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1、PPT素材宝典,Copyright(c)2008 尹泽,Penetration,Pie chart,Chart Title,Label %,Label %,Label %,Label %,Label %,Series 1,Series 2,Series 3,Chart Title,Label %,Label %,Label %,Label %,Label %,100%=XXXX,100%=XXXX,Pie chart,Chart Title,Label %,Label %,Label %,Label %,Label %,Series 1,Series 2,Series 3,Level 1 te

2、xt Level 2 text Level 3 text,100%=XXXX,Pie chart,Chart Title,Label %,Label %,Label %,Label %,Label %,Chart Title,Label %,Label %,Label %,Label %,Series 1,Series 2,Series 3,Chart Title,Label %,Label %,Label %,Label %,Label %,Chart Title,Label %,Label %,Label %,Label %,100%=XXXX,100%=XXXX,100%=XXXX,10

3、0%=XXXX,Plus/minus,.,.,Plus/minus,.,.,Plus/minus,.,.,+,Plus/minus,Plus/minus,Plus/minus,Portfolio,+,+,Portfolio,+,+,+,+,Pressure,Pressure,Pressure,Prioritization,Prioritization,Process,Process,1,2,3,4,1,2,3,4,5,Process decrease,1,2,3,4,5,Process increase,1,2,3,4,5,Progress,Project,Phase I,Phase II,P

4、hase III,Project, weeks, weeks,Phase I,Phase II,4,3,1,2,Project procedure,Phases,Time required,Project features,.,.,Phase I .,Phase II .,.,.,Phase III ., weeks, weeks, weeks,1,2,3,4,Puzzle,Puzzle (for color presentations),Puzzle,3 parts,1,2,3,To apply color, ungroup the object, then regroup it after

5、wards,=,Redesign (Cube),Redesign does not mean:,But:,Solving individual problems,Creating a comprehensive solution,Redesign,Shot gun,Marksman,Automatic pistol,Open fire in an uncontrolled manner Rather dissatisfactory result,Lengthy sighting Good but rarely optimal result Not appropriate for dynamic

6、 environment and target,Rapid sighting Swift feedback Hit bulls eye after a few interactive shots!,Target solution,Actual situation,Resistance,.,.,Restructuring,Improvement of liquidity,Cost reduction,Reduction in personnel,Structural change,Positioning on the market,Improvement of liquidity,Cost re

7、duction,Reduction in personnel,Structural change,Positioning on the market,Restructuring does not mean .,But .,Rethink,Separation,Separation,.,Separation,Spinning off parts of a company,Storyboard,Storyboard,Strengths/weaknesses,Strengths,Weaknesses,Weaknesses,Strengths, ., , ., .,Today,Tomorrow,Tab

8、le,Table,Table,Table,Table,Table,Target (1 factor),Target (2 factors),Target (3 factors),Team organization,.,Client,RittenHouse,N. N. N. N.,N. N. N. N.,.,Client,RittenHouse,N. N. N. N.,N. N. N. N.,.,.,.,.,.,.,.,.,Text blocks (2),.,.,Text blocks (3),.,.,.,Text blocks (4),.,.,.,.,Text blocks (5),.,.,.

9、,.,.,Text blocks (2),.,.,.,.,Text blocks (3),.,.,.,.,.,.,Text blocks (4),.,.,.,.,.,.,.,.,Text blocks (5),.,.,.,.,.,.,.,.,.,.,Text blocks (2 + 3),.,.,Text blocks (3 + 3),.,.,.,Text blocks (3 + 4),.,.,.,.,Text in box,Level 1 text Level 2 text Level 3 text,Level 1 text Level 2 text Level 3 text,Level 1

10、 text Level 2 text Level 3 text,Text in box,Level 1 text Level 2 text Level 3 text,Level 1 text Level 2 text Level 3 text,Level 1 text Level 2 text Level 3 text,Level 1 text Level 2 text Level 3 text,Text in box,Level 1 text Level 2 text Level 3 text,Level 1 text Level 2 text Level 3 text,Level 1 te

11、xt Level 2 text Level 3 text,Level 1 text Level 2 text Level 3 text,Text in box,Level 1 text Level 2 text Level 3 text,Level 1 text Level 2 text Level 3 text,Level 1 text Level 2 text Level 3 text,Level 1 text Level 2 text Level 3 text,Phase I Phase Name (Title Case),Phase II Phase Name,Timetable,Wk

12、,Month,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,Issues,Value-added chain,Supplier,Customer,Development,Production,Sales,Distribution,Company,Vision,Vision,Waste of resources problem,Problem 3,Problem 1,Problem 2,Problem 4,Waste of resources solution,Solution to problem 3,Solution to problem 1,Solution to pro

13、blem 2,Solution to problem 4,China is a market of great potential for Geberit,Favorable macro-economic environment,RB Act Local,Customer Revenue and Profitability,CustomerService Requirements,Channel Asset Leverage,Collaborative Value Creation,Revenue/ Profitability,Service,Global Optima,Customer (1

14、),Customer (2),Customer (3),要想影响硬数据,必须管好软数据,盖洛普路径,97,SOME ARGUMENT PATTERNS部 分 逻 辑 论 证 模 式,Success requires X需 有 X 才 能 成 功,Success requires X需 要 X 才 能 成 功,You are pursuing X你 正 朝 X 发 展,You thought X was a problem你 认 为 X 是 问 题,Performance is not as expected绩 效 不 如 预 期,You are not equipped to do X你 无

15、法 作 到,You are not focusing on X你 的 重 心 不 在 X,Y would be better但 Y 比 较 有 利,Further investigation shows it Y但 调 查 显 示 Y 才 是 问 题,Underlying cause is X问 题 出 在 X,Therefore, develop capability for X因 此 , 建 立 作 X 的 能 力,Therefore, shift focus to X因 此 , 转 移 重 心 到 X,Therefore, change direction to Y因 此 , 转 向 Y 前 进,Therefore, shift focus to Y因 此 , 转 移 重 心 到 Y,Therefore, take steps to fix X因 此 , 设 法 解 决 X,以及其它许多非常良好的结果,战略规划的基本框架,市场细分,客户需求,关键成功因素,竞争分析,市场如何细分? 各细分市场的规模、增长率和毛利率如何? 各细分市场的集中度如何? 各细分市场的产品生

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