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文字文字ABC文字文字文字PPT 图图 案案 集集TitleAdd your textTitleAdd your textTitleAdd your textTitleAdd your text3 12.文字ABC文字文字PPT 图 案 集TitleTitleTi1TitleAdd your textTitleAdd your textTitleAdd your textTitleAdd your text研討/沟通/团队选择性听优秀 SALES 具备的条件问题?聆听.TitleTitleTitleTitle研討/沟通/团队选择2创新创新潜能融合融合分析重构业务流程健全完善激励机制规范认同企业目标 构建规范企业文化规范组织架构和运行观察观察评估评估成长成长.创新潜能融合分析重构业务流程健全完善激励机制规范认同企业目标3要解决要解决的问题的问题生理需要生理需要 .要解决的问题生理需要 .4Add Your Text 1.Introduction 2.Strategy 3.Challenges Forward 4.Conclusion添加文字号召/传递者.Add Your TextThank You!1.In5.6教育教育訓練訓練歷練歷練發展發展學習學習请提意见!Thank You!Thank You!.教育訓練歷練發展學習请提意见!Thank You!7TextTextTextTextLEVEL SEPARATE 4.8TextTextTextTextLEVEL SEPARATEPlanImplementSupportLINKS 3.9PlanImplementSupportLINKS 3.9TextTextTextTextTextTextTextTextTextText2X2 CUBED.10TextTextTextTextTextTextTextTe2X2 TOWER.112X2 TOWER.11TextTextTextTextTextTextSIZES IN.12TextTextTextTextTextTextSIZES 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VERT.100TextTextTextTextFOCUSED.101TextTextTextTextFOCUSED.101TextTextTextPARALLEL.102TextTextTextPARALLEL.102TextTextTextTextSPLIT.103TextTextTextTextSPLIT.103TextSURROUND.104TextSURROUND.104TextTextTWISTED.105TextTextTWISTED.105TextTextUP&AWAY.106TextTextUP&AWAY.106TextTextUP&DOWN.107TextTextUP&DOWN.107The way managerscollectively behave with respect to useof time,attention,and symbolic actions The people in the organization,consideredin terms of corporate demographics,not individual personalitiesThe 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 donefrom day to day A coherent setof actions aimedat gaining asustainableadvantage over competition Capabilitiespossessed bythe organizationas a whole asdistinct from theindividuals.Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5S.108The way managersThe people in CustomerClientsDistributorsCompetitorsSuppliers3Cs TRIANGLE.109CustomerClientsDistributorsComSkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent set ofactions aimed at gaining a sustainable advantageover competition The organization chart andaccompanying baggage that showwho reports to whom and how tasks are both divided up and integrated The people in the organization,considered interms of corporatedemographics,notindividual personalities The way managers collectively behave with respect to use of time,attention and symbolic actions The processes and proceduresthrough which things get donefrom day-to-dayThose ideas of what is rightand desirable(in corporateand/or individual behavior)which are typical of theorganization and commonto most of its members Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary people3S-4S.110SkillsSharedStrategyStaffStrucStyleStructureStaffStrategySystemsSkillsShared valuesThe way managers collectively behave with respect to use of time,attention and symbolic actionsCapabilities possessed by the organization as a whole as distinct from the individuals.Some companies perform extraordinary feats with ordinary peopleThose ideas of what is right and desirable(in corporate and/or individual behavior)which are typical of theorganization and commonto most of its membersThe processes and and procedures through which things get donefrom day-to-dayThe organization chart and accompanying baggage that showwho reports to whom and how tasks are both divided up and integratedThe people in theorganization,considered in terms of corporate demographics,notindividual personalitiesA coherent set of actions aimed at gaining a sustainable advantage over competition7S.111StyleStructureStaffStrategySysCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIO.112Competitive positionLowMediumHChange visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesCHANGE BOARD.113Change visionChief ExecutiveLe Delta Delta P P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers(particularly middle management)haveskill to lead programimplementationChange in actual behaviorAction plans sufficient to achieve goalsAgreement on objectives by line managementManagement of high-involvement processImplementation ornear implementationof required structureand systemsFlow of 2-way communicationsPeoples understanding,belief and contribution to act on vision and action plansAccurate measurementof action and resultsClear accountabilitiesEarly winsVisible demonstrationof new vision andvalues by clientleadershipDELTA P.114 Delta P Vision andOrganizatioNatural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporatecenter skillsBusiness unit linkagesTaxation/valuationdifferences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack”Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest orliquidate MACS.115Natural owner Relative abilityBusiness StrategyManufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGY.116Business StrategyManufacturingRestructuring framework 1 5 4 3 2 PENTAGON.117Restructuring framework 1 5 4 Benefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFIT.118Benefit Price CompetitivedisaReal Perceived Clients relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueVALUE SOURCES.120Real Perceived Clients relati3.Create andpursue a uniqueadvantage 2.Resegment the market to create a niche4.Exploit uniqueadvantageindustrywide 1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARD.1213.Create and2.Resegment the maStage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage-mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGE.122Stage 1 Stage 2 Stage 3 Stage Selling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITY.123Selling margin Selling rateEffMaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATION.124MaximizeGrowRedeployImprove coGANTT10HeaderText.125GANTT10#GANTT15HeaderText#.126GANTT15HeaderText#TextTextTextTextLEFT TO RIGHT.127TextTextTextTextLEFT TO RIGHT.TextTextTextTextTextProcess objectivesTextSub-objectivesSTUDY OBJECTIVE.128TextTextTextTextTextProcess obTextTextTextTextTextTextTextTOP DOWN.129TextTextTextTextTextTextTextTOTextTextSCALE.130TextTextSCALE.130TextTextSCALES.131TextTextSCALES.131TextTextTextTextTextTextTextTextTextText2X2 CUBED.132TextTextTextTextTextTextTextTeTextTextTextTextTextTextTextTextTextTextTextText2X2 EXTENDED.133TextTextTextTextTextTextTextTeTextTextTextTextTextText2X2 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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 CLIENTThis report 177DISCLAIMERS INTERNALThis 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 INTERNALThis repor178.179WORLD MAP.WORLD MAP.180 早 上 好!.早 上 好!.181.182.183。一一组:二二组:三三组:四四组:五五组:六六组:.。一组:二组:.184.185探询聆听.探询聆听.186.187不好.有问题.太贵.有没有有没有?很多选择.不好.有问题.太贵.有没有?很多选择.188
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