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S英文版本—麦肯锡.ppt

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麦肯锡战略规划英文版ppt

麦肯锡战略规划英文版ppt
financial returns of your strategy?
+
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
4
I. EXECUTIVE SUMMARY
• Economics of demand
– By segment – Substitutes, ability to differentiate – Volatility, cyclicality
• Economics of supply
– Producer concentration and diversity – Import competition – Capacity utilization – Entry/exit barriers – Cost structure (fixed and variable)
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
Financial projections
• What are the expected
STRATEGY PLANNING INSTRUCTIONS
• The objective of these templates is to provide completeness and
consistency of BU strategic plan submissions. These templates are not intended to replace or constrain BU strategic thinking and should be adapted to reflect a particular BU’s sectoral context as required

麦肯锡供应链管理流程[英文版](ppt 28页)

麦肯锡供应链管理流程[英文版](ppt 28页)
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
THE
McKinsey
This document gives an overview of the different metrics that can be used to measure supply chain performance
-7-
We began with a brainstorming session on the key drivers for quality, time and cost
• We looked at the supply chain from the customer’s perspective. • We brainstormed on “what could go wrong along the supply chain”:
• Understand their relationships—the “causal tree”:
Objective 1
Objective 2
KPIs External Best Practice Quantitative
KPI
KPI
KPI
KPI
• KPI and xxx measure • “Dual service” measures
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).

《麦肯锡》课件

《麦肯锡》课件
1 2
3
案例选择
挑选具有代表性的企业或行业，确保案例具有实际意义和可 借鉴性。
背景信息
收集与案例相关的历史、市场、竞争环境等背景信息，为后 续分析提供基础。
案例背景描述
清晰地描述案例的背景信息，包括企业或行业的发展历程、 市场地位、主要竞争对手等。
案例分析过程
问题识别
01
明确案例的核心问题或挑战，确保分析有的放 矢。
。
方案实施计划
制定详细的实施计划， 包括实施时间、责任人
、资源投入等。
预期效果
预测解决方案实施后的 预期效果，为方案实施
提供参考。
04
麦肯锡实战经验
项目经验分享
麦肯锡项目背景
介绍麦肯锡公司的发展历程、业务范围以及在各个领域的项目经验。
项目执行流程
详细阐述麦肯锡项目从接洽客户、签订合同到项目交付的整个执行流程，包括项目策划、团队组 建、时间安排等环节。
详细描述
麦肯锡持续关注全球范围内的技术创新动态，研究新兴技术如何影响各行业的发展。同时，麦肯锡也致力于将这 些技术应用于实际业务场景中，为客户提供具有前瞻性和创新性的解决方案。通过技术创新与应用，麦肯锡帮助 客户实现业务模式的升级和转型。
THANKS
1960年代，公司开始拓展国际业 务，进入欧洲和亚洲市场。
1923年，创始人马文·鲍尔（ Marvin Bower）在美国芝加哥创 立了公司，最初名为McKinsey & Company。
02
麦肯锡方法论
解决问题的方法
定义问题
明确问题的核心，将复 杂问题简化为可操作的
问题。
分析问题
运用逻辑思维树对问题 进行深入分析，找出问
案例分析

麦肯锡战略咨询手册(英文版)(PPT)

麦肯锡战略咨询手册(英文版)(PPT)

8
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 3
A.3 What is the expected competitor conduct? What are the resulting opportunities and risks?
• Major industry competitor moves
+
Internal assessment
+Байду номын сангаас
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
Financial projections
• What are the expected
alternatives IV. Exhibits
2
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
Assessments and the resultant BU Strategic Plans
4
II. ENVIRONMENTAL AND INTERNAL ASSESSMENT
5
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY
A. What are the major changes in industry dynamics and the resulting opportunities and risks?

麦肯锡PPT模板全集(共300多页)

麦肯锡PPT模板全集(共300多页)

* Footnote
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FLOW 5 TITLE
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Text
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FLOW 6
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CYCLE 7
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CYCLE 8
Unit of measure
Text Text
Text Text
Text Text
Text
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9
FORCES AT WORK
Unit of measure
New entrant
Suppliers
Industry competitors
Buyers
Substitutes
* Footnote
Source: Source
10
JOINT
Unit of measure
Source: Source
17
LINEAR G 3D
Unit of measure
Text
Text
Text
* Footnote
Source: Source

麦肯锡PPT模板(300页)

麦肯锡PPT模板(300页)

Page 41
Source：
Page 42
FLOW 3
Unit of measure
Header Text
Header Text
Header Text
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FLOW 3 TITLE
Text
Page 39
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CUBES1 3D
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CUBES2 3D
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CUBES3 3D
Unit of measure
New entrant
Suppliers
Industry competitors
Buyers
Source：
Substitutes
Page 10
JOINT
Unit of measure
Text Text Text Text Text
Source：
Text
Page 31
SPIRAL1 3D
Unit of measure
Source：
Page 32
SPIRAL2 3D
Unit of measure
Brakes Spiral
Tube in tube Source：

S英文版本—麦肯锡.ppt

S英文版本—麦肯锡.ppt

Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
The processes and procedures through which things get done from day-to-day
A coherent set of actions aimed at gaining a sustainable advantage over competition
Capabilities
possessed by
the organization
as a whole as distinct from
Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members
from the individuals. Some companies
A coherent set of actions aimed at gaining a sustainable advantage
Style
perform extraordinary feats with ordinary people
Staff
Style
The way managers collectively behave with respect to use of time, attention and symbolic actions

麦肯锡图表模板PPT36页ppt课件308页PPT

麦肯锡图表模板PPT36页ppt课件308页PPT
Text Text Text Text Text
Text
* Footnote
Source: Source
31
SPIRAL1 3D
Unit of measure
* Footnote
Source: Source
32
SPIRAL2 3D
Unit of measure
Brakes Spiral
* Footnote Source: Source
Tube in tube
33
SPOTLIGHT
Unit of measure
Text
Text
Text
Text
* Footnote
Source: Source
34
STAIRCASE
Unit of measure
Text Text Text Text Text Text
* Footnote
Source: Source
Header Text
Header Text
* Footnote
Source: Source
52
FLOW 6
Unit of measure
Header Text
Header
Header
Header
Header
Header
Text
Text
Text
Text
Text
* Footnote
Source: Source
* Footnote
Source: Source
25
PERSPECTIVE 3D
Unit of measure
* Footnote
Source: Source

麦肯锡战略咨询手册(ppt 49页)(英文)

麦肯锡战略咨询手册(ppt 49页)(英文)

• "We will offer identical excellent quality across the world"
• Targeting a broad set of the urban population, increasingly offering a
bundled product (i.e., meals) at a low price in major cities around the world
Key question
Sub-questions
Issues to be considered*
What industry are you competing in? What are the various segments in the industry?
• Industry definition • Industry segmentation
How do you expect Competitor A to react?
How sustainable is your business model? Can it be easily duplicated?
Highly interactive debate driven by fact-based understanding of environment and internal capabilities
6. Competitive
7. Externally oriented, customer driven
4. Recognizes importance of cost as competitiveTS OF REAL-LIFE STRATEGIES

麦肯锡战略规划模板(英文版ppt)

麦肯锡战略规划模板(英文版ppt)

a useful framework for
answering this question
10
IIB. COMPETITIVE ASSESSMENT – SUMMARY
B. What are your competitive strengths and weaknesses?
Instructions: The answer to this overarching question requires a recapitulation of the section’s main
• Impact and likelihood of major industry discontinuities
– Changes in regulation/government policy – Technological breakthroughs
Instructions:
Exhibit 2,3 or 4 could provide
பைடு நூலகம்
A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
• Economics of demand
– Definition
– Sizing
Industry definition:
Instructions: Exhibit 1 could provide a useful framework for answering this question

麦肯锡 图表模板PPT306page(英文原版最新最全)

麦肯锡 图表模板PPT306page(英文原版最新最全)

48
FLOW 4
Unit of measure
Header
Header
Header
Header
Text
Text
Text
Text
* Footnote Source: Source
49
FLOW 4 TITLE
Unit of measure
Header
Header
Header
Header
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Text
Text
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* Footnote Source: Source
53
FLOW 6 TITLE
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Header
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Header
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Text
Text
Text
Text
Text
Text
Text
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Text Text Text Text Text
* Footnote Source: Source
11
LEVEL SEPARATE 4
Unit of measure
Text
Text
Text
Text
* Footnote Source: Source
12
LINEAR A 3D
Unit of measure
2X2 CUBED
Unit of measure
Text
Text
Text Text Text
Text
Text Text

麦肯锡战略咨询手册英文版课件

麦肯锡战略咨询手册英文版课件
$number{01}
McKinsey&Company Strategic Consulting Handbook Eng
目录
IntroductionStrategic AnalysisStrategic DecisionsStrategic ImplementationCase Studies
It categorizes businesses into four different categories: Stars (high market share and high growth potential), Cash Cows (high market share but low growth potential), Dogs (low market share and low growth potential), and Question Marks (uncertain growth potential).
Service
Outbound Logistics
Inbound Logistics
Analyze the processes and activities involved in bringing raw materials into the organization.
Assess the processes and activities involved in getting final products to customers.
Determine the level of after-sales service and support provided to customers.
03
Strategic Decisions

麦肯锡新员工培训讲义(ppt 91页)(英文版)

麦肯锡新员工培训讲义(ppt 91页)(英文版)

McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization.
The pace of change in the marketplace is accelerating . A strategic choice or an operational innovation evokes a rapid reaction from competitor. Rarely can a durable competitive advantage be found in these choices. Rather it is the development of a unique organizational capability with the inherent flexibility and commitment to sustain world-class performance that provides durable competitive advantage in these times of rapid change.
Evolving players • Many businesses acquiring in-house strategic capability • Making change happen remains the “neglected art”

经典麦肯锡PPT模板详细版McKinsey

经典麦肯锡PPT模板详细版McKinsey

Header
Text
Text
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50
FLOW 5
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Header Text
Header Text
Header Text
Header Text
Header Text
Unit of measure
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Text
Header Text
* Footnote
Source: Source
48
FLOW 4
Unit of measure
Header Text
Header Text
Header Text
Header Text
* Footnote
Source: Source
49
FLOW 4 TITLE
Unit of measure
2
5PS MARKETING
Unit of measure
Product offering
Product
Package
Place
Price
Positioning promotion
* Footnote
Source: Source
3
7S
Unit of measure
Style
Strategy Staff
* Footnote Source: Source
Text Text Text Text Text
11
LEVEL SEPARATE 4
Unit of measure
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Staff
Style
The way managers collectively behave with respect to use of time, attention and symbolic actions
Systems
The processes and procedures through which things get done from day-to-day
Staff
ห้องสมุดไป่ตู้Strategy
A coherent set of actions aimed at gaining a sustainable advantage over competition
Skills
Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people
over competition
Strategy
The people in the
organization, considered
in terms of corporate demographics, not
Staff
individual personalities
Shared values
Skills Systems
Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
The processes and procedures through which things get done from day-to-day
Structure
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
The people in the organization, considered in terms of corporate demographics, not individual personalities
Skills
the individuals.
Some companies
perform extraordinary
feats with ordinary people
Strategy
Shared values
Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members
The way managers collectively
behave with respect to use of time, Capabilities possessed by the
attention and symbolic actions
organization as a whole as distinct
A coherent set of actions aimed at gaining a sustainable advantage over competition
Capabilities
possessed by
the organization
as a whole as distinct from
Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members
from the individuals. Some companies
A coherent set of actions aimed at gaining a sustainable advantage
Style
perform extraordinary feats with ordinary people
Systems Structure
Style
Shared Values
The way managers collectively behave with respect to use of time, attention, and symbolic actions
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
The processes and procedures through which things get done from day to day
The people in the organization, considered in terms of corporate demographics, not individual personalities
Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members