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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
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24、Unit of measure* FootnoteSource: Source97TextTextTWISTEDUnit of measure* FootnoteSource: Source98TextTextUP & AWAYUnit of measure* FootnoteSource: Source99TextTextUP & DOWNUnit of measure* FootnoteSource: Source100The way managerscollectively behave with respect to useof time, attention,and symbolic
25、 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 divided up and integrated Those ideas of what is right and desirable (in corporate a
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28、llsSharedvaluesStrategyStaffStructureSystemsStyleA 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 in
29、terms 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 day-to-dayThose ideas of what is rightand desirable (in corporateand/or individua
30、l 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 people3S-4SUnit of measure* FootnoteSource: Source103StyleStructureStaffStrategySy
31、stemsSkillsShared 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 companies perform extraordinary feats with ordinary peopleThose ideas of what is right a
32、nd 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 chart and accompanying baggage that showwho reports to whom and how tasks are both
33、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 of measure* FootnoteSource: Source104Competitive positionLowMediumHighProduct/ma
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35、Delta P P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers (particularly middle management) haveskill to lead programimplementationChange in actual behaviorAction plans sufficient to achieve goalsAgreement on o
36、bjectives by line 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 accountabil
37、itiesEarly 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 High Corporatecenter skillsBusiness unit linkagesTaxation/valuationdiff
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40、 Competitiveadvantage PRICE BENEFITUnit of measure* FootnoteSource: Source111Appraise performanceand prospects Developstrategy Redesignpivotal jobs Design the skillbuilding process Assess changereadiness Top downaction programs Bottom up action programs 1 2 4 5 6 7 8 3 SMILE CHARTUnit of measure* Fo
41、otnoteSource: 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* FootnoteSource: Source113Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manag
42、e-mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGEUnit of measure* FootnoteSource: Source114Selling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribut
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44、FootnoteSource: Source115MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONUnit of measure* FootnoteSource: Source116Real Perceived Clients relative ability to extract valueC
45、orporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqu
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59、urce148DISCLAIMERS INTERNALThis 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 t
60、he 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* FootnoteSource: Source149DISCLAIMERS PRESENTATIONThis report is solely for the use of client personnel. No part
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104、abel Label Label Label Label Label Label Label TextTitleMeasure Label Label Label Label Label Label Label Label TextTitleMeasure Label Label Label Label Label Label Label Label TextUnit of measure276EXHIBIT TITLE* FootnoteSource: SourceTitleMeasure Label 1Label 2Label 3Label 4Label 5Label 6TitleMeas
105、ure Label 1Label 2Label 3Label 4Label 5Label 6TitleMeasure Label 1Label 2Label 3Label 4Label 5Label 6TitleMeasure Label 1Label 2Label 3Label 4Label 5Label 6Unit of measure277EXHIBIT TITLE* FootnoteSource: SourceTitleMeasure Label Label Label Label Label Label Label Label TextTitleMeasure Label Label
106、 Label Label Label Label Label Label TextTitleMeasure Label Label Label Label Label Label Label Label TextTitleMeasure Label Label Label Label Label Label Label Label TextUnit of measure278EXHIBIT TITLE* FootnoteSource: SourceTextLabel 1Label 2Label 3Label 4Label 5TextLabel 1Label 2Label 3Label 4Lab
107、el 5Unit of measure279EXHIBIT TITLE* FootnoteSource: SourceTextLabel 1Label 2Label 3Label 4TextLabel 1Label 2Label 3Label 4TextLabel 1Label 2Label 3Label 4Unit of measure280EXHIBIT TITLE* FootnoteSource: SourceLabel 1Label 2Label 3Label 4TextLabel 1Label 2Label 3Label 4TextLabel 1Label 2Label 3Label
108、 4TextLabel 1Label 2Label 3Label 4TextUnit of measure281EXHIBIT TITLE* FootnoteSource: SourceTitleMeasure Label 1Label 2Label 3Label 4Label 5TitleMeasure Label 1Label 2Label 3Label 4Label 5Unit of measure282EXHIBIT TITLE* FootnoteSource: SourceTitleMeasure Label 1Label 2Label 3Label 4TextTitleMeasur
109、e Label 1Label 2Label 3Label 4TextTitleMeasure Label 1Label 2Label 3Label 4TextUnit of measure283EXHIBIT TITLE* FootnoteSource: SourceTitleTitleMeasureMeasure Label 1Label 2Label 3Label 4TextTitleTitleMeasureMeasure Label 1Label 2Label 3Label 4TextTitleTitleMeasureMeasure Label 1Label 2Label 3Label
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111、t of measure285Unit of measure* FootnoteSource: SourceTitle (Measure)Title (Measure)Title (Measure)Title (Measure)TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTitle Measure286Unit of me
112、asure* FootnoteSource: SourceTitle (Measure)TextTextTextTextTextTextTitle (Measure)TextTextTextTextTextTextTitle (Measure)TextTextTextTextTextTextTitle (Measure)TextTextTextTextTextTextTitle (Measure)TextTextTextTextTextTextTitle (Measure)TextTextTextTextTextTextTitle (Measure)TextTextTextTextTextTe
113、xtTitle (Measure)TextTextTextTextTextTextTitle (Measure)TextTextTextTextTextText287ROIC TREE ANALYSISPercent Title Title Title Title Title Title Title Title Title Title Title Title Title Title Title Title Title 288EXHIBIT TITLE* FootnoteSource: SourceTextSeriesSeriesSeriesSeries100%=Label 1Label 2La
114、bel 3Label 4Label 5000000000000000TextSeriesSeriesSeriesSeries100%=Label 1Label 2Label 3Label 4Label 5000000000000000Unit of measure289EXHIBIT TITLE* FootnoteSource: SourceUnit of measureSeriesSeriesSeriesSeries100%=Label 1Label 2Label 3Label 4Label 5000000000000000TextSeriesSeriesSeriesSeries100%=L
115、abel 1Label 2Label 3Label 4Label 5000000000000000TextSeriesSeriesSeriesSeries100%=Label 1Label 2Label 3Label 4Label 5000000000000000Text290EXHIBIT TITLE* FootnoteSource: SourceTitleMeasure SeriesSeriesSeriesSeries100%=Text000000000000000000000000TextTextTextTextTextTextTextTitleMeasure SeriesSeriesS
116、eriesSeries100%=Text000000000000000000000000TextTextTextTextTextTextTextTitleMeasure SeriesSeriesSeriesSeries100%=Text000000000000000000000000TextTextTextTextTextTextTextTitleMeasure SeriesSeriesSeriesSeries100%=Text000000000000000000000000TextTextTextTextTextTextTextUnit of measure291Unit of measur
117、e* FootnoteSource: SourceTitleMeasureLabel 1Label 2Label 3Label 4Label 5100% = xxxxTitleMeasureLabel 1Label 2Label 3Label 4Label 5100% = xxxx292Unit of measure* FootnoteSource: SourceLabel 1Label 2Label 3Label 4Label 5100% = xxxxTitleMeasureLabel 1Label 2Label 3Label 4Label 5100% = xxxxTitleMeasureL
118、abel 1Label 2Label 3Label 4Label 5100% = xxxxTitleMeasure293Unit of measure* FootnoteSource: SourceLabel 1Label 2Label 3Label 4Label 5100% = xxxxTitleMeasureLabel 1Label 2Label 3Label 4Label 5100% = xxxxTitleMeasureLabel 1Label 2Label 3Label 4Label 5100% = xxxxTitleMeasureLabel 1Label 2Label 3Label
119、4Label 5100% = xxxxTitleMeasure294Unit of measure* FootnoteSource: SourceTitleMeasureTitleMeasure295Unit of measure* FootnoteSource: SourceTitleMeasureTitleMeasureTitleMeasure296Unit of measure* FootnoteSource: SourceTitleMeasureTitleMeasureTitleMeasureTitleMeasure297Unit of measure* FootnoteSource:
120、 SourceTitleMeasureTextTitleMeasure298Unit of measure* FootnoteSource: SourceTitleMeasureTitleMeasureTitleMeasureTitleMeasure299Unit of measure* FootnoteSource: SourceTitle (Measure)TitleMeasureTitle (Measure)Title (Measure)Title (Measure)300STICKER AND OTHERS EXAMPLEESTIMATEPROPOSEDCONCEPTUALPRELIM
121、INARYROUGH ESTIMATETO BE COMPLETEDONLY FOR DISCUSSIONWORK IN PROGRESSBACK UPREVISEDTENTATIVEHYPOTHESISILLUSTRATIVECONFIDENTIALVERY PRELIMINARYSTICKER AUTOMAKEREXAMPLEESTIMATEPROPOSEDCONCEPTUALPRELIMINARYROUGH ESTIMATETO BE COMPLETEDONLY FOR DISCUSSIONWORK IN PROGRESSBACK UPREVISEDTENTATIVEHYPOTHESIS
122、ILLUSTRATIVECONFIDENTIALVERY PRELIMINARY301HighMediumLow302STICKER AND OTHERS TextTextText303MAPS 304APPENDIX305END OF DOC 306307客户细分应用蓝图提升主动营销执行力度1860客服系统客服系统营业厅营业厅BOSS系统系统大客户经理大客户经理大客户管理系统大客户管理系统基于客户细分的客户策略、客户信息n客户细分模型经营分析系统n基于客户细分的客户策略分析策划人分析策划人员员经营分析系经营分析系统统一致的客户策略保证主动营销与客一致的客户策略保证主动营销与客户沟通的一致性，
123、提高营销效率与户沟通的一致性，提高营销效率与客户感知价值客户感知价值基于细分的系统交互与整合保证：基于细分的系统交互与整合保证：1、策略直接下达到生产一线、策略直接下达到生产一线2、策略沟通一致性提高、策略沟通一致性提高3、经营分析系统利用率提高、经营分析系统利用率提高根据营销重点修改策略信息与数据传递308实际的问题是，即使有了模型和策略还远远不够实际的问题是，即使有了模型和策略还远远不够我好像是什么都我好像是什么都知道，但却什知道，但却什么都做不了？么都做不了？309二分的决策树310聚类分析的原理基于每个对象在多维（变量）空间彼此之间的距离（常用的是欧氏距离），把彼此距离很近的一些对象聚
124、为一个类。最终形成类内距离最小化，类间距离最大化。311训练完成的一颗简单的决策树 流失 5000 50% 未流失 5000 50% Total 10000 100%在网时长在网时长=3=3个月个月 流失 1000 66.7% 未流失 500 33.3% Total 1500 100%33在网时长在网时长=666个月个月 流失 2500 45.5% 未流失 3000 55.5% Total 5500 100%呼出电话次数呼出电话次数=151515 流失 700 35% 未流失 1300 65% Total 2000 100%根节点根节点叶节点叶节点子子节节点点Lift =80%/50%=1.6
125、Gain =800/5000=16%312语音业务语音业务（包括（包括V V网）网）本地通话本地通话本地被叫（网内外）本地主叫本地本地主叫省内（基本费、长途费）本地主叫省际（基本费、长途费）本地拔打IP（基本费、IP费）省际漫游省际漫游与漫游地通话（主被叫）非漫游地被叫漫游地主叫省际（漫游费、长途费）漫游地拔打IP（漫游费、IP费）省内漫游省内漫游与漫游地通话（主被叫）非漫游地被叫漫游地主叫省内（漫游费、长途费）漫游地主叫省际（漫游费、长途费）漫游地拔打IP（漫游费、IP费）数据业务数据业务短信GPRS彩信梦网其他本报告分析涉及到的移动业务本报告分析涉及到的移动业务资费计划资费计划资费计划资费计划n全球通全球通VIPn全球通全球通资费计划资费计划n神州行神州行大众卡大众卡n神州行神州行n陕西移动陕西移动V网服务与资费计划网服务与资费计划针对针对企业企业客户客户针对针对个人个人客户客户n处于某企业内部的个人用户，无论是全球通、动感地带、神州行用户，只要技术许可，处于某企业内部的个人用户，无论是全球通、动感地带、神州行用户，只要技术许可，并不受到个人目前所享受的套餐限制，都可以加入该企业的并不受到个人目前所享受的套餐限制，都可以加入该企业的V网服务计划，个人话费的网服务计划，个人话费的优惠是个人套餐优惠与优惠是个人套餐优惠与V网优惠的叠加网优惠的叠加314
