1、CONFIDENTIALConceptual 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 used by McKinsey&Company during
2、 an oral presentation;it is not a complete record of the discussion.McKinseyMcKinseyFrequently Used Template Frequently Used Template Source：Page 1TextTextTextTextTextTextTextTextTextText2 2X2 CUBEDX2 CUBEDUnit of measureSource：Page 22 2X2 TOWERX2 TOWERUnit of measureSource：Page 35 5PS MARKETINGPS M
3、ARKETINGPlacePriceProductPackagePositioning promotionProduct offeringUnit of measureSource：Page 4StrategySkillsSystemsStaffShared valuesStructureStyle7 7S SUnit of measureSource：Page 5ARROW 3DARROW 3DUnit of measureSource：Page 6CUBES1 3DCUBES1 3DUnit of measureSource：Page 7CUBES2 3DCUBES2 3DUnit of
4、measureSource：Page 8CUBES3 3DCUBES3 3DUnit of measureSource：Page 9TextTextTextTextCUTOUT 3DCUTOUT 3DUnit of measureSource：Page 10New entrantSuppliersIndustryIndustrycompetitorscompetitorsBuyersSubstitutesFORCES AT WORKFORCES AT WORKUnit of measureSource：Page 11TextTextTextTextTextTextTextTextTextTex
5、tJOINTJOINTUnit of measureSource：Page 12TextTextTextTextLEVEL SEPARATE 4LEVEL SEPARATE 4Unit of measureSource：Page 13TextTextTextLINEAR A 3DLINEAR A 3DUnit of measureSource：Page 14TextTextTextTextLINEAR B 3DLINEAR B 3DUnit of measureSource：Page 15TextTextTextLINEAR C 3DLINEAR C 3DUnit of measureSour
6、ce：Page 16TextTextTextLINEAR D 3DLINEAR D 3DUnit of measureSource：Page 17TextTextTextTextLINEAR E 3DLINEAR E 3DUnit of measureSource：Page 18TextTextTextLINEAR G 3DLINEAR G 3DUnit of measureSource：Page 19TextTextLINEAR I 3DLINEAR I 3DUnit of measureSource：Page 20TextTextTextTextLINEAR J 3DLINEAR J 3D
7、Unit of measureSource：Page 21TextLINEAR N 3DLINEAR N 3DTextTextTextUnit of measureSource：Page 22TextTextTextLINEAR P 3DLINEAR P 3DUnit of measureSource：Page 23LINEAR Q 3DLINEAR Q 3DTextTextUnit of measureSource：Page 24TextTextLINEAR Q 3DLINEAR Q 3DUnit of measureSource：Page 25PlanImplementSupportLIN
8、KS 3LINKS 3Unit of measureSource：Page 26PERSPECTIVE 3DPERSPECTIVE 3DUnit of measureSource：Page 27TextTextTextPROPELLER 3DPROPELLER 3DUnit of measureSource：Page 28RINGS 3DRINGS 3DUnit of measureSource：Page 29TextSCALESCALETextUnit of measureSource：Page 30TextTextSCALESSCALESUnit of measureSource：Page
9、 31TextTextTextTextTextTextSIZES INSIZES INUnit of measureSource：Page 32SPIRAL1 3DSPIRAL1 3DUnit of measureSource：Page 33SpiralBrakesTube in tubeSPIRAL2 3DSPIRAL2 3DUnit of measureSource：Page 34TextTextTextTextSPOTLIGHTSPOTLIGHTUnit of measureSource：Page 35TextTextTextTextTextTextSTAIRCASESTAIRCASEU
10、nit of measureSource：Page 36STARS 3DSTARS 3DUnit of measureCONFIDENTIALConceptual 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 McKinse
11、y&Company.This material was used by McKinsey&Company during an oral presentation;it is not a complete record of the discussion.McKinseyMcKinseyFrequently Used Template Frequently Used Template Source：Page 38TextTextWIRE CUBESWIRE CUBESUnit of measureSource：Page 39TextTextTextTextTextTextTextARROWSAR
12、ROWSUnit of measureSource：Page 40FLOW 2FLOW 2TextHeaderHeaderTextUnit of measureSource：Page 41TextTextFLOW 2 TITLEFLOW 2 TITLETextHeaderHeaderTextUnit of measureSource：Page 42FLOW 3FLOW 3TextHeaderHeaderTextHeaderTextUnit of measureSource：Page 43TextTextFLOW 3 TITLEFLOW 3 TITLETextHeaderHeaderTextHe
13、aderTextUnit of measureSource：Page 44FLOW 4FLOW 4TextHeaderHeaderTextHeaderHeaderTextTextUnit of measureSource：Page 45TextTextFLOW 4 TITLEFLOW 4 TITLETextHeaderHeaderTextHeaderHeaderTextTextUnit of measureSource：Page 46FLOW 5FLOW 5TextHeaderHeaderTextHeaderHeaderHeaderTextTextTextUnit of measureSour
14、ce：Page 47TextTextFLOW 5 TITLEFLOW 5 TITLETextHeaderHeaderTextHeaderHeaderHeaderTextTextTextUnit of measureSource：Page 48FLOW 6FLOW 6TextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextUnit of measureSource：Page 49TextTextFLOW 6 TITLEFLOW 6 TITLETextTextHeaderHeaderHeaderHeaderHeaderTextText
15、TextHeaderTextUnit of measureSource：Page 50BLADESBLADESTextTextTextTextUnit of measureSource：Page 51BOXBOXTextTextTextTextUnit of measureSource：Page 52BOXBOXTextTextTextTextUnit of measureSource：Page 53CYCLE 1CYCLE 1TextTextTextUnit of measureSource：Page 54CYCLE 2CYCLE 2TextTextUnit of measureSource
16、：Page 55CYCLE 3CYCLE 3TextTextTextUnit of measureSource：Page 56CYCLE 4CYCLE 4TextTextTextTextUnit of measureSource：Page 57CYCLE 5CYCLE 5TextTextTextTextTextUnit of measureSource：Page 58CYCLE 6CYCLE 6TextTextTextTextTextTextUnit of measureSource：Page 59CYCLE 7CYCLE 7TextTextTextTextTextTextTextUnit o
17、f measureSource：Page 60CYCLE 8CYCLE 8TextTextTextTextTextTextTextTextUnit of measureSource：Page 61TextINCOMINGINCOMINGTextTextTextTextTextUnit of measureSource：Page 62RIBBONRIBBONTextTextTextTextTextUnit of measureSource：Page 63RINGRINGTextTextTextTextTextUnit of measureSource：Page 64UPON 2UPON 2Tex
18、tTextUnit of measureSource：Page 65CONTINUOUSCONTINUOUSTextTextTextTextTextTextTextTextUnit of measureSource：Page 66CUTOUTCUTOUTTextTextTextTextUnit of measureSource：Page 67LINEAR ALINEAR ATextTextTextUnit of measureSource：Page 68LINEAR BLINEAR BTextTextTextTextUnit of measureSource：Page 69LINEAR CLI
19、NEAR CTextTextTextUnit of measureSource：Page 70LINEAR DLINEAR DTextTextTextUnit of measureSource：Page 71LINEAR ELINEAR ETextTextTextTextUnit of measureSource：Page 72LINEAR FLINEAR FTextTextTextUnit of measureSource：Page 73LINEAR GLINEAR GTextTextTextUnit of measureSource：Page 74LINEAR HLINEAR HTextT
20、extTextTextUnit of measureSource：Page 75LINEAR ILINEAR ITextTextUnit of measureSource：Page 76LINEAR JLINEAR JTextTextTextTextUnit of measureSource：Page 77LINEAR KLINEAR KTextTextTextTextTextTextUnit of measureSource：Page 78LINEAR NLINEAR NTextTextTextTextUnit of measureSource：Page 79LINEAR PLINEAR P
21、TextTextTextUnit of measureSource：Page 80LINEAR QLINEAR QTextTextUnit of measureSource：Page 81PROPELLERPROPELLERTextTextTextUnit of measureSource：Page 82STEP 5STEP 5TextTextTextTextTextUnit of measureSource：Page 83TextTextTextText2 2 ON 1ON 1Unit of measureSource：Page 84TextTextTextTextTextTextAGAIN
22、STAGAINSTUnit of measureSource：Page 85TextTextTextTextTextAT WORKAT WORKUnit of measureSource：Page 86TextTextCOUPLED HORIZCOUPLED HORIZUnit of measureSource：Page 87TextTextCOUPLED VERTCOUPLED VERTUnit of measureSource：Page 88TextTextTextTextFOCUSEDFOCUSEDUnit of measureSource：Page 89New entrantSuppl
23、iersIndustry competitorsBuyersSubstitutesFORCES AT WORKFORCES AT WORKUnit of measureSource：Page 90TextTextTextPARALLELPARALLELUnit of measureSource：Page 91TextTextTextTextSPLITSPLITUnit of measureSource：Page 92TextSURROUNDSURROUNDUnit of measureSource：Page 93TextTextTWISTEDTWISTEDUnit of measureSour
24、ce：Page 94TextTextUP&AWAYUP&AWAYUnit of measureSource：Page 95TextTextUP&DOWNUP&DOWNUnit of measureSource：Page 96LEVEL 1LEVEL 1TextUnit of measureSource：Page 97LEVEL 2LEVEL 2TextTextUnit of measureSource：Page 98LEVEL 3LEVEL 3TextTextTextUnit of measureSource：Page 99LEVEL 4LEVEL 4TextTextTextTextUnit
25、of measureSource：Page 100LEVEL 5LEVEL 5TextTextTextTextTextUnit of measureSource：Page 101LEVEL 6LEVEL 6TextTextTextTextTextTextUnit of measureSource：Page 102The way managerscollectively behave with respect to useof time,attention,and symbolic actions The people in the organization,consideredin terms
26、 of corporate demographics,not individual personalitiesThe organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated Those ideas of what is right and desirable(in corporate and/or individual behavior)which are typical of the organizati
27、on 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 asustainableadvantage over competition Capabilitiespossessed bythe organizationas a whole asdistinct from theindividuals.Some companies perform extr
28、aordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2 2S-5SS-5SUnit of measureSource：Page 103CustomerClientsDistributorsCompetitorsSuppliers3 3CS TRIANGLECS TRIANGLEUnit of measureSource：Page 104SkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent set ofac
29、tions 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,notindividual personalities The way m
30、anagers 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 theorganization and commonto most of it
31、s members Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary people3 3S-4SS-4SUnit of measureSource：Page 105StyleStructureStaffStrategySystemsSkillsShared valuesThe way managers collectively behave with respect to
32、use of time,attention and symbolic actionsCapabilities possessed by the organization as a whole as distinct from the individuals.Some companies perform extraordinary feats with ordinary peopleThose ideas of what is right and desirable(in corporate and/or individual behavior)which are typical of theo
33、rganization and commonto most of its membersThe processes and and procedures through which things get donefrom day-to-dayThe organization chart and accompanying baggage that showwho reports to whom and how tasks are both divided up and integratedThe people in theorganization,considered in terms of c
34、orporate demographics,notindividual personalitiesA coherent set of actions aimed at gaining a sustainable advantage over competition7 7S SUnit of measureSource：Page 106Competitive positionCompetitive positionLowLowMediumMediumHighHighProduct/market attractivenessProduct/market attractivenessLowLowMe
35、diumMediumHighHighBUSS PORTFOLIOBUSS PORTFOLIOUnit of measureSource：Page 107Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesCHANGE BOARDCHANGE BOARDUnit of measureSource：Page 108 Delta Delta P P Vi
36、sion andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers(particularly middle management)haveskill to lead programimplementationChange in actual behaviorAction plans sufficient to achieve goalsAgreement on objectives by l
37、ine managementManagement of high-involvement processImplementation ornear implementationof required structureand systemsFlow of 2-way communicationsPeoples understanding,belief and contribution to act on vision and action plansAccurate measurementof action and resultsClear accountabilitiesEarly wins
38、Visible demonstrationof new vision andvalues by clientleadershipDELTA PDELTA PUnit of measureSource：Page 109Natural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporatecenter skillsBusiness unit linkagesTaxation/valuationdifferences Industry att
39、ractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack”Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest orliquidate MACSMACSUnit of measureSource：Page 110Business StrategyManufacturing StrategyConfig
40、urationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYMANUFACTURING STRATEGYUnit of measureSource：Page 111Restructuring Restructuring framework framework 1 5 4 3 2 PENTAGONPENTAGONUnit of measureSource：Page 112Benefit Price Competitivedisadvantag
41、e Competitiveadvantage PRICE BENEFITPRICE BENEFITUnit of measureSource：Page 113Appraise performanceand prospects Developstrategy Redesignpivotal jobs Design the skillbuilding process Assess changereadiness Top downaction programs Bottom up action programs 1 1 2 2 4 4 5 5 6 6 7 7 8 8 3 3 SMILE CHARTS
42、MILE CHARTUnit of measureSource：Page 1143.3.Create andpursue a uniqueadvantage 2.2.Resegment the market to create a niche4.4.Exploit uniqueadvantageindustrywide 1.1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARDSTRAT GAMEBOARDUnit of measureSource：Page 115Stage 1 Stage 2 Stage 3 Stage 4
43、Value system Strategic manage-mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGESTRAT MANAGEUnit of measureSource：Page 116Selling margin ContributionSalesSelling rateSalesAvailable selling
44、 time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE P
45、RODUCTIVITYTREE PRODUCTIVITYUnit of measureSource：Page 117MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONVALUE CREATIONUnit of measureSource：Page 118Real Perceived Clients
46、 relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial mark
47、etsDifference in valuation techniqueVALUE SOURCESVALUE SOURCESUnit of measureSource：Page 119GANTT10GANTT10HeaderHeaderTextUnit of measureSource：Page 120GANTT15GANTT15HeaderHeaderText#Unit of measureSource：Page 121050100150200250300350199619971998199920002001Label 1Label 2Label 3AREAAREAUnit of measu
48、reSource：Page 1225040302010Label 1Label 2Label 3Label 4Label 5BARBARUnit of measureSource：Page 12350403020105040302010Label 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5TitleTitleUnit of measureTitleTitleUnit of measureBAR 2BAR 2Unit of measureSource：Page 1244030201055040302515555
49、0453025Label 1Label 2Label 3Label 4Label 5BAR BUTTEDBAR BUTTEDUnit of measureSource：Page 125504030201023254565964323232323Label 1Label 2Label 3Label 4Label 5000000000000000SeriesSeriesBAR STACKEDBAR STACKEDSeriesUnit of measureSource：Page 126504030204550607080901020304050Label 1Label 2Label 3Label 4
50、Label 5000000000000000100%=SeriesSeriesBAR STACKED 100%BAR STACKED 100%SeriesUnit of measureSource：Page 1270100200300400500600700050100150200250TitleTitleUnit of measureTitleTitleUnit of measureLabel 1Label 2Label 3Label 4Label 5Label 6BUBBLEBUBBLEUnit of measureSource：Page 1282030405060Label 1Label
