PPT组成结构图库.ppt

Title AuthorPresentedToDate ClientNameorLogo BusinessandSystemsAligned BusinessEmpowered TM IndexPage TheCorporateColors BLACKRed 0Green 0Blue 0 CreamRed 247Green 242Blue 208 BurgundyRed 125Green 12Blue 0 GrayRed 167Green 158Blue 153 SandstoneRed 208Green 166Blue 96 SapphireRed 7Green 47Blue 103 OliveRed 52Green 67Blue 22 PlumRed 54Green 5Blue 46 PRIMARYPALETTE SECONDARYPALETTE TheCorporateColors formerKPMG UsedWhenNecessary BLACKRed 0Green 0Blue 0 CoolGray2Red 234Green 235Blue 231 CoolGrayRed 209Green 215Blue 199 BlueRed 54Green 90Blue 168 Action reaction Actions Reactions Action reaction Actions Reactions Action reaction Action reaction Againstthetide withthetide Againstthetide Withthetide Balance imbalance Balance imbalance Chances risks Changeofdirection Momentofdirectionalchange Circulation 2factors Circulation 3factors Circulation 4factors 计划 执行 整合 评价 价值创造 Circulation 5factors Circulation 6factors Circulation 7factors Circulation 8factors Conflict Conflict Divergent Direction2 Company3 Direction1 Direction3 Company1 Company2 Consequences 5 Consequences 4 Consequences 1 2 3 4 5 6 Cooperation Deadend Dependance Development Growth Development Growth Step1 Step2 Step3 Development Growth Development Growth Revisions Revisions Revisions Revisions PilotLocation LocationA LocationB LocationC Tommorrow Today Time ValueAdded Development Growth Development Growth Development Growth Development Growth Change Direction Factors 2 Factors 3 Factors 3 Factors 3 Factors 4 Factors 4 Factors 4 Factors 4 Factors 4 Factors 6 Factors 6 Factors 8 Factors 5 Factors 3 Factors 4 Factors 5 Content 3 Factors Factors ValueDynamic Feedback Feedback Feedback Feedback Feedback Filter Filter Initialsituation 1 Criterion 2 Criterion 3 Criterion Result Flexibility Focus expansion t t Harmony Impact Influence 1factor Influence 2factors Influence 2factors Influence 4factors Influence 6factors Influence 6factors Input output Matrix Matrix Measuresplan plannedactivities Overview Activities Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Comments Measuresplan plannedmeasures Activity Asof Objective Results Responsible Support Measures Measuresplan plannedindividualsteps Measure No Asof 1 Individualsteps Responsible Support Formofresult Start Dura tion Dead line Pro ject Com pleted Mutuality Mutuality Obstacle Obstacle Option 1 2 3 Option 1 2 3 4 Plus minus Plus minus Plus minus Portfolio Portfolio Pressure Continuousplanningandforecasting Prioritization Prioritization Process Process 1 2 3 4 1 2 3 4 5 Process decrease 1 2 3 4 5 Process increase 1 2 3 4 5 Project PhaseI PhaseII PhaseIII Project weeks weeks PhaseI PhaseII 4 3 1 2 Projectprocedure Phases Timerequired Projectfeatures PhaseI PhaseII PhaseIII weeks weeks weeks 1 2 3 4 Puzzle Puzzle forcolorpresentations Puzzle 3parts 1 2 3 Toapplycolor ungrouptheobject thenregroupitafterwards Redesign Redesign Resistance Rethink Separation Separation Separation Storyboard Strengths weaknesses Strengths Weaknesses Weaknesses Strengths Today Tomorrow Target 1factor Target 3factors Textblocks 5 Textblocks 5 Textblocks 3 4 Timetable Wk Month Issues Value addedchain Supplier Customer Development Production Sales Distribution Company Wasteofresources problem Problem3 Problem1 Problem2 Problem4 Wasteofresources solution Solutiontoproblem3 Solutiontoproblem1 Solutiontoproblem2 Solutiontoproblem4 Project 概念设计 实施 工作目标 Matrix Steps 信息系统 管理数据 业务流程 管控模式 信息系统 管理数据 业务流程 管控模式 Matrix Project High levelFlowChart Factors Matrix Matrix DeliveryModel 9 Research Development High High Low WebReportingProvideSelfServiceVirtualCloseKPIReportingROIPortfolioIntangibleAssetManagementStrategies Multi trendsDevelopment ValueCreation e Finance Maximizemarketcap Leveragestockascurrencyforgrowth Lowercosts capitalizeoninformationflow Createprofitablerevenueopportunities STAKEHOLDERS ASSETS CUSTOMERS SUPPLIERS e Purchasing BuyingConsortiumsStrategicCostingOnlinePaymentPartnerAllianceManagementDynamicPurchaseAnalysis SupplyChain CreateEquityPartnershipswithSuppliersDrivePerformancewithEmployeeOptionsDynamicAcquisition Spin offStrategies Reinvestment ProvideInstantOnlineFinancingAlternativesRevenueManagementEnableElectronicBilling PaymentWeb enableCustomer ServiceLineProfitabilityDevelopCommonAnalyticalPlatform RevenueChain Steps Cycle SharedServices Compare Past Future TECHNOLOGY BetterPracticeFinanceProcessModel PrioritizationSample High Low High Low Activitymaps Capabilityassessment 0 1 2 3 4 EXNBW Assessment Financial Human Physical Brand Culture Reputation Support Commercial Marketing Assetoperations Assetoptimisation Regulation political Customeroperations Flow Source FSIproject 1998 ServicerequirementidentifiedEaseofcontactforenquiryInitialcontactenquiryMarketingmaterial PaymentalternativesAccountsetupNoadditionalchargesNobillingenquiriesrequired Segmentation Irregular Riskaverse Regular x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x Segmentation 2 4 8 Retention YoungWealthy Mid Wealthy Retiredsavers Mid Affluent YoungAffluent Students Segmentation 3 Segmentby DupontAnalysis 1 Margin Marketingefficiency PAT Sales X Sales Assets X Assets Debt Equity X Debt Equity Equity X PAT dividend PAT Assetturnover Productionefficiency Capitalleverage Equityleverage Retentionratio ROA operatingefficiency ROC capitalefficiency ROE equityefficiency Equitygrowthrate sustainablegrowth DupontAnalysis 2 ROC profit capitalemployed exceptional fixedassets revenue costs workingcapital volume debtors price creditors unitcost stock fixedcosts fixedassets marketshare marketsize marketgrowth GrowthShareMatrix A B F D E G C 30millionsales BusinessUnitsProduct Markets 25 20 15 10 5 0 10 x 5x 3x 2x 1x 0 5x 0 3x 0 2x RelativeMarketShare MarketGrowth CashCow Star Dog Question GrowthSpreadMatrix CompanyAvs SelectedPeersMostRecentFYE CFROI CoC HistoricalRealAssetGrowth 10 5 0 5 10 10 5 0 5 10 CompanyC CompanyB CompanyD CompanyF CompanyA CompanyG CompanyH CompanyE 1BillionInflationAdjustedGrossAssets MarketDefinition PartneringMaps Currentcapability High Low Musthave Nicetohave Nicetohave Don twant High Low Potentialforbuildingcustomerintimacy PortfolioMatrix Easeofimplementation FinancialattractivenessNPV2002 2006 m Attractivenessvs easeofimplementation Low Smartorderrouting Back officeoutsourcing Tradecostanalytics Corporateactions NPV2002 2006 20m 20 0 High 10 15 Overallproposition 56million 5 OMS Basicproposition Inherentlyattractive Inherentlyunattractive RiskMatrix RootCauseAnalysis 80 20 ScenarioDevelopment SectorChart 1billionrevenue 2000 CompanyE RelativeMarketShare RealAnnualGrowth 0 02X 0 03X 0 05X 0 1X 0 2X 0 3X 0 5X 1X 2X 0 01X 1 5X CompanyF CompanyC CompanyB CompanyK CompanyA CompanyG CompanyH CompanyI CompanyJ CompanyD SectorCAGR 8 6 ABCSector 1996 2000 StrategyArticulationMap Battlegrounds Keyinitiatives Necessarycompetitiveadvantages Vision StrategyArticulation TrafficLightCharts JPMorgan Chase CSPB GoldmanSachs MerrillLynch Citigroup SSB BrandFinancialstrengthScale distributioncapacityCrosssalesleverageManagementcapabilityOpenplatformprogressAdoptionoftechnologyStructuredproductcapabilitySegmentfocusServicecapabilityEuropeanwideintentEuropeanunderstandingOverall DeutschePB HSBC ABNAmro JuliusB r Vontobel LombardOdier Pictet Bar EmptyBars Compare Compare2 MultiFactorsTimeSeries 产能与需求增长速度对比 9 1 p a 6 2 p a 1 7 p a 18 9 p a 7 3 p a 6 4 p a 机会成本营运所产生的机会成本产生的费用 管理人员所支出的费用材料成本 费用折旧 综合成本 成本 投入成本 机会成本