外企各种模板-图表-图形展示-大全(超级课件.ppt

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4、形文化形成文化形成文化宣贯文化宣贯文化执行文化执行对内渗透对内渗透（培训学院）（培训学院）对外辅射对外辅射（学院客人）（学院客人）SupplierSupplierSupplierstockholderEmployeesOn-lineOff-lineSCMERPIPSEIP/KMS/GWIRM/RMS/PRMWebSiteCRM/CPPartnersSCM/IPSDW/CRMCustomerStockholderSuppliereCompanyIRM/RISGW/KMSERP/EIPEnterprise CRMeCRMData Warehousing/IntegrationWeb LogData

5、Data BaseTransactionData CustomerProfileService Sales CRMCRMData Warehousing/IntegrationSMSChannelWeb FAXChanneleMailChannelWeb SiteChannelPost channelConsumerInvestorPurchaser AnalystThe pressClubMarketing Customer Interaction PlatformsInteraction Management Infrastructuree-CRME-MailE-MailEDMSEDMSG

6、WGWKMSKMS2()ERP1()CRMSCME-PlanningE-PlanningPlanning&PublicSupporting TeamPresident&CEO CS team Biz 1 team Biz 2 team Biz 3 team Sales 1 team Sales 2 team SI System team SI Develop team Sales 1 team Sales 2 team Automation team Network team Consulting 1 team Consulting 2 team Consulting 3 team eBiz

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10、velopmentProductionSalesDistributionCompanyThemeGallery is a Design Digital Content&Contents mall developed by Guild Design Inc.TitleAdd your textThemeGallery is a Design Digital Content&Contents mall developed by Guild Design Inc.ThemeGallery is a Design Digital Content&Contents mall developed by G

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14、ctureSystemsStyleA coherent set ofactions aimed at gaining a sustainable advantageover competition The organization chart andaccompanying baggage that showwho reports to whom and how tasks are both divided up and integrated The people in the organization,considered interms of corporatedemographics,n

15、otindividual personalities The way managers collectively behave with respect to use of time,attention and symbolic actions The processes and proceduresthrough which things get donefrom day-to-dayThose ideas of what is rightand desirable(in corporateand/or individual behavior)which are typical of the

16、organization and commonto most of its members Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary peopleSelling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available sel

17、ling time Productivity ContributionTotal selling costsAvailable selling timeTotal selling costsEfficiencyUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTextTextTextTextTextTextTextTextTextTextText Abilit

18、yIntentionFlexibiltytt.+.+=ProjektteamsJiehuaNew BrandRejoiceHead&ShouldersUlanWhisperArielTideJV BrandsCrestProfessional MarketingSafeguardZest CamayAssistant Brand Manager,2-5 per BrandMedia&Commercial ProductionMarketing ManagerDimitri PanayatapolousSchool Program GroupNurses for School ProgramRa

19、ndall BeardMarketing DirectorKen DoiMarketing DirectorRobin OxendineMarketing ManagerPeter FoystonMarketing ManagerLaundryHaircareToothpaste/SoapSkincare/PaperVacantGeneral ManagerBrad CasperGeneral Manager*VacantGeneral ManagerVirginia LeeVice President*Marketing OrganizationCompetitive ModelsMarke

20、t ResultsFeasible Scenarios India China PhilippinesSuccess RequirementsBacardiStrategyAsia WhiskyOpportunityAssessmentMarketArchetypeModel Sizing PricingBacardiStrategy OverlapDetermine Whether to Proceed FurtherExecuteWill whisky help to build Bacardi rum globally?Are there opportunities for whisky

21、 in the rest of the world?YesDevelop Objectives&Strategies Financial Goals Market Priorities Acquisition or Organic Growth Product/Marketing/Distribution StrategiesProcess Map1231234TextTextText Text Text Text Text Text TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText/10/2996.