机密
Document
Date
GBUTtem
GBUTtem
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EXHIBIT TITLE
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2X2 CUBED
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2X2 TOWER
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Place
Price
Product
Package
Positioning promotion
Product offering
5Ps MARKETING
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Strategy
Skills
Systems
Staff
Shared
values
Structure
Style
7S
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ARROW 3D
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CUBES1 3D
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CUBES2 3D
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* Footnote
Source:
CUBES3 3D
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CUTOUT 3D
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New entrant
Suppliers
Industry
competitors
Buyers
Substitutes
FORCES AT WORK
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JOINT
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Text
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LEVEL SEPARATE 4
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LINEAR A 3D
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LINEAR B 3D
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LINEAR C 3D
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LINEAR D 3D
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LINEAR E 3D
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LINEAR G 3D
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LINEAR I 3D
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LINEAR J 3D
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LINEAR N 3D
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LINEAR P 3D
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LINEAR Q 3D
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LINEAR Q 3D
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Plan
Implement
Support
LINKS 3
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PERSPECTIVE 3D
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PROPELLER 3D
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RINGS 3D
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SCALE
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SCALES
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SIZES IN
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SPIRAL1 3D
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Spiral
Brakes
Tube in tube
SPIRAL2 3D
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Text
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SPOTLIGHT
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STAIRCASE
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Stars 3D
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WIRE CUBES
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ARROWS
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LEVEL 1
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LEVEL 2
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LEVEL 3
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LEVEL 4
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LEVEL 5
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LEVEL 6
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FLOW 2
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FLOW 2 TITLE
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FLOW 3
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FLOW 3 TITLE
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FLOW 4
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FLOW 4 TITLE
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FLOW 5
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FLOW 5 TITLE
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FLOW 6
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FLOW 6 TITLE
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BLADES
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Text
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BOX
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Text
Text
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BOX
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Text
Text
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CYCLE 1
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CYCLE 2
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CYCLE 3
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CYCLE 4
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CYCLE 5
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CYCLE 6
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CYCLE 7
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CYCLE 8
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INCOMING
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RIBBON
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Text
Text
Text
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RING
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UPON 2
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Text
Text
Text
Text
Text
Text
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CONTINUOUS
*
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Text
Text
Text
CUTOUT
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Text
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LINEAR A
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Text
Text
Text
Text
LINEAR B
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GBUTtem
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Text
Text
Text
LINEAR C
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GBUTtem
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Text
Text
Text
LINEAR D
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Text
Text
Text
Text
LINEAR E
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Text
Text
Text
LINEAR F
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Text
Text
Text
LINEAR G
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Text
Text
Text
Text
LINEAR H
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Text
Text
LINEAR I
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Text
Text
Text
Text
LINEAR J
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Text
Text
Text
Text
Text
Text
LINEAR K
*
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Text
Text
Text
Text
LINEAR N
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GBUTtem
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Text
Text
Text
LINEAR P
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GBUTtem
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GBUTtem
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Text
Text
LINEAR Q
*
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GBUTtem
GBUTtem
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Text
Text
Text
PROPELLER
*
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GBUTtem
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Text
Text
Text
Text
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STEP 5
*
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Text
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2 ON 1
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Text
Text
Text
Text
Text
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AGAINST
*
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Text
Text
Text
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AT WORK
*
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COUPLED HORIZ
*
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Text
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COUPLED VERT
*
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Text
Text
Text
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FOCUSED
*
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GBUTtem
GBUTtem
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New entrant
Suppliers
Industry
competitors
Buyers
Substitutes
FORCES AT WORK
*
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GBUTtem
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GBUTtem
GBUTtem
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Text
Text
Text
PARALLEL
*
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Text
Text
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SPLIT
*
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SURROUND
*
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TWISTED
*
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Text
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UP & AWAY
*
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UP & DOWN
*
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Customer
Clients
Distributors
Competitors
Suppliers
3Cs TRIANGLE
*
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Skills
Shared
values
Strategy
Staff
Structure
Systems
Style
A coherent set of
actions aimed at gaining a sustainable advantage
over competition
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
The way managers collectively behave with respect to use of time, attention and symbolic actions
The processes and procedures
through which things get done
from day-to-day
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
Capabilities
possessed by
the organization
as a whole as
distinct from
the individuals.
Some companies
perform extraordinary
feats with ordinary people
3S-4S
*
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GBUTtem
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The way managers
collectively behave with respect to use
of time, attention,
and symbolic actions
The people in the organization, considered
in terms of corporate demographics, not individual personalities
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
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 the
individuals.
Some companies perform extraordinary
feats with
ordinary people
Staff
Systems
Style
Shared
Values
Structure
Skills
Strategy
2S-5S
*
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GBUTtem
GBUTtem
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Competitive position
Low
Medium
High
Product/market attractiveness
Low
Medium
High
BUSS PORTFOLIO
*
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GBUTtem
GBUTtem
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Change vision
Chief Executive
Leadership groups
Down the line
External constitution
CHANGE BOARD
*
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GBUTtem
GBUTtem
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Delta P
Vision and
Leadership
Organizational
Infrastructure
Performance
Measurement
People
Development
Communications
Problem
Solving
Process
Client managers (particularly middle management) have
skill to lead program
implementation
Change in actual behavior
Action plans sufficient to achieve goals
Agreement on objectives by line management
Management of high-
involvement process
Implementation or
near implementation
of required structure
and systems
Flow of 2-way communications
People’s understanding, belief and contribution to act on vision and action plans
Accurate measurement
of action and results
Clear accountabilities
Early wins
Visible demonstration
of new vision and
values by client
leadership
DELTA P
*
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GBUTtem
GBUTtem
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Natural owner
Relative ability to extract value
Low
Medium
Value-creation potential in business unit
High
Corporate
center skills
Business
unit linkages
Taxation/
valuation
differences
Industry attractiveness
Competitive position
Restructuring/rationalization opportunities
“One of the pack”
Retain and
give top
priority
Retain and
give priority
Retain and
manage for
code or
liquidate
Probably
divest
Divest
Divest or
liquidate
MACS
*
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GBUTtem
GBUTtem
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Business Strategy
Manufacturing Strategy
Configuration
Systems
Research
Focus
Labor
Policy
Product
Design
Make
vs.
Buy
Organization
Process
Design
MANUFACTURING STRATEGY
*
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Restructuring framework
1
5
4
3
2
PENTAGON
*
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Benefit
Price
Competitive
disadvantage
Competitive
advantage
PRICE BENEFIT
*
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*
GBUTtem
GBUTtem
*
Appraise performance
and prospects
Develop
strategy
Redesign
pivotal jobs
Design the skill
building process
Assess change
readiness
Top down
action programs
Bottom up action programs
1
2
4
5
6
7
8
3
SMILE CHART
*
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GBUTtem
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3.
Create and
pursue a unique
advantage
2.
Resegment the market to create a niche
4.
Exploit unique
advantage
industrywide
1.
Do more and
better of the
same
When to
compete
STRAT GAMEBOARD
*
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GBUTtem
GBUTtem
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Stage 1
Stage 2
Stage 3
Stage 4
Value system
Strategic manage-
ment
Externally orientated planning
Forecast based planning
Budget planning
Meet budget and schedule
Predict the future
Think strategically
Create the future
STRAT MANAGE
*
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Unit of measure
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GBUTtem
GBUTtem
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Selling margin
Contribution
Sales
Selling rate
Sales
Available selling time
Effectiveness
Contribution Available selling time
Productivity
Contribution
Total selling costs
Efficiency
Available selling time
Total selling costs
Utilization
Available selling time
Total sales time
Support intensity
Support costs
Total selling costs
Support leverage
Total sales time
Support costs
TREE PRODUCTIVITY
*
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Unit of measure
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GBUTtem
GBUTtem
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Maximize
shareholder
value
Grow
through
cultural
initiative
Redeploy
assets
Improve core
business
performance
Grow through
acquisition
and/or merger
Adopt sound
financing
approach
VALUE CREATION
*
资料来源:
Unit of measure
GBUTtem
*
GBUTtem
GBUTtem
*
Real
Perceived
Client’s relative ability to extract value
Corporate center skills
Linkages between business units
Financial ownership fit
Industry restructure
Internal controller
Shared resources
Transfer of capability
Vertical integration
Differences in tax position
Existence of non-cases objectives
Inefficiencies in financial markets
Difference in valuation technique
VALUE SOURCES
*
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Unit of measure
GBUTtem
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GBUTtem
GBUTtem
*
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Header
Text
GANTT10
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Header
Text
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GANTT15
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LEFT TO RIGHT
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Process objectives
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Sub-objectives
STUDY OBJECTIVE
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TOP DOWN
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2X2
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2X2 CUBED
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2X2 EXTENDED
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2X2 TOWER
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3X3
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3X3 EXTENDED
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DIFFRACTION
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FLOW DOWN
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PASS THROUGH
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AREA
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BAR
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BAR 2
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BAR BUTTED
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000
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BAR STACKED
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000
000
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000
000
100%=
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Series
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BAR STACKED 100%
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BUBBLE
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COLUMN
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COLUMN 2
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COLUMN BUTTED
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000
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000
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COLUMN STACKED
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100%=
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COLUMN STACKED 100%
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100% =
000
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Label 1
COMBO PIE SEGMENT COLUMN
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COST CURVE
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ARROWS
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This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company.
DISCLAIMERS CLIENT
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This report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Company. If you are not the intended recipient of this report, you are hereby notified that the use, circulation, quoting, or reproducing of this report is strictly prohibited and may be unlawful.
DISCLAIMERS INTERNAL
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This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
DISCLAIMERS PRESENTATION
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LEGENDS
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McKINSEY LOGO
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ü
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MOONS
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ILLUSTRATIVE
ESTIMATE
STICKER
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STICKER OTHER
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WORLD MAP
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