BCG内部幻灯片模板PPT课件

BCG幻灯片撰写模板,仅供内部使用,幻灯片的四种类型,文字图形表格示意图,文字类模板,WerecommendenteringthismarketsegmentHighgrowthandsynergywithexistingbusinessmakethisanattractiveopportunity,Attractive,highgrowthmarket,Moderatelysizedmarket,butgrowingfast$5Binrevenuein200625%growthprojectedthrough2010FragmentedmarketthatisripeforconsolidationTop-15playersonlyaccountfor20%ofthemarketMarketingexperienceandowningthechannelwillbekeytosuccessinfutureExistingplayershavelimitedmarketingcapabilitiesCurrently,noclearmarketleader,Needtodetermineentrystrategy,PrioritizeportfolioofgrowthopportunitiesCompareoptionstoothergrowthareasEvaluateimpactofentryintothismarketonfinancialflexibilityDeterminemarketentrystrategyorganicversusacquisitionCanleverageexistingcapabilitiesWellpricedacquisitionwouldbefasterBegintoidentifyacquisitiontargetsandconductstrategicduediligenceEvaluateinvestmentrequirementsandoptimalstructuringExploresynergieswithcurrentbusiness,Speediscriticalinthisfastmovingmarketsegment,Companyconsistedofmultiplebusinessunitsinsuchdiversefieldsasautomotivesupply,engineeringandspecialtychemicalsCapitalmarketshadplacedaconglomeratediscountonthecompanythathadalsoaccumulatedasignificantamountofdebtthroughacquisitionsEnormouspressurefromanalysts,investorsandsupervisoryboardmemberstooverhaultheoverallstrategyandstructureAim:reductionofvalue-reducingfactorsandsignificantimprovementofcapitalstructure,Basedonouranalysis,thecompanydecidedtodivestthehighlyprofitablespecialtychemicalsdivisionHighexpectedexitvaluegivenstrongcash-flowsfrombusinessesLimitedorganicgrowthopportunitiesLimitedinherentportfoliologicofdifferentbusinessesNewcoreallowsforreleaseofsignificantvaluepotential(sharepriceimprovementoverthecourseoftheprojectof50%)AbolishmentofcurrentholdingstructureReductionofnetdebttoalmostzeroSignificantgrowthpotential(organicandbyMEIU,Bikesper100paxinselectedSEAsiacountries(2005)2,Registeredmotorcycles(Mvehicles),Motorcyclepene-trationrate1(%),CAGR22%,Noclearchampioncanyetbeidentifiedacrosssegments,1.UOBRhasmadeamovetomergewithBOASource:DB/Tiscoestimates;companydata;BCGanalysis,Corporateloans,SMEloans,Consumerloans,Consumer-focus,SME-focus,Corporate-focus,Banksincreasinglyfocusedbutnonecanbeconsideredoverallorsegmentchampion,Loanportfoliobybankin2004(%),Agriculturalinputonlysmallpartoffoodvaluechainsvalue-added,B$,Agriculturalinput,Gene-modifiedseed,Agchem,Farming,Primaryprocessing,Foodingredients,Secondaryproc./manufact.,Retaildis-tribution,Source:DeutscheBancAlex.Brownresearch1999;FAOstatisticaldatabase1997;CRBcommodityyearbook1997;BCGestimate,Globalsalesandvalueaddedofkeystepsinfoodandagro2015,Largebreadthanddepthofcoverage,Visitedaccounts/max.coverage,Numberofvisitedaccounts,Max.coverage,Numberofreps,Visits/day,Thousands,Thousands,Source:Client,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,HighcostBCGestimates,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,表格类模板,AddressablebiomedicalRSECfilings;BIO;Burrill;NIH;NSF;BCGanalysis,$16.7B,Total,Assumptions,Calculations,RecentFisheracquisitionsdriveincreaseinprivatelabelandhigh-endSKUs,Source:SECfilings;Companywebsites;Analystreports,Distributionrelationships,presenceinlabsfacilitateeducatedacquisitions,Overviewofvignettes,1,2,3,4,Analysisofstrategicalternativesledtorecommendationtopursue#2marketposition,Strategicalternative,Description,ProjectedNPV1,Statusquo,1,Independentnetworking,2,Completecommitment,3,Servicerev.(08),Risk2,MaintaincurrentstrategySemi-independententityInternallyfundedRDellOro;IDC;Gartner;BCGanalysis,$xxxM$xxxM$xxxM,LowMediumHigh,$xxxMxx%$xxxMxx%$xxxMxx%,示意图类模板,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?,BettersystemsneededtooptimizenewcustomershookupSignificantreworkandcoordinationproblemswouldbeavoided,Customer,Technician,Gridoperator,Sub-contractor,Initialcustomerinterest,Receiptoforder,Planning,Servicecoordination,Hookup,meterinstallation,Documen-tation,Invoicing,Datacapture,creationofprojectfile,Hook-up,Meterinstal-lation,Survey,Billingofservices,invoicing,Finalizecontract,Scheduleappointments,Notificationofcompletion,Technicalplanning,offerwriting,Materialplanning,Invoice,Rework,Paperdocumentation,Coordinationproblems,Paperdocumentation,Redundantdatastorage,NolinktoSAP,Salesforcebestpracticealongkeydimensions,Performanceevaluation,Organization,Strategy,Supportsystems,Motivationandsupervision,Recruitment,Training,Source:Scholm;BCGanalysis,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,Overviewofvariableinterrelationshipswithindemandleakageframework,Need,Product,Access,Abilitytopay,Willingnesstouse,#ofdoses,Howmanydosesofvaccineinagivenyeardoesthistranslateinto?,Keyquestionsansweredbymodel,Whatisthetotaltheoreticalmarketforthevaccine?,Whatpopulationgroupcanbenefitfromexistingproduct?,Whatportionofthepopulationhasaccesstothevaccine?Programs,Howmuchofthevaccinewillbeeitherfundedoraffordable?WealthFinancing,Whatportionofthepopulationwillchoosetobuyit?Countries,institutions,individualattitudeProductvalueproposition,Prioritizesegmentsthroughassessmentofmarketattractivenessandrelativecompetitiveposition,KeycriteriaforassessingmarketattractivenessMarketsizeMarketgrowthIndustrymarginsPricetrendsEntrybarriers,KeycriteriaforevaluatingcompetitivepositionRelativemarketshareRelativemarginTechnologicalposition,AccesstofuturegrowthCommandofkeysuccessfactors,Develop,Divest?,Keepopportunistic,Accelerate,BCGHRVmethodologyprovidesanintegratedviewonallrelevantvaluecomponents,High-resolutionvaluation,Valuecomponents,Impactandfeasibilityofthetransaction:impliedmultiplesandTSRimpact,internalfeasibi