1、CONFIDENTIALFrequently Used Template Conceptual Template June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was
2、used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.TextTextTextTextTextTextTextTextTextText2X2 CUBEDUnit of measure* FootnoteSource: Source12X2 TOWERUnit of measure* FootnoteSource: Source25PS MARKETINGPlacePriceProductPackagePositioning promotionPr
3、oduct offeringUnit of measure* FootnoteSource: Source3StrategySkillsSystemsStaffShared valuesStructureStyle7SUnit of measure* FootnoteSource: Source4ARROW 3DUnit of measure* FootnoteSource: Source5CUBES1 3DUnit of measure* FootnoteSource: Source6CUBES2 3DUnit of measure* FootnoteSource: Source7CUBES
4、3 3DUnit of measure* FootnoteSource: Source8TextTextTextTextCUTOUT 3DUnit of measure* FootnoteSource: Source9New entrantSuppliersIndustrycompetitorsBuyersSubstitutesFORCES AT WORKUnit of measure* FootnoteSource: Source10TextTextTextTextTextTextTextTextTextTextJOINTUnit of measure* FootnoteSource: So
5、urce11TextTextTextTextLEVEL SEPARATE 4Unit of measure* FootnoteSource: Source12TextTextTextLINEAR A 3DUnit of measure* FootnoteSource: Source13TextTextTextTextLINEAR B 3DUnit of measure* FootnoteSource: Source14TextTextTextLINEAR C 3DUnit of measure* FootnoteSource: Source15TextTextTextLINEAR D 3DUn
6、it of measure* FootnoteSource: Source16TextTextTextTextLINEAR E 3DUnit of measure* FootnoteSource: Source17TextTextTextLINEAR G 3DUnit of measure* FootnoteSource: Source18TextTextLINEAR I 3DUnit of measure* FootnoteSource: Source19TextTextTextTextLINEAR J 3DUnit of measure* FootnoteSource: Source20T
7、extLINEAR N 3DTextTextTextUnit of measure* FootnoteSource: Source21TextTextTextLINEAR P 3DUnit of measure* FootnoteSource: Source22LINEAR Q 3DTextTextUnit of measure* FootnoteSource: Source23TextTextLINEAR Q 3DUnit of measure* FootnoteSource: Source24PlanImplementSupportLINKS 3Unit of measure* Footn
8、oteSource: Source25PERSPECTIVE 3DUnit of measure* FootnoteSource: Source26TextTextTextPROPELLER 3DUnit of measure* FootnoteSource: Source27RINGS 3DUnit of measure* FootnoteSource: Source28TextSCALETextUnit of measure* FootnoteSource: Source29TextTextSCALESUnit of measure* FootnoteSource: Source30Tex
9、tTextTextTextTextTextSIZES INUnit of measure* FootnoteSource: Source31SPIRAL1 3DUnit of measure* FootnoteSource: Source32SpiralBrakesTube in tubeSPIRAL2 3DUnit of measure* FootnoteSource: Source33TextTextTextTextSPOTLIGHTUnit of measure* FootnoteSource: Source34TextTextTextTextTextTextSTAIRCASEUnit
10、of measure* FootnoteSource: Source35STARS 3DUnit of measure* FootnoteSource: Source36TextTextWIRE CUBESUnit of measure* FootnoteSource: Source37TextTextTextTextTextTextTextARROWSUnit of measure* FootnoteSource: Source38LEVEL 1TextUnit of measure* FootnoteSource: Source39LEVEL 2TextTextUnit of measur
11、e* FootnoteSource: Source40LEVEL 3TextTextTextUnit of measure* FootnoteSource: Source41LEVEL 4TextTextTextTextUnit of measure* FootnoteSource: Source42LEVEL 5TextTextTextTextTextUnit of measure* FootnoteSource: Source43LEVEL 6TextTextTextTextTextTextUnit of measure* FootnoteSource: Source44FLOW 2Tex
12、tHeaderHeaderTextUnit of measure* FootnoteSource: Source45TextFLOW 2 TITLETextHeaderHeaderTextUnit of measure* FootnoteSource: Source46FLOW 3TextHeaderHeaderTextHeaderTextUnit of measure* FootnoteSource: Source47TextFLOW 3 TITLETextHeaderHeaderTextHeaderTextUnit of measure* FootnoteSource: Source48F
13、LOW 4TextHeaderHeaderTextHeaderHeaderTextTextUnit of measure* FootnoteSource: Source49TextFLOW 4 TITLETextHeaderHeaderTextHeaderHeaderTextTextUnit of measure* FootnoteSource: Source50FLOW 5TextHeaderHeaderTextHeaderHeaderHeaderTextTextTextUnit of measure* FootnoteSource: Source51TextFLOW 5 TITLEText
14、HeaderHeaderTextHeaderHeaderHeaderTextTextTextUnit of measure* FootnoteSource: Source52FLOW 6TextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextUnit of measure* FootnoteSource: Source53TextFLOW 6 TITLETextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextUnit of measure* FootnoteSourc
15、e: Source54BLADESTextTextTextTextUnit of measure* FootnoteSource: Source55BOXTextTextTextTextUnit of measure* FootnoteSource: Source56BOXTextTextTextTextUnit of measure* FootnoteSource: Source57CYCLE 1TextTextTextUnit of measure* FootnoteSource: Source58CYCLE 2TextTextUnit of measure* FootnoteSource
16、: Source59CYCLE 3TextTextTextUnit of measure* FootnoteSource: Source60CYCLE 4TextTextTextTextUnit of measure* FootnoteSource: Source61CYCLE 5TextTextTextTextTextUnit of measure* FootnoteSource: Source62CYCLE 6TextTextTextTextTextTextUnit of measure* FootnoteSource: Source63CYCLE 7TextTextTextTextTex
17、tTextTextUnit of measure* FootnoteSource: Source64CYCLE 8TextTextTextTextTextTextTextTextUnit of measure* FootnoteSource: Source65TextINCOMINGTextTextTextTextTextUnit of measure* FootnoteSource: Source66RIBBONTextTextTextTextTextUnit of measure* FootnoteSource: Source67RINGTextTextTextTextTextUnit o
18、f measure* FootnoteSource: Source68UPON 2TextTextUnit of measure* FootnoteSource: Source69CONTINUOUSTextTextTextTextTextTextTextTextUnit of measure* FootnoteSource: Source70CUTOUTTextTextTextTextUnit of measure* FootnoteSource: Source71LINEAR ATextTextTextUnit of measure* FootnoteSource: Source72LIN
19、EAR BTextTextTextTextUnit of measure* FootnoteSource: Source73LINEAR CTextTextTextUnit of measure* FootnoteSource: Source74LINEAR DTextTextTextUnit of measure* FootnoteSource: Source75LINEAR ETextTextTextTextUnit of measure* FootnoteSource: Source76LINEAR FTextTextTextUnit of measure* FootnoteSource
20、: Source77LINEAR GTextTextTextUnit of measure* FootnoteSource: Source78LINEAR HTextTextTextTextUnit of measure* FootnoteSource: Source79LINEAR ITextTextUnit of measure* FootnoteSource: Source80LINEAR JTextTextTextTextUnit of measure* FootnoteSource: Source81LINEAR KTextTextTextTextTextTextUnit of me
21、asure* FootnoteSource: Source82LINEAR NTextTextTextTextUnit of measure* FootnoteSource: Source83LINEAR PTextTextTextUnit of measure* FootnoteSource: Source84LINEAR QTextTextUnit of measure* FootnoteSource: Source85PROPELLERTextTextTextUnit of measure* FootnoteSource: Source86STEP 5TextTextTextTextTe
22、xtUnit of measure* FootnoteSource: Source87TextTextTextText2 ON 1Unit of measure* FootnoteSource: Source88TextTextTextTextTextTextAGAINSTUnit of measure* FootnoteSource: Source89TextTextTextTextTextAT WORKUnit of measure* FootnoteSource: Source90TextTextCOUPLED HORIZUnit of measure* FootnoteSource:
23、Source91TextTextCOUPLED VERTUnit of measure* FootnoteSource: Source92TextTextTextTextFOCUSEDUnit of measure* FootnoteSource: Source93New entrantSuppliersIndustry competitorsBuyersSubstitutesFORCES AT WORKUnit of measure* FootnoteSource: Source94TextTextTextPARALLELUnit of measure* FootnoteSource: So
24、urce95TextTextTextTextSPLITUnit of measure* FootnoteSource: Source96TextSURROUNDUnit of measure* FootnoteSource: Source97TextTextTWISTEDUnit of measure* FootnoteSource: Source98TextTextUP & AWAYUnit of measure* FootnoteSource: Source99TextTextUP & DOWNUnit of measure* FootnoteSource: Source100The wa
25、y managerscollectively behave with respect to useof time, attention,and symbolic actions The people in the organization, consideredin terms of corporate demographics, not individual personalitiesThe organization chart and accompanying baggage that show who reports to whom and how tasks are both divi
26、ded up and integrated Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members The processes and procedures through which things get donefrom day to day A coherent setof actions aimedat gaining asusta
27、inableadvantage over competition Capabilitiespossessed bythe organizationas a whole asdistinct from theindividuals. Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5SUnit of measure* FootnoteSource: Source101CustomerClientsDistribut
28、orsCompetitorsSuppliers3CS TRIANGLEUnit of measure* FootnoteSource: Source102SkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent set ofactions aimed at gaining a sustainable advantageover competition The organization chart andaccompanying baggage that showwho reports to whom and how tasks
29、 are both divided up and integrated The people in the organization,considered interms of corporatedemographics, notindividual personalities The way managers collectively behave with respect to use of time, attention and symbolic actions The processes and proceduresthrough which things get donefrom d
30、ay-to-dayThose ideas of what is rightand desirable (in corporateand/or individual behavior)which are typical of theorganization and commonto most of its members Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary pe
31、ople3S-4SUnit of measure* FootnoteSource: Source103StyleStructureStaffStrategySystemsSkillsShared valuesThe way managers collectively behave with respect to use of time,attention and symbolic actionsCapabilities possessed by the organization as a whole as distinct from the individuals. Some companie
32、s perform extraordinary feats with ordinary peopleThose ideas of what is right and desirable (in corporate and/or individual behavior)which are typical of theorganization and commonto most of its membersThe processes and and procedures through which things get donefrom day-to-dayThe organization cha
33、rt and accompanying baggage that showwho reports to whom and how tasks are both divided up and integratedThe people in theorganization, considered in terms of corporate demographics, notindividual personalitiesA coherent set of actions aimed at gaining a sustainable advantage over competition7SUnit
34、of measure* FootnoteSource: Source104Competitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIOUnit of measure* FootnoteSource: Source105Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activ
35、ityEnabling devicesCHANGE BOARDUnit of measure* FootnoteSource: Source106 Delta P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers (particularly middle management) haveskill to lead programimplementationChange
36、in actual behaviorAction plans sufficient to achieve goalsAgreement on objectives by line managementManagement of high-involvement processImplementation ornear implementationof required structureand systemsFlow of 2-way communicationsPeoples understanding, belief and contribution to act on vision an
37、d action plansAccurate measurementof action and resultsClear accountabilitiesEarly winsVisible demonstrationof new vision andvalues by clientleadershipDELTA PUnit of measure* FootnoteSource: Source107Natural owner Relative ability to extract value Low Medium Value-creation potential in business unit
38、 High Corporatecenter skillsBusiness unit linkagesTaxation/valuationdifferences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack” Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest or
39、liquidate MACSUnit of measure* FootnoteSource: Source108Business StrategyManufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYUnit of measure* FootnoteSource: Source109Restructuring framework 1 5 4 3 2 PENTAGONUnit of
40、 measure* FootnoteSource: Source110Benefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFITUnit of measure* FootnoteSource: Source111Appraise performanceand prospects Developstrategy Redesignpivotal jobs Design the skillbuilding process Assess changereadiness Top downaction programs
41、Bottom up action programs 1 2 4 5 6 7 8 3 SMILE CHARTUnit of measure* FootnoteSource: Source1123.Create andpursue a uniqueadvantage 2.Resegment the market to create a niche4.Exploit uniqueadvantageindustrywide 1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARDUnit of measure* FootnoteSourc
42、e: Source113Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage-mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGEUnit of measure* FootnoteSource: Source114Selling margin Contrib
43、utionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport
44、 leverageTotal sales timeSupport costsTREE PRODUCTIVITYUnit of measure* FootnoteSource: Source115MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONUnit of measure* FootnoteSo
45、urce: Source116Real Perceived Clients relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objec
46、tivesInefficiencies in financial marketsDifference in valuation techniqueVALUE SOURCESUnit of measure* FootnoteSource: Source117GANTT10HeaderTextUnit of measure* FootnoteSource: Source118GANTT15HeaderText#Unit of measure* FootnoteSource: Source119TextTextVENN 2Unit of measure* FootnoteSource: Source
47、120TextTextTextVENN 3Unit of measure* FootnoteSource: Source121CONFIDENTIALFrequently Used Template Data DrivenTemplate June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without pri
48、or written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.050100150200250300350199619971998199920002001Label 1Label 2Label 3AREAUnit of measure* FootnoteSource: Source1235040302010Label 1Label
49、2Label 3Label 4Label 5BARUnit of measure* FootnoteSource: Source12450403020105040302010Label 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5TitleUnit of measureTitleUnit of measureBAR 2Unit of measure* FootnoteSource: Source12540302010550403025155550453025Label 1Label 2Label 3Label
50、4Label 5BAR BUTTEDUnit of measure* FootnoteSource: Source126504030201023254565964323232323Label 1Label 2Label 3Label 4Label 5000000000000000SeriesSeriesBAR STACKEDSeriesUnit of measure* FootnoteSource: Source127504030204550607080901020304050Label 1Label 2Label 3Label 4Label 5000000000000000100%=Seri
