当前位置：文档之家 › S英文版本—麦肯锡.ppt

S英文版本—麦肯锡.ppt

  • 格式：ppt
  • 大小：178.00 KB
  • 文档页数：26

下载文档原格式

  / 26

合集下载

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
Source: Source
51
FLOW 5 TITLE
Unit of measure
Header
Text
Text
Header Text
Header Text
Header Text
Header Text
* Footnote
Source: Source
52
FLOW 6
Unit of measure
* Footnote
Source: Source
63
CYCLE 7
Unit of measure
Text Text
Text Text
Text Text
Text
* Footnote
Source: Source
64
CYCLE 8
Unit of measure
Text Text
Text Text
Text Text
Text
* Footnote
Source: Source
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

麦肯锡完整版PPT幻灯片课件

麦肯锡完整版PPT幻灯片课件
这种情况下，你可能会绝大多数时间在客户处工作，与 客户方的组员一起工作并帮助他们理解麦肯锡解决问题之道 ，虽然工作的重心仍然应该是分析和解决问题，但你还要充 分运用沟通和交流的能力，来保证客户方人员在解决问题过 程中的共同承担责任、提出解决方案。
7
7
业务单元战略研究流
程——决定何处、何时
阶段一 目标
这种多变性意味着您在执行项目的过程中所扮演的角色会 多变。决定这种不确定性的很大程度上是客户在解决问题过程 中的参与和反馈。当客户的参与变化的时候，我们的角色也要 随之变化。
5
5
1：独立的问题解决者（problem solver）
相对来讲客户较少的参与。如：与客户保持一定的距离， 补充客户所提供的资源并贡献我们客观的解决问题的专业知识 。这种情况下，客户充分授权我们来解决问题。这种情况下， 往往客户对我们的能力很有信心，会按照我们的建议去实施。
再次评估 方案并作 最终结论
对已达成的 结论制定实 施计划
实施
•确定项目的 这个设计
•挑选并培训 管理团队 •建立TOP项 目和基本预 算
•计划沟通的 日程
•建立持续的 人力资源计 划
•确定每一个 •分析目标、
TOP项目组 活动和终点
的任务
产品
•确定支持上 定最终产 案
4
4
1-A：不同项目中麦肯锡的不 同角色 项目成功的秘诀在于运用客户能够理解、赞赏并反馈的方
式解决正确的问题。因此，我们解决问题的方法、项目过程、 与客户共同工作中的角色扮演都因我们要解决的问题的实质不 同、视客户和项目团队对问题最初的理解及对共同工作最有效 的方式的判断而定。无论解决问题的方法是什么，我们都用顶 级管理的眼光去看待问题，以保证我们的解决方案是最佳的， 综合的。举个例子：在一个评估销售力度的项目中，我们会先 确定客户所有的战略都是清晰的，所有项目建议都支持这些战 略。

麦肯锡PPT模板(300页)


Page 41
Source：
Page 42
FLOW 3
Unit of measure
Header Text
Header Text
Header Text
Source：
Page 43
FLOW 3 TITLE
Text
Page 39
FLOW 2
Unit of measure
Header Text
Header Text
Source：
Page 40
FLOW 2 TITLE
Unit of measure
Header
Text
Text
Header Text
Source：
Page 5
CUBES1 3D
Unit of measure
Source：
Page 6
CUBES2 3D
Unit of measure
Source：
Page 7
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：

经典麦肯锡PPT模板(详细版)-McKinsey复习课件.ppt

Unit of measure
Product offering
Product
Package
Place
Price
Positioning promotion
* Footnote
Source: Source
3
.,
7S
Unit of measure
Style
Strategy Staff
Shared values
Text
Text
Text
Text
* Footnote
Source: Source
17
.,
LINEAR G 3D
Unit of measure
Text
Text
Text
* Footnote
Source: Source
18
.,
LINEAR I 3D
Unit of measure
Text
Text
* Footnote
Text
Text
* Footnote
Source: Source
24
.,
LINKS 3
Unit of measure
Plan
Implement
Support
* Footnote
Source: Source
25
.,
PERSPECTIVE 3D
Unit of measure
* Footnote
Source: Source
.,
2X2 CUBED
Unit of measure
Text
Text
Text
Text
Text Text
Text Text

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)


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
  1. 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
  2. 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
  3. 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。

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
Systems
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
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
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
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
Staff
Strategy
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 oon
Strategy
The people in the
organization, considered
in terms of corporate demographics, not
Staff
individual personalities
Shared values
Skills Systems