – Factors, specific number
Module und Variations_E 13
3 6
Module und Variations_E 43
Change of mindset/direction
1
2
3
4
Module und Variations_E 44
Nodes/interfaces
1 4 5
2
6
7 3
8
9
Module und Variations_E 45
Pressure
Factor 1
1
2
Factor 2
Four dynamic factors
Factor 4
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3
Factor 3
Module und Variations_E 22
6 factors (variation)
罗兰贝格咨询(ppt 18页)(英文)
Rolandberger Strategy Consultants All Right 2001-2003
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The client is a leading European sanitary manufacturer
Client’s operation in China
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
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The client was satisfied with the project delivery
3-month project
Steering committee
Client
Roland Berger
Project manager
Client
Roland Berger
Project team
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing
Operation process
Rolandberger Strategy Consultants All Right 2001-2003
罗兰贝格咨询ppt
Method
• Project workshop • Brainstorming • Portfolio analysis • Scenario simulation • Sensitivity analysis • Logic chain development • Documentation and presentation
Implementation support
Project proposal and initial presentation are the selling tools for consultants
ClCielienntt iinniititaiatetsed propjreojcetctrreeqquuiriermemenetsnts
Delivery
• Corporate strategy • Mid-term business plan • Organization structure • Sales and marketing strategy • Operation optimization
Tips as a professional consultant
Method
• Executive interviews • Focus group interviews • Data collection and processing • Process mapping • Qualitative analysis • Quantitative analysis • Brainstorming
Corporate strategy
Organization
• Market positioning • Product strategy • JV partnership
罗兰贝格战略ppt模板(罗兰贝格)
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Action/reaction
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Action/reaction
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Against the tide/with the tide
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B. Chapter
1. Sub chapter 1.1 Section
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C. Chapter
1. Sub chapter 1.1 Section
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This document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not be passed on to third parties except with the explicit prior consent of RittenHouse & Partners.
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Change of direction
Moment of directional change
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罗兰贝格-结构咨询报告共35页PPT资料
• To buyout the equity ownership from Chinese partner, thus turning the JV into a wholly foreign owned enterprise (WFOE)
Killer criteria
Solve key problems
Secure future success
No
No
II. Equity structure
No
Yes
Yes
restructuring
- Equity buyout
III. Withdrawal
(1) Sell out equity
Yes
Examples
• Bosch Siemens • Siemens • Bayer • Henkel • ABB
• Dinova • BOSCH Thermo Technik • Linde forklifter
• Whirlpool’s refrigerator JV in Beijing
• Peugeot Guangzhou • Liebherr • Siemens
No
No
(2) Termination
No
Yes
s
(3) Bankruptcy
No
Yes
Yes
(4) Freezing
Yes
No
No
Pass? No
Yes
No Yes Yes No
Remarks
• It’s very hard to implement future integration and consolidation without full control the board of directors
Killer criteria
Solve key problems
Secure future success
No
No
II. Equity structure
No
Yes
Yes
restructuring
- Equity buyout
III. Withdrawal
(1) Sell out equity
Yes
Examples
• Bosch Siemens • Siemens • Bayer • Henkel • ABB
• Dinova • BOSCH Thermo Technik • Linde forklifter
• Whirlpool’s refrigerator JV in Beijing
• Peugeot Guangzhou • Liebherr • Siemens
No
No
(2) Termination
No
Yes
s
(3) Bankruptcy
No
Yes
Yes
(4) Freezing
Yes
No
No
Pass? No
Yes
No Yes Yes No
Remarks
• It’s very hard to implement future integration and consolidation without full control the board of directors
罗兰贝格咨询PPT模板
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Process/Phases 3
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Consequences 4
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罗兰贝格及麦肯锡常用咨询方案PPT插图集(PPT 198页)
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使用指引
定制你的工具栏可以显著提高制作速度 在菜单中选择工具栏定制，将出现如下的对话框，选择其中常用的图标置于桌面 的工具栏上： Text Align Tools Change Font SizeFont Formatting Zoom Order tools
如果你需要复制对象到指定地方，按住Ctrl移动即可复制。同时按 Ctrl 和 Shif可以使复制的对象和原对象垂直或水平
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使用指引
移动鼠标以选中对象。但是当对象没有填充内容是只有点中边框才能选中，而边 框又不易看到。所以除了矩阵和表格一般可将对象填充颜色设为白色 如果想选中分散的对象，按住 Shift 键然后选中一个一个对象
Table mark controller
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The bottom triangle controls the indentation of the second and the consequent line of a paragraph
Table mark
不要在一个文本框中输入太多的文本，以后将很难修改格式
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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
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内陆城市 驱动模式
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• 西安市通过建设“西安国际港务区”，通过与青岛港、天津港、连云港的合作，将陕西 及西部地区进出口贸易与之对接，实现航空、铁路、公路与水运的有效连接
• 短期：抛光养晦，建立喂给天津/大连的远洋外贸支线，回避与青岛正面竞争，吸聚流失的本地箱源，积累货量 • 中期：围绕渤海湾内港口（天津/大连）始发的远洋航线，打造将烟台港打造“挂靠港”，进一步提升竞争地位 • 远期：以建设远洋航线基本港为目标
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STICKER
罗兰•贝格
Subtitle 17 point
Text text
Legend
Legend
Notes
资料来源：罗兰•贝格分析
text
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X-Axis Y-Axis
RB_Slide_Library_for_Graphics_2009.ppt 1
2000 xx
ⅠⅡⅢ 罗兰•贝格
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Байду номын сангаас
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€ $￥
Graphic注： xx
8.7%
更多挑战
更多机会
2000 xx
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高
城 市 化
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机场成熟度
高
RB_Slide_Library_for_Graphics_2009.ppt 2
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CAGR=*+11%
05-09E 06-07 CAGR 增长
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