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1、TitleAuthorPresented ToDateClient Name or LogoBusiness and Systems Aligned. Business Empowered.TMIndex PageThe Corporate ColorsBLACKRed: 0Green: 0Blue: 0Cream Red: 247Green: 242Blue: 208Burgundy Red: 125Green: 12Blue: 0Gray Red: 167Green: 158Blue: 153Sandstone Red: 208Green: 166Blue: 96Sapphire Red:
2、 7Green: 47Blue: 103Olive Red: 52Green: 67Blue: 22Plum Red: 54Green: 5Blue: 46PRIMARY PALETTESECONDARY PALETTEThe Corporate Colors (former KPMG) Used When NecessaryBLACKRed: 0Green: 0Blue: 0Cool Gray2 Red: 234Green: 235Blue: 231Cool Gray Red: 209Green: 215Blue: 199Blue Red: 54Green: 90Blue: 168Actio
3、n/reactionActionsReactionsAction/reactionActionsReactionsAction/reactionAction/reactionAgainst the tide/with the tideAgainst the tideWith the tideBalance/imbalanceBalance/imbalanceChances/risksChange of directionMoment of directional changeCirculation (2 factors)Circulation (3 factors)Circulation (4
4、 factors)计划执行整合评价价值创造Circulation (5 factors)Circulation (6 factors)Circulation (7 factors)Circulation (8 factors)ConflictConflictDivergentDirection 2Company 3Direction 1Direction 3Company1Company2Consequences (5)Consequences (4)Consequences123456CooperationDead endDependanceDevelopment/GrowthDevelop
5、ment/GrowthStep 1Step 2Step3Development/GrowthDevelopment/GrowthRevisionsRevisionsRevisionsRevisionsPilot LocationLocation ALocation BLocation CTommorrowTodayTimeValueAddedDevelopment/GrowthDevelopment/GrowthDevelopment/GrowthDevelopment/GrowthChangeDirectionFactors (2)Factors (3)Factors (3)Factors
6、(3)Factors (4)Factors (4)Factors (4)Factors (4)Factors (4)Factors (6)Factors (6)Factors (8)Factors(5)15423Factors (3)l l l l l l l Factors (4)Factors (5)ll l l l Content(3)lllFactorsFactorsValue DynamicFeedbackl l Feedbackl FeedbackFeedbackFeedbackFilterl l FilterInitial situation1. Criterion2. Crit
7、erion3. CriterionResultFlexibilityFocus expansionttHarmonyImpact.Influence (1 factor)l Influence (2 factors)l l Influence (2 factors)Influence (4 factors)Influence (6 factors)Influence (6 factors)Input/outputlll.lll.MatrixMatrixMeasures plan planned activitiesOverview: ActivitiesWk.Wk.Wk.Wk.Wk.Wk.Wk
8、.Wk.Wk.Wk.CommentsllMeasures plan planned measuresActivity: As of: Objective:Results:Responsible: Support: Measures: .lllMeasures plan planned individual stepsMeasure: .No.As of: 1.Individual stepsResponsibleSupportForm of resultStartDura-tionDead-linePro-jectCom-pleted.Mutualityl l MutualityObstacl
9、eObstacleOption123Option1234Plus/minusPlus/minusll+Plus/minusllPortfolio+Portfolio+PressureContinuous planning and forecastingPrioritizationPrioritizationProcessProcess123412345Process decreaselllll12345Process increaselllll12345ProjectPhase IlPhase IIlPhase IIIlProject weeks weeksPhase IPhase IIlll
10、4312lProject procedurePhasesTime requiredProject features.Phase I.Phase II.Phase III.weeksweeksweeksllll1234PuzzlePuzzle (for color presentations)Puzzle3 parts123To apply color, ungroup the object, then regroup it afterwards=RedesignlllRedesignResistance.RethinkSeparationlllSeparation.lSeparationl.l
11、lStoryboardllllllStrengths/weaknessesStrengthsWeaknessesWeaknessesStrengthslll.llllll.llTodayTomorrowTarget (1 factor)lTarget (3 factors)lllText blocks (5)l.l.l.l.l.Text blocks (5).l.l.l.l.l.Text blocks (3 + 4).lllllllll.lllTimetableWkMonth.IssueslValue-added chainSupplierCustomerDevelopmentProducti
12、onSalesDistributionCompanyWaste of resources problemProblem 3Problem 1Problem 2Problem 4Waste of resources solutionSolution to problem 3Solution to problem 1Solution to problem 2Solution to problem 4Project 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MatrixProjectHigh-lev
13、el Flow ChartFactors & MatrixMatrixDelivery ModelLowMedHighHighSavings Opportunity Implementation RiskLowMedExcluded Due to Labor Costs and /or Labor Law InflexibilityNo Savings; Current Operations Maintained; Not A Proposed SSE LocationIndia added back in due to Financial ServicesCompany strategy9R
14、esearchDevelopmentHighHighLownWeb ReportingnProvide Self ServicenVirtual ClosenKPI ReportingnROI PortfolionIntangible Asset Management StrategiesMulti-trends DevelopmentValue Creatione-FinanceMaximizemarket capLeverage stock as currencyfor growthLower costs,capitalize on information flowCreate profi
15、tablerevenue opportunitiesSTAKEHOLDERSASSETSCUSTOMERSSUPPLIERSne-Purchasing & Buying ConsortiumsnStrategic CostingnOnline PaymentnPartner Alliance ManagementnDynamic Purchase AnalysisSupply ChainnCreate Equity Partnerships with SuppliersnDrive Performance with Employee OptionsnDynamic Acquisition, S
16、pin-off StrategiesReinvestmentnProvide Instant Online Financing AlternativesnRevenue ManagementnEnable Electronic Billing, PaymentnWeb-enable Customer, Service Line ProfitabilitynDevelop Common Analytical PlatformRevenue ChainStepsCycleShared ServicesComparePastFutureT E C H N O L O G YBetter Practi
17、ce Finance Process ModelPrioritization SampleHighLowHighLowActivity mapsVoiceFilms/ ProgrammingMusicVideo conferenceRich MediaNewsInteractiveE-mailInformationTransactionsGamesMedia/ PublishingCorporateCommunicationsAdvertisingPublishingExhibitionBrowsersE-comm. toolsSearchenginesAppn hosting toolsUs
18、er ApplicationsEnterprise appnsContent-specific appsStrmgmediaCachgNetwk mgmtMetrgMiddlewareBIlling“WalledGarden”Open Portal“WalledGarden”Open Mobile PortalFixed ASPISP FixedISP MobileInternlBackboneBandwthTradingNational BackboneColocn/HotellingNetwork ProvisionSwitching/routingCo-axCopperFibreSwit
19、chesand RoutersNetwork Equipment and InfrastructureHostingRights ofWaySat.PSTN/ ISDNDial-upCableFixed Network ServicesCo-ax2.5GMobile3G2GWeb sitesMobileHandsetsPDAsFixedHandsetsTVsDevicesSpecialistDevicesOperatingSystemsSpecialistLocal AppsApplicationsLocalMiddlewareSet top boxW-ASPASPMultiplexersFi
20、xed Netwk Eqpmt InfrastructurexDSLRadioFibreCurrent area of activityMwaveHSIGPRSASPEData Traditional offline mediaKey areas of future activity - owned or as part of an allianceCapability assessment01234EXNBWAssessmentFinancialHumanPhysicalBrandCultureReputationSupportCommercial & MarketingAsset oper
21、ationsAsset optimisationRegulation & politicalCustomer operationsFlowSource: FSI project, 1998Service requirement identifiedEase of contact for enquiryInitial contact enquiryMarketing material Payment alternativesAccount set upNo additional chargesNo billing enquiries requiredSegmentationIrregularRi
22、skaverseRegularxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxSegmentation(2)4.8%Retention(%)Lifetime NPV100mYoungWealthyMid-WealthyRetired saversMid-AffluentYoungAffluentStudentsSegmentation(3) Segment by:low relevancehigh relevanceDupont Analysis(1)Margin (Marketing efficiency)PATSalesXSalesAssetsXAssetsDebt + Eq
23、uityXDebt + EquityEquityXPAT - dividendPATAsset turnover (Production efficiency)Capital leverageEquity leverageRetention ratioROA (operating efficiency)ROC (capital efficiency)ROE (equity efficiency)Equity growth rate (sustainable growth)Dupont Analysis(2)ROCprofitcapital employedexceptionalfixed as
24、setsrevenuecostsworking capitalvolumedebtorspricecreditorsunit coststockfixed costsfixed assetsmarket sharemarket sizemarket growthindustry competitorssuppliersbuyerssubstitutespotential entrantsGrowth Share MatrixABFDEGC= $30 million salesBusiness UnitsProduct - Markets252015105010x5x3x2x1x0.5x0.3x
25、0.2xRelative Market ShareMarket Growth (%)Cash CowStarDogQuestionGrowth Spread MatrixCompany A vs. Selected PeersMost Recent FYECFROI - CoCHistorical Real Asset Growth10%5%0%-5%-10%10%5%0%-5%-10%Company CCompany BCompany DCompany FCompany ACompany GCompany HCompany E= $1 Billion Inflation Adjusted G
26、ross AssetsMarket Definition020406080100%Levels of market - Demand sidePercentUK population Total PopulationPenetrated marketQualified available marketAvailable marketPotential marketServed marketPartnering MapsCurrent capabilityHighLow“Must have”“Nice to have”“Nice to have”“Dont want”HighLowPotenti
27、al for building customer intimacyPortfolio MatrixEase of implementationFinancial attractivenessNPV 2002-2006(m)Attractiveness vs. ease of implementationLowSmart order routingBack-office outsourcingTrade cost analyticsCorporate actionsNPV 2002-200620m200High1015Overallproposition56 million5OMSBasicpr
28、opositionInherently attractiveInherently unattractiveRisk MatrixNote: The bubble size represents the potential financial impact Key Risks falling under the following categories:LowHighMediumManageable riskMitigation / NegotiationOutside OMFS controlAOJQDEFIMNPRSTUVXWSignificance of riskBCDGHKL Inter
29、nal risks Project risks Market risksRoot Cause Analysis80%20%Scenario DevelopmentSector Chart= $1 billion revenue, 2000Company ERelative Market ShareReal Annual Growth (%) -20% -10% 0% 10% 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 A
30、Company GCompany HCompany ICompany JCompany DSectorCAGR = 8.6%ABC Sector, 1996 - 2000Strategy Articulation MapBattlegroundsKey initiativesNecessary competitive advantagesVisionStrategy ArticulationStrategy ArticulationTraffic Light ChartsJP Morgan/ChaseCSPBGoldman SachsMerrill LynchCitigroup-SSBBran
31、dFinancial strengthScale/distribution capacityCross sales leverageManagement capabilityOpen platform progressAdoption of technologyStructured product capabilitySegment focus Service capabilityEuropean wide intentEuropean understandingOverallDeutsche PBHSBCABN AmroJulius Br VontobelLombard OdierPictetStrongWeakAverageBarEmpty BarsCompareCompare 2Multi Factors Time Series产能与需求增长速度对比+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
