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1、TextTextTextTextLEVEL SEPARATE PlanImplementSupportLINKS 3TextTextTextTextTextTextTextTextTextText2X2 CUBED2X2 TOWERTextTextTextTextTextTextSIZES INTextTextTextTextTextTextTextTextTextTextJOINTTextTextTextTextSPOTLIGHTTextTextTextTextTextTextSTAIRCASEStrategySkillsSystemsStaffShared valuesStructureS
2、tyle7SNew entrantSuppliersBuyersSubstitutesFORCES AT WORK5Ps MARKETINGTextTextWIRE CUBESTextTextTextTextCUTOUT 3DTextTextTextLINEAR A 3DTextTextTextTextLINEAR B 3DTextTextTextLINEAR C 3DTextTextTextLINEAR D 3DTextTextTextTextLINEAR E 3DTextTextTextLINEAR G 3DTextTextLINEAR I 3DTextTextTextTextLINEAR
3、 J 3DTextLINEAR N 3DTextTextTextTextTextTextLINEAR P 3DLINEAR Q 3DTextTextTextTextLINEAR Q 3DTextTextTextPROPELLER 3DSPIRAL1 3DSpiralBrakesTube in tubeSPIRAL2 3DSTARS 3DRINGS 3DPERSPECTIVE 3DARROW 3DCUBES1 3DCUBES2 3D* FootnoteSource:CUBES3 3DTextTextSCALETextTextSCALESARROWSTextTextTextTextTextText
4、TextLEVEL 1TextLEVEL 2TextTextLEVEL 3TextTextTextLEVEL 4TextTextTextTextLEVEL 5TextTextTextTextTextLEVEL 6TextTextTextTextTextTextFLOW 2TextHeaderHeaderTextTextFLOW 2 TITLETextHeaderHeaderTextFLOW 3TextHeaderHeaderTextHeaderTextTextFLOW 3 TITLETextHeaderHeaderTextHeaderTextFLOW 4TextHeaderHeaderText
5、HeaderHeaderTextTextTextFLOW 4 TITLETextHeaderHeaderTextHeaderHeaderTextTextFLOW 5TextHeaderHeaderTextHeaderHeaderHeaderTextTextTextTextFLOW 5 TITLETextHeaderHeaderTextHeaderHeaderHeaderTextTextTextFLOW 6TextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextTextFLOW 6 TITLETextTextHeaderHeader
6、HeaderHeaderHeaderTextTextTextHeaderTextBLADESTextTextTextTextBOXTextTextTextTextBOXTextTextTextTextCYCLE 1TextTextTextCYCLE 2TextTextUPON 2TextTextCYCLE 3TextTextTextCYCLE 4TextTextTextTextCYCLE 5TextTextTextTextTextCYCLE 6TextTextTextTextTextTextCYCLE 7TextTextTextTextTextTextTextCYCLE 8TextTextTe
7、xtTextTextTextTextTextTextINCOMINGTextTextTextTextTextRIBBONTextTextTextTextTextRINGTextTextTextTextTextCONTINUOUSTextTextTextTextTextTextTextTextCUTOUTTextTextTextTextLINEAR ATextTextTextLINEAR BTextTextTextTextLINEAR CTextTextTextLINEAR DTextTextTextLINEAR ETextTextTextTextLINEAR FTextTextTextLINE
8、AR GTextTextTextLINEAR HTextTextTextTextLINEAR ITextTextLINEAR JTextTextTextTextLINEAR KTextTextTextTextTextTextLINEAR NTextTextTextTextLINEAR PTextTextTextLINEAR QTextTextPROPELLERTextTextTextSTEP 5TextTextTextTextTextTextTextTextText2 ON 1TextTextTextTextTextTextAGAINSTTextTextTextTextTextAT WORKN
9、ew entrantSuppliersIndustry competitorsBuyersSubstitutesFORCES AT WORKTextTextCOUPLED HORIZTextTextCOUPLED VERTTextTextTextTextFOCUSEDTextTextTextPARALLELTextTextTextTextSPLITTextSURROUNDTextTextTWISTEDTextTextUP & AWAYTextTextUP & DOWNThe way managerscollectively behave with respect to useof time,
10、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 divided up and integrated Those ideas of what is right and des
11、irable (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 asustainableadvantage over competition Capabilitiespossessed byt
12、he organizationas a whole asdistinct from theindividuals. Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5SCustomerClientsDistributorsCompetitorsSuppliers3Cs TRIANGLESkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent se
13、t 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 interms of corporatedemographics, notindividual personalities Th
14、e 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 individual behavior)which are typical of theorganization and commonto m
15、ost of its members Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary people3S-4SStyleStructureStaffStrategySystemsSkillsShared valuesThe way managers collectively behave with respect to use of time,attention and s
16、ymbolic 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 theorganization and commonto
17、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 corporate demographics, n
18、otindividual personalitiesA coherent set of actions aimed at gaining a sustainable advantage over competition7SCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIOChange visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionC
19、ourageCapabilityIndividual activityEnabling devicesCHANGE BOARD Delta P Delta P Delta P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers (particularly middle management) haveskill to lead programimplementationC
20、hange 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 vis
21、ion and action plansAccurate measurementof action and resultsClear accountabilitiesEarly winsVisible demonstrationof new vision andvalues by clientleadershipDELTA PNatural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporatecenter skillsBusiness
22、 unit linkagesTaxation/valuationdifferences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest orliquidate MACSBusiness StrategyManufa
23、cturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYRestructuring framework 1 5 4 3 2 PENTAGONBenefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFITReal Perceived Clients relative ability to extract value
24、Corporate 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 techniq
25、ueVALUE SOURCES3.Create andpursue a uniqueadvantage 2.Resegment the market to create a niche4.Exploit uniqueadvantageindustrywide 1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARDStage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage-mentExternally orientated planningForecast based
26、 planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGESelling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable s
27、elling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITYMaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throug
28、hacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATIONGANTT10HeaderTextGANTT15HeaderText#TextTextTextTextLEFT TO RIGHTTextTextTextTextTextProcess objectivesTextSub-objectivesSTUDY OBJECTIVETextTextTextTextTextTextTextTOP DOWNTextTextSCALETextTextSCALESTextTextTextTextTextTextTextTextTex
29、tText2X2 CUBEDTextTextTextTextTextTextTextTextTextTextTextText2X2 EXTENDEDTextTextTextTextTextText2X2 TOWERTextTextTextTextTextTextTextTextTextText2X2TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText3X3 EXTENDEDTextTextTextTextTextTextTextTextTextTextTextTextTextTextTe
30、xtTextText3X3TextTextPASS THROUGHTextTextDIFFRACTIONTextTextTextFLOW DOWNTextTextTextText4 BOX 3DTextBOUNCETextTextCUBE WITH CIRCLESTextTextSEASAWPlanImplementSupportLINKS 3TextTextWAY THRUTextTextTextTextTextTextTextTextTextDECISIONSTextTextTextLOOPSTextTextTextTextTextTextROLLERSTextTextTextLEVEL
31、03TextTextTextTextLEVEL 04TextTextTextTextTextTextTextTextTextLEVEL 09TextTextTextTextTextTextTextTextTextTextLEVEL 10TextTextLEVEL INVERTED 02TextTextTextLEVEL INVERTED 03TextTextTextTextLEVEL INVERTED 04TextTextTextTextTextTextTextTextTextLEVEL INVERTED 09TextTextTextTextTextTextTextTextTextTextLE
32、VEL INVERTED 10TextText2 AROUNDTextTextTextTextText4 IN 1 SQUARETextTextTextText4 IN 1 TRITextTextTextTextTextTextSIZES INTextTextCROSS SECTIONTextTextTextTextTextTextTextHONEYCOMBTextTextTextTextTextTextTextTextTextTextJOINTTextTextTextPYRAMIDTextTextTextTextSPOTLIGHTTextTextVENN 2TextTextTextVENN
33、3STICKERILLUSTRATIVECONFIDENTIALESTIMATEEXAMPLEFOR DISCUSSION ONLYFOR DISCUSSIONPRELIMINARYDRAFTSTICKER OTHERCONFIDENTIALDISCUSSION DRAFTDISGUISED CLIENT EXAMPLEPRELIMINARY DRAFTPRELIMINARY ESTIMATEDISCUSSION DRAFTDISGUISEDDRAFT FOR DISCUSSIONSAMPLEBACKUPHYPOTHESISSTRAW MANTO BE COMPLETEDPROPOSEDREV
34、ISEDROUGH ESTIMATECONCEPTUALLEGENDSLegendLegendLegendMcKINSEY LOGOMOONSVery attractiveAverageVery unattractiveVery attractiveAverageVery unattractiveARROWSMISCDISCLAIMERS CLIENTThis report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribut
35、ion outside the client organization without prior written approval from McKinsey & Company.DISCLAIMERS 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,
36、 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.DISCLAIMERS PRESENTATIONThis report is solely
37、 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 an oral presentation; it is not a complete record of the discussion.WORLD MAP
