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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Footnote,Source:Sources,Unit of measure,Text,Text,Text,Text,LEVEL SEPARATE 4,0,Plan,Implement,Support,LINKS 3,1,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2 CUBED,2,2,X2 TOWER,3,Text,Text,Text,Text,Text,Text,SIZES IN,4,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,JOINT,5,Text,Text,Text,Text,SPOTLIGHT,6,Text,Text,Text,Text,Text,Text,STAIRCASE,7,Strategy,Skills,Systems,Staff,Shared,values,Structure,Style,7,S,8,New entrant,Suppliers,Industrycompetitors,Buyers,Substitutes,FORCES AT WORK,9,5,Ps MARKETING,Place,Price,Product,Package,Positioning promotion,Product offering,10,Text,Text,WIRE CUBES,11,Text,Text,Text,Text,CUTOUT 3D,12,Text,Text,Text,LINEAR A 3D,13,Text,Text,Text,Text,LINEAR B 3D,14,Text,Text,Text,LINEAR C 3D,15,Text,Text,Text,LINEAR D 3D,16,Text,Text,Text,Text,LINEAR E 3D,17,Text,Text,Text,LINEAR G 3D,18,Text,Text,LINEAR I 3D,19,Text,Text,Text,Text,LINEAR J 3D,20,Text,LINEAR N 3D,Text,Text,Text,21,Text,Text,Text,LINEAR P 3D,22,LINEAR Q 3D,Text,Text,23,Text,Text,LINEAR Q 3D,24,Text,Text,Text,PROPELLER 3D,25,SPIRAL1 3D,26,Spiral,Brakes,Tube in tube,SPIRAL2 3D,27,STARS 3D,28,RINGS 3D,29,PERSPECTIVE 3D,30,ARROW 3D,31,CUBES1 3D,32,CUBES2 3D,33,*,Footnote,Source:,CUBES3 3D,34,Text,Text,SCALE,35,Text,Text,SCALES,36,ARROWS,Text,Text,Text,Text,Text,Text,Text,37,LEVEL 1,Text,38,LEVEL 2,Text,Text,39,LEVEL 3,Text,Text,Text,40,LEVEL 4,Text,Text,Text,Text,41,LEVEL 5,Text,Text,Text,Text,Text,42,LEVEL 6,Text,Text,Text,Text,Text,Text,43,FLOW 2,Text,Header,Header,Text,44,Text,FLOW 2 TITLE,Text,Header,Header,Text,45,FLOW 3,Text,Header,Header,Text,Header,Text,46,Text,FLOW 3 TITLE,Text,Header,Header,Text,Header,Text,47,FLOW 4,Text,Header,Header,Text,Header,Header,Text,Text,48,Text,FLOW 4 TITLE,Text,Header,Header,Text,Header,Header,Text,Text,49,FLOW 5,Text,Header,Header,Text,Header,Header,Header,Text,Text,Text,50,Text,FLOW 5 TITLE,Text,Header,Header,Text,Header,Header,Header,Text,Text,Text,51,FLOW 6,Text,Text,Header,Header,Header,Header,Header,Text,Text,Text,Header,Text,52,Text,FLOW 6 TITLE,Text,Text,Header,Header,Header,Header,Header,Text,Text,Text,Header,Text,53,BLADES,Text,Text,Text,Text,54,BOX,Text,Text,Text,Text,55,BOX,Text,Text,Text,Text,56,CYCLE 1,Text,Text,Text,57,CYCLE 2,Text,Text,58,UPON 2,Text,Text,59,CYCLE 3,Text,Text,Text,60,CYCLE 4,Text,Text,Text,Text,61,CYCLE 5,Text,Text,Text,Text,Text,62,CYCLE 6,Text,Text,Text,Text,Text,Text,63,CYCLE 7,Text,Text,Text,Text,Text,Text,Text,64,CYCLE 8,Text,Text,Text,Text,Text,Text,Text,Text,65,Text,INCOMING,Text,Text,Text,Text,Text,66,RIBBON,Text,Text,Text,Text,Text,67,RING,Text,Text,Text,Text,Text,68,CONTINUOUS,Text,Text,Text,Text,Text,Text,Text,Text,69,CUTOUT,Text,Text,Text,Text,70,LINEAR A,Text,Text,Text,71,LINEAR B,Text,Text,Text,Text,72,LINEAR C,Text,Text,Text,73,LINEAR D,Text,Text,Text,74,LINEAR E,Text,Text,Text,Text,75,LINEAR F,Text,Text,Text,76,LINEAR G,Text,Text,Text,77,LINEAR H,Text,Text,Text,Text,78,LINEAR I,Text,Text,79,LINEAR J,Text,Text,Text,Text,80,LINEAR K,Text,Text,Text,Text,Text,Text,81,LINEAR N,Text,Text,Text,Text,82,LINEAR P,Text,Text,Text,83,LINEAR Q,Text,Text,84,PROPELLER,Text,Text,Text,85,STEP 5,Text,Text,Text,Text,Text,86,Text,Text,Text,Text,2,ON 1,87,Text,Text,Text,Text,Text,Text,AGAINST,88,Text,Text,Text,Text,Text,AT WORK,89,New entrant,Suppliers,Industry,competitors,Buyers,Substitutes,FORCES AT WORK,90,Text,Text,COUPLED HORIZ,91,Text,Text,COUPLED VERT,92,Text,Text,Text,Text,FOCUSED,93,Text,Text,Text,PARALLEL,94,Text,Text,Text,Text,SPLIT,95,Text,SURROUND,96,Text,Text,TWISTED,97,Text,Text,UP & AWAY,98,Text,Text,UP & DOWN,99,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,2,S-5S,100,Customer,Clients,Distributors,Competitors,Suppliers,3,Cs TRIANGLE,101,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,3,S-4S,102,Style,Structure,Staff,Strategy,Systems,Skills,Shared,values,The way managers collectively behave with respect to use of time,attention and symbolic actions,Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people,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 and procedures through which things get done,from day-to-day,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,A coherent set of actions aimed at gaining a sustainable advantage over competition,7,S,103,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,104,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,Commitment,Conviction,Courage,Capability,Individual activity,Enabling devices,CHANGE BOARD,105,Delta,P,Vision and,Leadership,Organizational,Infrastructure,Performance,Measurement,People,Development,Communications,Problem,Solving,Process,Client managers (particularly middle management) haveskill to lead programimplementation,Change in actual behavior,Action plans sufficient to achieve goals,Agreement on objectives by line management,Management of high-involvement process,Implementation ornear implementationof required structureand systems,Flow of 2-way communications,Peoples understanding, belief and contribution to act on vision and action plans,Accurate measurementof action and results,Clear accountabilities,Early wins,Visible demonstrationof new vision andvalues by clientleadership,DELTA P,106,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporatecenter skills,Business unit linkages,Taxation/valuationdifferences,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,Probablydivest,Divest,Divest or,liquidate,MACS,107,Business Strategy,Manufacturing Strategy,Configuration,Systems,Research,Focus,Labor,Policy,Product,Design,Make,vs.,Buy,Organization,Process,Design,MANUFACTURING STRATEGY,108,Restructuring framework,1,5,4,3,2,PENTAGON,109,Benefit,Price,Competitivedisadvantage,Competitiveadvantage,PRICE BENEFIT,110,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,111,Real,Perceived,Clients 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,112,3.,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,113,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,114,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,115,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,116,GANTT10,Header,Text,117,GANTT15,Header,Text,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,118,Text,Text,Text,Text,LEFT TO RIGHT,119,Text,Text,Text,Text,Text,Process objectives,Text,Sub-objectives,STUDY OBJECTIVE,120,Text,Text,Text,Text,Text,Text,Text,TOP DOWN,121,Text,Text,SCALE,122,Text,Text,SCALES,123,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2 CUBED,124,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2 EXTENDED,125,Text,Text,Text,Text,Text,Text,2,X2 TOWER,126,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2,127,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,3,X3 EXTENDED,128,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,3,X3,129,Text,Text,PASS THROUGH,130,Text,Text,DIFFRACTION,131,Text,Text,Text,FLOW DOWN,132,Text,Text,Text,Text,4,BOX 3D,133,Text,BOUNCE,134,Text,Text,CUBE WITH CIRCLES,135,Text,Text,SEASAW,136,Plan,Implement,Support,LINKS 3,137,Text,Text,WAY THRU,138,Text,Text,Text,Text,Text,Text,Text,Text,Text,DECISIONS,139,Text,Text,Text,LOOPS,140,Text,Text,Text,ROLLERS,141,Text,Text,Text,LEVEL 03,142,Text,Text,Text,Text,LEVEL 04,143,Text,Text,Text,Text,Text,Text,Text,Text,Text,LEVEL 09,144,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,LEVEL 10,145,Text,Text,LEVEL INVERTED 02,146,Text,Text,Text,LEVEL INVERTED 03,147,Text,Text,Text,Text,LEVEL INVERTED 04,148,Text,Text,Text,Text,Text,Text,Text,Text,Text,LEVEL INVERTED 09,149,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,LEVEL INVERTED 10,150,Text,Text,2,AROUND,151,Text,Text,Text,Text,Text,4,IN 1 SQUARE,152,Text,Text,Text,Text,4,IN 1 TRI,153,Text,Text,Text,Text,Text,Text,SIZES IN,154,Text,Text,CROSS SECTION,155,Text,Text,Text,Text,Text,Text,Text,HONEYCOMB,156,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,JOINT,157,Text,Text,Text,PYRAMID,158,Text,Text,Text,Text,SPOTLIGHT,159,Text,Text,VENN 2,160,Text,Text,Text,VENN 3,161,STICKER,ILLUSTRATIVE,CONFIDENTIAL,ESTIMATE,EXAMPLE,FOR DISCUSSION ONLY,FOR DISCUSSION,PRELIMINARY,DRAFT,162,STICKER OTHER,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,163,LEGENDS,Legend,Legend,Legend,164,McKINSEY LOGO,165,MOONS,Very attractive,Average,Very unattractive,Very attractive,Average,Very unattractive,166,ARROWS,167,MISC,168,DISCLAIMERS CLIENT,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.,169,DISCLAIMERS INTERNAL,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.,170,DISCLAIMERS PRESENTATION,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 it is not a complete record of the discussion.,171,WORLD MAP,172,