管理咨询分析问题的框架和思路英文课件

Click to edit Master title style,Click to edit Master te t styles,Second level,Third level,Fourth level,Fifth level,#,Systems,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,ac panying 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,Strategy,Capabilities,possessed by,the organization,as a whole as,distinct from the,individuals.Some,panies perform,e traordinary,feats with,ordinary people,Skills,Staff,Style,Shared,Values,Structure,SystemsThe way managerscollect,1,A coherent set of,actions aimed at gaining,a sustainable advantage,over petition,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 organization chart and,ac panying baggage that show,who reports to whom and how tasks,are both divided up and integrated,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,The people in,the organization,considered in,terms of corporate,demographics,not,individual personalities,Skills,Shared,values,Strategy,Staff,Structure,Systems,Capabilities,possessed by,the organization,as a whole as,distinct from,the individuals.,Some panies,perform e traordinary,feats with ordinary people,Style,A coherent set ofactions aime,2,Style,Structure,Staff,Strategy,Systems,Skills,Shared,values,A coherent set of actions aimed,at gaining a sustainable advantage,over petition,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 organization chart and,ac panying baggage that show,who reports to whom and how tasks,are both divided up and integrated,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,The people in the,organization,considered,in terms of corporate,demographics,not,individual personalities,Capabilities possessed by the,organization as a whole as distinct,from the individuals.Some panies,perform e traordinary feats with,ordinary people,StyleStructureStaffStrategySys,3,管理咨询分析问题的框架和思路英文课件,4,管理咨询分析问题的框架和思路英文课件,5,mitment,Capability,Conviction,Courage,Enabling,devices,Individual,activity,Change,vision,Chief,e ecutive,Down the,line,E ternal,constituents,Leadership,groups,mitmentCapabilityConvictionCo,6,Developing,felt need.,.and,vision,.amplifying,change and,building,skills.,.and,reinforcing,change,Institutional-,izing a,change,mindset,1.Preparing for change,2.Bringing about change,3.Sustaining,change,Launching,change.,Developingfelt need.,7,管理咨询分析问题的框架和思路英文课件,8,管理咨询分析问题的框架和思路英文课件,9,Vision and,Leadership,Organizational,Infrastructure,Performance,measurement,People,development,munications,Problem,solving,process,Implementation or,near implementation,of required structure,and systems,Flow of 2-way,munications,Peoples understanding,belief and contribution,to act on vision and,action plans,Accurate measurement,of action and results,Clear accountabilities,Early wins,Action plans sufficient to,achieve goals,Agreement on objectives,by line management,Management of high-,involvement process,Visible,demonstration,of new vision and,values by client,leadership,Client managers(particularly,middle management)have,skill to lead program,implementation,Change in actual behavior,P,Delta,Vision andLeadershipOrganizati,10,管理咨询分析问题的框架和思路英文课件,11,管理咨询分析问题的框架和思路英文课件,12,管理咨询分析问题的框架和思路英文课件,13,管理咨询分析问题的框架和思路英文课件,14,管理咨询分析问题的框架和思路英文课件,15,Government,deregulation of,the industry,Licensing of 16,new(mainly,foreign)banks,Freeing-up of most,interest rates,Virtually,unrestricted entry,into foreign,e change dealing,Availability of new,low-cost networking,technology,ATMs,Low-cost,high-speed data,munications,links,“Smart”plastic cards,Substantially reduced,concentration,Influ of new“players”with,diverse methods,values,and backgrounds,etc.,Formation of strategic,groups of banks,“Full-line/high-tech/,ma imize-share”bankers,“Niche”bankers,Incumbent banks stuck with,high-cost“bricks and mortar”,networks;entrants able to,use electronic/plastic,networks more intensively,Increased price rivalry,especially in mercial,segment and foreign,e change,Increased focus on market,segments(e.g.consumer,rural and mercial),through,Products,Outlets,Staff training,Reduced margins,Reduced costs,Improved service,P R O D U C E R S,E ternal,shocks,Changes in,Conduct,C,Changes in,Performance,P,I N D U S T R Y,Changes in,Structure,S,Governmentderegulation ofthe i,16,管理咨询分析问题的框架和思路英文课件,17,管理咨询分析问题的框架和思路英文课件,18,管理咨询分析问题的框架和思路英文课件,19,管理咨询分析问题的框架和思路英文课件,20,管理咨询分析问题的框架和思路英文课件,21,Productivity,Contribution,Total selling costs,Selling margin,Contribution,Sales,Selling rate,Sales,Available selling time,Utilization,Available selling time,Total sales time,Support intensity,Support costs,Total selling costs,Effectiveness,Contribution,Available selling time,Efficiency,Available selling time,Total selling costs,Support leverage,Total sales time,Support costs,ProductivityContributionTotal,22,管理咨询分析问题的框架和思路英文课件,23,管理咨询分析问题的框架和思路英文课件,24,Product,offering,Place,Price,Positioning,promotion,Product,Package,Product offeringPlacePricePosi,25,P R O D U C E R S,I N D U S T R Y,tructure,S,onduct,C,erformance,P,E ternal,shocks,Feedback,P R O D U C E R S,Changes in,Conduct,C,Changes in,Performance,P,I N D U S T R Y,Changes in,Structure,S,P R O D U C E R SI N D U S T R,26,