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1、ZionZion Consulting 机密机密使用指引使用指引本工具文档包含了最常用的一些图表以帮助我们更为方便快捷地制作PowerPoint文件在应用这些图表之前，你需要首先在你所做的文档里应用蓝程的PPT模版，那么所有蓝程的报告文档可以统一模式如果你需要在你的演示中应用某图表，只需复制该图表在你的文档中，然后修改。一般有两种复制方法:在普通视图下，按 Ctrl-A选择所有对象，复制，然后切换到新文档中粘贴在幻灯片浏览视图下，选择你要复制的幻灯片单页，然后复制、粘贴到新的文档里，当然也是在浏览模式下北京锡恩企业管理顾问公司1Zion Consulting ConfidentialZionZ
2、ion Consulting 机密机密使用指引使用指引标题和正文在模版中已经预设，所以你只需要应用即可。应用时选择菜单中格式 中的幻灯片版式。你即可选择你需要的版式，再填入文字按增加缩进量，文字缩进一级后字体大小和粗细或项目符号会自动改变行间距也是预设的，不要按两次回车以增加行间距记住，复制是最有效而准确的方式将一个对象的格式应用到另一个上。所以如果你要插入一个新的对象如文本框，并且对格式不那么确定，请从工具文档中复制北京锡恩企业管理顾问公司2Zion Consulting ConfidentialZionZion Consulting 机密机密使用指引使用指引一些“要”和“不要”不要在按照文
3、本自动调整格式下输入文本，在编辑时会很难调整文本中排列间隔不要用空格，而用tab键：不要在一个文本框中输入太多的文本，以后将很难修改格式12The upper triangle controls the indentation of the first line of a paragraphThe bottom triangle controls the indentation of the second and the consequent line of a paragraphThese triangles control the level 2 textTable markTable m
4、ark controller北京锡恩企业管理顾问公司3Zion Consulting ConfidentialZionZion Consulting 机密机密定制你的工具栏可以显著提高制作速度定制你的工具栏可以显著提高制作速度在菜单中选择工具栏定制，将出现如下的对话框，选择其中常用的图标置于桌面在菜单中选择工具栏定制，将出现如下的对话框，选择其中常用的图标置于桌面的工具栏上：的工具栏上：Rotate toolsPick up and apply formatGroup and ungroupOrder toolsColor toolsIndent toolsChange Font Size F
5、ont FormattingZoomBulletsRulerText Align ToolsFontFont SizeMost Frequently Used ShapesNew Text BoxLine Formatting ToolsShadow ToolsAlign Tools使用指引使用指引北京锡恩企业管理顾问公司4Zion Consulting ConfidentialZionZion Consulting 机密机密以下的快捷键都是在左手操作的，当你右手使用鼠标时这些快捷键将极为方便。请经常使用以便记住：Ctrl-C: 复制Ctrl-X: 剪切Ctrl-V: 粘贴Ctrl-S: 保存
6、Ctrl-A: 全选Ctrl-Z: 撤销Ctrl-D: 复写用鼠标移动对象十分方便。但是需要垂直或水平移动的时候可同时按住Shift键如果你需要复制对象到指定地方，按住Ctrl移动即可复制。同时按 Ctrl 和 Shif可以使复制的对象和原对象垂直或水平使用指引使用指引北京锡恩企业管理顾问公司5Zion Consulting ConfidentialZionZion Consulting 机密机密移动鼠标以选中对象。但是当对象没有填充内容是只有点中边框才能选中，而边框又不易看到。所以除了矩阵和表格一般可将对象填充颜色设为白色如果想选中分散的对象，按住 Shift 键然后选中一个一个对象按住鼠标
7、左键拖动覆盖住你想选择的多个对象，你能选中拖动区域内所有的对象。结合Shift键可以十分方便地选中一些小的或隐藏的对象快捷键 Ctrl-A 可使你选中幻灯片中所有的对象或者文本框中所有的文本按住 shift 击中文本框的任一部分，你便能选中整个文本框在文本框中，按击鼠标左键三次可选中整个段落；两次选中词或词组。使用指引使用指引北京锡恩企业管理顾问公司6Zion Consulting ConfidentialZionZion Consulting 机密机密Project name or document titleProject name or document title(max. two l
8、ines)(max. two lines) Type of document Client nameClient name(max. two lines)(max. two lines)Location, date of presentation (month day, year)Project name or document title | Date (month day, year)北京锡恩企业管理顾问公司7Zion Consulting ConfidentialZionZion Consulting 机密机密This document was created for the exclu
9、sive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not be passed on to third parties except with the explicit prior consent of RittenHouse & Partners.ContentContentPagePageA.Chapter?1.Sub chapter?1.1Section?B.Chapter?1.Sub
10、chapter?1.1Section?C.Chapter?1.Sub chapter?1.1Section?北京锡恩企业管理顾问公司8Zion Consulting ConfidentialZionZion Consulting 北京锡恩企业管理顾问公司北京锡恩企业管理顾问公司A. Chapter page A. Chapter page (after chapter (after chapter point: 4 space point: 4 space bars)bars)ZionZion Consulting 机密机密 Action/reactionAction/reaction北京锡恩
11、企业管理顾问公司10Zion Consulting ConfidentialZionZion Consulting 机密机密Action/reactionAction/reaction北京锡恩企业管理顾问公司11Zion Consulting ConfidentialZionZion Consulting 机密机密Action/reactionAction/reaction北京锡恩企业管理顾问公司12Zion Consulting ConfidentialZionZion Consulting 机密机密Against the tide/with the tideAgainst the tide
12、/with the tideAgainst the tideWith the tide.北京锡恩企业管理顾问公司13Zion Consulting ConfidentialZionZion Consulting 机密机密Balance/imbalanceBalance/imbalance 北京锡恩企业管理顾问公司14Zion Consulting ConfidentialZionZion Consulting 机密机密Balance/imbalanceBalance/imbalance 北京锡恩企业管理顾问公司15Zion Consulting ConfidentialZionZion Con
13、sulting 机密机密Balance/imbalanceBalance/imbalance 北京锡恩企业管理顾问公司16Zion Consulting ConfidentialZionZion Consulting 机密机密Bar chartBar chartGraph Title北京锡恩企业管理顾问公司17Zion Consulting ConfidentialZionZion Consulting 机密机密Chances/risksChances/risks 北京锡恩企业管理顾问公司18Zion Consulting ConfidentialZionZion Consulting 机密机
14、密Change of directionChange of directionMoment of directional change北京锡恩企业管理顾问公司19Zion Consulting ConfidentialZionZion Consulting 机密机密China mapChina mapBox TitleLevel 1 textLevel 2 text-Level 3 text北京锡恩企业管理顾问公司20Zion Consulting ConfidentialZionZion Consulting 机密机密Circulation (2 factors)Circulation (2
15、 factors)北京锡恩企业管理顾问公司21Zion Consulting ConfidentialZionZion Consulting 机密机密Circulation (3 factors)Circulation (3 factors)北京锡恩企业管理顾问公司22Zion Consulting ConfidentialZionZion Consulting 机密机密Circulation (4 factors)Circulation (4 factors)北京锡恩企业管理顾问公司23Zion Consulting ConfidentialZionZion Consulting 机密机密C
16、irculation (5 factors)Circulation (5 factors)北京锡恩企业管理顾问公司24Zion Consulting ConfidentialZionZion Consulting 机密机密Circulation (6 factors)Circulation (6 factors)北京锡恩企业管理顾问公司25Zion Consulting ConfidentialZionZion Consulting 机密机密Circulation (7 factors)Circulation (7 factors)北京锡恩企业管理顾问公司26Zion Consulting C
17、onfidentialZionZion Consulting 机密机密Circulation (8 factors)Circulation (8 factors)北京锡恩企业管理顾问公司27Zion Consulting ConfidentialZionZion Consulting 机密机密Client typesClient types$”Unsure”Hesitant”Successful”Hopeless”Drowning”StrugglingEnsure survival in short termRestructuring or search for partnersActivel
18、y initiate structural changeGrowing and positioning projectSecure futureStrategy projectStartout toward the futureSpecific imple-mentation projectClient typeNeedProject type北京锡恩企业管理顾问公司28Zion Consulting ConfidentialZionZion Consulting 机密机密Columns and tablesColumns and tablesColumn Title 1Category 1T
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24、ategory 3北京锡恩企业管理顾问公司31Zion Consulting ConfidentialZionZion Consulting 机密机密Columns and tablesColumns and tablesColumn Title 1ItemItemItemItemItemItemItemItemItemColumn Title 1Column Title 1Column Title 1NumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberN
25、umberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumberNumber北京锡恩企业管理顾问公司32Zion Consulting ConfidentialZionZion Consulting 机密机密Column chartColumn chartGraph TitleUnitCAGR?%北京锡恩企业管理顾问公司33Zion Consulting ConfidentialZionZion Consulting 机密机密Colu
26、mn chartColumn chartGraph TitleUnitCAGR?%Top Level LabelTop Level Label0100200300400500600Optional北京锡恩企业管理顾问公司34Zion Consulting ConfidentialZionZion Consulting 机密机密Column chartColumn chartYou can put your points here in the header of the boxGraph TitleCAGR?%北京锡恩企业管理顾问公司35Zion Consulting Confidential
27、ZionZion Consulting 机密机密Column chartColumn chartHeaderGraph TitleHeaderGraph TitleUnitUnit北京锡恩企业管理顾问公司36Zion Consulting ConfidentialZionZion Consulting 机密机密Column chartColumn chartHeaderGraph TitleHeaderLevel 1 textLevel 2 text-Level 3 textUnit北京锡恩企业管理顾问公司37Zion Consulting ConfidentialZionZion Consu
28、lting 机密机密Column chartColumn chartGraph TitleHeaderLevel 1 textLevel 2 text-Level 3 textUnit北京锡恩企业管理顾问公司38Zion Consulting ConfidentialZionZion Consulting 机密机密Column chartColumn chartYou can put your points here like conclusionUnitCAGR?%北京锡恩企业管理顾问公司39Zion Consulting ConfidentialZionZion Consulting 机密
29、机密Column chartColumn chartCategory 4Category 3Category 2Category 1Column 1000000000000000Graph TitleCategory 5000TotalUnit0000000000000000000000000000000000000000000000X,000X,000X,000X,000X,000X,000LabelLabelLabel000000000Series 1Column 2000000000000000000Series 2Series 1Series 2北京锡恩企业管理顾问公司40Zion C
30、onsulting ConfidentialZionZion Consulting 机密机密Column chartColumn chartSub TitleSub TitleSub Title000000000000000000000000000LabelLabelLabel000000000000000000000000000LabelLabelLabel000000000000000000000000000LabelLabelLabel000000000000000000000000000LabelLabelLabel000000000000000000000000000LabelLab
31、elLabel000000000000000000000000000LabelLabelLabelSub TitleSub TitleSub TitleSeries 1Series 2Series 3Dash Line北京锡恩企业管理顾问公司41Zion Consulting ConfidentialZionZion Consulting 机密机密ConflictConflict 北京锡恩企业管理顾问公司42Zion Consulting ConfidentialZionZion Consulting 机密机密?ConflictConflict北京锡恩企业管理顾问公司43Zion Consul
32、ting ConfidentialZionZion Consulting 机密机密Consequences (2)Consequences (2).北京锡恩企业管理顾问公司44Zion Consulting ConfidentialZionZion Consulting 机密机密.Consequences (3)Consequences (3)北京锡恩企业管理顾问公司45Zion Consulting ConfidentialZionZion Consulting 机密机密Consequences (4)Consequences (4).北京锡恩企业管理顾问公司46Zion Consultin
33、g ConfidentialZionZion Consulting 机密机密Consequences (5)Consequences (5).北京锡恩企业管理顾问公司47Zion Consulting ConfidentialZionZion Consulting 机密机密Consequences (2)Consequences (2) 北京锡恩企业管理顾问公司48Zion Consulting ConfidentialZionZion Consulting 机密机密 Consequences (3)Consequences (3) 北京锡恩企业管理顾问公司49Zion Consulting
34、ConfidentialZionZion Consulting 机密机密Consequences (4)Consequences (4) 北京锡恩企业管理顾问公司50Zion Consulting ConfidentialZionZion Consulting 机密机密Consequences (5)Consequences (5)北京锡恩企业管理顾问公司51Zion Consulting ConfidentialZionZion Consulting 机密机密ConsequencesConsequences123456北京锡恩企业管理顾问公司52Zion Consulting Confide
35、ntialZionZion Consulting 机密机密 Consultants Consultants profilprofil (English), (English), FirstnameFirstname LastnameLastname Position: .Year of birth: .Nationality: .Languages1990199019941994Education Updated: MM/YYProfessional experienceMethodological competenceSince Since 10/199210/1992 Industry c
36、ompetenceKey projects北京锡恩企业管理顾问公司53Zion Consulting ConfidentialZionZion Consulting 机密机密CooperationCooperation北京锡恩企业管理顾问公司54Zion Consulting ConfidentialZionZion Consulting 机密机密CooperationCooperation北京锡恩企业管理顾问公司55Zion Consulting ConfidentialZionZion Consulting 机密机密Cost breakdown chartCost breakdown ch
37、artValueValueValueValueValueValueUnitGross MarginCostComponent (%)Component (%)Component (%)Component (%)Component (%)Component (%)北京锡恩企业管理顾问公司56Zion Consulting ConfidentialZionZion Consulting 机密机密Dead endDead end北京锡恩企业管理顾问公司57Zion Consulting ConfidentialZionZion Consulting 机密机密DependanceDependance北
38、京锡恩企业管理顾问公司58Zion Consulting ConfidentialZionZion Consulting 机密机密DevelopmentDevelopment北京锡恩企业管理顾问公司59Zion Consulting ConfidentialZionZion Consulting 机密机密DiceDice北京锡恩企业管理顾问公司60Zion Consulting ConfidentialZionZion Consulting 机密机密DirectionDirection北京锡恩企业管理顾问公司61Zion Consulting ConfidentialZionZion Cons
39、ulting 机密机密Factors (2)Factors (2) 北京锡恩企业管理顾问公司62Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (3)Factors (3)北京锡恩企业管理顾问公司63Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (3)Factors (3)北京锡恩企业管理顾问公司64Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (3)Factors (3)北京
40、锡恩企业管理顾问公司65Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (4)Factors (4) 北京锡恩企业管理顾问公司66Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (4)Factors (4) 北京锡恩企业管理顾问公司67Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (4)Factors (4) 北京锡恩企业管理顾问公司68Zion Consulting Confi
41、dentialZionZion Consulting 机密机密Factors (4)Factors (4) 北京锡恩企业管理顾问公司69Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (6)Factors (6)北京锡恩企业管理顾问公司70Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (6)Factors (6)北京锡恩企业管理顾问公司71Zion Consulting ConfidentialZionZion Consulting 机密机密Fact
42、ors (8)Factors (8)北京锡恩企业管理顾问公司72Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (4)Factors (4)北京锡恩企业管理顾问公司73Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (5)Factors (5)北京锡恩企业管理顾问公司74Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (6)Factors (6)北京锡恩企业管理顾问公司75Zion
43、 Consulting ConfidentialZionZion Consulting 机密机密Factors (4)Factors (4)Success factors北京锡恩企业管理顾问公司76Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (5)Factors (5)Success factors北京锡恩企业管理顾问公司77Zion Consulting ConfidentialZionZion Consulting 机密机密Success factorsFactors (6)Factors (6)北京锡恩企业管理顾
44、问公司78Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (3)Factors (3) 北京锡恩企业管理顾问公司79Zion Consulting ConfidentialZionZion Consulting 机密机密 Factors (4)Factors (4)北京锡恩企业管理顾问公司80Zion Consulting ConfidentialZionZion Consulting 机密机密Factors (5)Factors (5) 北京锡恩企业管理顾问公司81Zion Consulting Confidential
45、ZionZion Consulting 机密机密FeedbackFeedback 北京锡恩企业管理顾问公司82Zion Consulting ConfidentialZionZion Consulting 机密机密FeedbackFeedback 北京锡恩企业管理顾问公司83Zion Consulting ConfidentialZionZion Consulting 机密机密FeedbackFeedback北京锡恩企业管理顾问公司84Zion Consulting ConfidentialZionZion Consulting 机密机密FeedbackFeedback?!北京锡恩企业管理顾问
46、公司85Zion Consulting ConfidentialZionZion Consulting 机密机密FeedbackFeedback北京锡恩企业管理顾问公司86Zion Consulting ConfidentialZionZion Consulting 机密机密FilterFilter 北京锡恩企业管理顾问公司87Zion Consulting ConfidentialZionZion Consulting 机密机密FilterFilterInitial situation1. Criterion2. Criterion3. CriterionResult北京锡恩企业管理顾问公司
47、88Zion Consulting ConfidentialZionZion Consulting 机密机密FlexibilityFlexibility北京锡恩企业管理顾问公司89Zion Consulting ConfidentialZionZion Consulting 机密机密FlexibilityFlexibilityAbilityIntentionFlexibilty北京锡恩企业管理顾问公司90Zion Consulting ConfidentialZionZion Consulting 机密机密FlexibilityFlexibility北京锡恩企业管理顾问公司91Zion Con
48、sulting ConfidentialZionZion Consulting 机密机密Focus expansionFocus expansiontt北京锡恩企业管理顾问公司92Zion Consulting ConfidentialZionZion Consulting 机密机密GrowthGrowth北京锡恩企业管理顾问公司93Zion Consulting ConfidentialZionZion Consulting 机密机密GuidelinesGuidelines北京锡恩企业管理顾问公司94Zion Consulting ConfidentialZionZion Consultin
49、g 机密机密HarmonyHarmony北京锡恩企业管理顾问公司95Zion Consulting ConfidentialZionZion Consulting 机密机密Hurdles and brakesHurdles and brakesCompanyX北京锡恩企业管理顾问公司96Zion Consulting ConfidentialZionZion Consulting 机密机密ImpactImpact.北京锡恩企业管理顾问公司97Zion Consulting ConfidentialZionZion Consulting 机密机密Influence (1 factor)Influ
50、ence (1 factor) 北京锡恩企业管理顾问公司98Zion Consulting ConfidentialZionZion Consulting 机密机密Influence (2 factors)Influence (2 factors) 北京锡恩企业管理顾问公司99Zion Consulting ConfidentialZionZion Consulting 机密机密Influence (2 factors)Influence (2 factors)北京锡恩企业管理顾问公司100Zion Consulting ConfidentialZionZion Consulting 机密机密
51、Influence (4 factors)Influence (4 factors)北京锡恩企业管理顾问公司101Zion Consulting ConfidentialZionZion Consulting 机密机密Influence (4 factors)Influence (4 factors)北京锡恩企业管理顾问公司102Zion Consulting ConfidentialZionZion Consulting 机密机密Influence (6 factors)Influence (6 factors)北京锡恩企业管理顾问公司103Zion Consulting Confident
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53、elelTotal in ValueIndexLabel LabelLabel LabelLabelLabel000000000?%?%?%000?%?%000000北京锡恩企业管理顾问公司106Zion Consulting ConfidentialZionZion Consulting 机密机密MatrixMatrix北京锡恩企业管理顾问公司107Zion Consulting ConfidentialZionZion Consulting 机密机密MatrixMatrix北京锡恩企业管理顾问公司108Zion Consulting ConfidentialZionZion Consult
54、ing 机密机密MatrixMatrixDimension 2Dimension 1ScaleScaleScaleScaleLevel 1 textLevel 2 text-Level 3 textLevel 1 textLevel 2 text-Level 3 textLevel 1 textLevel 2 text-Level 3 textLevel 1 textLevel 2 text-Level 3 text北京锡恩企业管理顾问公司109Zion Consulting ConfidentialZionZion Consulting 机密机密MatrixMatrixLabelLabelL
55、abelLabelDimension IIContentDimension ILabelLabelContentContentContentContent北京锡恩企业管理顾问公司110Zion Consulting ConfidentialZionZion Consulting 机密机密Measures plan planned activitiesMeasures plan planned activitiesOverview: ActivitiesWk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Comments北京锡恩企业管理顾问公司111Zion Consulting Con
56、fidentialZionZion Consulting 机密机密Measures plan planned measuresMeasures plan planned measuresActivity: As of: Objective:Results:Responsible: Support: Measures: .北京锡恩企业管理顾问公司112Zion Consulting ConfidentialZionZion Consulting 机密机密Measures plan planned individual stepsMeasures plan planned individual s
57、tepsMeasure: .No.As of: 1.Individual stepsResponsibleSupportForm of resultStartDura-tionDead-linePro-jectCom-pleted.北京锡恩企业管理顾问公司113Zion Consulting ConfidentialZionZion Consulting 机密机密ModelsModelsKey StepsType your phrases and sentences hereSourcesLevel 1 textLevel 2 textStep 1Step 2Step 3Step 4Type
58、your phrases and sentences hereType your phrases and sentences hereType your phrases and sentences here北京锡恩企业管理顾问公司114Zion Consulting ConfidentialZionZion Consulting 机密机密Moon chartMoon chart11BarBallBarArrow北京锡恩企业管理顾问公司115Zion Consulting ConfidentialZionZion Consulting 机密机密MultipliersMultipliers.+.+
59、= Projektteams北京锡恩企业管理顾问公司116Zion Consulting ConfidentialZionZion Consulting 机密机密MultipliersMultipliers北京锡恩企业管理顾问公司117Zion Consulting ConfidentialZionZion Consulting 机密机密MutualityMutuality北京锡恩企业管理顾问公司118Zion Consulting ConfidentialZionZion Consulting 机密机密 MutualityMutuality北京锡恩企业管理顾问公司119Zion Consul
60、ting ConfidentialZionZion Consulting 机密机密ObstacleObstacle北京锡恩企业管理顾问公司120Zion Consulting ConfidentialZionZion Consulting 机密机密ObstacleObstacle.北京锡恩企业管理顾问公司121Zion Consulting ConfidentialZionZion Consulting 机密机密ObstacleObstacle北京锡恩企业管理顾问公司122Zion Consulting ConfidentialZionZion Consulting 机密机密Organizat
61、ional and flow chartOrganizational and flow chartTextTextTextTextTextTextTextTextTextTextTextText北京锡恩企业管理顾问公司123Zion Consulting ConfidentialZionZion Consulting 机密机密Organizational and flow chartOrganizational and flow chartPanteneJiehuaNew BrandRejoiceHead & ShouldersUlanWhisperArielTideJV BrandsCres
62、tProfessional MarketingSafeguardZest CamayAssistant Brand Manager, 2-5 per BrandMedia & Commercial ProductionMarketing ManagerDimitri PanayatapolousSchool Program GroupNurses for School ProgramRandall BeardMarketing DirectorRene CoMarketing DirectorKen DoiMarketing DirectorRobin OxendineMarketing Ma
63、nagerPeter FoystonMarketing ManagerLaundryHaircareToothpaste/SoapSkincare/PaperVacantGeneral ManagerBrad CasperGeneral Manager*VacantGeneral ManagerVirginia LeeVice President*Marketing Organization北京锡恩企业管理顾问公司124Zion Consulting ConfidentialZionZion Consulting 机密机密Organizational and flow chartOrganiz
64、ational and flow chartCompetitive ModelsMarket ResultsFeasible ScenariosIndiaChinaPhilippinesSuccess RequirementsBacardiStrategyAsia WhiskyOpportunityAssessmentMarketArchetypeModelSizingPricingBacardiStrategy OverlapDetermine Whether to Proceed FurtherExecuteWill whisky help to build Bacardi rum glo
65、bally? Are there opportunities for whisky in the rest of the world?YesDevelop Objectives & StrategiesFinancial GoalsMarket PrioritiesAcquisition or Organic GrowthProduct/ Marketing/ Distribution StrategiesProcess Map北京锡恩企业管理顾问公司125Zion Consulting ConfidentialZionZion Consulting 机密机密OptionOption123北京
66、锡恩企业管理顾问公司126Zion Consulting ConfidentialZionZion Consulting 机密机密OptionOption1234北京锡恩企业管理顾问公司127Zion Consulting ConfidentialZionZion Consulting 机密机密OptionOptionquitdevelope北京锡恩企业管理顾问公司128Zion Consulting ConfidentialZionZion Consulting 机密机密PenetrationPenetration北京锡恩企业管理顾问公司129Zion Consulting Confiden
67、tialZionZion Consulting 机密机密Pie chartPie chartHeaderChart TitleLabel%Label%Label%Label%Label%Series 1Series 2Series 3HeaderChart TitleLabel%Label%Label%Label%Label%100%=XXXX100%=XXXX北京锡恩企业管理顾问公司130Zion Consulting ConfidentialZionZion Consulting 机密机密Pie chartPie chartChart TitleLabel%Label%Label%Labe
68、l%Label%Series 1Series 2Series 3HeaderLevel 1 textLevel 2 text-Level 3 text100%=XXXX北京锡恩企业管理顾问公司131Zion Consulting ConfidentialZionZion Consulting 机密机密Pie chartPie chartChart TitleLabel%Label%Label%Label%Label%Chart TitleLabel%Label%Label%Label%Series 1Series 2Series 3Chart TitleLabel%Label%Label%La
69、bel%Label%Chart TitleLabel%Label%Label%Label%100%=XXXX100%=XXXX100%=XXXX100%=XXXX北京锡恩企业管理顾问公司132Zion Consulting ConfidentialZionZion Consulting 机密机密Plus/minusPlus/minus.北京锡恩企业管理顾问公司133Zion Consulting ConfidentialZionZion Consulting 机密机密Plus/minusPlus/minus.北京锡恩企业管理顾问公司134Zion Consulting Confidential
70、ZionZion Consulting 机密机密Plus/minusPlus/minus.+ +北京锡恩企业管理顾问公司135Zion Consulting ConfidentialZionZion Consulting 机密机密Plus/minusPlus/minus北京锡恩企业管理顾问公司136Zion Consulting ConfidentialZionZion Consulting 机密机密Plus/minusPlus/minus北京锡恩企业管理顾问公司137Zion Consulting ConfidentialZionZion Consulting 机密机密Plus/minusP
71、lus/minus北京锡恩企业管理顾问公司138Zion Consulting ConfidentialZionZion Consulting 机密机密PortfolioPortfolio+北京锡恩企业管理顾问公司139Zion Consulting ConfidentialZionZion Consulting 机密机密PortfolioPortfolio+北京锡恩企业管理顾问公司140Zion Consulting ConfidentialZionZion Consulting 机密机密PressurePressure北京锡恩企业管理顾问公司141Zion Consulting Confi
72、dentialZionZion Consulting 机密机密PressurePressure北京锡恩企业管理顾问公司142Zion Consulting ConfidentialZionZion Consulting 机密机密PressurePressure北京锡恩企业管理顾问公司143Zion Consulting ConfidentialZionZion Consulting 机密机密PrioritizationPrioritizationPrioritization北京锡恩企业管理顾问公司144Zion Consulting ConfidentialZionZion Consultin
73、g 机密机密ProcessProcess北京锡恩企业管理顾问公司145Zion Consulting ConfidentialZionZion Consulting 机密机密ProcessProcess123412345北京锡恩企业管理顾问公司146Zion Consulting ConfidentialZionZion Consulting 机密机密Process decreaseProcess decrease12345北京锡恩企业管理顾问公司147Zion Consulting ConfidentialZionZion Consulting 机密机密Process increasePro
74、cess increase12345北京锡恩企业管理顾问公司148Zion Consulting ConfidentialZionZion Consulting 机密机密ProgressProgress北京锡恩企业管理顾问公司149Zion Consulting ConfidentialZionZion Consulting 机密机密ProjectProjectPhase IPhase IIPhase III北京锡恩企业管理顾问公司150Zion Consulting ConfidentialZionZion Consulting 机密机密ProjectProject weeks weeksP
75、hase IPhase II4312北京锡恩企业管理顾问公司151Zion Consulting ConfidentialZionZion Consulting 机密机密Project procedureProject procedurePhasesTime requiredProject features.Phase I.Phase II.Phase III.weeksweeksweeks1234北京锡恩企业管理顾问公司152Zion Consulting ConfidentialZionZion Consulting 机密机密PuzzlePuzzle北京锡恩企业管理顾问公司153Zion
76、Consulting ConfidentialZionZion Consulting 机密机密Puzzle (for color presentations)Puzzle (for color presentations)北京锡恩企业管理顾问公司154Zion Consulting ConfidentialZionZion Consulting 机密机密PuzzlePuzzle3 parts123To apply color, ungroup the object, then regroup it afterwards=北京锡恩企业管理顾问公司155Zion Consulting Confid
77、entialZionZion Consulting 机密机密Redesign (Cube)Redesign (Cube)Redesign does not mean:But:Solving individual problemsCreating a comprehensive solution北京锡恩企业管理顾问公司156Zion Consulting ConfidentialZionZion Consulting 机密机密RedesignRedesignShot gunMarksmanAutomatic pistolOpen fire in an uncontrolled mannerRat
78、her dissatisfactory resultLengthy sightingGood but rarely optimal resultNot appropriate for dynamic environment and targetRapid sightingSwift feedbackHit bulls eye after a few interactive shots!Target solutionActual situation北京锡恩企业管理顾问公司157Zion Consulting ConfidentialZionZion Consulting 机密机密Resistan
79、ceResistance.北京锡恩企业管理顾问公司158Zion Consulting ConfidentialZionZion Consulting 机密机密RestructuringRestructuringImprovement of liquidityCost reductionReduction in personnelStructural changePositioning on the marketImprovement of liquidityCost reductionReduction in personnelStructural changePositioning on
80、the marketRestructuring does not mean .But .北京锡恩企业管理顾问公司159Zion Consulting ConfidentialZionZion Consulting 机密机密RethinkRethink北京锡恩企业管理顾问公司160Zion Consulting ConfidentialZionZion Consulting 机密机密SeparationSeparation北京锡恩企业管理顾问公司161Zion Consulting ConfidentialZionZion Consulting 机密机密SeparationSeparation.
81、北京锡恩企业管理顾问公司162Zion Consulting ConfidentialZionZion Consulting 机密机密SeparationSeparation.北京锡恩企业管理顾问公司163Zion Consulting ConfidentialZionZion Consulting 机密机密Spinning off parts of a companySpinning off parts of a company北京锡恩企业管理顾问公司164Zion Consulting ConfidentialZionZion Consulting 机密机密StoryboardStoryb
82、oard北京锡恩企业管理顾问公司165Zion Consulting ConfidentialZionZion Consulting 机密机密StoryboardStoryboard北京锡恩企业管理顾问公司166Zion Consulting ConfidentialZionZion Consulting 机密机密Strengths/weaknessesStrengths/weaknessesStrengthsWeaknessesWeaknessesStrengths.TodayTomorrow北京锡恩企业管理顾问公司167Zion Consulting ConfidentialZionZio
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91、vel 2 text-Level 3 textLevel 1 textLevel 2 text-Level 3 textLevel 1 textLevel 2 text-Level 3 text北京锡恩企业管理顾问公司190Zion Consulting ConfidentialZionZion Consulting 机密机密Text in boxText in boxBox titleBox titleBox titleBox titleLevel 1 textLevel 2 text-Level 3 textLevel 1 textLevel 2 text-Level 3 textLeve
92、l 1 textLevel 2 text-Level 3 textLevel 1 textLevel 2 text-Level 3 text北京锡恩企业管理顾问公司191Zion Consulting ConfidentialZionZion Consulting 机密机密Text in boxText in boxBox titleBox titleBox titleBox titleLevel 1 textLevel 2 text-Level 3 textLevel 1 textLevel 2 text-Level 3 textLevel 1 textLevel 2 text-Level
93、3 textLevel 1 textLevel 2 text-Level 3 textPhase IPhase Name (Title Case)Phase IIPhase Name北京锡恩企业管理顾问公司192Zion Consulting ConfidentialZionZion Consulting 机密机密TimetableTimetableWkMonth.Issues北京锡恩企业管理顾问公司193Zion Consulting ConfidentialZionZion Consulting 机密机密Value-added chainValue-added chainSupplierC
94、ustomerDevelopmentProductionSalesDistributionCompany北京锡恩企业管理顾问公司194Zion Consulting ConfidentialZionZion Consulting 机密机密VisionVisionVision北京锡恩企业管理顾问公司195Zion Consulting ConfidentialZionZion Consulting 机密机密Waste of resources problemWaste of resources problemProblem 3Problem 1Problem 2Problem 4北京锡恩企业管理
95、顾问公司196Zion Consulting ConfidentialZionZion Consulting 机密机密Waste of resources solutionWaste of resources solutionSolution to problem 3Solution to problem 1Solution to problem 2Solution to problem 4北京锡恩企业管理顾问公司197Zion Consulting ConfidentialZionZion Consulting 机密机密北京锡恩企业管理顾问公司198Zion Consulting Confi
96、dentialZionZion Consulting 机密机密China is a market of great potential China is a market of great potential for for GeberitGeberitFavorable macro-economic environmentRB&P expects a sales revenue of more than 150 million for Geberit China by year 20051): Economist Intelligence UnitDriven by continued st
97、rong fixed investment growth, the real annual GDP growth will be maintained at above 7%Product concept & standardBrand new product concept New industry standards and regulations are coming out to replace or modify the old onesBusiness opportunities for concealed cistern will be generated because of
98、fat-growing medium to high end sanitary marketFirst mover advantagePromising market for concealed cisternEncouraging market potential for piping productsConstruction industry will undergo a strong annual growth rate of 8%, which presents potential for Geberits piping products北京锡恩企业管理顾问公司199Zion Cons
99、ulting ConfidentialZionZion Consulting 机密机密As a short-term cash-cow, more public products As a short-term cash-cow, more public products are expected to be sole in contributing to the are expected to be sole in contributing to the early break evenearly break evenProject selling onlyPurely import Doe
100、snt take up much corporate capacityHigh unit priceHigh profit marginShort-term sales-up potentialStrong Swiss brand with original import conceptCurrent sales of public products account for 38% of Geberit gross sales turnoverSource: Geberit, RB&P analysisLong-term prospectThe market size for public p
101、roducts itself is limited and shrinkingLimited number of targeted high-end hotels and buildings for GeberitMany competitors within the industryLack of one-set solutionCombined selling approach is becoming difficult (e.g. Kohler to whom Geberit used to provide electronic produces and sell in projects
102、 has launched its own electronic productsMarket size for Market size for GeberitGeberit public products is limitedpublic products is limited北京锡恩企业管理顾问公司200Zion Consulting ConfidentialZionZion Consulting 机密机密BoozBooz-Ball tables should be clean and -Ball tables should be clean and organized, all of t
103、he same color, and organized, all of the same color, and individual circles should not be too largeindividual circles should not be too largeBreadth and Depth of FunctionalityStrength of ArchitectureAbility to SupportEase of ImplementationOverall Strength of SolutionACNielsenInformation Resources, I
104、nc.KenosiaInteractive EdgeDemantraMercariRW3 TechGraph Title, Time PeriodSubtitleHighLowKey:2024/9/4201ZionZion Consulting 机密机密Stacked bar graphStacked bar graph2135408454Axis TitleAxis TitleSource: Whats the source?Title, Time PeriodSubtitle2024/9/4202ZionZion Consulting 机密机密100% 100% stacked bar g
105、raphstacked bar graphAxis TitleAxis TitleSource: Whats the source?Title, Time PeriodSubtitleColumn 1Column 2Column 3Column 4Column 5Key2024/9/4203ZionZion Consulting 机密机密Stacked column graphStacked column graph2135408454CAGR1995-1999Total xx%Axis LabelAxis LabelDataset 5 xx%Dataset 4 xx%Dataset 3 xx
106、%Dataset 2 xx%Dataset 1xx%Source: Whats the source?Title, Time PeriodSubtitle2024/9/4204ZionZion Consulting 机密机密100% 100% stacked column graphstacked column graphAxis LabelAxis LabelCAGR1995-1999Dataset 5 xx%Dataset 4 xx%Dataset 3 xx%Dataset 2 xx%Dataset 1xx%Source: Whats the source?Title, Time Peri
107、odSubtitle2024/9/4205ZionZion Consulting 机密机密Waterfall chart, double stepWaterfall chart, double stepAxis TitleAxis TitleTitle, Time PeriodSubtitleDataset 1Dataset 2Source: Whats the source?2024/9/4206ZionZion Consulting 机密机密Tornado chart: back-to-back bar graphsTornado chart: back-to-back bar graph
108、sAxis TitleCategory ACategory BCategory CCategory DCategory FAxis TitleCategory ESource: Whats the source?Title, Time PeriodSubtitle2024/9/4207ZionZion Consulting 机密机密Tornado chart: horizontal stacked chartTornado chart: horizontal stacked chartAxis TitleCategory ACategory BCategory CCategory DCateg
109、ory ECategory FCategory GCategory HSource: Whats the source?Title, Time PeriodSubtitle2024/9/4208ZionZion Consulting 机密机密Combination line and column graph: dual-axisCombination line and column graph: dual-axisAxis TitleAxis TitleDataset 1Dataset 2Axis TitleSource: Whats the source?Title, Time Period
110、Subtitle2024/9/4209ZionZion Consulting 机密机密Area graph: data labels insideArea graph: data labels insideAxis LabelAxis LabelSource: Whats the source?Title, Time PeriodSubtitle2024/9/4210ZionZion Consulting 机密机密Pie graph: labels on outsidePie graph: labels on outsideTitle, Time PeriodTotal = xx millio
111、nOrder the pieces from largest to smallest, unless some other order is logically more appropriate.In general, the angle of the first slice should be set to zero degrees.Source: Whats the source?2024/9/4211ZionZion Consulting 机密机密Initial Project Timeline (In Weeks)Gantt chart/timeline diagramGantt ch
112、art/timeline diagramActivities12345678Refine ApproachDevelop HypothesesConduct Marketscape ScansInterviews & Internal AssessmentIdentify Business Model OpportunitiesDevelop Opportunity ProfilesDevelop Path ForwardKey Milestones2024/9/4212ZionZion Consulting 机密机密TimelineTimeline3rd Quarter, 1998Stock
113、holders vote to donate money to charity2nd Quarter, 2000Millennial riots and Y2K bug cause market shutdownStartups go on sale and Company collects $200 million in bailout19981999200020011st Quarter, 1998Company posts net profit of $20M for 19972nd Quarter, 1999Bill Gates initiates hostile takeover o
114、f companyCompany develops pie in face strategy4th Quarter, 2001“20 Acres and a Digital Superhighway” program wins stock blue-chip status2002Chart TitleIf Company leverages profits to enter new markets, it could emerge as an industry leader by 2002.2024/9/4213ZionZion Consulting 机密机密Porters five forc
115、esPorters five forcesThreat of New EntrantsThreat ofSubstitutesBargainingPowerof SuppliersBargainingPowerof BuyersIndustry Rivalry2024/9/4214ZionZion Consulting 机密机密Three interlocking circlesThree interlocking circlesLabel 1Label 2Label 3Label ALabel BLabel C Note: You can check “Semi-transparent” i
116、n the “More Fill Colors” dialog box to create the overlapping color effect (used on the Label A, B, C section).2024/9/4215ZionZion Consulting 机密机密Four-piece puzzle (assembled)Four-piece puzzle (assembled)2024/9/4216ZionZion Consulting 机密机密Focusing on revenue/profitability oriented Focusing on revenu
117、e/profitability oriented business models have significant implications business models have significant implications for supply chain designfor supply chain designTraditional Supply Chain DesignsTraditional Supply Chain DesignsSupply Chain Design InnovationsSupply Chain Design InnovationsOverall log
118、istics costsChannel service levelsDo it yourselfFocus on getting stuff out the doornCustomer-level revenue/profitabilitynCustomer-level service standardsnCollaborate with supply chain partnersnFocus on creating customer value北京锡恩企业管理顾问公司217Zion Consulting ConfidentialZionZion Consulting 机密机密Our Evol
119、utionary Masters have deftly managed Our Evolutionary Masters have deftly managed supply chain complexity and relationships over supply chain complexity and relationships over the last decadethe last decadeManaging RelationshipsnIntegrate technologies to extend into suppliers and customersnBuy, buil
120、d & borrow new capabilities from the best companiesnSupply chain human performance-engaging your peoplenBuild demand chain synchronization capabilitiesManaging ComplexitynIntegrate and continuously improve: operational excellencenCompress the supply chain to eliminate wasted time and inventorynCreat
121、e new reserves to allow flexible response to the unexpectedAbility to Manage Supply Chain RelationshipsIntegrationCollaborationSynchronizationValue Creator PositioningFunctionalComplexityEnterpriseComplexityValue ChainNetworkComplexityAbility toManageSupply ChainComplexity= B2B web based world北京锡恩企业
122、管理顾问公司218Zion Consulting ConfidentialZionZion Consulting 机密机密We believe that success in the new economy We believe that success in the new economy lies in a seamless combination of capabilities lies in a seamless combination of capabilities across the extended supply chainacross the extended supply
123、chainThe Supply Chain ContinuumRelationships along the Supply ChainScope of ImpactIncreasing Capabilities, Increasing BenefitsWithinBusinessActivitiesTraditionalOptimizationIntegrationIntegratedStep 1:Integrate functions of theexisting supply chainBetweenBusinessFunctionsWithCustomers & SuppliersCol
124、laborationCollaborativeStep 2: Improve collaboration and control with vendors, customersAcrossAlliancePartnersSynchronizationeSynchronizationStep 3:Virtually Synchronize the supply chain across players into one logical enterpriseWeb-Based EntrantsLeader in the New Economy北京锡恩企业管理顾问公司219Zion Consulti
125、ng ConfidentialZionZion Consulting 机密机密Our vision of winning new business models in Our vision of winning new business models in supply chain leverage the emerging exchange supply chain leverage the emerging exchange space, integrated with innovative supply chain space, integrated with innovative su
126、pply chain planning and execution capabilitiesplanning and execution capabilitiesProcurementProcurementSupply Supply ChainChainPlanningPlanning3rd Party 3rd Party Partners/Alliances/ Partners/Alliances/ VenturesVentureseFulfillmenteFulfillmentCollaborative Collaborative ManufacturingManufacturingeCR
127、MeCRMVirtual SynchronizationeSupporteSupportService/ Service/ Support/ Support/ MaintenanceMaintenanceMaterial/procurement exchanges/auctionsIP/product development exchangesCapability/service exchangesSupply Chain EcosystemeDesigneDesigneCommerce eCommerce CapabilitiesCapabilities北京锡恩企业管理顾问公司220Zion
128、 Consulting ConfidentialZionZion Consulting 机密机密What is a business model, anyway? Its an What is a business model, anyway? Its an organizations core logic for creating valueorganizations core logic for creating valueWhat are the Companys Revenue Streams?What are the Companys Revenue Streams?Operatin
129、g RevenueOperating RevenueWhat does it sell?To whom?Why do customers choose this company over others?How does the company communicate distinctively with customers?How does it price distinctively?What are the Companys value propositions?Non-Operating RevenueNon-Operating RevenuenHow does it attract f
130、inancial resources?nHow does it maximize the value of its financial assets?How does the Company manage its finances distinctively? How does the company make a profit?How does the company make a profit?nWhat role does it play in the value chain?nHow is its cost structure distinctive?nWhat distinctive
131、 resources, assets, and capabilities does it leverage?nWhat distinctive relationships does it enjoy?nHow does it structure and leads its organization to achieve world class performance?北京锡恩企业管理顾问公司221Zion Consulting ConfidentialZionZion Consulting 机密机密Successful business models are driven by two Suc
132、cessful business models are driven by two key concepts revenue and profitabilitykey concepts revenue and profitabilityBusiness Model Design ConceptsDesign ConceptsThink Global; Act LocalCustomer Revenue and ProfitabilityCustomerServiceRequirementsChannelAssetLeverageCollaborativeValue CreationRevenu
133、e/ ProfitabilityServiceGlobal OptimaCustomer (1)Customer (2)Customer (3)北京锡恩企业管理顾问公司222Zion Consulting ConfidentialZionZion Consulting 机密机密要想影响硬数据要想影响硬数据必须管好软数据必须管好软数据盖洛普路径盖洛普路径由此进入由此进入识别优势识别优势因才适用因才适用优秀经理优秀经理敬业员工敬业员工忠实顾客忠实顾客持续发展持续发展实际利润增长实际利润增长股票增值股票增值北京锡恩企业管理顾问公司223Zion Consulting ConfidentialZion
134、Zion Consulting 机密机密SOME ARGUMENT PATTERNS部部 分分 逻逻 辑辑 论论 证证 模模 式式 Success requires X需 有 X 才 能 成 功 Success requires X需 要 X 才 能 成 功 You are pursuing X你 正 朝 X 发 展 You thought X was a problem你 认 为 X 是 问 题 Performance is not as expected绩 效 不 如 预 期 You are not equipped to do X你 无 法 作 到 You are not focusin
135、g on X你 的 重 心 不 在 XY would be better但 Y 比 较 有 利 Further investigation shows it Y但 调 查 显 示 Y 才 是 问 题 Underlying cause is X问 题 出 在 XTherefore, develop capability for X因 此 ， 建 立 作 X 的 能 力 Therefore, shift focus to X因 此 ， 转 移 重 心 到 X Therefore, change direction to Y因 此 ， 转 向 Y 前 进 Therefore, shift focus
136、 to Y因 此 ， 转 移 重 心 到 YTherefore, take steps to fix X因 此 ， 设 法 解 决 X224ZionZion Consulting 机密机密成本降低-23%供货时间减少-75%车辆的利用率提高+15%可获得性提高+9%库存水平降低-23%以及其它许多非常良好的结果以及其它许多非常良好的结果北京锡恩企业管理顾问公司225Zion Consulting ConfidentialZionZion Consulting 机密机密战略规划的基本框架战略规划的基本框架市场细分市场细分客户需求客户需求关键成功因素关键成功因素竞争分析竞争分析市场如何细分？各细分
137、市场的规模、增长率和毛利率如何？各细分市场的集中度如何？各细分市场的产品生命周期处于哪个阶段？目标客户群体有哪些独特的需求？目标客户群体中谁是购买决策关键人？目标客户群体有什么样的购买行为？行业中有哪些不同的成功模式？这些模式各自的关键成功因素是什么？哪个是对我们最有利的成功模式？服务、创新还是效率？我们与竞争对手在这些关键因素上相比有什么优势和劣势？我们要培养什么核心竞争力？我们建立什么样的竞争优势？细分市场定位客户定位价值定位价值定位盈利模式盈利模式产品战略价格战略渠道战略促销战略竞争战略核心竞争力规划战略规划战略规划北京锡恩企业管理顾问公司226Zion Consulting Confi
138、dentialZionZion Consulting 机密机密何时采用什么图形？何时采用什么图形？线图线图建议采用图形建议采用图形时间序列和多重数据、标准相比较两组数据的相关性频率不同数据的比较整体的一部分其他其他水泡水泡水平柱水平柱垂直柱垂直柱饼图饼图要表达的数据和信息要表达的数据和信息北京锡恩企业管理顾问公司227Zion Consulting ConfidentialZionZion Consulting 机密机密流程：线性流程：线性TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTe
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140、tTextTextTextZionZion Consulting 机密机密整体整体/ /部分：部分：TextTextTextTextTextTextTextLabel ALabel B原因原因-结果：结果：TextTextTextTextTextTextTextTextTextTextTextTextZionZion Consulting 机密机密TextTextTextTextTextTextTextText矛盾：矛盾：TextTextTextTextTextTextText TextTextTextTextTextText障碍障碍/阻力：阻力：TextTextTextZionZion Co
141、nsulting 机密机密texttexttext北京锡恩企业管理顾问公司232Zion Consulting ConfidentialZionZion Consulting 机密机密食用油项目各环节均以项目管理机制运行团队分工程序计划控制 项目发起人 项目指导委员会 项目领导小组 项目各工作组项目联络人 明确团队各级成员的分工 明确各工作组分工 明确小组长职责和联络人职责 向谁负责获得授权信息交流程序如何汇总任务细分关键路径时间计划交付物要求责任人项目会议 偏差分析计划调整资源再分配行业研究立项报告尽职调查投资计划投资实施北京锡恩企业管理顾问公司233Zion Consulting Conf
142、identialZionZion Consulting 机密机密立项报告简介棉油市场定位棉油市场定位未来有品牌、渠道扩张潜力未来有品牌、渠道扩张潜力竞争策略竞争策略行业有空间、有机会行业有空间、有机会2002年全行业销售收入800亿，2005年将达到950亿近7年年均增长率为7.7%,今后20年的年均增长率为6%国家政策有利于介入前二十大企业占24%市场份额，行业集中度低，存在整合机会;培育持久的低成本原料控制能力以规模生产形成低成本优势排名前十位的品牌企业的市场占有率为10%，存在品牌扩张的空间。产品直接面向终端消费者，有利于品牌和渠道的建设；目标市场为新疆、甘肃、四川、陕西、山西等五省的居
143、民消费以低价格赢得客户北京锡恩企业管理顾问公司234Zion Consulting ConfidentialZionZion Consulting 机密机密投资计划书简介原料原料规模生产规模生产单线规模单线规模开工天数开工天数低成本低成本出油率提高出油率提高产品品质稳定产品品质稳定综合消耗下降综合消耗下降竞争优势形成持久的低成本原料控制能力哪里有原料原料在谁手里如何获取持续低成本获取简单介绍计划书在食用油行业，原料控制能力是KSF，”获得了原料，就获得了利润“立项报告回答了行业价值问题，投资计划书要回答运营的核心问题原料北京锡恩企业管理顾问公司235Zion Consulting Confid
144、entialZionZion Consulting 机密机密德农种业战略规划应用工具实例购买行为德农种业战略规划应用工具实例购买行为售前的示范推广和售后的指导栽培服务是目标客户持续购买的关键 产量（特性和适应性）； 整齐度（种子纯度）； 长势和穗大小等（品种特性）。评估 购买地点以乡镇农技站为主； 同一品种有85以上农户习惯购买同一公司产品； 先少购买一点看表现而定者占70，大规模购买换种者占5，别人种我才种者占25； 对价格无所谓者占65，认为新品种比老品种价格高者占35。购买 经销商推荐； 媒体的宣传； 周围农户种植该品种的情况。认知 提供技术资料和培训； 购买时简单讲解； 出事故能尽快妥
145、善处理; 不再购买的原因：质量达不到占71，售后服务跟不上占22。售后需求农户需求满足过程销售示范推广服务北京锡恩企业管理顾问公司236Zion Consulting ConfidentialZionZion Consulting 机密机密分析框架分析框架关键关键步骤：步骤：l了解和评估当前的业务状况l确定企业核心能力l制定企业发展的财务目标l确定可能实现增长的各种发展机会l衡量各个机会对企业发展的影响l了解行业/市场发展状况l确定行业主要影响因素及关键成功因素l结合自身的核心能力，制定战略方案选择标准l根据影响的大小来排出战略方案的优先次序l能力/差距分析l确定企业发展战略l确定战略实施的资
146、源及风险l制定战略实施计划成果：成果：l理由充分的企业发展远景目标l实现企业增长的候选方案l改进方案的衡量标准l企业发展战略l实施计划12345制定实制定实施计划施计划企业现状评估企业现状评估和目标制定和目标制定确定机会与最终确确定机会与最终确定发展战略定发展战略确定战略方确定战略方案选择标准案选择标准找出发展机会并进找出发展机会并进行初步筛选行初步筛选制订战略规划的方法制订战略规划的方法全过程全过程北京锡恩企业管理顾问公司237Zion Consulting ConfidentialZionZion Consulting 机密机密制定战略规划的第一步是评估企业当前的业务状况，确定企业的远景目
147、标12345分析框架分析框架核心竞争力核心竞争力业务状况业务状况财务目标与限财务目标与限制条件制条件l评估核心竞争力和可被利用的能力及资源l理解当前的业务状况l确定财务目标、预期的业务表现及企业发展的限制条件制定实制定实施计划施计划企业评估企业评估和制定目标和制定目标确定机会与最终确确定机会与最终确定发展战略定发展战略确定战略方确定战略方案选择标准案选择标准找出发展机会并进找出发展机会并进行初步筛选行初步筛选北京锡恩企业管理顾问公司238Zion Consulting ConfidentialZionZion Consulting 机密机密第二步确定战略方案的选择标准12345分析框架分析框架
148、行业行业/市场市场事实分析事实分析企业自身竞争企业自身竞争能力评估能力评估对于企业成对于企业成功的主要市功的主要市场影响因素场影响因素和关键成功和关键成功因素因素l市场规模l市场增长l产品生命周期l竞争状况l资源需要l利润率l市场进入的难易l市场份额l产品线l成本优势l公司形象l管理能力制定实制定实施计划施计划企业评估企业评估和制定目标和制定目标确定机会与最终确定机会与最终确定发展战略确定发展战略确定战略方确定战略方案选择标准案选择标准找出发展机会并进找出发展机会并进行初步筛选行初步筛选北京锡恩企业管理顾问公司239Zion Consulting ConfidentialZionZion Co
149、nsulting 机密机密德农种业战略规划应用工具实例企业成长曲线德农种业战略规划应用工具实例企业成长曲线准备期准备期成长期成长期高速成长期高速成长期成熟发展期成熟发展期中国种业的领导者中国种业的领导者世界种业十强世界种业十强玉米玉米 2 2水稻水稻 0.18 0.18西甜瓜西甜瓜 2.1 2.100/0500/05，公司成立，公司成立00/0900/09，收购赤峰种，收购赤峰种业业00/1000/10，组建郑隆，组建郑隆01/0101/01，收购华西，收购华西01/0301/03，收购正成、，收购正成、万丰万丰01/0601/06，收购三元，收购三元01/0901/09，收购武禾，收购武禾玉
150、米玉米 6.3 6.3水稻水稻 5.1 5.1西甜瓜西甜瓜 3.2 3.202/0902/09，玉米线重，玉米线重组合并，并与华冠组合并，并与华冠科技交易；科技交易；玉米玉米 25 25水稻水稻 30 30水稻业务分拆上水稻业务分拆上市市玉米玉米 13.3 13.3水稻水稻 17.6 17.6控股设立黑龙江德控股设立黑龙江德农种业农种业华西、郑隆与玉米华西、郑隆与玉米公司合并；剥离三公司合并；剥离三元元投资整合阶段投资整合阶段产品经营阶段产品经营阶段品牌经营阶段品牌经营阶段经过三个阶段的发展，德农将成为世界种业十强德农种德农种业战略业战略调整年调整年北京锡恩企业管理顾问公司240Zion Co
151、nsulting ConfidentialZionZion Consulting 机密机密34.680.4147.9196234.8289.6345.9400.0国内钾肥用量的年均增长率为10.4%国内钾肥产量的年均增长率为26.3%进口85%国产15%国内钾肥市场国内钾肥市场增长情况增长情况国内钾肥市场容量增长很快，其中硫酸钾仅占国内总容量的国内钾肥市场容量增长很快，其中硫酸钾仅占国内总容量的11%国内钾肥实物量使用比例按照换算养分比较，国内硫酸钾施用量只占钾肥总量的5.5%（国际的平均水平为7%）北京锡恩企业管理顾问公司241Zion Consulting ConfidentialZion
152、Zion Consulting 机密机密国内硫酸钾市场容量约国内硫酸钾市场容量约60-75万吨，近万吨，近10年硫酸钾的国产化率不断升高年硫酸钾的国产化率不断升高北京锡恩企业管理顾问公司242Zion Consulting ConfidentialZionZion Consulting 机密机密以用户中阿公司所在地秦皇岛为准，使用地销售价比较，罗钾运到秦皇岛运费为280元/每吨罗钾青上公司10601550-16501550盐田法曼海姆法硭硝法不同工艺技术的使用地成本低321900南风集团山西钾肥公司（亏损经营）俄罗斯进口硫酸钾到岸成本美国海岸进口硫酸钾到岸成本俄罗斯进口美国进口1600-165
153、01480200014051089北京锡恩企业管理顾问公司243Zion Consulting ConfidentialZionZion Consulting 机密机密罗钾项目投资计划及形成的生产规模、销量罗钾项目投资计划及形成的生产规模、销量北京锡恩企业管理顾问公司244Zion Consulting ConfidentialZionZion Consulting 机密机密形成优质资源、成本优势、规模效益、营销通道四大资源的共生共享形成优质资源、成本优势、规模效益、营销通道四大资源的共生共享德隆复合肥产业德隆复合肥产业年销售额：129亿元年利润：10亿元罗布迫钾盐公司罗布迫钾盐公司年销售额：
154、12.2亿元年利润：0.9亿元农资超市公司农资超市公司年销售额：45.6亿元年利润：1.4亿元农资超农资超市项目市项目德隆德隆银行银行其他股东其他股东复合肥复合肥项目项目罗钾项罗钾项目目北京锡恩企业管理顾问公司245Zion Consulting ConfidentialZionZion Consulting 机密机密未来3年销售额的增长将主要依靠新购买的品种，预计为3.4亿元，占销售额总增长量的65；而依托新品种，营销网络拓展可实现利润贡献1.9亿元，占35。财务目标玉米万元如购买新品种不成功，销售额只能维持在2亿元左右，而利润只有2000万元左右。北京锡恩企业管理顾问公司246Zion C
155、onsulting ConfidentialZionZion Consulting 机密机密德农水稻业务战略规划图示4 类 客 户 需 求品种质量技术服务购买便利新出现的品种让更多客户知道德农的品种存在质量提高空间存在技术服务提高空间销售网络要贴近客户5 类 潜 在 机 会购买品种购买品种合约科研机构聘请育种家建立亲本提纯复状体系建优质基地加强田间生产管理提高后加工质量完善示范体系农技专家现场咨询分发技术指导手册选择农技员做零售商在空白地区新建销售网在空白地区新建销售网 络或提高覆盖率络或提高覆盖率寻找当地最强的经销商寻找当地最强的经销商 和零售商和零售商13 类 可 采 取 的 行 动销售额
156、和利润02030405北京锡恩企业管理顾问公司247Zion Consulting ConfidentialZionZion Consulting 机密机密北京锡恩企业管理顾问公司248Zion Consulting ConfidentialZionZion Consulting 机密机密市场细分客户需求竞争分析主机业务定位关键成功因素92年日立、富士通同样性能的大型机价格是IBM的3040，抢夺了市场到92年IBM市场占有率下降到40以下可靠性高优良服务和技术支持价格合理技术先进忠实的客户群技术领先竞争力强的成本包括软件、应用、网络、信息等在内的全面服务能力客户端服务器大型主机超大型主机及配
157、套的服务机会/问题最大的大型机客户群体，希望有稳定、可靠、技术全面的供应商价格差别太大时，客户会转向竞争对手新的技术方案可能会使成本大规模降低市场规模受到小型机的冲击客户普遍对IBM不满北京锡恩企业管理顾问公司249Zion Consulting ConfidentialZionZion Consulting 机密机密PC机业务定位市场细分客户需求及购买行为竞争分析关键成功因素进入门槛低市场竞争激烈市场主流是围绕WINTEL模式外观设计个性化主流硬件按摩尔定律更新应用软件需求导向WINTEL模式的结合程度以低成本、低价格提供较高的配置核心技术的研发能力台式机笔记本电脑兼容机机会/问题随着Int
158、ernet的发展，pc机的需求将迅速增长便携式笔记本电脑将有更大的发展，毛利较高北京锡恩企业管理顾问公司250Zion Consulting ConfidentialZionZion Consulting 机密机密单位：单位：10亿美元亿美元销售收入销售收入单位：单位：10亿美元亿美元净利润净利润北京锡恩企业管理顾问公司251Zion Consulting ConfidentialZionZion Consulting 机密机密创造股东价值并使之最大化行业研究行业研究战略规划战略规划并购整合并购整合核心竞争力核心竞争力战略投资理念战略投资理念北京锡恩企业管理顾问公司252Zion Consul
159、ting ConfidentialZionZion Consulting 机密机密战略投资理念并购整合汽车及零部件行业整合案例战略投资理念并购整合汽车及零部件行业整合案例产业结构升级火花塞刹车盘汽车内饰变速箱 / 车桥重型车 汽车金融服务整车核心总成一级配套二级配套、其他第四阶段（20032005）第三阶段（20012002）第二阶段（19982000）第一阶段（19931997）发动机 / 驾驶室轿车汽车金融服务刹车盘进入新业务退出业务活塞销汽车空调园林机械园林机械越野车客车丝网栏杆丝网栏杆1.25亿15亿39亿200亿销售收销售收入入小型汽车零配件大型汽车零配件和整车汽车和服务、国际化19
160、97年底 德隆进入北京锡恩企业管理顾问公司253Zion Consulting ConfidentialZionZion Consulting 机密机密Identify Buyer Value SegmentsMarket Research& VisioningConceptualDesignDetailedDesign &PilotImplementation(phased)SystemsDevelopment/EnhancementSituationAssessmentHypothesis List DevelopmentSurvey CollectionData Coding and U
161、tility CalculationInstrument Design and TestingField Administration PreparationSample Quota Design and List PullData AnalysisUnderstanding buyer values helps prove or Understanding buyer values helps prove or disprove current hypotheses as well as generate disprove current hypotheses as well as gene
162、rate strategy solutions.strategy solutions.ZionZion Consulting 机密机密Organizational beliefs and strategy alternatives Organizational beliefs and strategy alternatives identified in the situation assessment are translated identified in the situation assessment are translated into hypotheses for testing
163、.into hypotheses for testing.SituationAssessmentHypothesis List DevelopmentSurvey CollectionData Coding and Utility CalculationInstrument Design and TestingField Administration PreparationSample Quota Design and List PullData AnalysisZionZion Consulting 机密机密Identifying Buyer Value-Based segments cre
164、ates the Identifying Buyer Value-Based segments creates the foundation for creating the distribution channel foundation for creating the distribution channel strategy and design.strategy and design.Identify BuyerValue SegmentsWhat do consumers value?How can we segment consumers based on these values
165、?DevelopConceptual Strategy DesignBased on what consumers value, what is our strategic direction?Conceptually, what types of products do we want to offer?Conceptually, what channels do we want consumers to use?DevelopMigrationStrategyHow do we communicate these changes to our key stakeholders?How do
166、 we prepare our consumers and employees for these changes?How do we actually get to where we want to be?Pilot PlanRoll-Out PlanEstimate Anticipated Customer BehaviorTo which channels will customers migrate?Develop Product/Pricing StrategyWhat products should we offer?How should they be priced?Determ
167、ine Distribution Network How do we change our branch and ATM networks?How many?Where should they be located?Minimize Business Decision RiskHow will consumers react? How will this affect our bottom line?Develop Data Mining OpportunitiesHow do we exploit buyer value insights to better target market se
168、gments?iterativePlanImplementationDevelop Detailed Strategy DesignDevelop Conceptual Strategy DesignUnderstand Value PropositionsCustomer Migration Strategy ZionZion Consulting 机密机密Value based segment strategies can produce Value based segment strategies can produce incremental revenues of $700 mill
169、ion and reduce incremental revenues of $700 million and reduce costs up to $150 million.costs up to $150 million.Identify Buyer Value Segments- Quantifiable Benefits - These cost savings will be offset by the $52 million increase in central delivery unit costs.By 1999, even after absorbing significa
170、nt implementation/infrastructure costs, project can contribute over $700 million pre-tax annually . . .$493$670$309The shareholder value effect can be significant.YearILLUSTRATIVEBranch and City Administration annual operating costs will be reduced by nearly $200 million . . .$MMZionZion Consulting
171、机密机密Its critical to define what factors or “attributes” are Its critical to define what factors or “attributes” are important when consumers decide to purchase from one important when consumers decide to purchase from one provider versus another.provider versus another. Automotive Example A Product
172、is the Sum of its Attributes Reliability:nAir bagsnSteel constructionnRoll bar Speed:nHorsepowernAcceleration Price:nPurchase pricenMaintenance costsnInsurance Style:nBody stylenColornImage Comfort:nLeather interiornStereo systemnLeg roomZionZion Consulting 机密机密With traditional research, when you as
173、k how important any With traditional research, when you ask how important any particular feature is individually, consumers tend to say particular feature is individually, consumers tend to say each is very important.each is very important.12345678910StylingPriceSpeedReliabilityNot at all importantV
174、ery importantZionZion Consulting 机密机密Based on answers to the tradeoff questions, buyer values are Based on answers to the tradeoff questions, buyer values are calculated and respondents are grouped by “like” values to calculated and respondents are grouped by “like” values to help identify target se
175、gments.help identify target segments. HighLowHighLow. . . . . . . . . . . . . . . Buyer Value Segments . . . . . . . .ChannelistsRate / SpeedNote:1)Each dot represents thousands of consumers2)Analyses were run for all possible combinations to identify the best grouping of consumers and their values.
176、Speed. . . . . . . .Liquidity / Access. . .PerformancePriceILLUSTRATIVECase StudyZionZion Consulting 机密机密These groups or segments of consumers not only These groups or segments of consumers not only have different profit potentials.have different profit potentials. Investment Buyer Value Segments %
177、of Market (Consumers) Investment Buyer Value Segments % of Market ($) Average Investment Balance Per Value Segment Source: Andersen Consulting National Buyer Values Study for Retail Financial Services ConsumersValue SegmentChannelRate / SpeedLiquidity / Access SensitiveSpeedAvg. Investment Balance$7
178、7,725$92,264$96,335$68,212Case StudyChannelistsSpeedLiquidity / Access Sensitive34%Rate / Speed Sensitive16%SpeedLiquidity / Access ChannelRate / Speed ZionZion Consulting 机密机密$In summary, using value based segmentation is a In summary, using value based segmentation is a powerful tool to improve a
179、clients bottom line.powerful tool to improve a clients bottom line.Creates Revenue OpportunitiesnRetain most profitable customersnImprove profitability of other customers by fulfilling their values with lower cost structuresnGenerate new business nIdentify revenue enhancement opportunitiesnSimplify
180、and increase effectiveness of clients target market activitiesIdentifies Substantial Cost ReductionnBetter manage utilization of clients delivery networknFocus on delivery on required service thresholdsnStrip costs from non-value added processesnDont have to build one delivery option that fits allBe
181、tter Positions Relative to Clients CompetitionnIncreased customer satisfaction due to fulfilled value setsnOrganization clearly understands goals and delivery expectationsnSets stage for adaptable organization better able to respond to competitive changeZionZion Consulting 机密机密Based on Andersen Cons
182、ultings investigation of the target markets, Based on Andersen Consultings investigation of the target markets, there is identifiable change in buyer preferences from window to split there is identifiable change in buyer preferences from window to split and cabinet air conditioners.and cabinet air c
183、onditioners.- Product -YesterdayTodayFuture trendsWindow and split account for the majority of the air conditioners possession before 1996.Split air conditioners account for the majority of sales. Cabinets sales begin to increase and windows share of the market begin to decline(From distributors per
184、spective)Cabinet air conditioners will continue to growcabinet air conditioners show strong growth due to increasing size of homes and price cuts. Future sales growth will continue with improvements in residential powerSome customer segments (especially rural) regard air conditioners as a type of hi
185、gh-end furniture (whose secondary purpose is to cool). Cabinets, best meet this type of customers buyer value and will grow with this segment.Split will remain stable, and even decline in some areasSplits will keep the same market shareCompared to the cabinets, it will decline slightly in some areas
186、 because of installation difficultiesGenerally, window air conditioners will decrease dramatically, but still account for a certain proportion acting as a transition product for price conscious buyers in hot areasBecause of this income limitation, window air conditioners will still account for a lar
187、ge proportion of sales in economically developing markets (i.e. Changsha and Chongqing)Windows will continue to sell well in markets such as Hangzhou as transition products for people who are waiting to move into new housingGrowth in Mini Central and Ceiling air conditionersMini-central or residenti
188、al used ceiling ones will gain in popularity amongst people in large apartments and houses (especially as market awareness of product availability grows). Breakdown of different types of air conditioners (Before 1996) Current purchase preferences(1996-1998)Window48%Split48%Cabinet9%Window26%Split53%
189、Cabinet21%ZionZion Consulting 机密机密Competition TodayLocal Chinese manufacturers upgrade production technology to offer quality levels on par with JV operationsLocal Chinese manufacturers develop marketing capability/expertiseJV operations, crippled by ability to understand market and operate within l
190、ocal business cultures drop in positionJVs begin to compete more on price as perception of added value differentiation disappears.Over the last three to four years, local air conditioner manufacturers have been able to reposition themselves successfully through combined advances in quality and marke
191、tingPerceived Added ValuePriceLowLowHighHighLowLowHighHighMeidiKelonChunlanGreePerceived Added ValuePriceNationalMitsubishiSharpHitachiChunlanGreeNationalMitsubishiHitachi- Yesterday - Today -Competition YesterdayLocal and JV manufacturers target two different market segments separated by price/qual
192、ity trade offJV operations target quality conscious upper end of market while local manufacturers target bottom endLocal manufacturers limited in terms of production quality capability and marketing experienceZionZion Consulting 机密机密Consolidated results for the markets - from a market attractiveness
193、 perspective. - i.e. looking at market size, growth, competition, market entry (i.e. distribution opportunity) from a current and future perspective.Entry PriorityHighMedium-HighMediumMedium - LowLowBeijingNanjingHangzhouJinanChangshaChongqingMarket SizeStrategic ViewDistribution OpportunityCompetit
194、ionMarket GrowthSource: AC market investigationsZionZion Consulting 机密机密From the sales offices and warehouses established in these several markets, strategic nodes can be established to allow access to nearby markets.High PriorityMedium to High PriorityMedium PriorityMedium to Low Priorityl lCities
195、to be covered Cities RequiringInvestigationYear OneBeyond Year OneBeijingJinanNanjingShanghaiHangzhouChangshaShenzhenChongqingTianjinl ll l ShijiaZhuang(Hebei)Zhengzhou(Henan)l l Qingdaol lHefei(Anhui)l l SuzhouChengdul ll l Shantoul l XiamenWuhan Xian(Shaanxi)l l ZhanjiangGuiyangl ll lKunmingSource
196、: AC market investigationsZionZion Consulting 机密机密项目模块项目模块评估战略目标评估战略目标主要任务主要任务与“XX-XXX”市场销售人员讨论，初步确定未来目标区域市场和主要客户类型对主要未来目标市场作实地调查了解进行实地访谈，对象主要包括建材公司、建筑公司、重大基建项目负责部门、混凝土搅拌站、相关政府部门、其他水泥公司等；包括“XX-XXX”目前主要客户和非“XX-XXX”客户总结主要发现项目阶段性成果项目阶段性成果X省水泥市场概况和未来发展趋势-各主要标号水泥需求量、增长趋势及地域范围根据需求不同划分的客户类别及其购买考虑因素竞争对手的主要状
197、况、分产品标号的市场份额 水泥分销网络、方式和未来趋势目前XX-XXX产品在市场上的地位，核心竞争力、客户意见符合实际的XX-XXX扩展战略目标生产、物流和销售力量的战略布局第一阶段中第一阶段中“评估战略目标评估战略目标”的主要任务和项目阶的主要任务和项目阶段性成果段性成果制定实施计划 分析测算结果论证扩展模式设计整合方案建立财务模型评估战略目标确定协同效益项目启动第一阶段第二阶段第三阶段北京锡恩企业管理顾问公司267Zion Consulting ConfidentialZionZion Consulting 机密机密自自19981998年成立以来，年成立以来，XXXX股份取得了迅猛的业务发
198、展，目前已股份取得了迅猛的业务发展，目前已成为中国西北地区建材行业的龙头企业之一成为中国西北地区建材行业的龙头企业之一单位：(百万元)最近三年的业绩迅猛增长最近三年的业绩迅猛增长来源：X省XX水泥股份有限公司2000年年报基本事实基本事实XX股份的前身是1956年建成的国家大型企业公司成立于1998年11月，1999年初其普通股票在深圳证券交易所上市，股票代号0877公司在2000年生产水泥154万吨，销售151万吨。公司的产品在X省市场上达到40%的占有率。XX股份是西北地区最大的水泥企业，也是全国位居前列的大型水泥企业北京锡恩企业管理顾问公司268Zion Consulting Confi
199、dentialZionZion Consulting 机密机密但我国水泥行业极度分散，竞争的地域特征浓厚；低标号水泥产能过剩，但我国水泥行业极度分散，竞争的地域特征浓厚；低标号水泥产能过剩，地方保护主义，以及不正当竞争，导致大多水泥企业连年亏损地方保护主义，以及不正当竞争，导致大多水泥企业连年亏损进入壁垒进入壁垒 低（中）低（中）行业内竞争行业内竞争 激烈并呈现强烈的地域特色激烈并呈现强烈的地域特色替代威胁替代威胁 低低中国的水泥企业大多紧密依靠当地的矿产资源，而中国的石灰石开采是一个极度分散的行业，供应商的力量相当有限水泥的替代成品由于技术、工艺或成本的多方面原因仍未被广泛接受由于技术成熟度
200、高、产品生命周期长、原料相对易得、设备制造技术要求低、产品标准化程度高等因素，低标号水泥制造制造的进入壁垒较低优质水泥和特种水泥由于设备投资较高，技术工艺要求严格，因此其进入壁垒相对较高中国的水泥行业极度分散，2000年全国有7000多家水泥厂，而排名前25位的厂家产量之和不到全国总产量的10%中国还未出现全国性的水泥企业，竞争的地域特色浓厚70%以上的竞争主要集中在低标号产品，低端产品的产能过剩，小厂林立，市场上很多不正当竞争，行业总体效益低下水泥市场的客户主要是混凝土生产商、水泥制品生产商、建筑承包商以及大型工程的采购机构由于水泥厂商的分散程度很高，产品的标准化程度高，客户相对拥有较高的谈
201、判力量供应商力量供应商力量 低低客户力量客户力量 高高北京锡恩企业管理顾问公司269Zion Consulting ConfidentialZionZion Consulting 机密机密1. 选择了错误的并购对象选择了错误的并购对象收购方的发展战略不明确收购策略没有和整体发展策略保持一致选择收购对象时没有考虑业务或文化的兼容性在签交易和约之前之前，没有太多考虑合并后的整合问题2. 缺少具体的合并规划和准备缺少具体的合并规划和准备没有准备精干的整合操作小组整合的各项任务没有按重要性排序也没有协调没有建立具体的合并方案和时间表3. 失败的整合操作失败的整合操作 没有合适地整合产品，价格和服务没有
202、实现合并后的成本效益低效率的沟通信息技术的支持没有和业务需求保持一致 4. 没有获得长期的利益没有获得长期的利益 对长期利益没有事先明确和数量化管理层没有投入足够的关心和推动失败的主要原因失败的主要原因大多数的合大多数的合并并在并购的整个过程中都有导致失败的因素在并购的整个过程中都有导致失败的因素北京锡恩企业管理顾问公司270Zion Consulting ConfidentialZionZion Consulting 机密机密两个价值链的整合产品组合和组织获得最佳结获得最佳结果的努力果的努力影响和紧急性影响和紧急性战略评估系统信息系统调整销售组织和经销商网络低低低低高高高高共享服务新公司的业
203、务流程生产的优化汇报的结构供货链/物流战略采购新产品开发管理费用降低最佳增长方案许多的整合任务必须按重要性排序许多的整合任务必须按重要性排序在最初的几个月内得到确实的结果在成本降低机会上投资 实施新的组织和业务流程以最佳方式与客户和经销商接触启动增长方案主要问题主要问题整合任务重要性排序整合任务重要性排序示意示意北京锡恩企业管理顾问公司271Zion Consulting ConfidentialZionZion Consulting 机密机密近年来的兼并收购，已形成一些有区域性影响力的近年来的兼并收购，已形成一些有区域性影响力的水泥集团水泥集团名称名称地区地区年产量年产量( (万吨万吨) )
204、海螺集团安徽590华新水泥湖北350屯河集团X省220湖南韶峰湖南143福建水泥福建195吉林亚泰吉林150四川金顶四川350西水股份内蒙100狮头股份山西150江西水泥江西117祁连山甘肃71中国有影响力的中国有影响力的大型水泥企业举例大型水泥企业举例屯河集团吉林亚泰华新水泥福建水泥四川金顶狮头股份湖南韶峰济南山水祁连山海螺集团渤海集团西水股份北京锡恩企业管理顾问公司272Zion Consulting ConfidentialZionZion Consulting 机密机密标杆分析和最佳实践分析可以帮助揭示可行的有吸引力标杆分析和最佳实践分析可以帮助揭示可行的有吸引力的的CRM机会机会举例
205、举例: :保时捷的保时捷的CRM相关内容相关内容贺卡通过电子邮件发送收集发送者和接受者的邮件地址企业链接不要求登陆数据只通过cookie的个性化旅游俱乐部不同的旅游线路在线申请完全个性化保时捷时事通讯时事通讯订阅收集电子邮件地址新客户手册只需要登陆名字，没有个性化服务游戏简单的小游戏为了列入得分排行榜，登陆时需要个人信息Source: Roland Berger & Partners北京锡恩企业管理顾问公司273Zion Consulting ConfidentialZionZion Consulting 机密机密可转移的最佳实践也可来自于非自动的标杆目标可转移的最佳实践也可来自于非自动的标杆
206、目标奖励计划高度个性化客户细分没有个性化已有的产品/服务所有需求个性化程度需求的覆盖程度整体的整体的CRM方案方案越区销售没有有Source: Roland Berger & Partners北京锡恩企业管理顾问公司274Zion Consulting ConfidentialZionZion Consulting 机密机密航空业在客户维持项目（包括为细分市场提供个性化航空业在客户维持项目（包括为细分市场提供个性化服务）的开发方面竞相提高服务）的开发方面竞相提高美国航空公司1995年开设的互联网市场目标：在线定票从1998年的每天1.7美元到1999年的每年500美元，并扩展到一对一的客户关系
207、Earning milesEarning miles: 飞行(美国航空公司，英国航空公司，加拿大航空公司，Cathay Pacific, Finnair, Iberia, Quantas Airlines, 日本航空公司，瑞士航空公司等)每个互联网访问者都会收到与他/她历史和个人特征匹配的服务目前，AA有超过3500万会员，其中170万已经访问了网站通用信息通用信息产品产品/服务的范围与合作者服务的范围与合作者个性化的互联网服务个性化的互联网服务成功成功旅馆 (Best Western, Holiday Inn, etc.)汽车租赁Alamo, Avis, Hertz, etc.)购物(Gol
208、f, Dining, etc.)Using milesUsing miles: 飞行，旅馆，汽车租赁，旅游高度联系的会员有权限进入个性化的美国航空公司页面超过35 %的高度联系会员接受了在线服务1998每天的定票记录: 170万美元Source: Roland Berger & Partners北京锡恩企业管理顾问公司275Zion Consulting ConfidentialZionZion Consulting 机密机密可以最大限度的运用由特殊工具支持的接触点分析和可以最大限度的运用由特殊工具支持的接触点分析和对对CRMCRM运行的初步评估结果运行的初步评估结果工具支持的细分客户接触点分
209、析工具支持的细分客户接触点分析交易渠道互联网呼叫中心销售团队物流服务售前销售售后细分客户细分客户 A细分客户细分客户 B细分客户细分客户 C接触点工具接触点工具什么是接触点接触点（points of contactpoints of contact）？这些接触点产生什么信息信息（informationinformation）？这些信息信息如何整合/评估/利用（utilizedutilized）？ 补充的信息如何收集（成本导向）？进一步的接触点进一步的接触点（further points of further points of contaccontact t）该如何设立？从未来的信息库里期望得
210、出什么分析结果分析结果(analysis resultsanalysis results) )?未来的客户描述客户描述(customer profilescustomer profiles) )将如何细化?什么是接触点的频度/强度?其他Source: Roland Berger & Partners北京锡恩企业管理顾问公司276Zion Consulting ConfidentialZionZion Consulting 机密机密生命周期管理生命周期管理信息和客户抱怨管理信息和客户抱怨管理客户服务概念客户服务概念市场细分计划市场细分计划Source: Roland Berger & Partn
211、ers现存的现存的CRMCRM系统应该根据其与整体系统应该根据其与整体CRMCRM战略集成的潜在可能战略集成的潜在可能性进行评估性进行评估缺乏战略性向导和过程缺乏战略性向导和过程定位定位客户生命周期管理客户服务预期客户服务预售售后客户服务新客户拓展计划激活/恢复计划媒体周期管理服务卡片 (计划首次升级)服务项目部分II/III集成的客户生命周期管理和媒体管理服务卡(计划二次升级)信息管理预期的客户服务客户抱怨管理回应实践的定义让客户平静下来的方法预先的回应/恢复要求交易服务项目客户维持 服务券服务项目新的电子媒体实际接触 论坛 陈述 技术/历史论坛附加服务 游览 补助范围的扩大品牌/老客户俱乐
212、部灵活性的担保奖励计划VIP服务其他客户组企业 迅捷管理 行业客户服务 重要客户服务出租车客户 出租车客户计划年龄组计划年轻人年轻人计划项目举例：优秀的项目举例：优秀的OEM的现有的现有CRM系统的分析系统的分析北京锡恩企业管理顾问公司277Zion Consulting ConfidentialZionZion Consulting 机密机密CRM操作者C远景将对客户关系的未来定位进行定义远景将对客户关系的未来定位进行定义在需求范围（需求范围（demand rangedemand range）的各个部分（各个部分（many partsmany parts）定义定义（AddressAddres
213、s）有吸引力地细分客户在合作者（合作者（partnerspartners）的帮助下覆盖产品/服务的范围设立并交换特有的流通物特有的流通物（own own currencycurrency） (比如，“Miles, Buxx)个性化个性化服务（服务（Personalize Personalize offeroffer）和基于客户行为的定价和基于客户行为的定价采用互联网（互联网（InternetInternet） (通过不同的媒体)作为主要的接触客户的渠道封锁其他企业进入客户入口的权限2005年的客户维持远景年的客户维持远景: “拥有全体客户拥有全体客户”CRM操作者BCRM操作者A财务服务移动通
214、讯杂货店电子产品运输CD/书籍Personalized offer举例举例Source: Roland Berger & Partners北京锡恩企业管理顾问公司278Zion Consulting ConfidentialZionZion Consulting 机密机密目标系统的评估允许对明确的层级命令进行定义目标系统的评估允许对明确的层级命令进行定义.举例举例CRM战略的目标系统战略的目标系统(1)提高股东价值提高股东价值提高利润率提高利润率维持增长维持增长整体整体概述概述运营运营基于产品基于产品Source: Roland Berger & Partners北京锡恩企业管理顾问公司279
215、Zion Consulting ConfidentialZionZion Consulting 机密机密 这将转为评估业务选择的第一阶段所需的记分卡这将转为评估业务选择的第一阶段所需的记分卡CRM战略的目标系统战略的目标系统(2)阶段阶段 1目标目标重要性重要性目标次目标 1操作目标操作目标次目标 2操作目标操作目标0,50,20,050,10,30,150,1评估业务选择评估业务选择阶段阶段 2阶段阶段 3监控监控绩效测度绩效测度今天今天目标目标时间时间实施里程表实施里程表从选出的业务选择中得出绩效目标从选出的业务选择中得出绩效目标举例举例Source: Roland Berger & Pa
216、rtners北京锡恩企业管理顾问公司280Zion Consulting ConfidentialZionZion Consulting 机密机密各个目标的重要性应该根据其相关性进行交互式定义各个目标的重要性应该根据其相关性进行交互式定义项目举例：电子商务战略的目标系统项目举例：电子商务战略的目标系统提高股东价值提高股东价值提高收益率提高收益率(31%)强化品牌强化品牌(35%)提高渠道管理提高渠道管理(34%)销售失败的避免 (7%) 提高销售额 (6%)电子商务企业的ROI (6%)渠道成本降低(6%)改良的计划 (6%)客户维持 (8%)客户获得 (7%)品牌贡献 (7%)网站忠诚度 (
217、6%)与品牌战略匹配 (7%)客户数据/预期的控制(9%)服务质量 (7%)一致性的供应 (6%)三大竞争产品 (5%)进入市场的时间 (7%)Source: Roland Berger & Partners举例举例281MUC-0260-90099-02-72a.pptZionZion Consulting 机密机密在实际的潜在性估计期间，必须预先加入客户战略开在实际的潜在性估计期间，必须预先加入客户战略开发的部分发的部分客户细分的潜在性估计客户细分的潜在性估计基于商业计划基于商业计划产品/服务线细分ABCD自己的产品/服务线提到的产品/服务线N产品/服务线SegmentABCD实际产品/服
218、务线 提到的产品/服务线N需要关注的细分市场交易Channels互联网呼叫中心销售团队物流服务售前销售售后预期销售(采用CRM获得最佳结果)成本成本实际的实际的CRM潜能潜能估计细分的潜在性估计细分的潜在性 确认需要关注的细分市场确认需要关注的细分市场 估计估计CRM成本成本其他频率个性化程度其他Source: Roland Berger & Partners北京锡恩企业管理顾问公司282Zion Consulting ConfidentialZionZion Consulting 机密机密针对个人的客户对话概念可以在针对个人的客户对话概念可以在6 6周内完成周内完成周周工作工作1234561
219、.1.针对针对个人的客户对话的业务选择的开发个人的客户对话的业务选择的开发根据第一阶段的结果，对集团内企业现有的客户对话进行评估相关的关键业务领域的选择在各个领域开发业务选择 (跨企业/特殊企业)根据目标系统评估并挑选业务选择2.2.技术概念标准目录的开发技术概念标准目录的开发定义数据需求，设计客户数据库数据可得性的跨区检验数据集合/网络化分析与预测程序的定义3. 3. 控制控制手段的定义手段的定义为每个业务选择定义合适的控制手段建立日常报告系统4. 4. 引导实施引导实施Source: Roland Berger & Partners针对个人的客户对话针对个人的客户对话“的工作时间表的工作时
220、间表北京锡恩企业管理顾问公司283Zion Consulting ConfidentialZionZion Consulting 机密机密CRMCRM业务模型可以通过现有的和新的产品和服务定义业务模型可以通过现有的和新的产品和服务定义新的业务模型新的业务模型当前的产品服务当前的产品服务针对个人针对个人的对话的对话个性化个性化的提供的提供客户维持客户维持123灵活的订单处理灵活的订单处理服务提醒服务提醒精确的奖励卡精确的奖励卡Source: Roland Berger & Partners北京锡恩企业管理顾问公司284Zion Consulting ConfidentialZionZion Co
221、nsulting 机密机密在最优战略意义和吸引力的领域开发业务选择在最优战略意义和吸引力的领域开发业务选择Source: Roland Berger & Partners举例举例有合作者的生命周期导有合作者的生命周期导向的时事通讯向的时事通讯没有没有合作者的生命周期合作者的生命周期导向的时事通讯导向的时事通讯 间接的客户获得间接的客户获得期望从变革期望从变革得到的影响得到的影响变革的努力变革的努力不需要大量时间和资源只需要大量的时间或者资源之一既需要大量的时间又需要大量的资源演变改革变革前台前台产品产品导向的时事通讯导向的时事通讯123北京锡恩企业管理顾问公司285Zion Consultin
222、g ConfidentialZionZion Consulting 机密机密开发的业务选择应该根据目标系统进行定性的评估开发的业务选择应该根据目标系统进行定性的评估业务选择的定性评估业务选择的定性评估产品导向的时事通讯产品导向的时事通讯没有合作者的生命没有合作者的生命周期导向的时事通讯周期导向的时事通讯业务选择业务选择重要性重要性标准标准销售潜在性0.2效率提高0.2客户维持0.25获得新客户的潜力0.3总计总计Source: Roland Berger & Partners+o+oo+o+举例举例北京锡恩企业管理顾问公司286Zion Consulting ConfidentialZionZ
223、ion Consulting 机密机密根据目标系统的评估能确保所有项目模块的严格的优先根据目标系统的评估能确保所有项目模块的严格的优先排序排序提高利润率提高利润率强化品牌强化品牌提高渠道管理提高渠道管理正面影响没有影响销售提升投资收益率降低渠道成本计划提升客户维持 客户获得品牌贡献网站忠诚度与品牌战略的匹配客户数据/预期的控制服务质量集团一致性的提供3大竞争产品进入市场的速度避免销售失败E-fleet orderingOn-line service appointments优先权优先权1优先权优先权2根据目标系统对根据目标系统对B2B选择的评估选择的评估总计总计11.5Flexible fle
224、et9On-line test drive booking9.59项目举例项目举例Source: Roland Berger & Partners北京锡恩企业管理顾问公司287Zion Consulting ConfidentialZionZion Consulting 机密机密客户数据服务允许高质量的分析数据并极大降低数据客户数据服务允许高质量的分析数据并极大降低数据维持工作维持工作客户数据模型客户数据模型通过客户数据模型创造价值通过客户数据模型创造价值高质量的数据分析高质量的数据分析降低数据维持工作降低数据维持工作CRM系统 国家ACRM系统 国家BCRM系统 国家C适应不同国家的数据CR
225、M处理的基础处理的基础对个人、属性、编码结构和对个人、属性、编码结构和关系进行单一的最小的定义关系进行单一的最小的定义项目举例项目举例Source: Roland Berger & Partners北京锡恩企业管理顾问公司288Zion Consulting ConfidentialZionZion Consulting 机密机密成功成功的客户维持项目需要运用智能卡（的客户维持项目需要运用智能卡（ smartcardssmartcards）Source: Roland Berger & Partners内容内容过程过程/职能职能IT基础结构基础结构建立奖金计划（bonus programbon
226、us program），包括奖励和地位概念成本收益分析数据库数据库营销（营销（Database-Database-marketingmarketing）的概念定义卡的功能（卡的功能（cardcard functions functions）比如 鉴定付款功能其他定义卡的过程（card card processesprocesses），尤其是：使用的过程付款服务中心设计卡的概念（card conceptcard concept），包括卡型 (芯片, 磁片, 集成)读写功能卡的管理系统ITIT基础结构基础结构(安全,界面集成,其他.)Susan SampleGold member6653 1239
227、 3976北京锡恩企业管理顾问公司289Zion Consulting ConfidentialZionZion Consulting 机密机密客户细分客户细分客户维持项目客户维持项目系统系统合作合作Source: Roland Berger & Partners汉莎航空公司的汉莎航空公司的 “Miles&More” “Miles&More”就是一个全面的、非就是一个全面的、非常成功的客户维持项目常成功的客户维持项目根据乘坐汉莎和其合作者的飞行路程对客户进行细分根据客户不同进行区别对待：沟通预算频繁乘客：43 DM p.a.普通乘客: 6 DM/p.a.为频繁乘客设计的“Miles & Mor
228、e”忠诚项目360万会员，其中160万活跃会员22万频繁乘客将频繁乘客数量提高20营销与销售部门中的数据库管理和IT系统称为核心能力通过广泛的合作关系对客户维持项目进行延伸飞行联盟旅馆汽车出租公司.标杆标杆北京锡恩企业管理顾问公司290Zion Consulting ConfidentialZionZion Consulting 机密机密CRMCRM是营销和销售中的关键流程是营销和销售中的关键流程为接受所有产品为接受所有产品/服务的客户创造最大价值服务的客户创造最大价值市值最大化市值最大化零缺陷配送零缺陷配送提高忠诚度提高忠诚度/获得目标客户获得目标客户在需求满足最大化条件下使在需求满足最大化
229、条件下使流程时间最小化流程时间最小化品牌管理品牌管理产品产品/服务生命周期管理服务生命周期管理客户关系管理客户关系管理销售计划销售计划/控制与控制与“订单配送订单配送”服务服务ET/附件附件.NSC, NSC, 进口进口零售零售新的新的/已有媒介已有媒介销售服务敏捷销售直接商务(电子商务)地域销售项目举例项目举例Source: Roland Berger & Partners北京锡恩企业管理顾问公司291Zion Consulting ConfidentialZionZion Consulting 机密机密基于不同前景的商业计划都应该包括收入、边际提高、基于不同前景的商业计划都应该包括收入、边
230、际提高、成本和投资效率的说明成本和投资效率的说明商业计划商业计划一般状况一般状况最差状况最差状况最好状况最好状况现金流现金流DM（百万）（百万）20012002销售提高现有客户的渗透新客户的获得效率提高边际提高流程成本的降低流程时间的降低命中率的提高总的现金收入投资计划/结构重组EDP (软件/硬件)网络对零售商的培训当前开支人力硬件出租软件授权软件升级外部供应商总的现金指出总的现金指出现金流现金流20002001Source: Roland Berger & Partners2000举例举例北京锡恩企业管理顾问公司292Zion Consulting ConfidentialZionZion
231、 Consulting 机密机密成本效应和投资应该详细进行记录成本效应和投资应该详细进行记录1.2.1运输渠道摘录摘录参数参数Q 1/00Q 2/00Q 3/00 2.12.1E-ComE-Com阶段二阶段二2.1.12.1.1计划计划2.1.1.1内部项目管理2.1.1.2概念开发2.1.1.3IT逻辑结构2.1.1.4DP概念2.1.1.5外部集成计划2.1.1.6内部集成计划2.1.1.22.1.1.2开发环境开发环境2.1.1.2.1 硬件2.1.1.2.1.1 服务器2.1.1.2.1.2 网络适配器和高速以太网2.1.1.2.1.3 DAT streamer/附件2.1.1.2.1
232、.4 客户开发.2.1.1.2.2 软件2.1.1.2.2.1 记分工具2.1.1.2.2.2 应用服务器2.1.1.2.2.3 执行包2.1.1.2.2.4 设计者客户2.1.1.2.2.5 Java视觉时代2.1.1.2.2.6 DB2授权2.1.1.2.2.7 版本系统PVCS2.1.1.2.2.8 案例工具及附加范例2.1.1.2.2.9 数据仓库.MAK 2MAK 2MAK 3MAK 3MAK 3MAK 3MAK 4MAK 4EX- EX- MAK 2MAK 2MAK 2MAK 21 17 72 215151 11 11515151515151 11 11 12 22 25 53 3
233、4 425,400.25,400.- -4,000.4,000.- -3,000.3,000.- -1 12 22 25 55 54 41 10 00 0详细计划详细计划 投资，IT，营销，运作.Source : Roland Berger & Partners北京锡恩企业管理顾问公司293Zion Consulting ConfidentialZionZion Consulting 机密机密每个业务模型的实施都需要完成每个业务模型的实施都需要完成7 7个内外部的任务个内外部的任务项目管理项目管理/ /控制控制外部服务供应商的管理外部服务供应商的管理外部任务的管理外部任务的管理内容管理1IT计
234、划实施3营销计划和实施2运营支持/热线4选择/管理内容合作伙伴6系统集成的管理7选择实施的合作伙伴5业务模型业务模型 A 业务模型业务模型 B Source: Roland Berger & Partners北京锡恩企业管理顾问公司294Zion Consulting ConfidentialZionZion Consulting 机密机密e-partneringe-partnering是罗兰贝格提供给你电子商务方面的一个是罗兰贝格提供给你电子商务方面的一个有效的合作管理的框架有效的合作管理的框架e-partnering框架定义定义e-partnering是电子商务领域有效管理合作者和合作过程
235、的框架合作者的材料合作者的材料企业信息企业信息名称:行业:联系人:企业信息企业信息名称:行业:联系人:战略合作者战略合作者运营合作者运营合作者合作者的管理过程合作者的管理过程评估评估筛选筛选/选择选择指导指导集成集成process设置目标的互相评估劣势的确认持续/终止合作例会开放/持续的经验变革建立信任已经获得的合作者信息的定义市场筛选终止合作交易与合作者接触的定义(联系人，IT等)业务流程的集成潜在问题的辨别1234Source: Roland Berger & Partners北京锡恩企业管理顾问公司295Zion Consulting ConfidentialZionZion Consu
236、lting 机密机密罗兰贝格已经在相关领域成功的完成许多项目罗兰贝格已经在相关领域成功的完成许多项目部分客户部分客户部分项目部分项目汽车制造商的包括CRM在内的营销过程的重组保险业（premium manufacturer）的电子商务和CRM战略汽车租赁企业的组织重组远程信息处理服务供应商的战略性重新定位远程信息处理服务供应商的商业模型的战略机会的评估自动收费站的营销概念电子服务/远程信息处理服务的商务模型的开发远程信息处理服务供应商的合作概念的设计与实施远程信息处理服务和系统的泛欧市场研究 (直到2010年的潜力)为OEM厂商选择远程信息处理服务供应商ACB/Drkop (Retailer
237、Group)ALD奥迪Auto-By-Tel宝马戴姆勒-克莱斯勒debisEuropcarGEFA通用汽车Infos TelematicaJohnson ControlsMannesmann AutocomRetailer GroupsSixt大众不一一对应不一一对应Source: Roland Berger & Partners北京锡恩企业管理顾问公司296Zion Consulting ConfidentialZionZion Consulting 机密机密强大的内部团队和外边合作为客户提供一步解决的方强大的内部团队和外边合作为客户提供一步解决的方案案举例举例: Joint acquisi
238、tion with CC InfoCom and Lisbon office汽车行业的经验商业模型客户细分要求销售渠道管理其他行业的经验航空业银行业医疗保健Broad Vision朗讯科技Siebel客户关系管理External partners持续的客户关系34开发客户利益，如开发客户利益，如 增值服务客户化供应信息分析客户描述客户描述购买行为预测监控的成功产生/记录客户数客户数据据21确认确认与客户的最初接触最初接触0外部合作者北京锡恩企业管理顾问公司297Zion Consulting ConfidentialZionZion Consulting 机密机密根据技术专长、电子商务经验和商
239、业观点，根据技术专长、电子商务经验和商业观点，InfoComInfoCom能力能力中心为中心为CRMCRM和电子商务项目提供绝对的支持和电子商务项目提供绝对的支持特殊企业的成功的特殊企业的成功的CRM和和/或电子商务项目或电子商务项目CRM与IT环境集成集成的概念为触发设计充分利用数据挖掘数据挖掘的技术优势集成使用互联网功能并为数据供应概数据供应概念念分散数据储存选择数据仓库、数据挖掘工具和数据仓库、数据挖掘工具和CRMCRM软件软件设计电子服务电子服务，增值的互联网服务增值的互联网服务设计互联网的合作网页合作网页为电子商务交易定价为电子商务交易定价将现有数据集成到电子商务平台电子商务平台评估
240、增值服务增值服务的意义意义计算商业计划商业计划勾勒CRM结构与流程结构与流程CRM概念的标杆标杆 (从竞争者的观点出发)技术能力基本技术的知识及其应用基本产品及其衍生品的知识 (从IT行业项目中获得)电子商务能力超过50个电子商务项目电子商务研究与世界范围内的顶尖电子商务企业持续对话商业观点关注应用技术的经济利益商务概念的开发和竞争对手战略的分析罗兰贝格罗兰贝格InfoCom能力中心能力中心 CRM和电子商务的项目经验Source: Roland Berger & Partners北京锡恩企业管理顾问公司298Zion Consulting ConfidentialZionZion Consu
241、lting 机密机密设置互联网门户需要各种设置互联网门户需要各种ITIT应用软件应用软件示范示范互互联联网网集团企业集团企业客户的互联网浏览器；客户的互联网浏览器；也许需要安装与也许需要安装与ERP系系统连接的软件统连接的软件集团企业集团企业与企业与企业ERP系统直系统直接连接接连接所需的技术基础结构所需的技术基础结构Source: Roland Berger & Partners网站设计网站设计(如，站点设计、互动效果，特殊标记等）附加的软件应用附加的软件应用(如，内容管理软件，登陆文档分析工具等) 电子商务软件电子商务软件采购软件市场地位软件电子商务软件IT 系统集成系统集成(数据移植，界
242、面管理等)IT 基础结构与互联网评估基础结构与互联网评估(硬件，数据库，网站主机等)通过数据库通过数据库界面连接界面连接北京锡恩企业管理顾问公司299Zion Consulting ConfidentialZionZion Consulting 机密机密前端电子商务意味着营销，销售和交互的客户关系管理前端电子商务意味着营销，销售和交互的客户关系管理1) 依赖政府的管制前端电子商务前端电子商务销售销售营销营销CRMOTC-商务互联网药店与医疗保险和卫生维护组织1的管理重新组织销售队伍将药品在线销售给医院和医生电子药方的开立在线的产品信息其他网页的广告网站的链接管理提高病人的耐心医生(私人的，医院
243、的)病人 (严重的,慢性的, OTC, 预防）医院采购者/药剂师发薪人员，医疗机关通过内容站点的间接产品营销信息站点，电子手册和许可营销医疗沟通的成本降低针对客户的双向信息流/营销努力与下列对象建立联系：“建立你自己的社区Source: Roland Berger & Partners项目举例项目举例北京锡恩企业管理顾问公司300Zion Consulting ConfidentialZionZion Consulting 机密机密Source: Roland Berger & Partners由由网站供应商和呼叫中心填写的问卷调查帮助确认主页网站供应商和呼叫中心填写的问卷调查帮助确认主页维持
244、的最佳实践维持的最佳实践针对主页供应商的问卷调查针对主页供应商的问卷调查针对呼叫中心的问卷调查针对呼叫中心的问卷调查北京锡恩企业管理顾问公司301Zion Consulting ConfidentialZionZion Consulting 机密机密各个模块的说明需要通知各个模块的说明需要通知举例举例包含主题包含主题关键问题关键问题产品目录产品目录/产品描述产品描述产品目录怎么样？产品有什么特征？股东关注股东关注哪个部分的股东最应该关注？给门户使用者的内容供应流程给门户使用者的内容供应流程内容变更的过程怎么组织？内容范围内容范围应该提供哪些内容？定价定价/内容评估内容评估内容效果的评估，考虑哪
245、些条件？内容来源与管理内容来源与管理内容来自哪里？如何管理/升级？Source: Roland Berger & Partners北京锡恩企业管理顾问公司302Zion Consulting ConfidentialZionZion Consulting 机密机密内容陈述是概念定义的基本特征内容陈述是概念定义的基本特征举例举例内容目录内容目录功能功能接触门户接触门户通过门户的可视化的“3D”旅游书签功能、关键词、和全文搜索功能的在线帮助基于24/7的呼叫中心沟通沟通/聊天聊天专家或个人的聊天室为工作组提供虚拟的项目数据库为专家提供免费邮箱和主页与产品相关的内容与产品相关的内容产品介绍的下载样品
246、定购功能与新闻相关的内容与新闻相关的内容重要新闻的链接新团体具有记忆效应的日历电子邮件时事通讯常规内容常规内容处理紧急情况的备用按钮，与呼叫中心的直接接触- 门户内容特征门户内容特征 -Source: Roland Berger & Partners北京锡恩企业管理顾问公司303Zion Consulting ConfidentialZionZion Consulting 机密机密为了与其合作者或客户接触，互联网平台需要不同的界为了与其合作者或客户接触，互联网平台需要不同的界面面示意示意Source: Roland Berger & Partners主页互互联联网网服务器服务器数据库数据库合作
247、者和客户的界面合作者和客户的界面防火墙防火墙界面界面 1界面界面 2界面界面 3物流供应商物流供应商: 订单数据交换内容供应商内容供应商:内容的供应和维持关键客户关键客户: 在线产品订单和付款，与ERP系统的集成北京锡恩企业管理顾问公司304Zion Consulting ConfidentialZionZion Consulting 机密机密必须辨别并遵守一些技术性的成功要素必须辨别并遵守一些技术性的成功要素Source: Roland Berger & Partners技术性的成功要素技术性的成功要素安全安全防火墙的安装必须为各个安全层级设定不同的进入权限为每个客户设定密码设计简单的页面结
248、构以方便浏览，也提高页面出现的速度各个界面(集团企业，客户，物流供应商）都需要安装双向的数据交流工具平台结构必须组件化，必须能够连接将来的应用软件和模块系统应该100可靠需要建立系统的可测量性来应对数据量的不多增值用户友好性用户友好性可测量性可测量性交互连接交互连接结构结构可靠性可靠性北京锡恩企业管理顾问公司305Zion Consulting ConfidentialZionZion Consulting 机密机密呼叫中心解决方案的实施必须面向交叉合作和供应商的呼叫中心解决方案的实施必须面向交叉合作和供应商的特殊需求特殊需求呼叫中心解决方案呼叫中心解决方案交叉合作的需求交叉合作的需求呼叫中心
249、的特殊需求供应商需求战略目标战略目标维持/扩展市场地位提高周转率扩展新业务提高生产率维持/提高利润率降低内部成本结构Source: Roland Berger & Partners北京锡恩企业管理顾问公司306Zion Consulting ConfidentialZionZion Consulting 机密机密交叉合作需求的目标可以分为定性目标和定量目标交叉合作需求的目标可以分为定性目标和定量目标交叉合作需求交叉合作需求定性目标定性目标定量目标定量目标受激励的雇员更长的开放时间维持最大的可获得性快速而简单的流程通过标准化报告控制流程最优化更有效的流程典型优势提高客户满意度提高客户满意度提高客
250、户维持度（周转率）提高客户维持度（周转率）提高生产率降低成本降低成本维持/提高市场份额维持/提高销售额Source: Roland Berger & Partners北京锡恩企业管理顾问公司307Zion Consulting ConfidentialZionZion Consulting 机密机密必须考虑技术解决方案和供应商的几个要求必须考虑技术解决方案和供应商的几个要求Source: Roland Berger & Partners-analysis对呼叫中心的特殊要求对呼叫中心的特殊要求客户帐户和接触管理市场研究工具销售团队控制工作流/信息服务服务管理ERP集成24小时的支持/远程对话强
251、大的零售连接/CTI连接基于技术的路径可靠性对供应商的特殊要求对供应商的特殊要求电信业的广泛经验和能力优异的参考案例集成的解决方案/一步到位Individual taylorized concepts技术创新和出众的市场地位投资的安全性优质的信价比北京锡恩企业管理顾问公司308Zion Consulting ConfidentialZionZion Consulting 机密机密Having a powerful, high-tech telephone system is Having a powerful, high-tech telephone system is one of the
252、prerequisites for a professional one of the prerequisites for a professional service centerservice center客户客户分配（分配（ALD）技术需要技术需要汉堡的客户慕尼黑的客户莱比锡的客户ALDTeamNorthTeam NorthTeam NorthTeam North客户建议客户建议IT CT/支持支持通常与特殊个体的名字接触通常与特殊个体的名字接触分配分配呼叫与应答的过程呼叫与应答的过程ACD设备 (自动呼叫分配)CTI (计算机电话集成）声音邮件电子邮件需要时的传真选择：交互的声音应答单
253、元项目举例项目举例Source: Roland Berger & Partners北京锡恩企业管理顾问公司309Zion Consulting ConfidentialZionZion Consulting 机密机密罗罗兰兰贝贝格格在在全全面面评评估估过过程程中中的的客客户户管管理理决决策策有有广广泛泛的的经经验验评估过程评估过程初始信息和对CC的非正式访问) (例如，Deut-scher Inkasso-dienst,Deutsche Bauspar)对市场上所有供应商的初始选择通过电子数据对支持可能性的选择进行评估为评估供应商设定标准的目录根据标准目录对供应商进行评级通过文档、演示和报价对
254、供应商进行评估罗兰贝格提供决策制定过程的管理报告涉及的供涉及的供应商应商对招标进行邀请和编辑阿尔卡特Dt. Telekom朗讯科技Nortel DasaMicrologica西门子AlcatelLucent Tech.Nortel Dasa邀请三家供应商做演示Proposals submittedPresentation参与者参与者ALD, RB&PRB&PALD, RB&PALD, RB&PRB&P1) CC = 呼叫中心?项目举例项目举例Source: Roland Berger & Partners北京锡恩企业管理顾问公司310Zion Consulting ConfidentialZi
255、onZion Consulting 机密机密这种双向的选择过程使得罗兰贝格为朗讯科技实施呼叫这种双向的选择过程使得罗兰贝格为朗讯科技实施呼叫中心解决方案提供合作建议中心解决方案提供合作建议提供建议提供建议首次选择过程首次选择过程邀请演示邀请演示二次选择过二次选择过程程阿尔卡特阿尔卡特朗讯朗讯西门子西门子DeutscheTelekomNortel DasaMicrologicaInteractivelydevelopedcatalog ofcriteria阿尔卡特阿尔卡特朗讯朗讯Nortel Dasa演示演示朗讯朗讯RB&P建议建议报价报价个人访谈个人访谈假设基础假设基础互动性标准目录的开发根据
256、不同的客户需求对标准赋予不同的权重考虑企业严格的系统需求和技术与概念实现不同供应商的排序供应商优劣势的分析演示文档的分析报价分析个人访谈的评估前提:软件/硬件和维护成本的降低项目举例项目举例Source: Roland Berger & Partners北京锡恩企业管理顾问公司311Zion Consulting ConfidentialZionZion Consulting 机密机密可以使用大量的软件解决方案实现技术支持的销售可以使用大量的软件解决方案实现技术支持的销售举例举例Source: Roland Berger & Partners-analysisAbalonBroadway &
257、SeymorClarityChordiantCorepointPegasystemsOnyxSiebelAllegisPartnerwareChannel WareWebridge渠道合作系统渠道合作系统接触软件，接触软件，电话销售电话销售和电话营销和电话营销VantiveClarityChadiantCorepointQuintusSiebelVantiveNatural Microsystems呼叫中心应用软件呼叫中心应用软件MicrologicaBendataTetelBroadvisionMicrosoftArt TechnologyEngage Technology交互式营销软件交互
258、式营销软件GenesysAptexAditiBrightware电子邮件回应系统电子邮件回应系统E-QueueErgotechGeneral InteractiveKanaMustang北京锡恩企业管理顾问公司312Zion Consulting ConfidentialZionZion Consulting 机密机密对服务人员的要求来自于服务中心设置的目标标准对服务人员的要求来自于服务中心设置的目标标准对服务人员的要求对服务人员的要求目标目标服务水平和生产率标准的定义服务水平和生产率标准的定义团队目标讨论的的基础团队目标讨论的的基础将团队目标转移至业务操作将团队目标转移至业务操作生产率目标等
259、生产率目标等服务目标服务目标测量目标实现水平基于电脑的评估客户调查标杆反馈环：每年对目标反馈环：每年对目标进行再讨论和访谈进行再讨论和访谈专家知识来自于:经验培训与认证管理培训强大的沟通能力 (尤其是电话沟通技巧)压力控制很高的受挫极限独立性与优秀的组织技能处理压力的能力团队精神Good people skills客户是所有业务的中心客户是所有业务的中心15432项目举例项目举例Source: Roland Berger & Partners北京锡恩企业管理顾问公司313Zion Consulting ConfidentialZionZion Consulting 机密机密作为客户关心解决方案
260、的互联网呼叫中心通过电话、传作为客户关心解决方案的互联网呼叫中心通过电话、传真、邮件和网络将客户和企业的沟通流进行集成真、邮件和网络将客户和企业的沟通流进行集成客户客户企业企业互联网呼叫中心互联网呼叫中心互联网互联网/ /电子邮件电子邮件传真传真电话电话信件信件路由中心路由中心 AMD (自动信息分配) ACD (自动呼叫分配） Predictive Dialing邮件中心邮件中心 数据仓库数据仓库回应CTI-Agent企业企业后台集成Outcall of employeesIWR(交互式网络应答) 电脑电话集成电脑电话集成IVR (交互声音回应） 服务人员服务人员Source: Roland Berger & PartnersVision北京锡恩企业管理顾问公司314Zion Consulting ConfidentialZionZion Consulting 机密机密三分结构三分结构Specialism 专业化专业化eg Tax, Treasury 例如例如: 税务税务, 资金资金Decisionsupport决策支持决策支持Accountingoperations会计运营会计运营北京锡恩企业管理顾问公司315Zion Consulting Confidential
