麦肯锡7S模型(Mckinsey 7S Model)目录[隐藏]∙ 1 麦肯锡7S模型简介∙ 2 一、硬件要素分析∙ 3 二、软件要素分析∙ 4 麦肯锡7S模型案例分析o 4.1 案例一:基于7S模型的邮政储蓄银行竞争力提升研究[1]o 4.2 案例二:在高职就业指导体系中引入7S模型[2]∙ 5 相关条目[编辑]麦肯锡7S模型简介二十世纪七、八十年代，美国人饱受了经济不景气、失业的苦恼，同时听够了有关日本企业成功经营的艺术等各种说法，也在努力寻找着适合于本国企业发展振兴的法宝。
托马斯·J·彼得斯（Thomas J．Peters）和小罗伯特·H·沃特曼（Robert H．Waterman），这两位斯坦福大学的管理硕士、长期服务于美国著名的麦肯锡管理顾问公司的学者，访问了美国历史悠久、最优秀的62家大公司，又以获利能力和成长的速度为准则，挑出了43家杰出的模范公司，其中包括IBM、德州仪器、惠普、麦当劳、柯达、杜邦等各行业中的翘楚。
他们对这些企业进行了深入调查、并与商学院的教授进行讨论，以麦肯锡顾问公司研究中心设计的企业组织七要素（简称7S模型）为研究的框架，总结了这些成功企业的一些共同特点，写出了《追求卓越——美国企业成功的秘诀》一书，使众多的美国企业重新找回了失落的信心。
7-S模型指出了企业在发展过程中必须全面地考虑各方面的情况，包括结构(Structure)、制度(Systems)、风格(Style)、员工(Staff)、技能(Skills)、战略(Strategy)、共同价值观(Shared Values)。
也就是说，企业仅具有明确的战略和深思熟虑的行动计划是远远不够的，因为企业还可能会在战略执行过程中失误。
因此，战略只是其中的一个要素。
在模型中，战略、结构和制度被认为是企业成功的“硬件”，风格、人员、技能和共同价值观被认为是企业成功经营的“软件”。
中国有句成语，“实事求是”，意思大致为：“真理源于事实”。
华强森博士（Jonathan Woetzel）是麦肯锡上海分公司的资深董事，他喜欢按字面意思来理解“实事求是”的概念。
当他和他的同事们被授予改造中国最著名的商业街这一任务时，他们知道，一个成功的方案只可能建立在可靠的信息基础之上。
“我们知道南京路拥有巨大的人流量”，华强森先生解释道：“事实上，南京路在周末高峰时间有二百万游客，平时也有近一百万。
但我们也知道，这样巨大的人流量必须转换成经济效益才有效。
”2001年3月下旬，华强森先生和一支由亚洲咨询顾问组成的核心小组开始对上海南京路这一重要商业旅游点进行了一项为期13周的严密分析调查。
三个阶段的努力最终升华成一份宏伟的改造蓝图，并得到了我们的客户――上海市政府和区政府部门的充分认可。
该计划承诺，通过一系列详细规划的升级改造，将在十年之内将南京路重塑为世界一流的商业街区。
以下篇章将回顾该项目从3月份启动直至7月份对这条长达2.5公里、历史悠久的道路进行综合性全面调查的过程。
我们来仔细看一看项目组如何将一个宽泛的设想――重建一条期望值很高的街道――转变成具体的行为，使南京路成为世界知名的焦点地区，并恢复其巨大的商业价值。
我们希望这个案例能使你大致了解我们工作的周密性、分析性和创意性。
虽然根据这次项目需要，我们的咨询顾问遵循的是一套熟悉的解决问题的过程，但还是有其独特性。
因为不同以往的是，该项目的执行需要十年的时间逐步进行，比通常项目的执行时间长得多。
其范围也非常巨大，是一条长2.5公里、历史悠久的街区。
此外，我们的客户――中国的地方和区政府部门――也有别于我们通常服务的大公司。
南京路改造项目刚开始时处于一种略不寻常的气氛中，客户尚未习惯扮演这个角色，且书面委托也未成形。
参与项目组的高级政府官员对麦肯锡的声誉和背景有一定了解，因为他们在过去曾接触过我们的咨询顾问。
但是客户中的普通成员们并不清楚咨询公司的职责。
Building a bank from the ground upAn ambitious, customer-focused strategy created a bank unlike any other in the market.The clientHeadquartered in the Middle East, the client is one of the region’s largest and oldest banks. It serves retail, corporate, treasury, and investment customers, incorporating modern banking services with traditional practices and values. The situationAfter half a century of successful operation, the client was looking for ways to grow its business. Around this time, Malaysi a’s central bank invited the client to consider expanding to the country and offered a license to operate there.To assess the potential in Malaysia, the client asked McKinsey to perform a traditional market entry analysis. Once we presented the strategic recommendations, the client decided to proceed. They asked us to collaborate with them as they embarked on an ambitious program to build the new bank from the ground up.McKinsey’s contributionThe market entry project was our first for this client. The client selected McKinsey because of our strong presence across the Middle East and Malaysia and our deep knowledge of the financial services industry. The client also appreciated our ability to assemble an international team of experts who understood the challenges involved in a project like this (e.g., retail operations, banking, IT, marketing). Our work on the market analysis resulted in a strongrelationship and a natural transition to the development strategy and implementation.ImpactWe helped the client understand the opportunities of the Malaysian market and how to create an innovative, customer-focused bank unlike any other in the market. For the next year and a half, as the client hired a CEO and its first staff in Malaysia, we worked alongside them to define, develop, and deliver the essential elements of the new bank:•Distribution channels•Products and services•Organization and human resources plan•Technology and operations•Marketing and customer acquisition•Financial budgeting and management•Regulatory management and administration•Physical infrastructure and site plansWithin three months of launch, the bank opened 12 branches, putting it on schedule to meet its 5-year goal of 50 branches. In addition, the bank was able to attract top talent to fill 300 jobs. It has been well received by the public and the press.The bank is midway through a 5-year plan, guided by three principles:Convenience: The new bank will have more branches and ATMs at accessible locations than any other foreign bank; longer open hours; and world-class technology and efficient operations to reduce customer wait time.Service: Customers will be guaranteed a superior branch experience from the moment a friendly face greets them at the door through the sales and service process. The bank expresses a customer-first attitude in training, marketing, and touch-point design.Innovative firsts: Products will be designed with a complete understanding of the customer experience. Processes will be user-friendly, convenient, personalized, and largely paperless.Defi ning the opportunityThe client wanted to grow internationally, and Malaysia appeared to be a likely site. Our market entry analysis revealed an opportunity for a bank to differentiate itself by combining traditional values with efficiency, unique products, superior service and broad accessibility. The client decided to proceed and asked us to help build the new bank from the ground up. Although many established banks already operated in Malaysia, our analysis identified gaps that were not being addressed. By interviewing individual and corporate customers and conducting firsthand competitive research, we confirmed that these gaps represented opportunities for our client.Broadly speaking, for example, international banks offered strong products and good service, but were not convenient or available to most customers. Domestic players offered wide access but not the same quality, service, speed, and other distinguishing factors customers deserve. Meanwhile, insights from a marketing firm we worked with revealed that Malaysians did not associate trust with the banking sector at all. There was a clear opportunity for the client to combine efficiency and passion, high-performing products, superior service, and accessibility to all customers in a bank founded upon universal values that all customers could appreciate and respect.To succeed, the client would need to capture public attention immediately and acquire and retain customers. Because most consumers and businesses already have banking relationships, the client would have to position itself as offering service and value in such a distinctive and powerful way that customers would be willing to not only change banks, but also become evangelists for the new bank.The key questions for the team were:•What will the bank look like?•Who are the target markets?•What differences will provide competitive advantages?•How can the bank create a great customer experience?•What products will be offered at launch? What features will make the best consumer banking products?•What does headquarters look like? How many branches at launch? How many ATM centers, and where are they located?•How do we initiate the hiring process? What experiences and skills will help the bank differentiate itself?•What are the marketing requirements for advertising and launch? What agencies can best deliver for the client?•What are the costs and overall financial returns of this strategy? Would this be attractive to headquarters?This project gave us the opportunity to be both strategic and tactical. As we assembled our team, we integrated industry expertise with local presence. Because the client needed all of its existing personnel to manage its successful operations at home, it began the engagement with no employees in Malaysia. We provided resources to fill the gaps, and as the employee base grew from one to more than 300 employees, we worked with the client, day in and day out, to help build the bank.We brought in team members from across our organization with backgrounds in banking, financial services, and specific business functions. For example, Robert provided the business technology and operations expertise to help build the technology and operations infrastructure. Ei-Mynn led the product development, market testing of all unique and different components of the strategy, and development of the comprehensive marketing and public relations plans. One project colleague is an expert in Malaysia; others in bank cards; still others in sales.Ozgur, an associate principal at the time and now a partner, was responsible for directing the overall team, and he made sure the client in the Middle East was updated on the team’s progress.Arjay, the engagement manager in Malaysia, had two personal goals for the engagement:1.T o work closely with the client to ensure we did the best work possible (e.g., presentstrong recommendations focused on the client’s success).2.To help individual team members when they needed help—and to stay out of theway when they didn’t.The Malaysian CEO came on board 1 year into the journey. Working with the CEO, we identified and interviewed top executive search firms and helped recruit the first 19 employees.Until permanent staff were in place, we kept things moving. We collaborated with the CEO to identify which products to offer, how to attract and keep customers, and where to locate bank branches and ATMs.McKinsey and the client functioned as a single unit through each critical development phase. As managers came on board, we worked closely to integrate each of them and their ideas into the process of creating the bank. Our competitive analysis revealed weaknesses in existing banks that our client could use to its advantage. For example, early on we went to another bank for a routine transaction. When we arrived, we took a number and then waited and observed. Experiencing the competition’s sub-par service inspired ideas to make the client’s new bank truly distinctive. The client’s bank is completely oriented around serving the customer—from long before the customer walks in the door until after he or she leaves.We gathered facts rigorously, using focus groups to learn about customer preferences at every step. To help the client map out promising branch locations, we visited different neighborhoods and cities, took photographs, and talked to potential customers. We developed a negotiating strategy for the ATM networks with third parties and the central bank. We visited building after building with real estate agents to find the right place for the headquarters, accessible to airports, hotels, and restaurants. We even helped pick paint colors.Together with the client, we developed organizational structures and income statements to correspond with projected growth. We set up the IT system with built-in core process advantages, such as streamlined account opening and servicing.We developed the requirements for integrated marketing and execution, identified potential agencies and prepped the CEO and marketing head to make the final decisions. We also worked with a PR firm to develop launch plans.All the while, our team focused on preparing the client to take full control at launch. We worked side-by-side with new employees as they joined, mutually benefiting from each other’s varied ski lls and supporting them until they took complete charge of their respective functions.Discoveries along the wayWe had to change the way we thought about the banking process. Rather than saying something was impossible or has never been done before, we asked each other: Would customers like it? How would it work? Can it be done cost effectively? And then together we found a solution. That led to a series of “firsts,” such as introducing the first combination ATM and debit card with both contact and contactless functions.The more facts and information we gathered, the more we visited competitors and spoke to potential customers, the more ideas we got.When we learned it typically takes 5 days for a customer opening an accountto receive a debit card and PIN, we challenged ourselves to improve on that. We set a goal to create each card on the spot, so the customer could leave the branch with his or her new card in hand.Our research led to seven “Innovative Firsts” for the client. For example, the bank relies on automated technology instead of tellers, making transactions fast and efficient for the customer and the bank and allowing the bank to focus on serving customers.We also discovered the bank could take advantage of the Malaysian national identity cards to streamline the customer experience. The client is the first bank to allow customers to use these identity cards (or any other smart card) to identify themselves by scanning their card at the door. From that point on, they don’t waste time entering the ir personal information on forms such as loan and checking-account applications, and everyone at the bank can greet them by name.To achieve these breakthroughs, everyone on the client’s side and McKinsey’s had to change the way we thought about the bankin g process. We couldn’t be satisfied with the status quo. So rather than saying something was impossible or had never been done before, we asked each other: Can this be done? Would customers like it? How would it work? Can it be done cost-effectively? And then together we found a solution.The bank’s launch attracted the Malaysian prime minister and drew accolades in the press. The client has successfully expanded internationally and has high public awareness in Malaysia.The bank is on track to meet its 5-year goals. It opened 12 branches within 3 months and plans to have 50 within 5 years. The bank has filled 300 jobs and has a strong management team in place. The staff continues to develop new products that fulfill the principles of convenience, service, and innovation.Among the client’s comments:“McKinsey was very receptive to new ways of doing things. They helped us get away from doing things the way they’d always been done.”“McKinsey helped us create a professional atmosphere that is non-hierarchical, where ideas are most important. They were very good at creating a culture of empowerment.”“The wealth of experiences McKinsey brought from other industries was valuable. It helped us see what worked and what didn’t.”“McKinsey was very passionate about the project and involved in every aspect of the bank. They have high-quality people who were very committed to making the project a success.”“Working side by side with the client’s experienced leaders and innovative thinkers helped us develop in ways we never expected. For example, I could not have imagined how much I would grow by watching the CEO’s humble yet inspirational leadership. It has had a dramatic impact on me both professionally and personally. We continue to work with the bank, and I amst ill learning from the bank’s team.”“When our implementation team made its first presentation to the client, there were half a dozen McKinsey team members in the room and one from the client—the person who was second in command overall and the lead on the new bank. This was the first presentation for one of our team members, a researcher. She had expected only to observe, but the client asked for her opinion, and she gave it. Ultimately, he made his decision based on her thinking. That made a tremendous impression on our entire team. We saw that we had the opportunity to influence an experienced executive, and that he trusted we would give him the best we had to offer.”“We earned the trust of the CEO, so that we could walk into his office and say, ‘Can I bounce an idea off you?’ to the CEO of a bank!”“It was an incredibly fun environment where everybody from the junior McKinsey people to the client CEO developed a level of friendship. The head of HR spent time with my wife when we were expecting our first child. She gave us advice on what to bring from the U.S. when we moved to Asia. She even reminded us never to leave the house without an extra shirt in case your baby throws up on you.”“It is a perfect example of how McKinsey works together with clients in such a great combination. It builds experiences, it builds skills, and it builds friendships that you cannot have unless you work collaboratively with people you truly respect.”“At the end of the engagement, they threw a very nice lunch for me and bought me presents and showed me the depth of our friendships. I think that contrasts quite a lot with what some people may think of strategy consulting,which is that some CEO walks past and says, ‘Gee, our market share is declining. Go find out why,’ and off you go and do spreadsheets and so on.”“We made a commitment every step of the way to building the bank. In working so intensely on it—visiting potential bank sites, helping recruit the client’s internal team and laying the groundwork—we felt it was our bank. The client was pleased at the ownership we took of the project and institution.”。
麦肯锡奇瑞整合营销报告一、引言随着市场竞争日益激烈，企业需要采用创新的市场营销策略来提升品牌影响力和市场份额。
麦肯锡奇瑞(简称MKC)作为全球知名的咨询公司，与奇瑞汽车合作展开了一次整合营销活动。
本报告将分析MKC整合营销的策略和效果，为其他企业提供借鉴和启示。
二、MKC整合营销的背景作为中国最大的自主汽车品牌之一，奇瑞汽车一直致力于提升品牌形象和市场份额。
然而，由于市场竞争激烈，奇瑞汽车面临着来自国内外诸多品牌的竞争压力。
在这种情况下，奇瑞汽车选择与MKC合作，通过整合营销来增强品牌竞争力。
三、整合营销策略1.品牌定位在整合营销中，品牌定位是关键。
MKC通过深入研究市场和顾客需求，将奇瑞汽车的品牌定位为“可靠、实用、经济”。
这一定位既符合奇瑞汽车的实际情况，又能满足目标消费者群体的需求。
2.市场调研在制定整合营销策略之前，MKC进行了充分的市场调研。
他们了解了目标消费者的喜好、购车决策和购车渠道等信息。
通过市场调研，MKC得以准确把握目标市场的特点和需求。
3.线上线下结合MKC采用了线上线下相结合的方式进行整合营销。
在线上方面，他们通过社交媒体和电子商务平台开展品牌推广和产品销售；在线下方面，他们通过经销商渠道和汽车展会等途径展示产品和提供消费者服务。
4.活动策划为了吸引消费者的关注和提升品牌知名度，MKC策划了一系列的活动，如新车上市发布会、主题推广活动和消费者互动体验等。
这些活动不仅增加了产品的曝光率，也加强了与消费者的互动。
四、整合营销的效果1.品牌知名度提升通过整合营销的努力，奇瑞汽车的品牌知名度在目标市场得到了显著提升。
消费者对奇瑞汽车的认知和关注度明显增加，品牌在市场中的竞争力得到了增强。
2.销售额增长整合营销对奇瑞汽车的销售额起到了积极推动作用。
通过线上线下的多渠道推广，销售渠道扩大，销售额逐渐增长。
同时，活动策划和消费者互动也促使消费者更加了解产品，提升购车意愿。
3.市场份额提升整合营销有效地提升了奇瑞汽车的市场份额。
