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*
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例子
High
Low
–
Legend
Legend
Legend
Text Text
• Text
–Text
• Text
Title
x
–
÷
+
x
–
÷
+
Text Text
Text
Text
Text
EXHIBIT TITLE
*
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*
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Text Text
Text Text
T
ex
t
T
ex
t
Text Text
Te
xt
Te
xt
2X2 CUBED
*
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2X2 TOWER
*
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Unit of measure
Place PriceProduct Package Positioning
promotion
Product
offering
5Ps MARKETING
*
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Unit of measure
Strategy Skills
SystemsStaff
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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Text
Text Text
Text
CUTOUT 3D
*
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New
entrant
Suppliers
Industry
petitors Buyers
Substitute
s
FORCES AT WORK
*
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Text Text
Text Text
Text Text
Text Text
Text Text
JOINT
*
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Text
Text
Text
Text
LEVEL SEPARATE 4
*
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Text
Text
Text
LINEAR A 3D
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Text
Text
Text
Text
LINEAR B 3D
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Text
Text
Text
LINEAR C 3D
*
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Text
Text
Text
LINEAR D 3D
*
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Text Text Text Text
LINEAR E 3D
*
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Text
Text Text
LINEAR G 3D
*
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Text Text
LINEAR I 3D
*
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Text
Text
Text
Text
LINEAR J 3D
*
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Text Text Text Text
LINEAR N 3D
*
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Text
Text
Text
LINEAR P 3D
*
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Text Text
LINEAR Q 3D
*
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Text Text
LINEAR Q 3D
*
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Plan
Implemen
t
Support
LINKS 3
*
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PERSPECTIVE 3D
*
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Text
Text
Te
xt
PROPELLER 3D
*
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RINGS 3D
*
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Text
Text
SCALE
*
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Text
Text
SCALES
*
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Text
Text
Text
Text
Text
Text
SIZES IN
*
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SPIRAL1 3D
*
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Spiral
Brakes
Tube in tube
SPIRAL2 3D
*
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Text Text
Text Text
SPOTLIGHT
*
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Text
Text
Text
Text
Text
Text
STAIRCASE
*
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Stars 3D
*
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Text
Text
WIRE CUBES
*
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Text
Text
Text
Text
Text
Text
Text
ARROWS
*
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Text
LEVEL 1
*
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Text
Text
LEVEL 2
*
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Text
Text
Text
LEVEL 3
*
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Text
Text
Text
Text
LEVEL 4
*
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Text
Text
Text
Text
Text
LEVEL 5
*
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Text
Text
Text
Text
Text
Text
LEVEL 6
*
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Text
Header Header
Text
FLOW 2
*
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Text Text
Header Header
Text
FLOW 2 TITLE
*
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Text
Header Header
Text
Header
Text
FLOW 3
*
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Text Text
Header Header
Text
Header
Text
FLOW 3 TITLE
*
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Text
Header Header
Text
Header Header
Text Text
FLOW 4
*
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Text Text
Header Header
Text
Header Header
Text Text
FLOW 4 TITLE
*
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Text
Header Header
Text
Header Header Header
Text Text Text
FLOW 5
*
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Text Text
Header Header
Text
Header Header Header
Text Text Text
FLOW 5 TITLE
*
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Text Text
Header Header Header Header Header
Text Text Text
Header
Text
FLOW 6
*
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Text Text Text
Header Header Header Header Header
Text Text Text
Header
Text
FLOW 6 TITLE
*
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T
ext
Text
T
ex
t
Text
BLADES
*
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Text Text
TextText
BOX
*
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Text Text
Text Text
BOX
*
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Text
Text
Text
CYCLE 1
*
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Text Text
CYCLE 2
*
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Text
Text
Text
CYCLE 3
*
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Text
Text
Text
Text
CYCLE 4
*
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Text
Text
Text
Text
Text
CYCLE 5
*
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Text
Text
Text
Text
Text
Text
CYCLE 6
*
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Text
Text Text
Text
Text
Text
Text
CYCLE 7
*
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Text
Text Text
Text
Text
TextText
Text
CYCLE 8
*
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Text
Text
Text
Text
Text
Text
INING
*
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Text
Text
Text
Text
Text
RIBBON
*
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Text Text
Text
Text
Text
RING
*
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Text
Text
UPON 2
*
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Text
Text Text
Text Text Text
TextText
CONTINUOUS
*
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Text
Text Text
Text
CUTOUT
*
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Text
Text
Text
LINEAR A
*
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Text
Text
Text
Text
LINEAR B
*
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Text
Text
Text
LINEAR C
*
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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
*
资料来源：
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Text
Text
Text
LINEAR P
*
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Text Text
LINEAR Q
*
资料来源：
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Text
Text
Te
xt
PROPELLER
*
资料来源：
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Text
T
ext
Text
T
ex
t
Text
STEP 5
*
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Text
Text
Text
Text
2 ON 1
*
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Text
Text
Text
Text
Text
Text
AGAINST
*
资料来源：
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Text
Text Text Text
Text
AT WORK
*
资料来源：
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Text Text
COUPLED HORIZ
*
资料来源：
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Text
Text
COUPLED VERT
*
资料来源：
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Text Text
Text Text
FOCUSED
*
资料来源：
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New
entrant
Suppliers
Industry
petitors Buyers
Substitute
s
FORCES AT WORK
*
资料来源：
Unit of measure
Text
Text
Text
PARALLEL
*
资料来源：
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Text
Text
Text
Text
SPLIT
*
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Text
SURROUND
*
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Text
Text
TWISTED
*
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Text Text
UP & AWAY
*
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Text
Text
UP & DOWN
*
资料来源：
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Customer
Clients
Distributors
petitors
Suppliers
3Cs TRIANGLE
*
资料来源：
Unit of measure
Skills
Shared
values
Strategy
Staff
Structure
Systems
Style
A coherent set of
actions aimed at
gaining a sustainable
advantage
over petition
The organization chart and
acpanying 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 mon
to most of its members
Capabilities
possessed by
the organization
as a whole as
distinct from
the individuals.
Some panies
perform extraordinary
feats with ordinary
people
3S-4S
*
资料来源：
Unit of measure
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 acpanying
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 mon
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 petition Capabilities
possessed by
the organization
as a whole as
distinct from the
individuals.
Some panies
perform
extraordinary
feats with
ordinary people
Staff
Systems Style
Shared
ValuesStructure
SkillsStrategy
2S-5S
*
资料来源：
Unit of measure
pe
tit
iv
e
po
si
tio
n
Lo
w
M
ed
iu
m
H
ig
h
Product/market attractiveness
Low Medium High
BUSS PORTFOLIO
*
资料来源：
Unit of measure
Change
vision
Chief
Executive
Leadership
groups
Down the
line
External
constitution
Commitment
Conviction Courage
Capability
Individual
activity
Enabling
devices
CHANGE BOARD
*
资料来源：
Unit of measure
Delta Delta PP
Vision and
Leadership
Organizational
Infrastructure
Performance
Measurement
People
Development
munications
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 munications
• 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
*
资料来源：
Unit of measure
N
at
ur
al
ow
ne
r
R
el
at
iv
e
ab
ili
ty
to
e
xt
ra
ct
v
al
ue
Low Medium
Value-creation potential in business unit
High
•Corporate
center skills
•Business
unit linkages
•Taxation/
valuation
differences
• Industry attractiveness
•petitive position
•Restructuring/rationalization opportunities
“O
ne
o
f t
he
pa
ck
”
Retain and
give top
priority
Retain and
give priority
Retain and
manage for
code or
liquidate
Probably
divest
Divest Divest or
liquidate
MACS
*
资料来源：
Unit of measure
Business Strategy
Manufacturing Strategy
Configuration
Systems
Research
Focus
Labor
Policy
Product
Design
Make
vs.
Buy
Organization
Process
Design
MANUFACTURING STRATEGY
*
资料来源：
Unit of measure
Restructuring
framework
1
5
4 3
2
PENTAGON
*
资料来源：
Unit of measure
Benefit
Price
petitive
disadvantage
petitive
advantage
PRICE BENEFIT
*
资料来源：
Unit of measure
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
*
资料来源：
Unit of measure
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
pete
STRAT GAMEBOARD
*
资料来源：
Unit of measure
Stage 1
Stage 2
Stage 3
Stage 4
Value system
Strategic
manage-
ment
Externall
y
orientate
d
planning
Forecast
based
planning
Budget
planning
Meet
budget
and
schedule
Predict the
future
Think
strategicall
y
Create the
future
STRAT MANAGE
*
资料来源：
Unit of measure
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
*
资料来源：
Unit of measure
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
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
*
资料来源：
Unit of measure
<##>
<##> <##> <##> <##> <##> <##> <##> <##> <##> <##>Header
Text
GANTT10
*
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Header
Text
## ## ## ## ######################
##
GANTT15
*
资料来源：
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Text
Text
Text
Text
LEFT TO RIGHT
*
资料来源：
Unit of measure
Text
Text Text Text Text
Process objectives
Text
Sub-objectives
STUDY OBJECTIVE
*
资料来源：
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Text
Text
Text Text Text Text Text
TOP DOWN
*
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Text Text
Text Text
Text Text
Text
T
ex
t
T
ex
t
T
ex
t
2X2
*
资料来源：
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T
ex
t
T
ex
t
Text Text T
ext
Tex
t
Text Text
Text Text
2X2 CUBED
*
资料来源：
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Text Text
Text Text
Text
TextT
ex
t
T
ex
t
T
ex
t
Text
Text Text
2X2 EXTENDED
*
资料来源：
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Text TextText
Tex
t
Tex
t
Tex
t
2X2 TOWER
*
资料来源：
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Text Text Text
Text Text Text
Text Text Text
Text Text Text
Text
T
ex
t
T
ex
t
T
ex
t
T
ex
t
3X3
*
资料来源：
Unit of measure
Text Text Text
Text Text Text
Text Text Text
Text Text Text
Text
Text
Text
Text
T
ex
t
T
ex
t
T
ex
t
T
ex
t
3X3 EXTENDED
*
资料来源：
Unit of measure
Text
Text
DIFFRACTION
*
资料来源：
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Text
Text
Text
FLOW DOWN
*
资料来源：
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Text Text
PASS THROUGH
*
资料来源：
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Label 1
Label 2
Label 3
AREA
*
资料来源：
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Label
1
Label
2
Label
3
Label
4
Label
5
BAR
*
资料来源：
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Label
1
Label
2
Label
3
Label
4
Label
5
Label 1
Label 2
Label 3
Label 4
Label 5
Title
Unit of measure
Title
Unit of measure
BAR 2
*
资料来源：
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Label
1
Label
2
Label
3
Label
4
Label
5
BAR BUTTED
*
资料来源：
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Label
1
Label
2
Label
3
Label
4
Label
5
000
000
000
000
000
Series Series Series
BAR STACKED
*
资料来源：
Unit of measure
Label
1
Label
2
Label
3
Label
4
Label
5
000
000
000
000
000
100%
=
Series Series Series
BAR STACKED 100%
*
资料来源：
Unit of measure
Title
Unit of measure
Title
Unit of measure
Label 1 Label 2
Label 3 Label 4
Label 5
Label 6
BUBBLE
*
资料来源：
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Label
1
Label
2
Label
3
Label
4
Label
5
COLUMN
*
资料来源：
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Label
1
Label
2
Label
3
Label
4
Label
5
Label
1
Label
2
Label
3
Label
4
Label
5
Title
Unit of measure
Title
Unit of measure
COLUMN 2
*
资料来源：
Unit of measure
Label 1 Label 2 Label 3 Label 4 Label 5
COLUMN BUTTED
*
资料来源：
Unit of measure
Label
1
Label
2
Label
3
Label
4
Label
5
Series
Series
Series
Series
000
000
000
000
000
COLUMN STACKED
*
资料来源：
Unit of measure
Label
1
Label
2
Label
3
Label
4
Label
5
Series
Series
Series
Series
100%= 000 000 000 000 000
COLUMN STACKED 100%
*
资料来源：
Unit of measure
Title
Unit of measure
Label 1
Label 2
Label 3
Label 4
Label 5
Title
Unit of measure
100%
=
000
Series
Series
Series
Series
Label 1
BO PIE SEGMENT COLUMN
*
资料来源：
Unit of measure
Title
Unit of measure
Title
Unit of measure
Label 1 Label 2 Label 3
Label 4
Label 5
COST CURVE
*
资料来源：
Unit of measure
ARROWS
*
资料来源：
Unit of measure
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 & pany.
DISCLAIMERS CLIENT
*
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This report contains information that is confidential and proprietary to McKinsey & pany
and is solely for the use of McKinsey & pany 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 & pany. This material was used by McKinsey & pany during an
oral presentation; it is not a complete record of the discussion.
DISCLAIMERS PRESENTATION
*
资料来源：
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Legend
Legend
Legend
LEGENDS
*
资料来源：
Unit of measure
McKINSEY LOGO
*
资料来源：
Unit of measure
–
MISC
*
资料来源：
Unit of measure
Very attractive
Average
Very unattractive
Very attractive
Average
Very unattractive
MOONS
*
资料来源：
Unit of measure
ILLUSTRATIVE
CONFIDENTIAL
ESTIMATE
EXAMPLE
FOR DISCUSSION ONLY
FOR DISCUSSION
PRELIMINARY
DRAFT
STICKER
*
资料来源：
Unit of measure
CONFIDENTIAL
DISCUSSION DRAFT
DISGUISED
CLIENT EXAMPLE
PRELIMINARY
DRAFT
PRELIMINARY
ESTIMATE
DISCUSSION DRAFT
DISGUISED
DRAFT FOR DISCUSSION
SAMPLE
BACKUP
HYPOTHESIS
STRAW MAN
TO BE COMPLETED
PROPOSED
REVISED
ROUGH ESTIMATE
CONCEPTUAL
STICKER OTHER
*
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Unit of measure
