麦肯锡分析问题的框架和思路ppt课件

1、SystemsThe way managerscollectively behavewith respect to useof time, attention,and symbolic actionsThe people in the organization, consideredin terms of corporate demographics,not individual personalitiesThe organization chart andaccompanying baggage thatshow who reports to whomand how tasks are bo

2、thdivided up and integratedThose ideas of what is right anddesirable (in corporate and/orindividual behavior) which aretypical of the organization andcommon to most of its membersThe processes and proceduresthrough which things get donefrom day to dayA coherent setof actions aimedat gaining asustain

3、ableadvantage overcompetitionStrategyCapabilitiespossessed bythe organizationas a whole asdistinct from theindividuals. Somecompanies performextraordinaryfeats withordinary peopleSkillsStaffStyleSharedValuesStructureA coherent set ofactions aimed at gaininga sustainable advantageover competitionThos

4、e ideas of what is rightand desirable (in corporateand/or individual behavior)which are typical of theorganization and commonto most of its membersThe organization chart andaccompanying baggage that showwho reports to whom and how tasksare both divided up and integratedThe way managerscollectively b

5、ehavewith respect to useof time, attention andsymbolic actionsThe processes and proceduresthrough which things get donefrom day-to-dayThe people inthe organization,considered interms of corporatedemographics, notindividual personalitiesSkillsSharedvaluesStrategyStaffStructureSystemsCapabilitiesposse

6、ssed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary peopleStyleStyleStructureStaffStrategySystemsSkillsSharedvalues A coherent set of actions aimedat gaining a sustainable advantageover competitionThose ideas of what is rightand des

7、irable (in corporateand/or individual behavior)which are typical of theorganization and commonto most of its membersThe organization chart andaccompanying baggage that showwho reports to whom and how tasksare both divided up and integratedThe way managers collectivelybehave with respect to use of ti

8、me,attention and symbolic actionsThe processes and proceduresthrough which things get donefrom day-to-dayThe people in theorganization, consideredin terms of corporatedemographics, notindividual personalitiesCapabilities possessed by theorganization as a whole as distinctfrom the individuals. Some c

9、ompaniesperform extraordinary feats withordinary peopleCustomerClientsDistributorsCompetitorsSuppliersCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHighCommitmentCapabilityConvictionCourageEnablingdevicesIndividualactivityChangevisionChiefexecutiveDown thelineExternalconstit

10、uentsLeadershipgroupsDevelopingfelt need. . . . . . andvision. . . amplifyingchange andbuildingskills . . . . . . andreinforcingchangeInstitutional-izing achangemindset 1. Preparing for change 2. Bringing about change 3. Sustainingchange Launchingchange . . . Profits Product line economics Dollars N

11、umber of products Contribution Fixed costs CostPriceSpreadCapacityDemandVision andLeadershipOrganizationalInfrastructurePerformancemeasurementPeopledevelopmentCommunicationsProblem solvingprocess Implementation ornear implementationof required structureand systems Flow of 2-waycommunications Peoples

12、 understanding,belief and contributionto act on vision andaction plans Accurate measurementof action and results Clear accountabilities Early wins Action plans sufficient toachieve goals Agreement on objectivesby line management Management of high-involvement process Visibledemonstrationof new visio

13、n andvalues by clientleadership Client managers (particularlymiddle management) haveskill to lead programimplementation Change in actual behavior P Delta Terminal orcontinuing value Discount at WACC Year1234 Businessentity value 100%Costs1ReconfigureRebalance23NewconfigurationExistingconfigurationRe

14、duceLogistics Service LevelNatural ownerRelative ability to extract valueLowMediumValue-creation potential in business unitHigh Corporatecentre skills Businessunitlinkages Taxation/valuationdifferences Industry attractiveness Competitive position Restructuring/rationalizationopportunities“One of the

15、 pack”Retain andgive priorityRetain andmanage forcode orliquidateRetain andgive toppriorityProbablydivestDivestDivest orliquidateLowHighLowHighEntry riskOpportunity costQuantumleap parallelprogramsCash programHybrid stepStep by stepOutside niche step100% rightLeap frogExitAcquisitionJoint ventureVal

16、uesBusiness prioritiesPeople practicesProduct and processdesign and supplierpolicesManufacturing andassembly processProductNecessary support Governmentderegulation ofthe industry Licensing of 16new (mainlyforeign) banks Freeing-up of mostinterest rates Virtuallyunrestricted entryinto foreignexchange

17、 dealingAvailability of new,low-cost networkingtechnology ATMs Low-cost,high-speed datacommunicationslinks “Smart plastic cardsSubstantially reducedconcentrationInflux of new “players withdiverse methods, valuesand backgrounds, etc.Formation of strategicgroups of banks “Full-line/high-tech/maximize-

18、share bankers “Niche bankersIncumbent banks stuck withhigh-cost “bricks and mortarnetworks; entrants able touse electronic/plasticnetworks more intensivelyIncreased price rivalry,especially in commercialsegment and foreignexchangeIncreased focus on marketsegments (e.g. consumer,rural and commercial)

19、through Products Outlets Staff trainingReduced marginsReduced costsImproved serviceP R O D U C E R SExternalshocksChanges inConductCChanges inPerformancePI N D U S T R YChanges inStructureSCumulative development effortPerformanceAppraiseperformanceand prospectsDevelopstrategyDefine andappraiseskills

20、Redesignpivotal jobsDesign the skillbuilding processAssesschangereadinessTop downactionprogramsBottomup actionprograms12456783Service requirementsApplication economicsDistribution channelsProduct/service featuresSDFsCustomer usageEnvironmental forces3.Create andpursue a uniqueadvantageSame gameAcros

21、s the board2.Resegment themarket to createa niche4.Exploit uniqueadvantageindustrywideNew gameSelective1.Do more andbetter of thesameHow to competeWhere to competeWhen tocompeteBudgetplanningForecastbasedplanningExternallyorientatedplanningStrategicmanage-mentPredictthe futureThinkstrategicallyCreat

22、ethe futureStage 1Stage 2Stage 3Stage 4Value systemMeetbudget andscheduleProductivityContributionTotal selling costsSelling marginContributionSalesSelling rateSalesAvailable selling timeUtilizationAvailable selling timeTotal sales timeSupport intensitySupport costsTotal selling costsEffectivenessContributionAvailable selling timeEfficiencyAvailable selling timeTotal selling costsSupport leverageTotal sales timeSupport co