BCG制作PPT模板(绝对精美)

SampleSlidesintheNewFormat,September2007,Addingyourslidetothiscollection,Sendyourslideviae-mailtooneofthefollowingaddressespropper.barbarakossmann.ineslaubach.friedemannThankyou!,Fivetypesofslides,TextandcolumnsGraphsTablesDiagramsMapsandtimelines,Textandcolumns,WerecommendenteringthismarketsegmentHighgrowthandsynergywithexistingbusinessmakethisanattractiveopportunity,Attractive,highgrowthmarket,Moderatelysizedmarket,butgrowingfast$5Binrevenuein200625%growthprojectedthrough2010FragmentedmarketthatisripeforconsolidationTop-15playersonlyaccountfor20%ofthemarketMarketingexperienceandowningthechannelwillbekeytosuccessinfutureExistingplayershavelimitedmarketingcapabilitiesCurrently,noclearmarketleader,Needtodetermineentrystrategy,PrioritizeportfolioofgrowthopportunitiesCompareoptionstoothergrowthareasEvaluateimpactofentryintothismarketonfinancialflexibilityDeterminemarketentrystrategyorganicversusacquisitionCanleverageexistingcapabilitiesWellpricedacquisitionwouldbefasterBegintoidentifyacquisitiontargetsandconductstrategicduediligenceEvaluateinvestmentrequirementsandoptimalstructuringExploresynergieswithcurrentbusiness,Speediscriticalinthisfastmovingmarketsegment,Companyconsistedofmultiplebusinessunitsinsuchdiversefieldsasautomotivesupply,engineeringandspecialtychemicalsCapitalmarketshadplacedaconglomeratediscountonthecompanythathadalsoaccumulatedasignificantamountofdebtthroughacquisitionsEnormouspressurefromanalysts,investorsandsupervisoryboardmemberstooverhaultheoverallstrategyandstructureAim:reductionofvalue-reducingfactorsandsignificantimprovementofcapitalstructure,Basedonouranalysis,thecompanydecidedtodivestthehighlyprofitablespecialtychemicalsdivisionHighexpectedexitvaluegivenstrongcash-flowsfrombusinessesLimitedorganicgrowthopportunitiesLimitedinherentportfoliologicofdifferentbusinessesNewcoreallowsforreleaseofsignificantvaluepotential(sharepriceimprovementoverthecourseoftheprojectof50%)AbolishmentofcurrentholdingstructureReductionofnetdebttoalmostzeroSignificantgrowthpotential(organicandbyM“FakeartesunateinsoutheastAsia”,TheLancet,June16,2001,Differentorganizationalmodelsmaybeappropriatefordifferentretailers,Merchantasmuscle,MerchantactsassupplychainquarterbackHighdecisionauthorityacrosschainHighPrigorousprocessorchestratessupplychain,Functionalassemblyline,HighlyautonomousfunctionsworkindependentlyFocused,definedresponsibilitiesHandoffsmadealongveryregimentedprocesswithclearaccounta-bilitiesNorealmerchantrole,Additionalrequirementstosellthroughcataloguesellershavetobemet,Requirementsofcataloguesellers,Deliveryontime,Excellentpackaging,Providecatalogue-readysalesmaterial,Deliverlargerquantities(several100s),Price,Deliverinternationally,Importancetocataloguesellers,Catalogueresellercannotaffordtosayno,Catalogueresellercannotaffordmistakes(costlyandmaylosethecustomer),Requiresdifferentkindofsalesmaterial,Cataloguesoftenhaveawidecirculation,Mustbecompetitive,Toserviceinternationalcatalogueresellers,Importancetosellers,Isclientcapableofmeetingtheserequirements?,Source:Interviewswithcataloguesellers,Graphs,Wewinwhereweinvest,RevenuegrowthdrivenbyKorea,Taiwan,HK,andSingapore,Thiscorrespondswithourinvestment,WehaveinvestedinKorea,Taiwan,HK,andSingaporeAllocated80%ofadditionalBMEandSGBCGanalysis,Indonesia,Australia,Canada,Denmark,Finland,Greece,HongKong,Ireland,Italy,Japan,Malaysia,Mexico,Netherlands,Norway,Portugal,Singapore,SouthKorea,Spain,Sweden,Switzerland,Taiwan,Argentina,Brazil,Chile,China,Colombia,SouthAfrica,Thailand,Belgium,France,Germany,UnitedKingdom,Turkey,UnitedStates,NewZealand,GDPpercapita($),Expenditurepercapita(K$),Totalexpenditureonhealthvs.GDPcomparisonacrosscountries1(2003),*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,Modelpredicts$35MupfrontpaymentforcompoundX,Note:RegressionomitsCephalon-AlkermesdealSource:BCGdealdatabase;BCGanalysis,Projectedpeaksales(M$),Biotechlicensingpayments:Correlationbetweenupfrontpaymentsandpeaksales,Upfrontpayment(M$),Licensingdeals,CompoundX$500Mpeaksales=$35Mupfront,R2=0.76,Upfrontpayment,12.1,PeakSales,-$4.2M,=,RegressionEquation,Earlyphasesofdevelopmentaregettinglonger,Phase1(median),Phase2(median),Phase3(median),Note:Datafortop20Pharmaonly.PhasedurationisdefinedastimefromstartingonephasetothebeginningthenextphaseSource:PharmaprojectsRBCGanalysis,18.4months(0106median),14.2months(9400median),30%,23.3months(9400median),29.9months(0106median),28%,36.5months(9400median),38.9months(0106median),Yearofendofphase,9%,Duration(Months),Duration(Months),Duration(Months),PhaseIItrialsaregettingbigger,Meanpatientenrollmentincreasingfasterthanmedian,GrowingnumberoflargePhaseIIstudies,Note:Datafromtop20pharmacompaniesandtop10biotechsSource:;BCGanalysis,*,*,Expectedpatientenrollment,*,*,*,*,*,*,*,NumberofPhaseIItrialswith500patients,Emergingmarkets:apotentialsourceofinexpensivelabor,Source:Deskresearch;BCGanalysis,Growthofindustrialproductionin%(200105),Manufacturingcompensation2002($/hour),IndustrialGDP$500B,China,Russia,India,Thailand,Malaysia,Italy,UK,France,Canada,Germany,US,Japan,Taiwan,Korea,Spain,Indonesia,Lowcost,fastgrowthindustrialGDP:$1.1trillion,Mediumcost,solidgrowthindustrialGDP:$0.5trillion,Highcostbestpractice,LLPbenchmarkreport,2004;CuttingEdgeInformation,Inc.benchmarkingreport,2003;BCGanalysis,Forcomparison:Celebrexestimatedtohaveincurred$160M1pre-launchspend,Agriculturalinputonlysmallpartoffoodvaluechainsvalue-added,B$,Agriculturalinput,Gene-modifiedseed,Agchem,Farming,Primaryprocessing,Foodingredients,Secondaryproc./manufact.,Retaildis-tribution,Source:DeutscheBancAlex.Brownresearch1999;FAOstatisticaldatabase1997;CRBcommodityyearbook1997;BCGestimate,Globalsalesandvalueaddedofkeystepsinfoodandagro2015,Noclearchampioncanyetbeidentifiedacrosssegments,1.UOBRhasmadeamovetomergewithBOASource:DB/Tiscoestimates;companydata;BCGanalysis,Corporateloans,SMEloans,Consumerloans,Consumer-focus,SME-focus,Corporate-focus,Banksincreasinglyfocusedbutnonecanbeconsideredoverallorsegmentchampion,Loanportfoliobybankin2004(%),Opportunitiesexistinrapidlygrowingmotorcyclemarket,Rapidgrowthintotalregisteredmotorcyclesandpenetration,androomforfurtherpenetrationcomparedtomoredevelopedmarkets,1.Motorcycleregistrationdividedbycountrypopulation2.NumberofmotorcyclesinuseSource:MotorcycleregistrationinCountryAcompiledbyHonda;EIU,Bikesper100paxinselectedSEAsiacountries(2005)2,Registeredmotorcycles(Mvehicles),Motorcyclepene-trationrate1(%),CAGR22%,InnovativeproductionwillincreaseuptakeofArtemisininbasedmalariatherapy,Innovativeproductionwilllowercostofmosttherapytounder$1.00,LeadingtouptakeindemandforACTtherapyformalariainpublicsector,Note:Productmixpreliminary;worldwidedemandview.Assumesblisterpackagingunlessnoted,10%overheadallocationbasedonexfactorycosts.AssumesbiosyntheticArtemisininlaunchedin2009atcostof$100/kgandhigh-yieldplantslaunchin2010atacostof$100/kg.ScenarioassumesbiosyntheticArtemisininavailabletoallACTmanufacturersSource:BCGanalysis,Treatments(thousands),Totalcostpertreatment($),1.70,0.45,0.51,0.79,0.85,0.94,1.04,1.09,1.13,1.19,1.46,Non-MMVACT,Euartekin,Coartem,CQ,SP,Q,Other,CQ+PQ,Oz,DB289/AQ13,Newcost,0.0,0.5,1.0,1.5,2.0,2.5,Overheadallocation,FillBCGanalysis,Pack,Audit,Weeks,Rawmaterials,Cutandsew,Transport,Transit,Fabricmade,Iron,Cut,Dye,Transit,Sewandaudit,Fabricinspection,ShiptoU.S.,Customs,P.OIssued,Datemarkedin-stock,0,1,2,3,4,5,6,7,8,9,10,11,12,13,14,15,Example:knitgarmentmanufacturedinHongKong,Opportunitytoreducecycletimeby50%,Significanttimewastedinnon-valueaddedsteps,Transittime,Non-valueaddedtime,Valueaddedtime,Position-strengtheningstrategiesvaryExamplesofsuccessfulexpansions,Note:Marketpositionisrank(bydeposit)inMSASource:SNL;companywebsites;bankinglitsearch;BCGanalysis,CommercestrengthenedPhiladelphiapositionwithaggressivedenovobranchstrategy,Flagstaruseddenovostand-alonestosupplementestablishedin-storeposition,+37branches,%share,+$5Bdeposits,+37branches,%share,+$6Bdeposits,Largebreadthanddepthofcoverage,Visitedaccounts/max.coverage,Numberofvisitedaccounts,Max.coverage,Numberofreps,Visits/day,Thousands,Thousands,Source:Client,Arethebest-performingemployeesbeingrewarded?Performanceversustotalcompensation,SalesrepsregionXXX,Salesp.a.,Totalcompensation(K$),Normalizelow-performerscompensation:x%decreaseinpersonnelcost=y%marginimprovement,Adequatelyrewardhigh-performerstoensuremotivation:x%increase=y%increaseinemployeesatisfactionindex,Breakdownofchannelpartnerfinancialincentives,Source:Dealerinterviews;BCGestimates,Structurefinancialincentivestopromotekeyofferings(i.e.,advancedmobileservices)throughchannelpartners,Totalpaymentperpostpaidgrossadd,MarketingkickbackprovidedtoSpecialistretailersforsellingmobileservices,200300,Revenueshare/volume,Rateplancommission,Connectioncommission,Handsetmargin,Marketingkickback,Prepaidmargincomesprimarilyfromsaleofhandsets(straightcommissionofonlymax.10%ofhandsetmargin),DealersreceiveashareofindividualcustomersARPUThepercentsharereceivedincreaseswithamountoftimecustomerstayswithoperatorOthersonlypayavolumebonusbasedonwhatwassold,Dependingontherateplansold,adifferentupfrontcommissionispaidCommissiontiedtothevalueoftheunderlyingrateplan,Dealersreceiveastraightconnectioncommissionforactivatingnewpost-paidplans,DealersgenerateamarginonthehandsetstheysellHandsetsarepurchasedfromtheoperatoratasubsidizedcostIfpricesareloweredafterthefact,dealerbearstheriskandtakesalossontheindividualhandsetbeingsold,Discoveryteamsplantotriplerevenueby2006Only25%ofrevenuein2006(twoyearsaftercase)fromnewproducts/services,Commodity,ResultsofPilotvalidatedinitialhypothesesaboutdiscoveryvaluecreationpotential,AnnualCLIENTrevenue(M$),X%,3X%,Shareofwallet,New/futureProduct,Missioncritical,ProjectedrevenueacrossfourPilotcustomers,Observations/considerations,AllfourPilotteamsprojectedrevenueincreasesof23Xbyendof2006DespitethebaselinebudgetcallingforflatgrowthoverthatperiodPlansbalancedincreasingshareofexistingservicesandintroducingnewservicetargetedatunmetneedsTheteamseachbelievedtherewasevenmorepotentialupside.DeeperpenetrationofbasicservicesBroaderpotentialofnewapplicationsbeyondthecoreDiscoverycustomersE.g.,wireless/wirelineintegration,convergedvoice/data,wirelessmanagementservices,etc,Tables,AddressablebiomedicalRSECfilings;BIO;Burrill;NIH;NSF;BCGanalysis,$16.7B,Total,Assumptions,Calculations,RecentFisheracquisitionsdriveincreaseinprivatelabelandhigh-endSKUs,Source:SECfilings;Companywebsites;Analystreports,Distributionrelationships,presenceinlabsfacilitateeducatedacquisitions,Severalrecentexamplesofbanksbenefitingfroms-curveeffect,boththroughacquisitionandde-novo,1.Wachoviaactuallydecreasedbranchsharefrom18to17%,bystrategicallyclosingseveralFirstUnionbranchesNote:Analysisofdepositsharewinnerslimitedtoselectexamplesofsuccessfuldepositsharetakers:notcomprehensiveofallbanksundertakingaggressivebranchexpansioneffortsSource:BCGanalysis,Recentexamplesofbanksearningmorethanfairshareofdepositswhenexpandinginageographicarea,Average,Overviewofvignettes,1,2,3,4,Initiativesidentified,evaluated,andprioritizedSignificantincreasetogrossmarginachievable,Note:Totalpotentialofallinitiativesisgreatervalueshereestimatewhatcouldbecapturedby2006,Initiative,DramaticallyimprovesalesforceretentionReinventlargecustomerrelationshipsIncreasecross-sellingTurntimesinksintosellingtime2006grossmarginimpact,SegA,$XMTBD$XM$XM,SegB,$YMTBD$YM$YM$YM,SegC,$ZM$ZM$ZM$XM,Target2006grossmarginimpact,$AM$BM$CM$DM$EM,Valueofinitiatives10%ofcurrentgrossmargin,Agreedopportunitysize;initialfocusareas,Createin-depthprofilesoftheshoppingbehaviorandattitudesofkeysegments,Source:BCGproprietarydatabase;Onlinepanel2001,n=9,273;BCGanalysis,Reluctantshoppers,Profoundlydislikeshopping(onlineandoffline);sincerelyhopetheInternetisgoingtohelpmakeiteasier;nosocialmotivation;plantheirpurchases;loyaltopreferredstoreandwillingtopaymoretosavetimeandhassleOldermale,married,highereducationandincomeLimitedexperience,lightusers;informationseekers,Enthusiasticshoppers,Shoppingaddicts,buttooinexperiencedwiththeInternettoknowwhattoexpectandwhatitcanbring;likesocialaspect;enjoybrowsing;dontthinkmuchaboutprices;buyonimpulseMorefemales,olderthanaverage,withkids,averageincomeLessexperienced,lightusers;communicators,Busyonlinemoms,Needtobeefficientshoppers,andmanagetoleveragetheirlimitedInternetexperiencetoachievethis;lovetoshop;enjoybrowsing;verypricesensitive;notloyaltoshopsandbrands;productoriented(availabilityandselection)Housewife,largerhouseholdwithkids,incomebelowaverageLessexperienced,mediumusers;browsers/shoppers,Rationaltechnophiles,RationalshoppersandveryexperiencedInternetuserswhofullyleveragetheirexpertisetoshoponline;pricesensitive;preferwellknowncompanies;plantheirpurchases;donotlovetoshopanddontlikesocialaspect;donotimpulsepurchaseMostlyyoungersingles,educationaboveaverageVeryexperienced,veryheavyusers;allaroundusers,Impulsiveprofessionals,Impulsivebuyers,andInternetsavvy,forwhomtheInternetisanew,excitingshoppingchannel;lovetoshop;likenewproducts,loyaltobrands;notpricesensitive;notinformationorientedYoungersinglesorcouples,higheducationandincomeExperienced,heavyusers;allaroundusers,Attitudetowardsbrowsing/purchasing,andexpec-tationsfrome-commerceDemo-graphicsWebo-graphics,Overviewofvignettes,Customer,Description,Contact,Analysisofstrategicalternativesledtorecommendationtopursue#2marketposition,Strategicalternative,Description,ProjectedNPV1,Statusquo,1,Independentnetworking,2,Completecommitment,3,Servicerev.(08),Risk2,MaintaincurrentstrategySemi-independententityInternallyfundedRDellOro;IDC;Gartner;BCGanalysis,$xxxM$xxxM$xxxM,LowMediumHigh,$xxxMxx%$xxxMxx%$xxxMxx%,Diagrams,Overviewofvariableinterrelationshipswithindemandleakageframework,Need,Product,Access,Abilitytopay,Willingnesstouse,#ofdoses,Howmanydosesofvaccineinagivenyeardoesthistranslateinto?,Keyquestionsansweredbymodel,Whatisthetotaltheoreticalmarketforthevaccine?,Whatpopulationgroupcanbenefitfromexistingproduct?,Whatportionofthepopulationhasaccesstothevaccine?Programs,Howmuchofthevaccinewillbeeitherfundedoraffordable?WealthFinancing,Whatportionofthepopulationwillchoosetobuyit?Countries,institutions,individualattitudeProductvalueproposition,Tworeasonsforpharmaceuticalspin-offsMonetizealowpriorityprojectorprovideastructuretofundaprojectexternally,Spin-off,Productvalue,Isthisastrategicpriority?DoesitalignourTAfocusnow?Istherevalueforthisinthefuture?,Internalfunding,Canweoptimallyfundthis?,Capabilities,Arethisproductsassetsseparablefromourotherprograms?,Y,Fundinternally,Shelve,N,Fundexternally,Monetize,N,Y,N,Y,Howhaveothercompaniesspun-offordivesteditsnon-coreassets?,Weanalyzedfourmainleversofbiotechdealvalue,2.Costsharing/reimbursement,Saleandmarketingcosts,Developmentrelated,1.Upfrontpayments,3.Milestonepayments,4.Royalty,Manufacturingcost,RBCGanalysis,Cleargoalsbyregion,productgroupforsales,profits,penetration,distributionConvincingvaluepropositionbyproduct,Cleardefinitionofcoverageofprioritizedchannels(bywhom,how)Explicitroledefinitionwithwelldefinedgoalssupportedbyclearplanning(e.g.,visitroutesbyterritory),Attractionanddevelopmentofpeoplewithstrongskills,e.g.,Personalrelations(customer,internal)TimemanagementPlanning,preparationSellingKnowledge(product,company,competitors,processes,etc.),SettingandmeasurementofconcretegoalsbysalespersonTakingofcorrectiveactionasnecessary,IncentivecompensationclearlylinkedtostrategyandmotivatingRightspanofsupervisorcontrol(68)withdelegatedresponsibilityCoachingasapriority,Focusonmaximizationofsellingtimeandminimizationofadministration,travel,etc.Effective(central)salesforcesupportExtensiveuseofcomputersupportbyfrontline,Bestpracticeindicatesthatfeedbackanddevelopmentshouldbeintegratedandembeddedwithinorganization(I),Performanceplanning,Performancesummary,Definitionoftargets,Ongoingfeedbackprocess,Ongoingdevelopment,Customerdiscoveryfurtherrefinesofferingsbyuncoveringoverlapbetweencustomerneeds,suppliercapabilities,YourassetsPhysicalProcessesPeopleCompetitorassetsPhysicalProcessesPeople,Profitdrivers,CLIENTcompetitiveadvantage,CLIENTscapabilities,Customerneeds,Competitorcapabilities,Competitoradvantage,Newopportunity,Ultimatedeliverable:planforimprovingcustomersatisfaction,loyalty,andshare,Prioritizesegmentsthroughassessmentofmarketattractivenessandrelativecompetitiveposition,KeycriteriaforassessingmarketattractivenessMarketsizeMarketgrowthIndustrymarginsPricetrendsEntrybarriers,KeycriteriaforevaluatingcompetitivepositionRelativemarketshareRelativemarginTechnologicalposition,AccesstofuturegrowthCommandofkeysuccessfactors,Develop,Divest?,Keepopportunistic,Accelerate,Approachtowardchannelorchestrationfocusedonoptimizingtrade-offbetweencostandeffectiveness,Costrelationmorefavorablewithchannelorchestration,Keyprinciplestoelaboratechannelsorchestration,FocusonmostattractiveclientsEliminatelowpotentialclientsfromportfolioDefineclearrulesofallocationandmigrationacrosschannelsaccordingtopotentialandactualrevenuesOptimizeutilizationofresourcesAdequatecapabilityandcostofresourcesaccordingtotaskRe-evaluatechannelmixaccordingtosegmentpotentialOptimizationofinteractionbetweenchannelsClearrulesandprocessesEliminationofduplicitiesRe-evaluatecompensationmetrics,aligningthemwithoperationalgoals,Source:BCGcasework,+,+,Channelcost,ClientspotentialChanneleffectiveness,Callcenter,Salesrep,Currentmodel,Channelorchestration,Fivestepstosuperiorportfoliomanagement,Portfoliostrategy,Setbaselineunderstandcorporatecontext,Developstrategyreshapeportfolio,1,5,Execution,Turnaround,Growth,Acquisition,Divestiture,Innovation,Marketattractiveness,Competitiveposition,Logicfit,Parentingfit,?,?,Ownershipfit,4,Valuefit,3,Strategicfit,2,Source:BCGCDMarketingSuite,BCGalliancebuildersixstepstocreatesuccessfulalliances,Fourtypesofstrategicalliancesw