普华的制作工具

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,附录三：,PowerPoint,制作工具及范本,24,何时采用什么图形？,线图,建议采用图形,时间序列,和多重数据、标准相比较,两组数据的相关性,频率,不同数据的比较,整体的一部分,其他,水泡,水平柱,垂直柱,饼图,要表达的数据和信息,流程：线性,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,流程: 圆周式,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,影响因素：,Text,Text,Text,Text,Text,Text,Goal,Text,Text,Text,Text,Text,Text,互动,/,相互制约：,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,整体/局部：,Text,Text,Text,Text,Text,Text,Text,Label A,Label B,原因,-,结果：,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,矛盾：,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,障碍,/,阻力：,Text,Text,Text,Approach,Identify Buyer Value Segments,Market,Research,& Visioning,Conceptual,Design,Detailed,Design &,Pilot,Implementation,(phased),Systems,Development/,Enhancement,Situation,Assessment,Hypothesis List Development,Survey,Collection,Data Coding,and Utility Calculation,Instrument Design and Testing,Field Administration Preparation,Sample Quota Design and,List Pull,Data Analysis,Understanding buyer values helps prove or disprove current hypotheses as well as generate strategy solutions.,Organizational beliefs and strategy alternatives identified in the situation assessment are translated into hypotheses for testing.,Hypothesis Development,Situation,Assessment,Hypothesis List Development,Survey,Collection,Data Coding,and Utility Calculation,Instrument Design and Testing,Field Administration Preparation,Sample Quota Design and,List Pull,Data Analysis,Identifying Buyer Value-Based segments creates the foundation for creating the distribution channel strategy and design.,Summary,Identify Buyer Value Segments,Identify Buyer,Value Segments,What do consumers value?,How can we segment consumers based on these values?,Develop,Conceptual Strategy Design,Based on what consumers value, what is our strategic direction?,Conceptually, what types of products do we want to offer?,Conceptually, what channels do we want consumers to use?,Develop,Migration,Strategy,How do we communicate these changes to our key stakeholders?,How do we prepare our consumers and employees for these changes?,How do we actually get to where we want to be?,Pilot Plan,Roll-Out Plan,Estimate Anticipated,Customer Behavior,To which channels will customers migrate?,Develop Product/Pricing Strategy,What products should we offer?,How should they be priced?,Determine Distribution Network,How do we change our branch and ATM networks?,How many?,Where should they be located?,Minimize Business Decision Risk,How will consumers react? How will this affect our bottom line?,Develop Data Mining Opportunities,How do we exploit buyer value insights to better target market segments?,iterative,Plan,Implementation,Develop Detailed Strategy Design,Develop Conceptual,Strategy Design,Understand Value Propositions,Customer Migration Strategy,Value based segment strategies can produce incremental revenues of $700 million and reduce costs up to $150 million.,Benefits,Quantitative,Identify Buyer Value Segments,- Quantifiable Benefits -,These cost savings will be offset by the $52 million increase in central delivery unit costs.,By 1999, even after absorbing significant implementation/infrastructure costs, project can contribute over $700 million pre-tax annually . . .,$493,$670,$309,The shareholder value effect can be significant.,Year,ILLUSTRATIVE,Branch and City Administration annual operating costs will be reduced by nearly $200 million . . .,$MM,Its critical to define what factors or “attributes are important when consumers decide to purchase from one provider versus another.,Automotive Example,A Product is the Sum of its Attributes,Instrument Design,Reliability,:,Air bags,Steel construction,Roll bar,Speed,:,Horsepower,Acceleration,Price,:,Purchase price,Maintenance costs,Insurance,Style,:,Body style,Color,Image,Comfort,:,Leather interior,Stereo system,Leg room,With traditional research, when you ask how important any particular feature is individually, consumers tend to say each is very important.,12345678910,Styling,Price,Speed,Reliability,Not at all important,Very important,Instrument Design,Based on answers to the tradeoff questions, buyer values are calculated and respondents are grouped by “like values to help identify target segments.,High,Low,High,Low,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,Buyer Value Segments,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,Channelists,Rate / Speed,Note:1)Each dot represents thousands of consumers,2)Analyses were run for all possible combinations to identify the best grouping of consumers and their values,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,Speed,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,Liquidity / Access,.,.,.,.,.,.,.,.,.,.,.,Performance,Price,ILLUSTRATIVE,Case Study,These groups or segments of consumers not only have different profit potentials.,Investment Buyer Value Segments,% of Market (Consumers),Investment Buyer Value Segments,% of Market ($),Average Investment Balance Per Value Segment,Source: Andersen Consulting National Buyer Values Study for Retail Financial Services Consumers,Value Segment,Channel,Rate / Speed,Liquidity / Access Sensitive,Speed,Avg. Investment Balance,$77,725,$92,264,$96,335,$68,212,Case Study,Channelists,Speed,Liquidity / Access,Sensitive,34%,Rate / Speed,Sensitive,16%,Speed,Liquidity / Access,Channel,Rate / Speed,$,In summary, using value based segmentation is a powerful tool to improve a clients bottom line.,Creates Revenue Opportunities,Retain most profitable customers,Improve profitability of other customers by fulfilling their values with lower cost structures,Generate new business,Identify revenue enhancement opportunities,Simplify and increase effectiveness of client,s target market activities,Identifies Substantial Cost Reduction,Better manage utilization of client,s delivery network,Focus on delivery on required service thresholds,Strip costs from non-value added processes,Don,t have to build one delivery option that fits all,Better Positions Relative to Client,s Competition,Increased customer satisfaction due to fulfilled value sets,Organization clearly understands goals and delivery expectations,Sets stage for adaptable organization better able to respond to competitive change,Based on Andersen Consultings investigation of the target markets, there is identifiable change in buyer preferences from window to split and cabinet air conditioners.,- Product -,Yesterday,Today,Future trends,Window and split account for the majority of the air conditioners possession before 1996.,Split air conditioners account for the majority of sales. Cabinets sales begin to increase and windows share of the market begin to decline,(From distributors perspective),Cabinet air conditioners will continue to grow,cabinet air conditioners show strong growth due to increasing size of homes and price cuts. Future sales growth will continue with improvements in residential power,Some customer segments (especially rural) regard air conditioners as a type of high-end furniture (whose secondary purpose is to cool). Cabinets, best meet this type of customers buyer value and will grow with this segment.,Split will remain stable, and even decline in some areas,Splits will keep the same market share,Compared to the cabinets, it will decline slightly in some areas because of installation difficulties,Generally, window air conditioners will decrease,dramatically,but still account for a certain proportion acting as a transition product for price conscious buyers in hot areas,Because of this income limitation, window air conditioners will still account for a large proportion of sales in economically developing markets (i.e.,Changsha,and,Chongqing,),Windows will continue to sell well in markets such as,Hangzhou,as transition products for people who are waiting to move into new housing,Growth in Mini Central and Ceiling air conditioners,Mini-central or residential used ceiling ones will gain in popularity amongst people in large apartments and houses (especially as market awareness of product availability grows).,Breakdown of different types of,air conditioners (Before 1996),Current purchase preferences,(1996-1998),Window,48%,Split,48%,Cabinet,9%,Window,26%,Split,53%,Cabinet,21%,Market Overview,Competition Today,Local Chinese manufacturers upgrade production technology to offer quality levels on par with JV operations,Local Chinese manufacturers develop marketing capability/expertise,JV operations, crippled by ability to understand market and operate within local business cultures drop in position,JVs begin to compete more on price as perception of added value differentiation disappears.,Over the last three to four years, local air conditioner manufacturers have been able to reposition themselves successfully through combined advances in quality and marketing,Perceived Added Value,Price,Low,Low,High,High,Low,Low,High,High,Meidi,Kelon,Chunlan,Gree,Perceived Added Value,Price,National,Mitsubishi,Sharp,Hitachi,Chunlan,Gree,National,Mitsubishi,Hitachi,- Yesterday -,- Today -,Competition Yesterday,Local and JV manufacturers target two different market segments separated by price/quality trade off,JV operations target quality conscious upper end of market while local manufacturers target bottom end,Local manufacturers limited in terms of production quality capability and marketing experience,Market Overview,Consolidated results for the markets - from a market attractiveness perspective. - i.e. looking at market size, growth, competition, market entry (i.e. distribution opportunity) from a current and future perspective.,Entry,Priority,High,Medium-High,Medium,Medium - Low,Low,Beijing,Nanjing,Hangzhou,Jinan,Changsha,Chongqing,Market Size,Strategic View,Distribution,Opportunity,Competition,Market Growth,Market Overview,Source: AC market investigations,From the sales offices and warehouses established in these several markets, strategic nodes can be established to allow access to nearby markets.,Market Overview,High Priority,Medium to High Priority,Medium Priority,Medium to Low Priority,l,Cities to be covered,Cities RequiringInvestigation,Year One,Beyond Year One,Beijing,Jinan,Nanjing,Shanghai,Hangzhou,Changsha,Shenzhen,Chongqing,Tianjin,l,l,ShijiaZhuang,(Hebei),Zhengzhou,(Henan),l,Qingdao,l,Hefei,(Anhui),l,Suzhou,Chengdu,l,l,Shantou,l,Xiamen,Wuhan,Xian,(Shaanxi),l,Zhanjiang,Guiyang,l,l,Kunming,Source: AC market investigations,工程模块,评估战略目标,主要任务,与“XX-XXX市场销售人员讨论，初步确定未来目标区域市场和主要客户类型,对主要未来目标市场作实地调查了解,进行实地访谈，对象主要包括建材公司、建筑公司、重大基建工程负责部门、混凝土搅拌站、相关政府部门、其他水泥公司等；包括“XX-XXX目前主要客户和非“XX-XXX客户,总结主要发现,工程阶段性成果,X省水泥市场概况和未来开展趋势-各主要标号水泥需求量、增长趋势及地域范围,根据需求不同划分的客户类别及其购置考虑因素,竞争对手的主要状况、分产品标号的市场份额,水泥分销网络、方式和未来趋势,目前XX-XXX产品在市场上的地位，核心竞争力、客户意见,符合实际的XX-XXX扩展战略目标,生产、物流和销售力量的战略布局,第一阶段中“评估战略目标的主要任务和工程阶段性成果,制定实施方案,分析测算结果,论证扩展模式,设计整合方案,建立财务模型,评估战略目标,确定协同效益,工程启动,第一阶段,第二阶段,第三阶段,自1998年成立以来，XX股份取得了迅猛的业务开展，目前已成为中国西北地区建材行业的龙头企业之一,单位：(百万元),最近三年的业绩迅猛增长,来源：X省XX水泥股份2000年年报,根本领实,XX股份的前身是1956年建成的国家大型企业,公司成立于1998年11月，1999年初其普通股票在深圳证券交易所上市，股票代号0877,公司在2000年生产水泥154万吨，销售151万吨。公司的产品在X省市场上到达40%的占有率。XX股份是西北地区最大的水泥企业，也是全国位居前列的大型水泥企业,但我国水泥行业极度分散，竞争的地域特征浓厚；低标号水泥产能过剩，地方保护主义，以及不正当竞争，导致大多水泥企业连年亏损,进入壁垒 低中,行业内竞争 ,剧烈并呈现强烈的地域特色,替代威胁 低,中国的水泥企业大多紧密依靠当地的矿产资源，而中国的石灰石开采是一个极度分散的行业，供给商的力量相当有限,水泥的替代成品由于技术、工艺或本钱的多方面原因仍未被广泛接受,由于技术成熟度高、产品生命周期长、原料相对易得、设备制造技术要求低、产品标准化程度高等因素，低标号水泥制造制造的进入壁垒较低,优质水泥和特种水泥由于设备投资较高，技术工艺要求严格，因此其进入壁垒相对较高,中国的水泥行业极度分散，2000年全国有7000多家水泥厂，而排名前25位的厂家产量之和不到全国总产量的10%,中国还未出现全国性的水泥企业，竞争的地域特色浓厚,70%以上的竞争主要集中在低标号产品，低端产品的产能过剩，小厂林立，市场上很多不正当竞争，行业总体效益低下,水泥市场的客户主要是混凝土生产商、水泥制品生产商、建筑承包商以及大型工程的采购机构,由于水泥厂商的分散程度很高，产品的标准化程度高，客户相对拥有较高的谈判力量,供给商力量 低,客户力量 高,1.选择了错误的并购对象,收购方的开展战略不明确,收购策略没有和整体开展策略保持一致,选择收购对象时没有考虑业务或文化的兼容性,在签交易和约之前，没有太多考虑合并后的整合问题,2.缺少具体的合并规划和准备,没有准备精干的整合操作小组,整合的各项任务没有按重要性排序也没有协调,没有建立具体的合并方案和时间表,3.失败的整合操作,没有适宜地整合产品，价格和效劳,没有实现合并后的本钱效益,低效率的沟通,信息技术的支持没有和业务需求保持一致,4.没有获得长期的利益,对长期利益没有事先明确和数量化,管理层没有投入足够的关心和推动,失败的主要原因,大多数的合并,在并购的整个过程中都有导致失败的因素,两个价值链的整合,产品组合,和组织,获得最正确结果的努力,影响和紧急性,战略评估系统,信息系统,调整销售组织和经销商网络,低,低,高,高,共享效劳,新公司的,业务流程,生产的优化,汇报的结构,供货链,/,物流,战略采购,新产品开发,管理费用降低,最正确增长方案,许多的整合任务必须按重要性排序,在最初的几个月内得到确实的结果,在本钱降低时机上投资,实施新的组织和业务流程,以最正确方式与客户和经销商接触,启动增长方案,主要问题,整合任务重要性排序,示意,近年来的兼并收购，已形成一些有区域性影响力的水泥集团,名称,地区,年产量,(万吨),海螺集团,安徽,590,华新水泥,湖北,350,屯河集团,X,省,220,湖南韶峰,湖南,143,福建水泥,福建,195,吉林亚泰,吉林,150,四川金顶,四川,350,西水股份,内蒙,100,狮头股份,山西,150,江西水泥,江西,117,祁连山,甘肃,71,中国有影响力的,大型水泥企业举例,屯河集团,吉林亚泰,华新水泥,福建水泥,四川金顶,狮头股份,湖南韶峰,济南山水,祁连山,海螺集团,渤海集团,西水股份,