麦肯锡图表模板PPT306page英文原版最新最全.ppt

CONFIDENTIAL,Frequently Used Template,Conceptual,Template,June 2002,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.,1,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,2X2 CUBED,Unit of measure,* Footnote Source: Source,2,2X2 TOWER,Unit of measure,* Footnote Source: Source,3,5PS MARKETING,Place,Price,Product,Package,Positioning promotion,Product offering,Unit of measure,* Footnote Source: Source,4,Strategy,Skills,Systems,Staff,Shared values,Structure,Style,7S,Unit of measure,* Footnote Source: Source,5,ARROW 3D,Unit of measure,* Footnote Source: Source,6,CUBES1 3D,Unit of measure,* Footnote Source: Source,7,CUBES2 3D,Unit of measure,* Footnote Source: Source,8,CUBES3 3D,Unit of measure,* Footnote Source: Source,9,Text,Text,Text,Text,CUTOUT 3D,Unit of measure,* Footnote Source: Source,10,New entrant,Suppliers,Industry competitors,Buyers,Substitutes,FORCES AT WORK,Unit of measure,* Footnote Source: Source,11,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,JOINT,Unit of measure,* Footnote Source: Source,12,Text,Text,Text,Text,LEVEL SEPARATE 4,Unit of measure,* Footnote Source: Source,13,Text,Text,Text,LINEAR A 3D,Unit of measure,* Footnote Source: Source,14,Text,Text,Text,Text,LINEAR B 3D,Unit of measure,* Footnote Source: Source,15,Text,Text,Text,LINEAR C 3D,Unit of measure,* Footnote Source: Source,16,Text,Text,Text,LINEAR D 3D,Unit of measure,* Footnote Source: Source,17,Text,Text,Text,Text,LINEAR E 3D,Unit of measure,* Footnote Source: Source,18,Text,Text,Text,LINEAR G 3D,Unit of measure,* Footnote Source: Source,19,Text,Text,LINEAR I 3D,Unit of measure,* Footnote Source: Source,20,Text,Text,Text,Text,LINEAR J 3D,Unit of measure,* Footnote Source: Source,21,Text,LINEAR N 3D,Text,Text,Text,Unit of measure,* Footnote Source: Source,22,Text,Text,Text,LINEAR P 3D,Unit of measure,* Footnote Source: Source,23,LINEAR Q 3D,Text,Text,Unit of measure,* Footnote Source: Source,24,Text,Text,LINEAR Q 3D,Unit of measure,* Footnote Source: Source,25,Plan,Implement,Support,LINKS 3,Unit of measure,* Footnote Source: Source,26,PERSPECTIVE 3D,Unit of measure,* Footnote Source: Source,27,Text,Text,Text,PROPELLER 3D,Unit of measure,* Footnote Source: Source,28,RINGS 3D,Unit of measure,* Footnote Source: Source,29,Text,SCALE,Text,Unit of measure,* Footnote Source: Source,30,Text,Text,SCALES,Unit of measure,* Footnote Source: Source,31,Text,Text,Text,Text,Text,Text,SIZES IN,Unit of measure,* Footnote Source: Source,32,SPIRAL1 3D,Unit of measure,* Footnote Source: Source,33,Spiral,Brakes,Tube in tube,SPIRAL2 3D,Unit of measure,* Footnote Source: Source,34,Text,Text,Text,Text,SPOTLIGHT,Unit of measure,* Footnote Source: Source,35,Text,Text,Text,Text,Text,Text,STAIRCASE,Unit of measure,* Footnote Source: Source,36,STARS 3D,Unit of measure,* Footnote Source: Source,37,Text,Text,WIRE CUBES,Unit of measure,* Footnote Source: Source,38,Text,Text,Text,Text,Text,Text,Text,ARROWS,Unit of measure,* Footnote Source: Source,39,LEVEL 1,Text,Unit of measure,* Footnote Source: Source,40,LEVEL 2,Text,Text,Unit of measure,* Footnote Source: Source,41,LEVEL 3,Text,Text,Text,Unit of measure,* Footnote Source: Source,42,LEVEL 4,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,43,LEVEL 5,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,44,LEVEL 6,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,45,FLOW 2,Text,Text,Unit of measure,* Footnote Source: Source,46,Text,FLOW 2 TITLE,Text,Text,Unit of measure,* Footnote Source: Source,47,FLOW 3,Text,Text,Text,Unit of measure,* Footnote Source: Source,48,Text,FLOW 3 TITLE,Text,Text,Text,Unit of measure,* Footnote Source: Source,49,FLOW 4,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,50,Text,FLOW 4 TITLE,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,51,FLOW 5,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,52,Text,FLOW 5 TITLE,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,53,FLOW 6,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,54,Text,FLOW 6 TITLE,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,55,BLADES,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,56,BOX,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,57,BOX,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,58,CYCLE 1,Text,Text,Text,Unit of measure,* Footnote Source: Source,59,CYCLE 2,Text,Text,Unit of measure,* Footnote Source: Source,60,CYCLE 3,Text,Text,Text,Unit of measure,* Footnote Source: Source,61,CYCLE 4,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,62,CYCLE 5,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,63,CYCLE 6,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,64,CYCLE 7,Text,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,65,CYCLE 8,Text,Text,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,66,Text,INCOMING,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,67,RIBBON,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,68,RING,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,69,UPON 2,Text,Text,Unit of measure,* Footnote Source: Source,70,CONTINUOUS,Text,Text,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,71,CUTOUT,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,72,LINEAR A,Text,Text,Text,Unit of measure,* Footnote Source: Source,73,LINEAR B,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,74,LINEAR C,Text,Text,Text,Unit of measure,* Footnote Source: Source,75,LINEAR D,Text,Text,Text,Unit of measure,* Footnote Source: Source,76,LINEAR E,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,77,LINEAR F,Text,Text,Text,Unit of measure,* Footnote Source: Source,78,LINEAR G,Text,Text,Text,Unit of measure,* Footnote Source: Source,79,LINEAR H,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,80,LINEAR I,Text,Text,Unit of measure,* Footnote Source: Source,81,LINEAR J,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,82,LINEAR K,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,83,LINEAR N,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,84,LINEAR P,Text,Text,Text,Unit of measure,* Footnote Source: Source,85,LINEAR Q,Text,Text,Unit of measure,* Footnote Source: Source,86,PROPELLER,Text,Text,Text,Unit of measure,* Footnote Source: Source,87,STEP 5,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,88,Text,Text,Text,Text,2 ON 1,Unit of measure,* Footnote Source: Source,89,Text,Text,Text,Text,Text,Text,AGAINST,Unit of measure,* Footnote Source: Source,90,Text,Text,Text,Text,Text,AT WORK,Unit of measure,* Footnote Source: Source,91,Text,Text,COUPLED HORIZ,Unit of measure,* Footnote Source: Source,92,Text,Text,COUPLED VERT,Unit of measure,* Footnote Source: Source,93,Text,Text,Text,Text,FOCUSED,Unit of measure,* Footnote Source: Source,94,New entrant,Suppliers,Industry competitors,Buyers,Substitutes,FORCES AT WORK,Unit of measure,* Footnote Source: Source,95,Text,Text,Text,PARALLEL,Unit of measure,* Footnote Source: Source,96,Text,Text,Text,Text,SPLIT,Unit of measure,* Footnote Source: Source,97,Text,SURROUND,Unit of measure,* Footnote Source: Source,98,Text,Text,TWISTED,Unit of measure,* Footnote Source: Source,99,Text,Text,UP & AWAY,Unit of measure,* Footnote Source: Source,100,Text,Text,UP & DOWN,Unit of measure,* Footnote Source: Source,101,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,2S-5S,Unit of measure,* Footnote Source: Source,102,Customer,Clients,Distributors,Competitors,Suppliers,3CS TRIANGLE,Unit of measure,* Footnote Source: Source,103,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,3S-4S,Unit of measure,* Footnote Source: Source,104,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,7S,Unit of measure,* Footnote Source: Source,105,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,Unit of measure,* Footnote Source: Source,106,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,CHANGE BOARD,Unit of measure,* Footnote Source: Source,107,Delta P,Vision and Leadership,Organizational Infrastructure,Performance Measurement,People Development,Communications,Problem Solving Process,Client managers (particularly middle management) have skill to lead program implementation Change in actual behavior,Action plans sufficient to achieve goals Agreement on objectives by line management Management of high- involvement process,Implementation or near implementation of required structure and systems,Flow of 2-way communications Peoples understanding, belief and contribution to act on vision and action plans,Accurate measurement of action and results Clear accountabilities Early wins,Visible demonstration of new vision and values by client leadership,DELTA P,Unit of measure,* Footnote Source: Source,108,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporate center skills Business unit linkages Taxation/ valuation differences,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,Probably divest,Divest,Divest or liquidate,MACS,Unit of measure,* Footnote Source: Source,109,Business Strategy,Manufacturing Strategy,Configuration,Systems,Research Focus,Labor Policy,Product Design,Make vs. Buy,Organization,Process Design,MANUFACTURING STRATEGY,Unit of measure,* Footnote Source: Source,110,Restructuring framework,1,5,4,3,2,PENTAGON,Unit of measure,* Footnote Source: Source,111,Benefit,Price,Competitive disadvantage,Competitive advantage,PRICE BENEFIT,Unit of measure,* Footnote Source: Source,112,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,Unit of measure,* Footnote Source: Source,113,3.,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,Unit of measure,* Footnote Source: Source,114,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,Unit of measure,* Footnote Source: Source,115,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,Unit of measure,* Footnote Source: Source,116,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,Unit of measure,* Footnote Source: Source,117,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,Unit of measure,* Footnote Source: Source,118,GANTT10,Header,Text,Unit of measure,* Footnote Source: Source,119,GANTT15,Header,Text,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,Unit of measure,* Footnote Source: Source,120,Text,Text,VENN 2,Unit of measure,* Footnote Source: Source,121,Text,Text,Text,VENN 3,Unit of measure,* Footnote Source: Source,CONFIDENTIAL,Frequently Used Template,Data Driven,Template,June 2002,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.,123,Label 1,Label 2,Label 3,AREA,Unit of measure,* Footnote Source: Source,124,Label 1,Label 2,Label 3,Label 4,Label 5,BAR,Unit of measure,* Footnote Source: Source,125,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,Unit of measure,* Footnote Source: Source,126,Label 1,Label 2,Label 3,Label 4,Label 5,BAR BUTTED,Unit of measure,* Footnote Source: Source,127,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,Series,Series,BAR STACKED,Series,Unit of measure,* Footnote Source: Source,128,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,100%=,Series,Series,BAR STACKED 100%,Series,Unit of measure,* Footnote Source: Source,129,Title Unit of measure,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Label 6,BUBBLE,Unit of measure,* Footnote Source: Source,130,Label 1,Label 2,Label 3,Label 4,Label 5,COLUMN,Unit of measure,* Footnote Source: Source,131,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,Unit of measure,* Footnote Source: Source,132,Label 1,Label 2,Label 3,Label 4,Label 5,COLUMN BUTTED,Unit of measure,* Footnote Source: Source,133,Label 1,Label 2,Label 3,Label 4,Label 5,Series,Series,Series,Series,000,000,000,000,000,COLUMN STACKED,Unit of measure,* Footnote Source: Source,134,Label 1,Label 2,Label 3,Label 4,Label 5,Series,Series,Series,Series,100%=,000,000,000,000,000,COLUMN STACKED 100%,Unit of measure,* Footnote Source: Source,135,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,Unit of measure,* Footnote Source: Source,136,Title Unit of measure,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,COST CURVE,Unit of measure,* Footnote Source: Source,137,Title Unit of measure,Title Unit of measure,DUAL COLUMN LINE,Unit of measure,* Footnote Source: Source,138,Title Unit of measure,Title Unit of measure,DUAL LINE,Unit of measure,* Footnote Source: Source,139,Label 1,Label 2,Label 3,Label 4,LINE,Unit of measure,* Footnote Source: Source,140,Label 1,Label 2,Label 3,Label 4,Label 5,PIE,Unit of measure,* Footnote Source: Source,141,Title Unit of measure,Label 1,Label 2,Label