1、TitleAuthorPresented ToDateClient Name or LogoBusiness and Systems Aligned. Business Empowered.TM*Index Page*The Corporate ColorsBLACKRed: 0Green: 0Blue: 0Cream Red: 247Green: 242Blue: 208Burgundy Red: 125Green: 12Blue: 0Gray Red: 167Green: 158Blue: 153Sandstone Red: 208Green: 166Blue: 96Sapphire Re
2、d: 7Green: 47Blue: 103Olive Red: 52Green: 67Blue: 22Plum Red: 54Green: 5Blue: 46PRIMARY PALETTESECONDARY PALETTE*The Corporate Colors (former KPMG) Used When NecessaryBLACKRed: 0Green: 0Blue: 0Cool Gray2 Red: 234Green: 235Blue: 231Cool Gray Red: 209Green: 215Blue: 199Blue Red: 54Green: 90Blue: 168*A
3、ction/reactionActionsReactions*Action/reactionActionsReactions*Action/reaction*Action/reaction*Against the tide/with the tideAgainst the tideWith the tide*Balance/imbalance*Balance/imbalance*Chances/risks*Change of directionMoment of directional change*Circulation (2 factors)*Circulation (3 factors)
4、*Circulation (4 factors)价值创造*Circulation (5 factors)*Circulation (6 factors)*Circulation (7 factors)*Circulation (8 factors)*Conflict*Conflict*DivergentDirection 2Company 3Direction 1Direction 3Company1Company2*Consequences (5)*Consequences (4)*Consequences123456*Cooperation*Dead end*Dependance*Deve
5、lopment/Growth*Development/GrowthStep 1Step 2Step3*Development/Growth*Development/GrowthRevisionsRevisionsRevisionsRevisionsPilot LocationLocation ALocation BLocation C*TommorrowTodayTimeValueAddedDevelopment/Growth*Development/Growth*Development/Growth*Development/Growth*Change*Direction*Factors (2
6、)*Factors (3)*Factors (3)*Factors (3)*Factors (4)*Factors (4)*Factors (4)*Factors (4)*Factors (4)*Factors (6)*Factors (6)*Factors (8)*Factors(5)15423*Factors (3)l l l *l l l l Factors (4)*Factors (5)ll l l l *Content(3)lll*Factors*Factors*Value Dynamic*Feedbackl l *Feedbackl *Feedback*Feedback*Feedb
7、ack*Filterl l *FilterInitial situation1. Criterion2. Criterion3. CriterionResult*Flexibility*Focus expansiontt*Harmony*Impact.*Influence (1 factor)l *Influence (2 factors)l l *Influence (2 factors)*Influence (4 factors)*Influence (6 factors)*Influence (6 factors)*Input/outputlll.lll.*Matrix*Matrix*M
8、easures plan planned activitiesOverview: ActivitiesWk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Commentsll*Measures plan planned measuresActivity: As of: Objective:Results:Responsible: Support: Measures: .lll*Measures plan planned individual stepsMeasure: .No.As of: 1.Individual stepsResponsibleSupportForm of resu
9、ltStartDura-tionDead-linePro-jectCom-pleted.*Mutuality*l l Mutuality*Obstacle*Obstacle*Option123*Option1234*Plus/minus*Plus/minusll+*Plus/minusll*Portfolio+*Portfolio+*Pressure*Continuous planning and forecasting*PrioritizationPrioritization*Process*Process123412345*Process decreaselllll12345*Proces
10、s increaselllll12345*ProjectPhase IlPhase IIlPhase IIIl*Project weeks weeksPhase IPhase IIlll4312l*Project procedurePhasesTime requiredProject features.Phase I.Phase II.Phase III.weeksweeksweeksllll1234*Puzzle*Puzzle (for color presentations)*Puzzle3 parts123To apply color, ungroup the object, then
11、regroup it afterwards=*Redesignlll*Redesign*Resistance.*Rethink*Separationlll*Separation.l*Separationl.ll*Storyboardllllll*Strengths/weaknessesStrengthsWeaknessesWeaknessesStrengthslll.llllll.llTodayTomorrow*Target (1 factor)l*Target (3 factors)lll*Text blocks (5)l.l.l.l.l.*Text blocks (5).l.l.l.l.l
12、.*Text blocks (3 + 4).lllllllll.lll*TimetableWkMonth.Issuesl*Value-added chainSupplierCustomerDevelopmentProductionSalesDistributionCompany*Waste of resources problemProblem 3Problem 1Problem 2Problem 4*Waste of resources solutionSolution to problem 3Solution to problem 1Solution to problem 2Solutio
13、n to problem 4*Project 概概 念念 设设 计计实实 施施工作目标：工作目标：*Matrix & Steps*信息系统管理数据业务流程管控模式信息系统管理数据业务流程管控模式Matrix*Project*High-level Flow Chart*Factors & Matrix*Matrix*Delivery Model*BusinessLabourAvg $Cost/FTEPresenceFlexibilityRiskUK3132Ireland3936France1396Germany1396Netherlands3999India9915Central Europe9
14、111Scoring Methodology :Low 200 FTE1Medium$41-$82 K/head76 - 200 FTE3High$82 K/head75 FTE9LowMedHighHighSavings Opportunity Implementation RiskLowMedExcluded Due to Labor Costs and /or Labor Law InflexibilityNo Savings; Current Operations Maintained; Not A Proposed SSE LocationIndia added back in du
15、e to Financial ServicesCompany strategy9Research*DevelopmentHighHighLow*nWeb ReportingnProvide Self ServicenVirtual ClosenKPI ReportingnROI PortfolionIntangible Asset Management StrategiesMulti-trends DevelopmentValue Creatione-FinanceMaximizemarket capLeverage stock as currencyfor growthLower costs
16、,capitalize on information flowCreate profitablerevenue opportunitiesSTAKEHOLDERSASSETSCUSTOMERSSUPPLIERSne-Purchasing & Buying ConsortiumsnStrategic CostingnOnline PaymentnPartner Alliance ManagementnDynamic Purchase AnalysisSupply ChainnCreate Equity Partnerships with SuppliersnDrive Performance w
17、ith Employee OptionsnDynamic Acquisition, Spin-off StrategiesReinvestmentnProvide Instant Online Financing AlternativesnRevenue ManagementnEnable Electronic Billing, PaymentnWeb-enable Customer, Service Line ProfitabilitynDevelop Common Analytical PlatformRevenue Chain*Steps*Cycle*Shared Services*Co
18、mparePastFuture*T E C H N O L O G YBetter Practice Finance Process Model*Prioritization SampleHighLowHighLow*Activity mapsVoiceFilms/ ProgrammingMusicVideo conferenceRich MediaNewsInteractiveE-mailInformationTransactionsGamesMedia/ PublishingCorporateCommunicationsAdvertisingPublishingExhibitionBrow
19、sersE-comm. toolsSearchenginesAppn hosting toolsUser ApplicationsEnterprise appnsContent-specific appsStrmgmediaCachgNetwk mgmtMetrgMiddlewareBIlling“WalledGarden”Open Portal“WalledGarden”Open Mobile PortalFixed ASPISP FixedISP MobileInternlBackboneBandwthTradingNational BackboneColocn/HotellingNetw
20、ork ProvisionSwitching/routingCo-axCopperFibreSwitchesand RoutersNetwork Equipment and InfrastructureHostingRights ofWaySat.PSTN/ ISDNDial-upCableFixed Network ServicesCo-ax2.5GMobile3G2GWeb sitesMobileHandsetsPDAsFixedHandsetsTVsDevicesSpecialistDevicesOperatingSystemsSpecialistLocal AppsApplicatio
21、nsLocalMiddlewareSet top boxW-ASPASPMultiplexersFixed Netwk Eqpmt InfrastructurexDSLRadioFibreCurrent area of activityMwaveHSIGPRSASPEData Traditional offline mediaKey areas of future activity - owned or as part of an alliance*Capability assessment01234EXNBW*AssessmentFinancialHumanPhysicalBrandCult
22、ureReputationSupportCommercial & MarketingAsset operationsAsset optimisationRegulation & politicalCustomer operations*FlowSource: FSI project, 1998 Service requirement identified Ease of contact for enquiry Initial contact enquiry Marketing material Payment alternatives Account set up No additional
23、charges No billing enquiries required*SegmentationIrregularRiskaverseRegularxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx*Segmentation(2)4.8%707580859095100150200250300350400450Retention(%)Lifetime NPV100mYoungWealthyMid-WealthyRetired saversMid-AffluentYoungAffluentStudents*Segmentation(3) Segment by:low relevan
24、cehigh relevance*Dupont Analysis(1)Margin (Marketing efficiency)PATSalesXSalesAssetsXAssetsDebt + EquityXDebt + EquityEquityXPAT - dividendPATAsset turnover (Production efficiency)Capital leverageEquity leverageRetention ratioROA (operating efficiency)ROC (capital efficiency)ROE (equity efficiency)E
25、quity growth rate (sustainable growth)*Dupont Analysis(2)ROCprofitcapital employedexceptionalfixed assetsrevenuecostsworking capitalvolumedebtorspricecreditorsunit coststockfixed costsfixed assetsmarket sharemarket sizemarket growthindustry competitorssuppliersbuyerssubstitutespotential entrants*Gro
26、wth Share MatrixABFDEGC= $30 million salesBusiness UnitsProduct - Markets252015105010 x5x3x2x1x0.5x0.3x0.2xRelative Market ShareMarket Growth (%)Cash CowStarDogQuestion*Growth Spread MatrixCompany A vs. Selected PeersMost Recent FYECFROI - CoCHistorical Real Asset Growth10%5%0%-5%-10%10%5%0%-5%-10%C
27、ompany CCompany BCompany DCompany FCompany ACompany GCompany HCompany E= $1 Billion Inflation Adjusted Gross Assets*Market Definition020406080100%Levels of market - Demand sidePercentUK population Total PopulationPenetrated marketQualified available marketAvailable marketPotential marketServed marke
28、t*Partnering MapsCurrent capabilityHighLow“Must have”“Nice to have”“Nice to have”“Dont want”HighLowPotential for building customer intimacy*Portfolio MatrixEase of implementationFinancial attractivenessNPV 2002-2006(m)Attractiveness vs. ease of implementationLowSmart order routingBack-office outsour
29、cingTrade cost analyticsCorporate actionsNPV 2002-200620m200High1015Overallproposition56 million5OMSBasicpropositionInherently attractiveInherently unattractive*Risk MatrixNote: The bubble size represents the potential financial impact Key Risks falling under the following categories:LowHighMediumMa
30、nageable riskMitigation / NegotiationOutside OMFS controlAOJQDEFIMNPRSTUVXWSignificance of riskBCDGHKL Internal risks Project risks Market risks*Root Cause Analysis80%20%*Scenario Development*Sector Chart= $1 billion revenue, 2000Company ERelative Market ShareReal Annual Growth (%) -20% -10% 0% 10%
31、20% 30% 40% 0.02X 0.03X 0.05X 0.1X 0.2X 0.3X 0.5X 1X 2X 0.01X 1.5XCompany FCompany CCompany BCompany KCompany ACompany GCompany HCompany ICompany JCompany DSectorCAGR = 8.6%ABC Sector, 1996 - 2000*Strategy Articulation MapBattlegroundsKey initiativesNecessary competitive advantagesVision*Strategy Ar
32、ticulationStrategy Articulation*Traffic Light ChartsJP Morgan/ChaseCSPBGoldman SachsMerrill LynchCitigroup-SSBBrandFinancial strengthScale/distribution capacityCross sales leverageManagement capabilityOpen platform progressAdoption of technologyStructured product capabilitySegment focus Service capa
33、bilityEuropean wide intentEuropean understandingOverallDeutsche PBHSBCABN AmroJulius Br VontobelLombard OdierPictetStrongWeakAverage*Bar*Empty Bars*Compare*Compare 2*Multi Factors Time Series*产能与需求增长速度对比96.91602302387597.5148.513005010015020025090939901+9.1%p.a.+6.2%p.a.单位：TEU产能需求量+1.7%p.a.+18.9%p.a.+7.3%p.a.-6.4%p.a.108万* 机会成本 营运所产生的机会成本 产生的费用 管理人员所支出的费用 材料成本 费用 折旧综合成本成本投入成本机会成本*
