科尔尼-中远航运—ATKearneyLOP
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科尔尼-中国银行—CRM.Framework
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... Business rules Consolidated credit base
n
The consolidation of data dispersed in a legacy system significantly enhances the bank’s ability to develop analyses
PRODUCTS
High risk SEGMENT A High Value, High Risk Retail
Low risk
The segmentation strategy oblige a uniform client treatment for different products, for different functions and for different channels
Staff
Support Services
Operations
Retail
Delinquency Management Recovery Management
Small Business
Delinquency Management Recovery Management
Corporate
Foreign Markets
Collections strategies
Strategic input Management Input Collection Process
Client Type
Risk Client value Risk
5
Post-loan Management Process
DELINQUENCY MANAGEMENT
1
... Business rules Consolidated credit base
n
The consolidation of data dispersed in a legacy system significantly enhances the bank’s ability to develop analyses
PRODUCTS
High risk SEGMENT A High Value, High Risk Retail
Low risk
The segmentation strategy oblige a uniform client treatment for different products, for different functions and for different channels
Staff
Support Services
Operations
Retail
Delinquency Management Recovery Management
Small Business
Delinquency Management Recovery Management
Corporate
Foreign Markets
Collections strategies
Strategic input Management Input Collection Process
Client Type
Risk Client value Risk
5
Post-loan Management Process
DELINQUENCY MANAGEMENT
科尔尼A.T. KearneyPPT图库
Notes: (1) Headline is the GP term for the text that tells the story of the document (2) Delete the bottom line of the notes text box (if there is no source) so it bottom aligns with the document number
Text page — General Practice report format 18-point bold Times New Roman, sentence
case(1)
Subhead (14-point bold Times New Roman, sentence case) — delete if not needed; first square bullet then goes here
Leads(1) are 14-point plain Times New Roman, sentence case. If there is no major or minor, delete this box and put the lead in the text box above
Text: 14-point plain Times New Roman with 70 percent Wingdings square bullet; 1 line space, 0.5 before-paragraph spacing • Subpoint 14-point plain Times New Roman with 70 percent Wingdings square bullet; 1 line space, 0.5 beforeparagraph spacing • Subpoint • Subpoint — Subpoint – Subpoint
中远希腊海空联运分期实现
中远希腊海空联运分期实现
无
【期刊名称】《海运纵览》
【年(卷),期】2010(000)011
【摘要】中远集团在希腊比雷埃夫斯港投资的集装箱码头1、2期码头正按计划实施中，而第3期码头的策划工作已提上议事日程，一旦全部3期规划全部实现，中远在地中海地区枢纽转运港地位将进一步得到巩固。
【总页数】1页(P18-18)
【作者】无
【作者单位】不详
【正文语种】中文
【中图分类】U656.135
【相关文献】
1.海空货物联运：一种有发展潜力的联运模式 [J], 贾海鹰
2.基于因子分析法的珠海海空联运发展影响因素研究 [J], 倪志敏
3.希腊籍高管ANGELOS的中远情结——记中远比雷埃夫斯集装箱码头有限公司副总经理Angelos [J],
4.“系统集成”给力中远比雷埃夫斯集装箱码头——全力为PCT码头接管运营提供有效保障——记中远希腊代理有限公司 [J],
5.威海:中韩“四港联动”海空港联动多式联运 [J],
因版权原因，仅展示原文概要，查看原文内容请购买。
科尔尼：油气行业的并购交易正当其时
科尔尼：油气行业的并购交易正当其时
佚名
【期刊名称】《中国石化》
【年(卷),期】2017(0)10
【摘要】近日，国际管理咨询公司科尔尼发布《2017油气行业并购报告》。
【总页数】1页(P11-11)
【关键词】油气行业;并购;交易;咨询公司;国际管理
【正文语种】中文
【中图分类】F426.22
【相关文献】
1.并购加拿大油气公司的策略研究及启示——以马石油并购进步能源和中国海油并购尼克森交易为鉴 [J], 褚王涛
2.全球油气资产并购市场2015年回顾与2016年展望——2015年全球油气资产并购交易量价齐跌,下游资产交易相对活跃,油田服务资产交易趋于暗淡,预计2016年全球油气资产并购交易活性增强 [J], 安永会计师事务所
3.2010年全球上游油气并购交易评述——该年度，全球发生油气并购671起，总交易金额达2063亿美元，创历史新高 [J],
4.科尔尼全球合伙入吴明方：“物流业行业并购整合将加速” [J],
5.世界油气行业上游资产并购交易活跃 [J], 钱伯章
因版权原因，仅展示原文概要，查看原文内容请购买。
外国航运公司动态
外国航运公司动态
佚名
【期刊名称】《中国远洋航务》
【年(卷),期】1995(000)004
【摘要】美国总统轮船公司3月20日已开辟亚洲至巴拿马、加勒比和南美北岸的全水路航线。
试航线班期为10天,到8月份增至每周一班。
航线开辟后,货物从东京到巴拿马的转运时间,可由原来多式联运的25天缩短为16天。
【总页数】3页(P16-18)
【正文语种】中文
【中图分类】F551
【相关文献】
1.浅析外国航运公司在中国的经营策略 [J], 黄少卿
2.基于动态随机前沿模型的上市航运公司运营效率分析 [J], 王斐;张世斌
3.外国航运公司动态 [J],
4.外国航运公司动态 [J],
5.印度航运公司掀起租用外国船舶潮 [J],
因版权原因，仅展示原文概要，查看原文内容请购买。
幼儿教育-科尔尼咨询公司-实现多元化集团的潜力最大化
科尔尼咨询公司-实现多元化集团的潜力最大化实现多元化集团的潜力最大化庄瑞豪*提要：本文从国际著名科尔尼咨询公司的视角，讨论如何通过内部管理发挥协同效应，通过外部谋划来寻找更有效的上市结构和融资渠道，最终实现多元化集团的潜力最大化。
近年来，随着中国企业的快速发展和并购规模的扩大，越来越多的企业走上了多元化道路。
与单一业务的企业相比，多元化集团在获取更多增长机会、实现规模效应、建立完整产业链等方面更有优势。
但是管理多元化业务也面临更多的挑战。
在欧美，七成以上的多元化企业由于缺乏有效的管理而最终失败。
为实现多元化企业的潜力最大化，管理者需要解决两个方面的问题。
对内来看，需要对子公司进行有效的管理，实现协同效应最大化，并建立和发展品牌价值。
对外而言，需要优化上市策略以提高融资能力、最大程度地吸引外部投资者，并实现资金的合理配置和利用，同时降低融资带来的其他风险。
一、对内——优化组织架构、管控模式及品牌战略1. 组织架构组织架构的选择应该适应业务发展的需要。
随着多元化程度的加深，集团组织架构从直线式的职能型逐渐演化出了事业部型和矩阵型。
（1）职能型职能型组织架构来自于管理上专业化分工的需要，把承担相同职能的管理工作和人员组合在一起，设置相应的管理部门，每个部门履行特定的管理职能，为整个组织服务。
比如采购部、营销与销售部、生产部、后勤部、人力资源部等等。
这种组织形式的优点在于能发挥职能部门的资源集中优势，保障资源有效供给。
专业化的组织方式有利于职能部门人员知识和技能的深度积累。
同时，职能部门内部专业人员有交流沟通的便利，有利于创造性的解决问题。
缺点在于，这种组织形式不利于跨部门的横向合作。
此外，这种组织对环境的变化反应较慢。
因此主要应用于产品种类较为单一、客户结构简单、经营环境稳定、技术变革缓慢的企业，如格力电器、海通证券、*科尔尼咨询公司（ATKearney）大中华区总裁，全球合伙人。
中国神华等。
（2）事业部型事业部按照产品线或地区设立，每个事业部内均有较完整的职能机构。
AT科尔尼的并购范例-Merger-Integration-ATK
Underperformance compared to industry average
60%
Overperformance compared to industry average
Value growth 150%
Top performing mergers create significant shareholder value
40% of Growth Is From Acquisitions
Value Growers Manage Both
Well
40%
External
Sources of Growth 60%
Internal
100% Total Growth
19
1083
_Macros
What really matters in “acquisition for growth” strategies is execution
• Define key decision processes (committees, procedures, …)
• Reduce total cost of external purchases through best price evaluation volume concentration, competitive bidding
factors add another level of considerable complexity…
Time pressure
• All stakeholders expect rapid execution (shareholders, employees, management, regulation committees, government,…)
航运术语缩写大全
航运术语缩写大全(一）英文缩略语英文原文中文译文A·A·ALWAYS AFLOAT 永远漂浮ABT ABOUT 大约,关于A／C ACCOUNT 计算A／C ACCOUNT CURRENT 账户ACCT ACCOUNT 账目，账户ACCDLY ACCORDINGLY 因此，相应的A·&C·P·ANCHORS&CHAINS 锚和锚链试验台ACPT ACCEPTANCE 接受ADCOM ADDRESS COMMISSION 订舱佣金，租船佣金M ADDRESS COMMISSION 订舱佣金，租船佣金ADFT AFT DRAFT 艉吃水ADV. ADVISE 通知ADV ADVANCE 提前A·F· ADVANCED FREIGHT 预付运费A·F·B·AIR FREIGHT BILL 空运运单AFMT AFTER FIXING MAIN TERMS 主要(租船)条款确认以后AGRD AGREED 同意 AGRT AGREEMENT 协议AGT AGENT 代理AGW ALL GOING WELL 取决于）一切顺利A·H·AFTER HATCH 后舱AM MORNING 上午A·M· ABOVE MENTIONED 上述的AMT AMOUNT 金额、数额A·N · ARRIVAL NOTICE 到达通知A／P ADDITIONA PRIMIUM 额外保险费\\老船加保费APPR APPROXIMATE 大约APPROX APPROXIMATE 大约A/R ALL RlSKS AGAINST ALL 一切险、承保一切风险A/S AFTER SIGHT 见票后A/S AFTER ALONGSIDE 船边ASAP AS S00N AS POSSIBLE 尽，决、尽速ASF AS FOLLOWS 如下ASST ASSISTANT 助理，援助ATL ACTUAL TOTAL LOSS 实际全损ATTN ATTENTION 由··收阅AUTO AUTOMATIC 自动的A.V AD VALOREM 从价费率AVG AVERAGE 平均,海损BA BALE CAPACITY 包装容积BAF BUNKER ADJUSTMENT FACTOR 燃油附加费BAL BALANCE 平衡、余额、差额BUTC BALTIME UNIFORM TIME CHARTER 统一定期租船合同，“波尔的摩"期祖合同 BB BELOW BRIDGES 桥楼以下（容积)BD BANKING DAYS 银行工作日B／D BAR DRAUGHT 河口）沙洲吃水BDI BOTH DATES INCLUSIVE 包括首尾两日BDL BUNDLE 捆B/E BILL OF EXCHANGE／BILL OF ENTRY 汇票／进口报告书BEAM BREADTH OF THE VESSEL 船宽BENDS BOTH ENDS 装卸港BFI BALTIC FREIGHT INDEX 波罗的海运价指数B／G BONDED GOODS 保税货物BG BAGS 袋B／H BILL OF HEALTH 健康证明书BIMCO BALTIC INTERNATIONAL MARITIME CONFERENCE波罗的海国际航运公会BIZ BUSINESS 业务B／L BILL OF LADING 提单BL BLADING BILL OF LADING 提单BLFT BALE FEET 包装尺码（容积）BLK BULK 散装BLKR BULKER 散装船BLT BUILT （船舶）建造(年月)BM BEAM 横梁(船舶型宽）B。
阿拉伯航运携手中海集运 组建P2联盟
阿拉伯航运携手中海集运组建P2联盟
包志明
【期刊名称】《珠江水运》
【年(卷),期】2015(0)10
【摘要】据JOC报道，面对班轮巨头强强联合组建或升级航运联盟，中小船企正积极酝酿对策，以保长期生存无虞。
阿拉伯航运（UASC）去年订造17艘超巴拿马型集装箱船来替代老旧运力，并升级地区性航线运营管理结构为全球性运作，同时与中海集运（CSCL）在几条主干航线上扩大船舶共享合作范围。
【总页数】1页(P39-39)
【关键词】航运联盟;阿拉伯;集运;超巴拿马型集装箱船;强强联合;管理结构;地区性;航线
【作者】包志明
【作者单位】
【正文语种】中文
【中图分类】U692.2
【相关文献】
1.马士基航运、地中海、达飞将组建运营联盟 [J],
2.中远中海携手应对航运业“大合作、大联盟”新格局 [J], 无;
3.阿拉伯航运与中海集运扩大合作范围 [J], 无;
4.达飞轮船、中海集运、阿拉伯轮船签署三方航线合作协议 [J],
5.中海集运携手达飞航运升级中东航线 [J],
因版权原因，仅展示原文概要，查看原文内容请购买。
科尔尼《Off-Site Training ument---From Data To Charts》127页
2008 113.802 1.137.534 152.828 1.290.362
-354.726 -134.720
-98.166 -195.750
-83.383 1.178
-19.559 0
-8.067 0
-893.194 397.168
0 -73.677 -73.677
0 -89.070
0 -82.336 -171.406
“Say it with Presentations, How to Design and Deliver Successful Business Presentations.”, Gene Zelasny, McGraw-Hill, 2000
A.T. Kearney 37/2333 Off-site Training/wt 1
80 -22.622
-470 -1.042
0 -443.223 -178.800
-209.080 -127.390
-59.398 -118.184
-54.683 80
-25.649 -138
-4.985 0
-599.426 -119.474
-298.057 -156.484
-87.091 -153.624
0 0 0 -75.000 0 -75.000 -246.406 77.085 190.887
2009 190.887 1.226.762
94.280 1.321.043
-308.432 -126.114
-98.166 -204.251
-83.837 3.047
-13.904 0
-2.901 0
-834.560 486.483
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A.T. Kearney used the text and graphs compiled in this report in a presentation; they do not represent a complete documentation of the presentation.
Success factors
Usage
Steering/ controlling
Analyzing/ correcting
Operations
Indicators = Explaining (business relevant) information Information
Analyzing/ correcting
A.T. Kearney 10/10263d/11.99_01 2
EVA • WACC …
Lack of coverage
Non accounted assets • Brand awareness • Employee satisfaction •… Department specific parameters • Quality rate • Time to market •… Strategic relevant measurements • Innovation rate • Quality of workforce
Problems arising out of lack of . . .
Focus for performance • Excess data, but not enough management information • Unfocussed data require time to interpret and analyze Organizational alignment • Limited management model due to lack of standardized management steering tool (EIS) Providing insight • Lack of equal measurement sets throughout the whole organization • Overemphasis on financial figured due to financial reporting and limited coverage of
strategic and process indicators
A.T. Kearney 10/10263d/11.99_01 4
Success factors
An integrated management information system enables the management to get insight, establish focus and to align the organizational activities.
Advantages of an EIS for the European data warehouse
Provides insight
Serves as the basis for performance reporting in all areas and feedback on strategy
Users
Management
Controller/ Support functions
Executive Information Systems
= aggregated management system
Reports = Summary of indicators for specific area
This document is exclusively intended for selected client employees. Distribution, quotations and duplications – even in the form of extracts – for third parties is only permitted upon prior written consent of A.T. Kearney.
Theoretical integration of finance, strategy and processes
A.T. Kearney 10/10263d/11.99_01 3
Success factors
Without a such focused organizational aligned and insight providing EIS, any management information system cannot explain it’s full potential
Establishes focus for performance
Provides the few critical measurements which focus individual attention on the actions that have the greatest impact on strategy execution and value creation
Success factors
Even if the most advanced financial reporting systems don’ t cover all important aspects of business.
Reporting system
Sales • Sales growth • Sales distribution •… Margins • Net • Gross •… Investment • Working capital • Financial investment •… ROCE
The EIS comprises the most aggregated steering and controlling information for the management.
Hierarchy of management information for the Service Division
Success factors
Usage
Steering/ controlling
Analyzing/ correcting
Operations
Indicators = Explaining (business relevant) information Information
Analyzing/ correcting
A.T. Kearney 10/10263d/11.99_01 2
EVA • WACC …
Lack of coverage
Non accounted assets • Brand awareness • Employee satisfaction •… Department specific parameters • Quality rate • Time to market •… Strategic relevant measurements • Innovation rate • Quality of workforce
Problems arising out of lack of . . .
Focus for performance • Excess data, but not enough management information • Unfocussed data require time to interpret and analyze Organizational alignment • Limited management model due to lack of standardized management steering tool (EIS) Providing insight • Lack of equal measurement sets throughout the whole organization • Overemphasis on financial figured due to financial reporting and limited coverage of
strategic and process indicators
A.T. Kearney 10/10263d/11.99_01 4
Success factors
An integrated management information system enables the management to get insight, establish focus and to align the organizational activities.
Advantages of an EIS for the European data warehouse
Provides insight
Serves as the basis for performance reporting in all areas and feedback on strategy
Users
Management
Controller/ Support functions
Executive Information Systems
= aggregated management system
Reports = Summary of indicators for specific area
This document is exclusively intended for selected client employees. Distribution, quotations and duplications – even in the form of extracts – for third parties is only permitted upon prior written consent of A.T. Kearney.
Theoretical integration of finance, strategy and processes
A.T. Kearney 10/10263d/11.99_01 3
Success factors
Without a such focused organizational aligned and insight providing EIS, any management information system cannot explain it’s full potential
Establishes focus for performance
Provides the few critical measurements which focus individual attention on the actions that have the greatest impact on strategy execution and value creation
Success factors
Even if the most advanced financial reporting systems don’ t cover all important aspects of business.
Reporting system
Sales • Sales growth • Sales distribution •… Margins • Net • Gross •… Investment • Working capital • Financial investment •… ROCE
The EIS comprises the most aggregated steering and controlling information for the management.
Hierarchy of management information for the Service Division