多元素及复合元素

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,0000,P1EYYMMDD.CHARGEXXXPR,*,*,Footnote,Source:Sources,Unit of measure,大脑,自我,生活,家庭,朋友,人际关系,世界,身体,爱情,死亡,工作,宗教,娱乐,恋人,情绪,安静,喜悦,愤怒,忧虑,耻辱,嫉妒,憎恶,烦闷,恐惧,傲慢,内疚悔恨,拖延,自卑,职权与权力对照,B.,权力,人事,财 务,会计,营销,权力核心,生产,研究开发,职,权,层,次,研究开发,人事,首席执行官,财务,营销,会计,生产,A.,职权,总结控制过程,否,否,否,是,是,是,目标,衡量实际,绩效,标准,标准正被,达到吗？,通过,通过,识别差异,的原因,纠正绩效,修改标准,标准是可,接受的吗？,差异是可,接受的吗？,绩效与标准,比较,网络草图,图,1,图,3,图,2,A,B,K,A,I,C,J,H,G,E,D,C,B,I,H,G,E,D,C,B,A,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2 CUBED,2,X2 TOWER,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,JOINT,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,SPIRAL1 3D,Spiral,Brakes,Tube in tube,SPIRAL2 3D,STARS 3D,PERSPECTIVE 3D,CUBES1 3D,CUBES2 3D,CUBES3 3D,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,Commitment,Conviction,Courage,Capability,Individual activity,Enabling devices,CHANGE BOARD,Delta P,Vision and,Leadership,Organizational,Infrastructure,Performance,Measurement,People,Development,Communications,Problem,Solving,Process,DELTA P,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporatecenter skills,Business unit linkages,Taxation/valuationdifferences,“,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,Industry attractiveness,Competitive position,Restructuring/rationalization opportunities,Business Strategy,Manufacturing Strategy,Configuration,Systems,Research,Focus,Labor,Policy,Product,Design,Make,vs.,Buy,Organization,Process,Design,MANUFACTURING STRATEGY,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,GANTT10,Header,Text,GANTT15,Header,Text,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,Text,Text,Text,Text,Text,Process objectives,Text,Sub-objectives,STUDY OBJECTIVE,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2,X2 EXTENDED,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,3,X3,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,3,X3 EXTENDED,Text,Text,Text,Text,Text,Text,Text,Text,Text,DECISIONS,Text,Text,Text,Text,Text,Text,Text,Text,Text,LEVEL 09,Text,Text,Text,Text,Text,Text,Text,Text,Text,LEVEL INVERTED 09,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,LEVEL 10,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,LEVEL INVERTED 10,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,MOONS,Very attractive,Average,Very unattractive,Very attractive,Average,Very unattractive,ARROWS,MISC,WORLD MAP,Label 1,Label 2,Label 3,AREA,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,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,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,Series,Series,Series,BAR STACKED,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,100%=,Series,Series,Series,BAR STACKED 100%,Label 1,Label 2,Label 3,Label 4,Label 5,Series,Series,Series,Series,000,000,000,000,000,COLUMN STACKED,Label 1,Label 2,Label 3,Label 4,Label 5,Series,Series,Series,Series,100%=,000,000,000,000,000,COLUMN STACKED 100%,Title,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Label 6,BUBBLE,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,COMBO PIE SEGMENT COLUMN,Title,Unit of measure,Title,Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,COST CURVE,This document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not be passed on to third parties except with the explicit prior consent of Roland Berger & Partners.,ContentPage,A.Chapter?,1.Sub chapter?,1.1Section?,B.Chapter?,1.Sub chapter?,1.1Section?,C.Chapter?,1.Sub chapter?,1.1Section?,Change of direction,Moment of directional change,Client types,$,”,Unsure,”,Hesitant,”,Successful,”,Hopeless,”,Drowning,”,Struggling,Ensure survival in short term,Restructuring or search for partners,Actively initiate structural change,Growing and positioning project,Secure future,Strategy project,Startout toward,the future,Specific imple-mentation project,Client type,Need,Project type,Consultants profil (English), Firstname Lastname,Position: .,Year of birth: .,Nationality: .,Languages,19901994,Education,Updated: MM/YY,Professional experience,Methodological competence,Since 10/1992,Industry competence,Key projects,Dice,Direction,Focus expansion,t,t,Hurdles and brakes,Company,X,Measures plan planned activities,Overview: ,Activities,Wk,.,Wk,.,Wk,.,Wk,.,Wk,.,Wk,.,Wk,.,Wk,.,Wk,.,Wk,.,Comments,Measures plan planned measures,Activity: ,As of: ,Objective:,Results:,Responsible: ,Support: ,Measures: ,.,.,.,.,.,.,.,.,Measures plan planned individual steps,Measure:,.,No.,As of:,1.,.,Individual steps,Responsible,Support,Form of result,Start,Dura-,tion,Dead-,line,Pro-,ject,Com-pleted,.,.,.,.,.,.,.,.,Multipliers,.,+,+,+,+,.,+,+,+,+,+,=,Projektteams,Multipliers,Portfolio,+,+,+,+,Progress,Puzzle,Puzzle (for color presentations),Puzzle,3,parts,1,2,3,To apply color, ungroup the object,then regroup it afterwards,=,Redesign (Cube),Redesign does not mean:,But:,Solving individual problems,Creating a comprehensive solution,Redesign,Shot gun,Marksman,Automatic pistol,Open fire in an uncontrolled manner,Rather dissatisfactory result,Lengthy sighting,Good but rarely optimal result,Not appropriate for dynamic environment and target,Rapid sighting,Swift feedback,Hit bulls eye after a few interactive shots!,Target solution,Actual situation,Restructuring,Improvement of liquidity,Cost reduction,Reduction in personnel,Structural change,Positioning on the market,Improvement of liquidity,Cost reduction,Reduction in personnel,Structural change,Positioning on the market,Restructuring does not mean .,But .,Spinning off parts of a company,Team organization,.,Client,Roland Berger & Partners,N. N.,N. N.,N. N.,N. N.,.,Client,Roland Berger & Partners,N. N.,N. N.,N. N.,N. N.,.,.,.,.,.,.,.,.,Timetable,Wk,Month,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,Issues,As a short-term cash-cow, more public products are expected to be sole in contributing to the early break even,Project selling only,Purely import,Doesnt take up much corporate capacity,High unit price,High profit margin,Short-term sales-up potential,Strong Swiss brand with original import concept,Current sales of public products account for 38% of Geberit gross sales turnover,Source: Geberit, RB&P analysis,Long-term prospect,The market size for public products itself is limited and shrinking,Limited number of targeted high-end hotels and buildings for Geberit,Many competitors within the industry,Lack of one-set solution,Combined selling approach is becoming difficult (e.g. Kohler to whom Geberit used to provide electronic produces and sell in projects has launched its own electronic products,Market size for Geberit public products is limited,rb addresses,ARGENTINA,Roland Berger y Asociados S.A.,International Management Consultants,Olga Cossenttini 731 5,C1107BVA,Buenos Aires,Phone+54-11-45 08 69 00,Fax+54-11-45 08 69 01,AUSTRIA,Roland Berger & Partner Ges.m.b.H,International Management Consultants,Freyung 3/2/10,A-1010,Vienna,Phone+43-1-5 36 02 0,Fax+43-1-5 36 02 60,BELGIUM,Roland Berger,International Management Consultants S.A.,100, Boulevard du Souverain,B-1170,Brussels,Phone+32-2-6 79 01 70,Fax+32-2-6 72 92 22,BRAZIL,Roland Berger & Partners S/C Ltda.,Avenida Presidente Juscelino Kubitschek, 510,04543-906 Itaim Bibi /,So Paulo,/ S.P.,Phone+55-11-30 46 71 11,Fax+55-11-30 46 72 22,CHINA,Roland Berger (Shanghai),International Management Consultants Ltd.,72 Xing Guo Road,3F Business Building,Shanghai,200052 , P.R.C.,Phone+86-21-62 12 64 11,Fax/Phone+86-21-62 12 74 71,6/F. East Lake Villas Office Building,35 Dongzhimenwai Street,Beijing,100027, P.R.C.,Phone+86-10-64 67 70 69,or 70 93 or 70 94,Fax+86-10-64 67 76 28,CZECH REPUBLIC,Roland Berger & Partner GmbH,International Management Consultants,Vsehrdova 2/ 560,CS-110 00,Prague,1 - Mal Strana,Phone+420-2-57 31 11 61,Fax+420-2-57 31 11 63,FRANCE,Roland Berger & Partner GmbH,International Management Consultants,16,avenue George V,F-75008,Paris,Phone+33-1-53 67 03 20,Fax+33-1-53 67 03 75,GERMANY,Roland Berger & Partner GmbH,International Management Consultants,Alt Moabit 101b,D-10559,Berlin,Phone+49-30-3 99 27 50,Fax+49-30-3 99 27 30 3,Georg-Glock-Strae 3,D-40474,Dsseldorf,Phone+49-211-4 38 90 1,Fax+49-211-4 38 91 40,Bockenheimer Landstrae 42,D-60323,Frankfurt,Phone+49-69-17 00 30,Fax+49-69-17 00 35 02,Stadthausbrcke 7,D-20355,Hamburg,Phone+49-40-37 63 10,Fax+49-40-37 63 11 02,Arabellastr. 33,D-81925,Munich,Phone+49-89-9 22 30,Fax+49-89-9 22 32 02,Lffelstrae 40,D-70597,Stuttgart,Phone+49-711-7 67 30,Fax+49-711-7 67 34 01,GREAT BRITAIN,Roland Berger & Partners Ltd.,International Management Consultants,Lansdowne House,Berkeley Square,GB-,London,W1J 6HQ,Phone+44-20-72 90 48 00,Fax+44-20-74 99 99 38,HUNGARY,Roland Berger & Partner Kft.,International Management Consultants,Andrssy t 64,H-1062,Budapest,Phone+36-1-3 01 70 70,Fax+36-1-3 53 24 34,ITALY,Roland Berger & Partner S.R.L.,International Management Consultants,Via Sirtori, 32,I-20129,Milan,Phone+39-02-29 50 11,Fax+39-02-29 52 48 37,Via Ludovisi, 35,I-00187,Rome,Phone+39-06-48 82 11 9,Fax+39-06-48 91 94 83,JAPAN,Roland Berger & Partner Japan Ltd.,International Management Consultants,ARK Mori Building 22nd Floor,1-12-32, Akasaka,Minato-ku,Tokyo,107-6022,Phone+81-3-35 87 66 60,Fax+81-3-35 87 66 70,LATVIA,Roland Berger & Partner GmbH,International Management Consultants,Brivibas Str. 99-5, 4th Floor,LV-1001,Riga,Phone+371-7 36 01 69,Fax+371-7 37 05 90,POLAND,Roland Berger & Partner,International Management Consultants Sp.zo.o.,ul. Koszykowa 54,00-675,Warszawa,Phone+48-22-6 30 85 81,Fax+48-22-6 30 85 03,PORTUGAL,Roland Berger & Partner Lda.,International Management Consultants,Edificio Monumental,Av. Fontes Pereira de Melo, 51-4 E,P-1050,Lisbon,Phone+351-21-3 56 76 00,Fax+351-21-3 52 43 60,ROMANIA,Roland Berger & Partner SRL,International Management Consultants,Str. Emanoil Porumbaru 10, Sect. 1,RO-71263,Bucharest,Phone+40-1-2 22 19 05,Fax+40-1-2 22 62 71,RUSSIA,Roland Berger & Partner GmbH,International Management Consultants,1. Tverskaja - Jamskaja ul. 23,RF-125047,Moscow,Phone+7-095-7 21 19 51,Fax+7-095-7 21 19 54,SPAIN,Roland Berger S.A.,International Management Consultants,Avda. Diagonal, 567, 3rd Floor,E-,Barcelona,08029,Phone+34-93-4 94 74 40,Fax+34-93-4 94 74 20,Paseo de la Castellana, 140, 3rd Floor,E-,Madrid,28046,Phone+34-91-5 64 73 61,Fax+34-91-5 64 72 75,SWITZERLAND,Roland Berger AG,International Management Consultants,Dufourstr. 56,CH-8008,Zurich,Phone+41-1-2 67 41 11,Fax+41-1-2 67 41 19,UKRAINE,Roland Berger & Partner GmbH,International Management Consultants,19 Panasa Mymogo Str.,252011,Kiev,Phone+380-44-2 90 43 30,Fax+380-44-2 90 43 46,USA,Roland Berger & Partner, LLC,International Management Consultants,2401 West Big Beaver Road, Suite 500,Troy, MI 48084,Phone+1-248-7 29 50 00,Fax+1-248-6 49 17 94,350, Park Avenue, 27th Floor,New York, N.Y. 10022,Phone+1-212-6 51 96 60,Fax+1-212-7 56 87 50,THE STATE OF ONLINE RETAILING THIRD QUARTER 2001 UPDATE,December 10, 2001,BACKGROUND,This document provides the findings from the Third Quarter 2001 Update of “The State of Online Retailing”, a Shop.org survey conducted by The Boston Consulting Group,The third quarter findings are based on data provided by 63 online retailers who completed the survey, supplemented with retailer interviews conducted between November 27 and December 4,Data collected were for the calculation of our core metrics, which represent a subset of the performance benchmarks published in our most recent annual report, The State of Online Retailing 4.0,PROGRESSIVE REDUCTION IN ACQUISITION COST CONTINUED,Thirty-Three Percent Decline So Far This Year,Customer Acquisition Cost ($),2000 Average ($29),Source:The State of Online Retailing Third Quarter 1999 Update, 3.0, First Quarter 2000 Update, Second Quarter 2000 Update, Third Quarter 2000 Update, 4.0, First Quarter 2001 Update, Second Quarter 2001 Update, and Third Quarter 2001 Update, Shop.org surveys conducted by The Boston Consulting Group,Marketing,33%,USE OF OFFLINE MEDIA DOWN MORE THAN HALF VERSUS 2000 AVERAGE,Share of Marketing Spend (%),51,41,36,45,39,49,59,64,55,61,Offline media,2000 Offline Average (46%),1999 Offline Average (62%),Online Media,Source:The State of Online Retailing First Quarter 2000 Update, Second Quarter 2000 Update, Third Quarter 2000 Update, 4.0, First Quarter 2001 Update, Second Quarter 2001 Update, and Third Quarter 2001 Update, Shop.org surveys conducted by The Boston Consulting Group,Marketing,29,71,22,78,CATALOGS REMAIN THE ONLY SIGNIFICANT OFFLINE MEDIUM,Marketing,(1) Includes newspaper inserts,(2) Includes direct mail,Source:The State of Online Retailing 4.0, First Quarter 2001 Update, Second Quarter 2001 Update, and Third Quarter 2001 Update, Shop.org surveys conducted by The Boston Consulting Group,Online,Portal,E-mail,Banner,Affiliate program,Total,Offline,Print,Catalog,Direct mail,Newspaper inserts,TV,Other offline,Total,2000,Full Year,27%,13%,9%,6%,54%,22%,8%,7%,9%,46%,Q1,23%,19%,13%,6%,61%,10%,8%,7%,3%,2%,9%,39%,Performance Benchmarks,(1),(2),Q2,23%,21%,13%,14%,71%,5%,13%,1%,2%,1%,8%,29%,2001,Q3,28%,19%,22%,9%,78%,2%,12%,2%,1%,1%,5%,22%,Increase in portals and banners reflective of increased online media spending,Expensive, less efficient marketing programs such as TV, Print, Newspaper inserts have all been dramatically reduced,HOLIDAY MARKETING EFFORTS AIMED AT CLOSING THE SALE,Holiday Preparations,Which of the following marketing/promotional actions have you taken or are committed to take in,specific,preparation for the upcoming holiday season (Thanksgiving-Christmas)?,(1),Commentary,Retailers are looking for easy ways to close the sale,45% intend to offer free shipping with conditions, up from 28% a year earlier,Nearly two-thirds are offering gift certificates online,Although the results suggest a decreased use of online media, overall use has increased throughout the year so the need to specifically use online media for the holidays has decreased,Intend to sell gift certificates (regular or electronic),Increased e-mail advertising spending,Intend to offer free shipping, with conditions,Signed new/revised portal deals to secure prominent placement,Intend to offer free gift with purchase,Increased offline media spending (excluding TV),Signed new partnership deals with content sites (attract more targeted shoppers),Intend to offer free shipping, with no conditions,Increased TV advertising,Other,No specific actions taken/planned,Q3 2001,65%,56%,45%,31%,27%,26%,26%,13%,10%,13%,8%,Q3 2000,54%,62%,28%,39%,29%,33%,36%,12%,4%,9%,11%,(1)Multiple responses allowed unless indicated that no specific actions taken/planned,Source:The State of Online Retailing Third Quarter 2000 Update and Third Quarter 2001 Update, Shop.org surveys conducted by The Boston Consulting Group,CHANNEL INTEGRATION EXPECTED TO BE STRONGER THIS HOLIDAY SEASON,Holiday Preparations,For companies with stores and/or catalogs, which of the following were or will be in place in an effort to better integrate your channels?,(1),Commentary,Retailers are embracing ways to migrate orders online,51% of retailers now enable quick catalog orders on site, an increase from 32% a year ago,In-store kiosks are used by 29% of retailers, almost double that of 2000,Further integration of gift certificate purchases necessary,Only 32% of retailers enable online redemption of offline-purchased certificates, whereas 63% enable offline redemption of online-purchased certificates,Online store increasingly being viewed as vehicle to dispose of excess/obsolete inventory,44% of retailers liquidate online and offline inventory online,To mitigate consumer concerns over fulfillment, more retailers should consider in-store pick-up,More retailers are currently offering in-store inventory online, which is