欢迎来到三一文库! | 帮助中心 三一文库31doc.com 一个上传文档投稿赚钱的网站
三一文库
全部分类
  • 研究报告>
  • 工作总结>
  • 合同范本>
  • 心得体会>
  • 工作报告>
  • 党团相关>
  • 幼儿/小学教育>
  • 高等教育>
  • 经济/贸易/财会>
  • 建筑/环境>
  • 金融/证券>
  • 医学/心理学>
  • ImageVerifierCode 换一换
    首页 三一文库 > 资源分类 > PPT文档下载
     

    简约图表库模版2.ppt

    • 资源ID:2543185       资源大小:1.14MB        全文页数:102页
    • 资源格式: PPT        下载积分:10
    快捷下载 游客一键下载
    会员登录下载
    微信登录下载
    三方登录下载: 微信开放平台登录 QQ登录   微博登录  
    二维码
    微信扫一扫登录
    下载资源需要10
    邮箱/手机:
    温馨提示:
    用户名和密码都是您填写的邮箱或者手机号,方便查询和重复下载(系统自动生成)
    支付方式: 支付宝    微信支付   
    验证码:   换一换

    加入VIP免费专享
     
    账号:
    密码:
    验证码:   换一换
      忘记密码?
        
    友情提示
    2、PDF文件下载后,可能会被浏览器默认打开,此种情况可以点击浏览器菜单,保存网页到桌面,就可以正常下载了。
    3、本站不支持迅雷下载,请使用电脑自带的IE浏览器,或者360浏览器、谷歌浏览器下载即可。
    4、本站资源下载后的文档和图纸-无水印,预览文档经过压缩,下载后原文更清晰。
    5、试题试卷类文档,如果标题没有明确说明有答案则都视为没有答案,请知晓。

    简约图表库模版2.ppt

    0,The way managers collectively behave with respect to use of time, attention, and symbolic actions,The people in the organization, considered in terms of corporate demographics, not individual personalities,The 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 organization and common to most of its members,The processes and procedures through which things get done from day to day,A coherent set of actions aimed at gaining a sustainable advantage over competition,Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people,Staff,Systems,Style,Shared Values,Structure,Skills,Strategy,2S-5S,Unit of measure,* Footnote Source: Source,1,Customer,Clients,Distributors,Competitors,Suppliers,3CS TRIANGLE,Unit of measure,* Footnote Source: Source,2,Skills,Shared values,Strategy,Staff,Structure,Systems,Style,A coherent set of actions aimed at gaining a sustainable advantage over competition,The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated,The people in the organization, considered in terms of corporate demographics, not individual personalities,The way managers collectively behave with respect to use of time, attention and symbolic actions,The processes and procedures through which things get done from day-to-day,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,Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people,3S-4S,Unit of measure,* Footnote Source: Source,3,Style,Structure,Staff,Strategy,Systems,Skills,Shared values,The way managers collectively behave with respect to use of time, attention and symbolic actions,Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people,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 and procedures through which things get done from day-to-day,The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated,The people in the organization, considered in terms of corporate demographics, not individual personalities,A coherent set of actions aimed at gaining a sustainable advantage over competition,7S,Unit of measure,* Footnote Source: Source,4,Competitive position,Low,Medium,High,Product/market attractiveness,Low,Medium,High,BUSS PORTFOLIO,Unit of measure,* Footnote Source: Source,5,Change vision,Chief Executive,Leadership groups,Down the line,External constitution,CHANGE BOARD,Unit of measure,* Footnote Source: Source,6,Delta P,Vision and Leadership,Organizational Infrastructure,Performance Measurement,People Development,Communications,Problem Solving Process,Client managers (particularly middle management) have skill to lead program implementation Change in actual behavior,Action plans sufficient to achieve goals Agreement on objectives by line management Management of high- involvement process,Implementation or near implementation of required structure and systems,Flow of 2-way communications Peoples understanding, belief and contribution to act on vision and action plans,Accurate measurement of action and results Clear accountabilities Early wins,Visible demonstration of new vision and values by client leadership,DELTA P,Unit of measure,* Footnote Source: Source,7,Natural owner,Relative ability to extract value,Low,Medium,Value-creation potential in business unit,High,Corporate center skills Business unit linkages Taxation/ valuation differences,Industry attractiveness Competitive position Restructuring/rationalization opportunities,“One of the pack”,Retain and give top priority,Retain and give priority,Retain and manage for code or liquidate,Probably divest,Divest,Divest or liquidate,MACS,Unit of measure,* Footnote Source: Source,8,Business Strategy,Manufacturing Strategy,Configuration,Systems,Research Focus,Labor Policy,Product Design,Make vs. Buy,Organization,Process Design,MANUFACTURING STRATEGY,Unit of measure,* Footnote Source: Source,9,Restructuring framework,1,5,4,3,2,PENTAGON,Unit of measure,* Footnote Source: Source,10,Benefit,Price,Competitive disadvantage,Competitive advantage,PRICE BENEFIT,Unit of measure,* Footnote Source: Source,11,Appraise performance and prospects,Develop strategy,Redesign pivotal jobs,Design the skill building process,Assess change readiness,Top down action programs,Bottom up action programs,1,2,4,5,6,7,8,3,SMILE CHART,Unit of measure,* Footnote Source: Source,12,3.,Create and pursue a unique advantage,2.,Resegment the market to create a niche,4.,Exploit unique advantage industrywide,1.,Do more and better of the same,When to compete,STRAT GAMEBOARD,Unit of measure,* Footnote Source: Source,13,Stage 1,Stage 2,Stage 3,Stage 4,Value system,Strategic manage- ment,Externally orientated planning,Forecast based planning,Budget planning,Meet budget and schedule,Predict the future,Think strategically,Create the future,STRAT MANAGE,Unit of measure,* Footnote Source: Source,14,Selling margin Contribution Sales,Selling rate Sales Available selling time,Effectiveness Contribution Available selling time,Productivity Contribution Total selling costs,Efficiency Available selling time Total selling costs,Utilization Available selling time Total sales time,Support intensity Support costs Total selling costs,Support leverage Total sales time Support costs,TREE PRODUCTIVITY,Unit of measure,* Footnote Source: Source,15,Maximize shareholder value,Grow through cultural initiative,Redeploy assets,Improve core business performance,Grow through acquisition and/or merger,Adopt sound financing approach,VALUE CREATION,Unit of measure,* Footnote Source: Source,16,Real,Perceived,Clients relative ability to extract value,Corporate center skills,Linkages between business units,Financial ownership fit,Industry restructure,Internal controller,Shared resources,Transfer of capability,Vertical integration,Differences in tax position,Existence of non-cases objectives,Inefficiencies in financial markets,Difference in valuation technique,VALUE SOURCES,Unit of measure,* Footnote Source: Source,17,GANTT10,Header,Text,Unit of measure,* Footnote Source: Source,18,GANTT15,Header,Text,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,#,Unit of measure,* Footnote Source: Source,19,Text,Text,VENN 2,Unit of measure,* Footnote Source: Source,20,Text,Text,Text,VENN 3,Unit of measure,* Footnote Source: Source,CONFIDENTIAL,Frequently Used Template,Data Driven,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 it is not a complete record of the discussion.,22,Label 1,Label 2,Label 3,AREA,Unit of measure,* Footnote Source: Source,23,Label 1,Label 2,Label 3,Label 4,Label 5,BAR,Unit of measure,* Footnote Source: Source,24,Label 1,Label 2,Label 3,Label 4,Label 5,Label 1,Label 2,Label 3,Label 4,Label 5,Title Unit of measure,Title Unit of measure,BAR 2,Unit of measure,* Footnote Source: Source,25,Label 1,Label 2,Label 3,Label 4,Label 5,BAR BUTTED,Unit of measure,* Footnote Source: Source,26,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,Series,Series,BAR STACKED,Series,Unit of measure,* Footnote Source: Source,27,Label 1,Label 2,Label 3,Label 4,Label 5,000,000,000,000,000,100%=,Series,Series,BAR STACKED 100%,Series,Unit of measure,* Footnote Source: Source,28,Title Unit of measure,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Label 6,BUBBLE,Unit of measure,* Footnote Source: Source,29,Label 1,Label 2,Label 3,Label 4,Label 5,COLUMN,Unit of measure,* Footnote Source: Source,30,Label 1,Label 2,Label 3,Label 4,Label 5,Label 1,Label 2,Label 3,Label 4,Label 5,Title Unit of measure,Title Unit of measure,COLUMN 2,Unit of measure,* Footnote Source: Source,31,Label 1,Label 2,Label 3,Label 4,Label 5,COLUMN BUTTED,Unit of measure,* Footnote Source: Source,32,Label 1,Label 2,Label 3,Label 4,Label 5,Series,Series,Series,Series,000,000,000,000,000,COLUMN STACKED,Unit of measure,* Footnote Source: Source,33,Label 1,Label 2,Label 3,Label 4,Label 5,Series,Series,Series,Series,100%=,000,000,000,000,000,COLUMN STACKED 100%,Unit of measure,* Footnote Source: Source,34,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Title Unit of measure,100% =,000,Series,Series,Series,Series,Label 1,COMBO PIE SEGMENT COLUMN,Unit of measure,* Footnote Source: Source,35,Title Unit of measure,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,COST CURVE,Unit of measure,* Footnote Source: Source,36,Title Unit of measure,Title Unit of measure,DUAL COLUMN LINE,Unit of measure,* Footnote Source: Source,37,Title Unit of measure,Title Unit of measure,DUAL LINE,Unit of measure,* Footnote Source: Source,38,Label 1,Label 2,Label 3,Label 4,LINE,Unit of measure,* Footnote Source: Source,39,Label 1,Label 2,Label 3,Label 4,Label 5,PIE,Unit of measure,* Footnote Source: Source,40,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,Title Unit of measure,Label 1,Label 2,Label 3,Label 4,Label 5,PIE 2,Unit of measure,* Footnote Source: Source,41,RANGE HIGH LOW,Unit of measure,* Footnote Source: Source,42,SCATTER X & Y,Unit of measure,* Footnote Source: Source,43,WATERFALL BAR,Label 1,Label 2,Label 3,Label 4,Label 5,Unit of measure,* Footnote Source: Source,44,WATERFALL COLUMN,Label 1,Label 2,Label 3,Label 4,Label 5,Unit of measure,* Footnote Source: Source,CONFIDENTIAL,Frequently Used Template,Named Objects,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 it is not a complete record of the discussion.,46,ARROWS,Unit of measure,* Footnote Source: Source,47,DISCLAIMERS CLIENT,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.,Unit of measure,* Footnote Source: Source,48,DISCLAIMERS INTERNAL,This report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Company. If you are not the intended recipient of this report, you are hereby notified that the use, circulation, quoting, or reproducing of this report is strictly prohibited and may be unlawful.,Unit of measure,* Footnote Source: Source,49,DISCLAIMERS PRESENTATION,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 it is not a complete record of the discussion.,Unit of measure,* Footnote Source: Source,50,LEGENDS,Unit of measure,* Footnote Source: Source,51,MCKINSEY LOGO,Unit of measure,* Footnote Source: Source,52,MISC,ü,û,Unit of measure,* Footnote Source: Source,53,MOONS,Unit of measure,* Footnote Source: Source,54,STICKER,Unit of measure,* Footnote Source: Source,55,STICKER OTHER,Unit of measure,* Footnote Source: Source,56,WORLD MAP,Unit of measure,* Footnote Source: Source,CONFIDENTIAL,Frequently Used Template,Text,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 it is not a complete record of the discussion.,58,PPT TABLE 2,Heading,Heading,Text,Text,Unit of measure,* Footnote Source: Source,59,PPT TABLE 3,Heading,Heading,Heading,Text,Text,Text,Unit of measure,* Footnote Source: Source,60,PPT TABLE 4,Heading,Heading,Heading,Heading,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,61,PPT TABLE 5,Heading,Heading,Heading,Heading,Heading,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,62,PPT TABLE 6,Heading,Heading,Heading,Heading,Heading,Heading,Text,Text,Text,Text,Text,Text,Unit of measure,* Footnote Source: Source,CONFIDENTIAL,Frequently Used Template,SEO VA,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 it is not a complete record of the discussion.,64,Unit of measure,* Footnote Source: Source,Text,Text,Text,65,Unit of measure,* Footnote Source: Source,Title,Text,66,Unit of measure,* Footnote Source: Source,Title,Text,Title,Text,67,EXHIBIT TITLE,* Footnote Source: Source,Title,68,EXHIBIT TITLE,* Footnote Source: Source,Title,69,EXHIBIT TITLE,* Footnote Source: Source,Title,Title,70,EXHIBIT TITLE,* Footnote Source: Source,Title,Title,Title,71,2 COLUMN,* Footnote Source: Source,Title,Title,Text,Text,72,3 COLUMN,* Footnote Source: Source,73,4 COLUMN,* Footnote Source: Source,74,5 COLUMN,* Footnote Source: Source,75,6 COLUMN,* Footnote Source: Source,Title,Text,Title,Text,Title,Text,Title,Text,Title,Text,Title,Text,76,7 COLUMN,* Footnote Source: Source,Title,Text,Title,Text,Title,Text,Title,Text,Title,Text,Title,Text,Title,Text,Title,Title,77,8 COLUMN,* Footnote Source: Source,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,78,3-STEP,Text,Text,Text,Text,79,4-STEP,Text,Text,Text,Text,Text,80,5-STEP,Text,Text,Text,Text,Text,Text,81,3 HORIZONTAL,Unit of measure,* Footnote Source: Source,Text,Text,Text,Text,Text,Text,82,4 HORIZONTAL,Unit of measure,* Footnote Source: Source,Text,Text,Text,Text,83,5 HORIZONTAL,Unit of measure,* Footnote Source: Source,Text,Text,Text,Text,Text,Text,Text,Text,Text,Text,84,4-STEP,Unit of measure,* Footnote Source: Source,Text,Text,Text,Text,Text,Text,Text,Text,85,FLOW 2,Text,Text,Unit of measure,* Footnote Source: Source,86,FLOW 2 TITLE,Unit of measure,* Footnote Source: Source,Text,Text,87,FLOW 3,Unit of measure,* Footnote Source: Source,88,FLOW 3 T

    注意事项

    本文(简约图表库模版2.ppt)为本站会员(本田雅阁)主动上传,三一文库仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对上载内容本身不做任何修改或编辑。 若此文所含内容侵犯了您的版权或隐私,请立即通知三一文库(点击联系客服),我们立即给予删除!

    温馨提示:如果因为网速或其他原因下载失败请重新下载,重复下载不扣分。




    经营许可证编号:宁ICP备18001539号-1

    三一文库
    收起
    展开