咨询公司PPT模板-科尔尼127页

May, 2002 Off-Site Training Document From Data To Charts A.T. Kearney 37/2333 Off-site Training/wt 1 This presentation stems from two useful books “ Say it with Charts, The Executives Guide to Visual Communication.”, Fourth Edition, Gene Zelasny, McGraw-Hill, 2001 “Say it with Presentations, How to Design and Deliver Successful Business Presentations.”, Gene Zelasny, McGraw-Hill, 2000 A.T. Kearney 37/2333 Off-site Training/wt 2 Agenda Some healthy habits Choosing charts Using charts Visual concepts and metaphors A.T. Kearney 37/2333 Off-site Training/wt 3 Some Healthy Habits A.T. Kearney 37/2333 Off-site Training/wt 4 Cash flow from operations is increasing fast CF OP: Cash flow from operations; CF INV: Cash flow from investing activities; CF Liability + CF Equity: Cash flow from finan cing activities Source: A.T. Kearney Analysis Cash Flow Statement 2000 2010 - (in thousand) - C F d i r e c t 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010IB 0 0 4 . 0 0 0 4 . 0 0 0 4 . 0 0 0 4 . 0 0 0 4 . 0 0 0 4 . 0 0 0 1 1 3 . 8 0 2 1 9 0 . 8 8 7 2 3 4 . 6 8 4C o l l e c t i o n s 0 0 1 5 . 6 8 7 6 8 . 7 7 3 1 7 1 . 9 6 7 3 4 0 . 0 3 1 6 1 0 . 8 8 7 9 3 3 . 2 9 4 1 . 1 3 7 . 5 3 4 1 . 2 2 6 . 7 6 2 1 . 2 6 9 . 3 2 1E Q U I P M E N T C o l l e c t i o n s 0 0 2 1 . 8 2 1 4 8 . 4 9 8 9 2 . 4 5 6 1 3 9 . 9 2 1 1 8 7 . 6 2 3 1 6 2 . 5 8 4 1 5 2 . 8 2 8 9 4 . 2 8 0 7 1 . 8 5 3C F O P i n 0 0 3 7 . 5 0 8 1 1 7 . 2 7 1 2 6 4 . 4 2 3 4 7 9 . 9 5 2 7 9 8 . 5 1 1 1 . 0 9 5 . 8 7 7 1 . 2 9 0 . 3 6 2 1 . 3 2 1 . 0 4 3 1 . 3 4 1 . 1 7 4O u t p a y m e n t A c c o u n t s p a y a b l e 0 0 - 3 1 . 6 4 4 - 8 5 . 2 4 0 - 1 5 5 . 0 9 7 - 2 0 9 . 0 8 0 - 2 9 8 . 0 5 7 - 3 3 5 . 1 0 2 - 3 5 4 . 7 2 6 - 3 0 8 . 4 3 2 - 2 7 9 . 8 9 5M a r k e t i n g & S a l e s ( w i t h o u t S e t - u p , S I M - C a r d ) 0 - 1 . 2 2 0 - 5 3 . 9 4 6 - 8 0 . 0 7 0 - 1 0 3 . 4 8 0 - 1 2 7 . 3 9 0 - 1 5 6 . 4 8 4 - 1 3 6 . 1 3 7 - 1 3 4 . 7 2 0 - 1 2 6 . 1 1 4 - 1 4 3 . 9 8 9C u s t o m e r C a r e 0 0 - 5 . 7 8 0 - 1 8 . 2 7 9 - 3 6 . 9 8 3 - 5 9 . 3 9 8 - 8 7 . 0 9 1 - 9 7 . 6 4 6 - 9 8 . 1 6 6 - 9 8 . 1 6 6 - 9 8 . 1 6 6N e t w o r k 0 - 1 3 . 7 4 8 - 5 1 . 6 0 6 - 6 3 . 3 1 2 - 8 7 . 2 3 6 - 1 1 8 . 1 8 4 - 1 5 3 . 6 2 4 - 1 7 9 . 4 1 1 - 1 9 5 . 7 5 0 - 2 0 4 . 2 5 1 - 2 1 2 . 0 3 6G e n e r a l & A d m i n i s t r a t i o n 0 - 1 6 . 4 6 2 - 1 9 . 0 7 0 - 2 5 . 4 8 8 - 3 6 . 3 7 3 - 5 4 . 6 8 3 - 7 0 . 6 7 2 - 7 9 . 3 2 1 - 8 3 . 3 8 3 - 8 3 . 8 3 7 - 8 6 . 1 1 2C a s h i n t e r e s t 0 0 40 80 80 80 80 80 1 . 1 7 8 3 . 0 4 7 4 . 2 5 6L o n g - t e r m i n t e r e s t v e n d o r s 0 - 1 . 7 6 6 - 7 . 2 8 0 - 1 5 . 3 1 1 - 2 2 . 6 2 2 - 2 5 . 6 4 9 - 2 5 . 2 0 7 - 2 3 . 3 8 7 - 1 9 . 5 5 9 - 1 3 . 9 0 4 - 7 . 9 3 3C o m m i t m e n t f e e 0 - 1 . 1 6 6 - 1 . 0 8 6 - 8 3 5 - 4 7 0 - 1 3 8 0 0 0 0 0L o n g - t e r m i n t e r e s t b a n k s 0 0 0 0 - 1 . 0 4 2 - 4 . 9 8 5 - 9 . 1 0 9 - 1 0 . 3 3 1 - 8 . 0 6 7 - 2 . 9 0 1 0T a x e s 0 0 0 0 0 0 0 0 0 0 - 1 4 5 . 9 2 3C F O P o u t 0 - 3 4 . 3 6 2 - 1 7 0 . 3 7 1 - 2 8 8 . 4 5 5 - 4 4 3 . 2 2 3 - 5 9 9 . 4 2 6 - 8 0 0 . 1 6 4 - 8 6 1 . 2 5 6 - 8 9 3 . 1 9 4 - 8 3 4 . 5 6 0 - 9 6 9 . 7 9 8C F O P 0 - 3 4 . 3 6 2 - 1 3 2 . 8 6 2 - 1 7 1 . 1 8 4 - 1 7 8 . 8 0 0 - 1 1 9 . 4 7 4 - 1 . 6 5 4 2 3 4 . 6 2 2 3 9 7 . 1 6 8 4 8 6 . 4 8 3 3 7 1 . 3 7 6C a p E x L i c e n s e 0 - 3 1 . 2 5 0 0 0 0 0 0 0 0 0 0O u t p a y m e n t N e t w o r k , I T , O t h e r 0 - 5 8 . 8 7 3 - 1 3 9 . 7 1 5 - 1 4 0 . 3 8 0 - 1 1 7 . 0 6 7 - 9 1 . 5 4 2 - 7 1 . 2 1 0 - 7 4 . 6 9 5 - 7 3 . 6 7 7 - 7 0 . 5 9 3 - 7 4 . 8 9 6C F I N V 0 - 9 0 . 1 2 3 - 1 3 9 . 7 1 5 - 1 4 0 . 3 8 0 - 1 1 7 . 0 6 7 - 9 1 . 5 4 2 - 7 1 . 2 1 0 - 7 4 . 6 9 5 - 7 3 . 6 7 7 - 7 0 . 5 9 3 - 7 4 . 8 9 6I n c r e a s e l o n g - t e r m d e b t ( v e n d o r s ) 0 6 4 . 2 1 1 1 3 6 . 2 8 8 1 5 5 . 7 8 2 1 1 0 . 0 5 6 0 0 0 0 0 0R e p a y m e n t l o n g - t e r m d e b t ( v e n d o r s ) 0 0 0 0 0 0 - 1 6 . 0 5 3 - 5 0 . 1 2 5 - 8 9 . 0 7 0 - 1 1 6 . 5 8 4 - 1 0 0 . 5 3 2I n c r e a s e l o n g - t e r m d e b t ( b a n k s ) 0 0 0 0 3 7 . 8 7 8 1 0 5 . 5 0 8 4 4 . 4 5 8 0 0 0 0R e p a y m e n t l o n g - t e r m d e b t ( b a n k s ) 0 0 0 0 0 0 0 0 - 8 2 . 3 3 6 - 1 0 5 . 5 0 8 0C F L i a b i l i t y 0 6 4 . 2 1 1 1 3 6 . 2 8 8 1 5 5 . 7 8 2 1 4 7 . 9 3 4 1 0 5 . 5 0 8 2 8 . 4 0 6 - 5 0 . 1 2 5 - 1 7 1 . 4 0 6 - 2 2 2 . 0 9 2 - 1 0 0 . 5 3 2I n p a y m e n t ( S h a r e c a p i t a l ) 0 63 0 0 0 0 0 0 0 0 0O u t p a y m e n t ( S h a r e c a p i t a l ) 0 0 0 0 0 0 0 0 0 0 0I n p a y m e n t ( a d d i t i o n a l P a i d i n c a p i t a l ) 0 6 4 . 2 1 1 1 3 6 . 2 8 8 1 5 5 . 7 8 2 1 4 7 . 9 3 4 1 0 5 . 5 0 8 4 4 . 4 5 8 0 0 0 0O u t p a y m e n t ( a d d i t i o n a l P a i d i n c a p i t a l ) 0 0 0 0 0 0 0 0 - 7 5 . 0 0 0 - 1 5 0 . 0 0 0 - 2 0 0 . 0 0 0D i v i d e n d s 0 0 0 0 0 0 0 0 0 0 - 1 2 8 . 7 2 5C F E q u i t y 0 6 4 . 2 7 4 1 3 6 . 2 8 8 1 5 5 . 7 8 2 1 4 7 . 9 3 4 1 0 5 . 5 0 8 4 4 . 4 5 8 0 - 7 5 . 0 0 0 - 1 5 0 . 0 0 0 - 3 2 8 . 7 2 5C F F I N 0 1 2 8 . 4 8 5 2 7 2 . 5 7 7 3 1 1 . 5 6 4 2 9 5 . 8 6 8 2 1 1 . 0 1 6 7 2 . 8 6 4 - 5 0 . 1 2 5 - 2 4 6 . 4 0 6 - 3 7 2 . 0 9 2 - 4 2 9 . 2 5 7C F T o t a l 0 4 . 0 0 0 0 0 0 0 0 1 0 9 . 8 0 2 7 7 . 0 8 5 4 3 . 7 9 8 - 1 3 2 . 7 7 6EB 0 4 . 0 0 0 4 . 0 0 0 4 . 0 0 0 4 . 0 0 0 4 . 0 0 0 4 . 0 0 0 1 1 3 . 8 0 2 1 9 0 . 8 8 7 2 3 4 . 6 8 4 1 0 1 . 9 0 8A.T. Kearney 37/2333 Off-site Training/wt 5 Cash flow from operations is increasing fast Thousand 02004006008001 , 0 0 01 , 2 0 01 , 4 0 01 , 6 0 02000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010Year A.T. Kearney 37/2333 Off-site Training/wt 6 2,3113,1505056854938762652824154834054633654006188001,2252,6603135522393409461,2892001 2010$8,100 $11,980 Japan Industrialized Socialist Developing Socialist Developing Countries France West Germany U.K. Brazil Canada U.S.A. Projected market demand for our product, by country, 2001-2010 US$ millions Growth is mainly driven by developing countries Percent Annual Growth 4.4 3.5 3.4 6.6 0.7 1.7 1.5 1.0 2.9 9.0 6.5 4.0 3.5 Other Western Countries Italy A.T. Kearney 37/2333 Off-site Training/wt 7 D e v e l op i n gC ou n tr i e sBr az i lD e v e l op i n gS oc i al i s tsO th e r s *Growth is mainly within developing countries Percentage Annual Growth, 2001-2010 9 6.6 6.5 3-4 * Including Japan and Western Europe A.T. Kearney 37/2333 Off-site Training/wt 8 Healthy habits checklist Avoid Information Overload Keep charts simple: no anxious parade of knowledge Use only one message per chart Show your message, not your analytical process A.T. Kearney 37/2333 Off-site Training/wt 9 Description Impact Probability Proximity Current demand forecasting methodology has some key weaknesses, which mean that the forecasts generated under-estimate the level of interest that the Promotion Campaign is expected to generate D D D Priority H Broadband demand is higher than current forecasts indicate because: The impact of advertising on demand does not scale with size and breadth of campaign FOH and BOH estimates are underestimated Level of underlying demand is not well understood because 1) forecasts used for operations planning are ADSL specific while the campaign is broadband focused and 2) demand is only forecast for ADSL enabled exchanges If broadband demand is not confirmed and proposed P&A campaign adjusted to reflect this, underestimated demand at launch will result in: Reduced customer satisfaction Reduced customer service levels Increased and unanticipated review of service delivery budgeting (e.g. call centre staffing and training) Context /Impact Revise ADSL demand forecasting methodology to address key issues Above the line impact advertising impact on market size Below the line advertising forecasting Agree new FOH and BOH enquiry/sales conversion ratios with service delivery team and incorporate into demand model Once changes are incorporated, build in new reports to assess level of Broadband demand generated and to identify incremental impacts of proposed campaign Develop a revised P&A campaign scope which: Ensures size and breadth of promotion campaign in consistent with organisation capability to deliver Mitigation Strategy Timeframe 15 Sept 22 Sept Resp. Star Tel Business Case Co-ordinator Star Tel Business Case Co-ordinator, Star Tel FOH Star Tel Business Case Co-ordinator, Star Tel Marketing Manager Star Tel Marketing Manager Mitigation strategies took the following form A.T. Kearney 37/2333 Off-site Training/wt 10 Minimum legible font size depends on screen width and distance from screen Width of screen Font size 6 ft 8 ft 12 ft 16pt 15 ft 18 ft 20 ft 18pt 23 25 27 20pt 30 35 45 22pt 35 40 50 24pt 45 50 60 30pt 50 60 70 32pt 62 70 80 A.T. Kearney 37/2333 Off-site Training/wt 11 Healthy habits checklist Avoid Information Overload Keep charts simple: no anxious parade of knowledge Use only one message per chart Show your message, not your analytical process Make Charts For Presentations, not Reports Use font size 16 or more! Write short sentences with action verbs, no bedtime stories Highlight key words (e.g., bold/ color) A.T. Kearney 37/2333 Off-site Training/wt 12 1996 1997 1998 1999 2000 2001 US$ Millions $1.2 Major products share $1.8 $0.9 $2.0 $2.9 $3.4 Our companys sales trends, 1996 - 2001 A.T. Kearney 37/2333 Off-site Training/wt 13 012341996 1997 1998 1999 2000 2001Our sales have grown substantially since 1996, in spite of the decline in 1998 US$ Millions A.T. Kearney 37/2333 Off-site Training/wt 14 0%5%10%15%C om p e ti torAC om p e ti torBC om p e ti torCO u rC om p an yC om p e ti torDComparison of 2001 return on investment by company A.T. Kearney 37/2333 Off-site Training/wt 15 0% 5% 10% 15%O u r C om p an yC om p e t i t or BC om p e t i t or DC om p e t i t or AC om p e t i t or CIn 2001, our company ranks first in return on investment A.T. Kearney 37/2333 Off-site Training/wt 16 0%5%10%15%20%0% 5% 10% 15% 20%Market share trends, by company, 1996-2001 Market Share, 1996 Our Company Competitor C Competitor B Competitor D Competitor A Market Share, 2001 A.T. Kearney 37/2333 Off-site Training/wt 17 11%10% 10%9%6%15%7%14%12%8%Our companys market share has improved since 1996 Our Company Competitor C Competitor B Competitor D Competitor A 96 01 96 01 96 01 96 01 96 01 A.T. Kearney 37/2333 Off-site Training/wt 18 50% 8 Yes Percentage of Total: 100% = 16 Results of recent opinion poll of 16 top management executives 12.5% 37.5% 2 Undecided 6 No “ Should the political and social climate of developing countries influence our decision to expand into this market? Source: Recent opinion poll of 16 top management executives A.T. Kearney 37/2333 Off-site Training/wt 19 Less is more! Number of charts Density of information Confusion Boredom Day-dreaming A.T. Kearney 37/2333 Off-site Training/wt 20 Healthy habits checklist Avoid Information Overload Keep charts simple: no anxious parade of knowledge Use only one message per chart Show your message, not your analytical process Make Charts For Presentations, not reports Use font size 16 or more! Write short sentences with action verbs, no bedtime stories Highlight key words (e.g., bold/ color) Ensure Powerful Communication Pick the right representation to highlight your message Use meaningful leads Remember than less is more A.T. Kearney 37/2333 Off-site Training/wt 21 Meaningful leads checklist Sentence (including verb) that describes the key message, not the data! Example: Our market share is growing, not Market share trends by company. Lead is one line long at maximum! Lead explains the message from data, but does not fill data gaps! A.T. Kearney 37/2333 Off-site Training/wt 22 Choosing Charts A.T. Kearney 37/2333 Off-site Training/wt 23 There are 3 steps to choosing charts 1. Determine Your Message 2. Identify The Comparison 3. Select The Chart Form A.T. Kearney 37/2333 Off-site Training/wt 24 It is key to first be clear about the specific point you want to make 1. Determine Your Message 2. Identify The Comparison 3. Select The Chart Form The data does not determine the chart Rather, it is your message, what you want to show, the specific point you want to make A.T. Kearney 37/2333 Off-site Training/wt 25 Work Project 1 On the following pages, you will find tabular data on the net sales, earnings before interest and taxes, and return on assets over 10 years for seven major U.S. book publishers. Assume Macmillan is our client. On the next page, write a list of 10 possible messages the data might yield, based upon your analysis of the data. Dont worry whether or not the messages are accurate. As you write the messages, keep in mind these word: Share Rank Trend Distribution Relationship A.T. Kearney 37/2333 Off-site Training/wt 26 Publishing Industry, 1970-1980 Net Sales, $ Millions 1970 231.6 134.1 61.0 59.3 400.3 394.8 128.3 1,409.4 1971 256.5 142.0 65.6 64.5 386.6 404.9 134.7 1,454.8 1972 292.6 163.6 69.0 71.4 393.9 430.1 144.1 1,564.7 1973 317.5 176.9 72.5 81.2 420.4 470.3 153.2 1,692.0 1974 252.2 204.6 82.5 89.3 466.6 510.4 176.1 1,781.7 1975 248.7 241.3 89.7 97.1 477.3 536.5 194.0 1,884.6 1976 247.0 270.4 93.2 108.7 493.4 589.8 209.6 2,012.1 1977 221.4 371.1 114.4 124.4 512.7 659.0 230.6 2,233.6 1978 242.8 413.3 137.1 146.2 553.5 761.2 254.9 2,509.0 1979 278.4 456.2 167.1 158.3 529.8 879.9 281.6 2,751.3 1980 312.7 504.0 170.2 163.9 566.0 1,000.1 353.4 3,070.3 Grolier, Inc. Harcourt Brace Jovanovich Harper & Row Publishers, Inc. Houghton Mifflin Co. Macmillian Inc. McGraw Hill Inc. Prentice Hall Inc. Total A.T. Kearney 37/2333 Off-site Training/wt 27 Publishing Industry, 1970-1980 (Contd) Earnings, Before Interest and Taxes, $ Millions 1970 30.3 16.0 3.8 7.9 22.5 43.4 30.0 153.9 1971 29.2 16.9 4.5 8.5 24.4 40.0 31.2 154.7 1972 28.2 18.6 5.3 9.3 31.8 47.1 34.0 174.3 1973 29.5 21.1 5.7 12.9 39.4 60.9 36.5 206.0 1974 -30.6 24.3 6.7 12.1 39.1 66.5 36.8 154.9 1975 7.8 30.9 8.0 14.1 35.1 71.8 39.0 206.7 1976 -50.7 33.8 9.9 16.2 41.3 87.6 39.0 177.1 1977 16.1 42.0 11.2 19.5 47.5 109.7 46.7 292.7 1978 17.1 49.6 9.4 26.2 54.2 134.2 52.9 343.6 1979 19.2 54.6 14.1 27.4 39.3 157.7 52.1 364.4 1980 29.4 55.8 15.5 19.5 34.2 179.0 64.3 397.7 Grolier, Inc. Harcourt Brace Jovanovich Harper & Row Publishers, Inc. Houghton Mifflin Co. Macmillian Inc. McGraw Hill Inc. Prentice Hall Inc. Total A.T. Kearney 37/2333 Off-site Training/wt 28 Publishing Industry, 1970-1980 (Contd) Return On Assets, Percent Earnings Before Interest And Taxes As a Percent of Total Assets 1970 8.6 15.7 6.5 14.5 5.4 12.6 30.1 1971 7.3 15.1 7.7 14.7 6.0 11.4 28.3 1972 6.0 14.8 8.6 14.5 7.9 10.9 30.0 1973 5.8 16.5 9.0 16.8 9.5 13.8 30.3 1974 7.6 15.5 49.8 15.3 58.4 14.9 27.1 1975 -2.5 18.7 11.2 16.2 7.8 15.8 25.7 1976 -21.7 13.4 11.9 17.0 8.3 18.2 22.8 1977 6.7 14.1 12.2 18.5 9.0 20.0 26.2 1978 6.7 15.8 6.3 23.1 9.6 21.8 26.8 1979 7.0 15.7 9.6 21.5 8.2 21.2 19.4 1980 10.2 14.9 11.3 14.4 8.0 22.8 21.7 Grolier, Inc. Harcourt Brace Jovanovich Harper & Row Publishers, Inc. Houghton Mifflin Co. Macmillian Inc. McGraw Hill Inc. Prentice Hall Inc. A.T. Kearney 37/2333 Off-site Training/wt 29 Messages 1. _ 6. _ 2. _ 7. _ 3. _ 8. _ 4. _ 9. _ 5. _ 10. _ A.T. Kearney 37/2333 Off-site Training/wt 30 The second step is to identify the comparison included in the message 1. Determine Your Message 2. Identify The Comparison 3. Select The Chart Form Component Item Time series Frequency distribution Correlation A.T. Kearney 37/2333 Off-site Training/wt 31 Definition of Comparison Example of Message Any message always leads to one of five basic kinds of comparisons (1 of 2) Time Series Component Item Shows the size of each parts as percentage of total In May, Product A accounted for the largest share of total company sales Client share of market in 2001 is less than 10 percent of the industry Two sources contributed almost half of total corporate funds Compares how things rank; are they the same, more, or less than others In May, sales of Product A exceeded those of Products B and C Clients return on sales ranks fourth Turnover rates in the six departments are about equal Shows how things change over time, whether the trends are increasing, decreasing, fluctuating, or remaining constant Sales have risen steadily since January Return on investment has decreased sharply over the past five years Interest rates have fluctuated over the past seven quarters A.T. Kearney 37/2333 Off-site Training/wt 32 Definition of Comparison Example of Message Any message always leads to one of five basic kinds of comparisons (2 of 2) Frequency Distribution Correlation Shows how many items fall into a series of progressive numerical ranges; e.g., how many employees earn less than $30,000; how many people are between 10 and 20, 20 and 30, etc. In May, most sales were in the $1,000 to $2,000 range The majority of shipments are delivered in five to six days The age distribution of company employees differs sharply from that of our competitor Shows whether the relationship between two variables does or does not follow a pattern you would normally expect Sales performance