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1、机密此报告仅供客户内部使用。未经麦肯锡公司的书面许可，其它任何机构不得擅自传阅、引用或复制。DocumentDate标题客户名客户名 客户所在地客户所在地日期日期此报告仅供客户内部使用。未经蓝程咨询公司的书面许可，其它任何机构或个人不得擅自传阅、引用或复制。本文只提供演示文稿纲要，需辅助以口头讲解和叙述。芝加哥芝加哥 上海上海 新加坡新加坡2 0 0 2客户企标GBUTtem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
2、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2GBUTtem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
3、且对格式不那么确定，请从工具文档中复制3GBUTtem使用指引使用指引一些“要”和“不要”不要在按照文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
4、triangles control the level 2 textTable markTable mark controller4GBUTtem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：桌面的工具栏上：Rotate toolsPick up and apply formatGroup and ungroupOrder toolsColor toolsIndent toolsChange Font Size Font Fo
5、rmattingZoomBulletsRulerText Align ToolsFontFont SizeMost Frequently Used ShapesNew Text BoxLine Formatting ToolsShadow ToolsAlign Tools使用指引使用指引5GBUTtem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Sh
6、ift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6GBUTtem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
7、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7GBUTtemProject name or document title(max. two lines) Type of document Client name(max. two lines)Location, date of presentation (month day, year)Project name or document title | Date (month day, year)8GBUTtemThis document was created for the exclusive us
8、e 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.Content PageA. Chapter?1.Sub chapter?1.1 Section?B. Chapter?1.Sub chapter?1.1 Se
9、ction?C. Chapter?1.Sub chapter?1.1 Section?9GBUTtemA. Chapter page (after chapter point: 4 space bars)GBUTtem Action/reaction11GBUTtemAction/reaction12GBUTtemAction/reaction13GBUTtemAgainst the tide/with the tideAgainst the tideWith the tide.14GBUTtemBalance/imbalance 15GBUTtemBalance/imbalance 16GB
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11、Circulation (5 factors)25GBUTtemCirculation (6 factors)26GBUTtemCirculation (7 factors)27GBUTtemCirculation (8 factors)28GBUTtemClient types$”Unsure”Hesitant”Successful”Hopeless”Drowning”StrugglingEnsure survival in short termRestructuring or search for partnersActively initiate structural changeGro
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13、 sentences hereType your phrases and sentences hereColumn Title 3Type your phrases and sentences hereType your phrases and sentences hereCategory 2Type your phrases and sentences hereType your phrases and sentences hereType your phrases and sentences hereType your phrases and sentences hereType your
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15、lumns and tablesColumn Title 1Category 1Type your phrases and sentences hereType your phrases and sentences hereColumn Title 2Type your phrases and sentences hereType your phrases and sentences hereCategory 2Type your phrases and sentences hereType your phrases and sentences hereType your phrases an
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23、)52GBUTtemConsequences12345653GBUTtem Consultants profil (English), Firstname LastnamePosition: .Year of birth: .Nationality: .Languages19901994Education Updated: MM/YYProfessional experienceMethodological competenceSince 10/1992 Industry competenceKey projects54GBUTtemCooperation55GBUTtemCooperatio
24、n56GBUTtemCost breakdown chartValueValueValueValueValueValueUnitGross MarginCostComponent (%)Component (%)Component (%)Component (%)Component (%)Component (%)57GBUTtemDead end58GBUTtemDependance59GBUTtemDevelopment60GBUTtemDice61GBUTtemDirection62GBUTtemFactors (2) 63GBUTtemFactors (3)64GBUTtemFacto
25、rs (3)65GBUTtemFactors (3)66GBUTtemFactors (4) 67GBUTtemFactors (4) 68GBUTtemFactors (4) 69GBUTtemFactors (4) 70GBUTtemFactors (6)71GBUTtemFactors (6)72GBUTtemFactors (8)73GBUTtemFactors (4)74GBUTtemFactors (5)75GBUTtemFactors (6)76GBUTtemFactors (4)Success factors77GBUTtemFactors (5)Success factors
26、78GBUTtemSuccess factorsFactors (6)79GBUTtemFactors (3) 80GBUTtem Factors (4)81GBUTtemFactors (5) 82GBUTtemFeedback 83GBUTtemFeedback 84GBUTtemFeedback85GBUTtemFeedback?!86GBUTtemFeedback87GBUTtemFilter 88GBUTtemFilterInitial situation1. Criterion2. Criterion3. CriterionResult89GBUTtemFlexibility90G
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34、ng DirectorRene CoMarketing DirectorKen DoiMarketing DirectorRobin OxendineMarketing ManagerPeter FoystonMarketing ManagerLaundryHaircareToothpaste/SoapSkincare/PaperVacantGeneral ManagerBrad CasperGeneral Manager*VacantGeneral ManagerVirginia LeeVice President*Marketing Organization125GBUTtemOrgani
35、zational and flow chartCompetitive ModelsMarket ResultsFeasible ScenariosIndiaChinaPhilippinesSuccess RequirementsBacardiStrategyAsia WhiskyOpportunityAssessmentMarketArchetypeModelSizingPricingBacardiStrategy OverlapDetermine Whether to Proceed FurtherExecuteWill whisky help to build Bacardi rum gl
36、obally? Are there opportunities for whisky in the rest of the world?YesDevelop Objectives & StrategiesFinancial GoalsMarket PrioritiesAcquisition or Organic GrowthProduct/ Marketing/ Distribution StrategiesProcess Map126GBUTtemOption123127GBUTtemOption1234128GBUTtemOptionquitdevelope129GBUTtemPenetr
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41、or, ungroup the object, then regroup it afterwards=156GBUTtemRedesign (Cube)Redesign does not mean:But:Solving individual problemsCreating a comprehensive solution157GBUTtemRedesignShot gunMarksmanAutomatic pistolOpen fire in an uncontrolled mannerRather dissatisfactory resultLengthy sightingGood bu
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50、 problem 2Solution to problem 4198GBUTtem199GBUTtemChina is a market of great potential for GeberitFavorable macro-economic environmentRB&P expects a sales revenue of more than 150 million for Geberit China by year 20051): Economist Intelligence UnitDriven by continued strong fixed investment growth
51、, 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 fat-growing medium to high e
52、nd 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 products200GBUTtemAs a short-term cash-cow, more public prod
53、ucts are expected to be sole in contributing to the early break evenProject selling onlyPurely import Doesnt 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
54、 Geberit gross sales turnoverSource: Geberit, RB&P analysisLong-term prospectThe market size for public products 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
55、 becoming difficult (e.g. Kohler to whom Geberit used to provide electronic produces and sell in projects has launched its own electronic productsMarket size for Geberit public products is limited201GBUTtem*资料来源：Unit of measure例子HighLowLegendLegendLegendTextTextTextTextTextTitlex+x+TextTextTextTextT
56、ext202GBUTtemModules and variations New graphics guidelinesDesign proposalsRoland Berger Hamburg, November 2001203GBUTtemContentsPageA. Standard slides3B. Lists (1) Factors, no specific number7C. Lists (2) Factors, specific number13D. Matrix Factors, comparisons24E. Process (1) Factors, steps35F.Pro
57、cess (2) Factors, impact49G. Process (3) Factors, interlinked67Annex: Nine key changes compared to the old standards73204GBUTtemA. Standard slidesGBUTtemMethodological competenceKey projectsIndustry competenceProfessional experienceLanguagesEducationConsultant profile: first name, last namexxxx-xxxx
58、xxxxxxxxxxxxxxxxxxxxxxxxxxxPosition: xxxxxxxxxxxxxxxxxxxxxxxxGermanxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx-xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxBorn: xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxNationality: xxxxxxxxxxxxxxxxxxxxxUpdated
59、: mm/year206GBUTtemOrganizational chart207GBUTtemOrganizational chart (including headcount).208GBUTtemB. Lists (1) Factors, no specific numberGBUTtemLists horizontal (variations)HeadingDetailsHeadingDetailsHeadingDetailsHeadingDetailsHeadingDetailsHeadingDetailsHeadingDetailsHeadingDetailsHeadingDet
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67、2 Factors, impactGBUTtemConsequences (1). . . . . . 252GBUTtemConsequences (1a). . . . . . 253GBUTtemConsequences (2)254GBUTtemConsequences (3).255GBUTtemConsequences (4).12256GBUTtemImpact (3 factors)QUALITYTIMECOST257GBUTtemImpact (4 and 6 factors)258GBUTtemImpact (4 factors)Factor 3Factor 2Factor
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71、saw puzzle273GBUTtemSpiral274GBUTtemAnnex: Nine key changes compared to the old standardsGBUTtemDo not use block arrowsUse variations instead12341234BackupBACKUPStufe 1Stufe 2Stufe 3New Content design Key changes regarding lean, linear, literalDo not use shading or bordersInstead, use unframed color
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74、sy to read if not positioned behind graphicsDo not use speech bubblesInstead, use AutoShapes/callouts/third row (you can use the arrow function!)Do not use big multicolored cartoons/ Clip ArtInstead, use pictograms (if not available: convert Clip Art to linear monochrome versions)Do not use miniatur
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79、I 3D*资料来源：Unit of measure298TextTextTextTextLINEAR J 3D*资料来源：Unit of measure299TextTextTextTextLINEAR N 3D*资料来源：Unit of measure300TextTextTextLINEAR P 3D*资料来源：Unit of measure301TextTextLINEAR Q 3D*资料来源：Unit of measure302TextTextLINEAR Q 3D*资料来源：Unit of measure303PlanImplementSupportLINKS 3*资料来源：Unit
80、 of measure304PERSPECTIVE 3D*资料来源：Unit of measure305GBUTtemTextTextTextPROPELLER 3D*资料来源：Unit of measure306RINGS 3D*资料来源：Unit of measure307GBUTtemTextTextSCALE*资料来源：Unit of measure308TextTextSCALES*资料来源：Unit of measure309 Internet-based information security Extranet-based information securityIntrane
81、t-based information security SIZES IN*资料来源：Unit of measure310SPIRAL1 3D*资料来源：Unit of measure311SpiralBrakesTube in tubeSPIRAL2 3D*资料来源：Unit of measure312GBUTtemTextTextTextTextSPOTLIGHT*资料来源：Unit of measure313TextTextTextTextTextTextSTAIRCASE*资料来源：Unit of measure314GBUTtemStars 3D*资料来源：Unit of measu
82、re315GBUTtemTextTextWIRE CUBES*资料来源：Unit of measure316TextTextTextTextTextTextTextARROWS*资料来源：Unit of measure317TextLEVEL 1*资料来源：Unit of measure318TextTextLEVEL 2*资料来源：Unit of measure319TextTextTextLEVEL 3*资料来源：Unit of measure320TextTextTextTextLEVEL 4*资料来源：Unit of measure321TextTextTextTextTextLEVE
83、L 5*资料来源：Unit of measure322TextTextTextTextTextTextLEVEL 6*资料来源：Unit of measure323TextHeaderHeaderTextFLOW 2*资料来源：Unit of measure324TextTextHeaderHeaderTextFLOW 2 TITLE*资料来源：Unit of measure325TextHeaderHeaderTextHeaderTextFLOW 3*资料来源：Unit of measure326TextTextHeaderHeaderTextHeaderTextFLOW 3 TITLE*资
84、料来源：Unit of measure327TextHeaderHeaderTextHeaderHeaderTextTextFLOW 4*资料来源：Unit of measure328TextTextHeaderHeaderTextHeaderHeaderTextTextFLOW 4 TITLE*资料来源：Unit of measure329TextHeaderHeaderTextHeaderHeaderHeaderTextTextTextFLOW 5*资料来源：Unit of measure330TextTextHeaderHeaderTextHeaderHeaderHeaderTextTe
85、xtTextFLOW 5 TITLE*资料来源：Unit of measure331TextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextFLOW 6*资料来源：Unit of measure332TextTextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextFLOW 6 TITLE*资料来源：Unit of measure333TextTextTextTextBLADES*资料来源：Unit of measure334TextTextTextTextBOX*资料
86、来源：Unit of measure335TextTextTextTextBOX*资料来源：Unit of measure336TextTextTextCYCLE 1*资料来源：Unit of measure337TextTextCYCLE 2*资料来源：Unit of measure338TextTextTextCYCLE 3*资料来源：Unit of measure339TextTextTextTextCYCLE 4*资料来源：Unit of measure340TextTextTextTextTextCYCLE 5*资料来源：Unit of measure341TextTextTextT
87、extTextTextCYCLE 6*资料来源：Unit of measure342TextTextTextTextTextTextTextCYCLE 7*资料来源：Unit of measure343TextTextTextTextTextTextTextTextCYCLE 8*资料来源：Unit of measure344TextTextTextTextTextTextINCOMING*资料来源：Unit of measure345TextTextTextTextTextRIBBON*资料来源：Unit of measure346TextTextTextTextTextRING*资料来源：
88、Unit of measure347TextTextUPON 2*资料来源：Unit of measure348TextTextTextTextTextTextTextTextCONTINUOUS*资料来源：Unit of measure349TextTextTextTextCUTOUT*资料来源：Unit of measure350TextTextTextLINEAR A*资料来源：Unit of measure351TextTextTextTextLINEAR B*资料来源：Unit of measure352TextTextTextLINEAR C*资料来源：Unit of measur
89、e353TextTextTextLINEAR D*资料来源：Unit of measure354TextTextTextTextLINEAR E*资料来源：Unit of measure355TextTextTextLINEAR F*资料来源：Unit of measure356TextTextTextLINEAR G*资料来源：Unit of measure357TextTextTextTextLINEAR H*资料来源：Unit of measure358TextTextLINEAR I*资料来源：Unit of measure359TextTextTextTextLINEAR J*资料来
90、源：Unit of measure360TextTextTextTextTextTextLINEAR K*资料来源：Unit of measure361TextTextTextTextLINEAR N*资料来源：Unit of measure362TextTextTextLINEAR P*资料来源：Unit of measure363TextTextLINEAR Q*资料来源：Unit of measure364TextTextTextPROPELLER*资料来源：Unit of measure365TextTextTextTextTextSTEP 5*资料来源：Unit of measure
91、366TextTextTextText2 ON 1*资料来源：Unit of measure367TextTextTextTextTextTextAGAINST*资料来源：Unit of measure368TextTextTextTextTextAT WORK*资料来源：Unit of measure369TextTextCOUPLED HORIZ*资料来源：Unit of measure370TextTextCOUPLED VERT*资料来源：Unit of measure371TextTextTextTextFOCUSED*资料来源：Unit of measure372New entra
92、ntSuppliersIndustry competitorsBuyersSubstitutesFORCES AT WORK*资料来源：Unit of measure373TextTextTextPARALLEL*资料来源：Unit of measure374TextTextTextTextSPLIT*资料来源：Unit of measure375TextSURROUND*资料来源：Unit of measure376TextTextTWISTED*资料来源：Unit of measure377TextTextUP & AWAY*资料来源：Unit of measure378TextTextU
93、P & DOWN*资料来源：Unit of measure379CustomerClientsDistributorsCompetitorsSuppliers3Cs TRIANGLE*资料来源：Unit of measure380SkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent set ofactions aimed at gaining a sustainable advantageover competition The organization chart andaccompanying baggage that
94、 showwho reports to whom and how tasks are both divided up and integrated The people in the organization,considered interms of corporatedemographics, notindividual personalities The way managers collectively behave with respect to use of time, attention and symbolic actions The processes and procedu
95、resthrough 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 most of its members Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperfo
96、rm extraordinaryfeats with ordinary people3S-4S*资料来源：Unit of measure381The way managerscollectively behave with respect to useof time, attention,and symbolic actions The people in the organization, consideredin terms of corporate demographics, not individual personalitiesThe organization chart and a
97、ccompanying baggage that show who reports to whom and how tasks are both divided up and integrated Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members The processes and procedures through which t
98、hings get donefrom day to day A coherent setof actions aimedat gaining asustainableadvantage over competition Capabilitiespossessed bythe organizationas a whole asdistinct from theindividuals. Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsSt
99、rategy2S-5S*资料来源：Unit of measure382Competitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIO*资料来源：Unit of measure383Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling devicesC
100、HANGE BOARD*资料来源：Unit of measure384 Delta Delta P P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers (particularly middle management) haveskill to lead programimplementationChange in actual behaviorAction plans
101、 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 vision and action plansAccurate measure
102、mentof action and resultsClear accountabilitiesEarly winsVisible demonstrationof new vision andvalues by clientleadershipDELTA P*资料来源：Unit of measure385Natural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporatecenter skillsBusiness unit linkag
103、esTaxation/valuationdifferences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack” Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest orliquidate MACS*资料来源：Unit of measure386Business S
104、trategyManufacturing StrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGY*资料来源：Unit of measure387Restructuring framework 1 5 4 3 2 PENTAGON*资料来源：Unit of measure388Benefit Price Competitivedisadvantage Competitiveadvantage PRICE BE
105、NEFIT*资料来源：Unit of measure389Appraise performanceand prospects Developstrategy Redesignpivotal jobs Design the skillbuilding process Assess changereadiness Top downaction programs Bottom up action programs 1 2 4 5 6 7 8 3 SMILE CHART*资料来源：Unit of measure3903.Create andpursue a uniqueadvantage 2.Rese
106、gment the market to create a niche4.Exploit uniqueadvantageindustrywide 1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARD*资料来源：Unit of measure391Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage-mentExternally orientated planningForecast based planningBudget planningMeet budge
107、t and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGE*资料来源：Unit of measure392Selling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling tim
108、eTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITY*资料来源：Unit of measure393MaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperforma
109、nceGrow throughacquisitionand/or mergerAdopt soundfinancingapproachVALUE CREATION*资料来源：Unit of measure394Real Perceived Clients relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfe
110、r of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueVALUE SOURCES*资料来源：Unit of measure395HeaderTextGANTT10*资料来源：Unit of measure396HeaderText#GANTT15*资料来源：Unit of measure397TextTextTextTextL
111、EFT TO RIGHT*资料来源：Unit of measure398TextTextTextTextTextProcess objectivesTextSub-objectivesSTUDY OBJECTIVE*资料来源：Unit of measure399TextTextTextTextTextTextTextTOP DOWN*资料来源：Unit of measure400TextTextTextTextTextTextTextTextTextText2X2*资料来源：Unit of measure401TextTextTextTextTextTextTextTextTextText2X
112、2 CUBED*资料来源：Unit of measure402TextTextTextTextTextTextTextTextTextTextTextText2X2 EXTENDED*资料来源：Unit of measure403TextTextTextTextTextText2X2 TOWER*资料来源：Unit of measure404TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText3X3*资料来源：Unit of measure405TextTextTextTextTextTextTextTextT
113、extTextTextTextTextTextTextTextTextTextTextText3X3 EXTENDED*资料来源：Unit of measure406TextTextDIFFRACTION*资料来源：Unit of measure407TextTextTextFLOW DOWN*资料来源：Unit of measure408TextTextPASS THROUGH*资料来源：Unit of measure409Label 1Label 2Label 3AREA*资料来源：Unit of measure410GBUTtemLabel 1Label 2Label 3Label 4L
114、abel 5BAR*资料来源：Unit of measure411GBUTtemLabel 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5TitleUnit of measureTitleUnit of measureBAR 2*资料来源：Unit of measure412GBUTtemLabel 1Label 2Label 3Label 4Label 5BAR BUTTED*资料来源：Unit of measure413GBUTtemLabel 1Label 2Label 3Label 4Label 5000
115、000000000000SeriesSeriesSeriesBAR STACKED*资料来源：Unit of measure414GBUTtemLabel 1Label 2Label 3Label 4Label 5000000000000000100%=SeriesSeriesSeriesBAR STACKED 100%*资料来源：Unit of measure415GBUTtemTitleUnit of measureTitleUnit of measureLabel 1Label 2Label 3Label 4Label 5Label 6BUBBLE*资料来源：Unit of measur
116、e416GBUTtemLabel 1Label 2Label 3Label 4Label 5COLUMN*资料来源：Unit of measure417GBUTtemLabel 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5TitleUnit of measureTitleUnit of measureCOLUMN 2*资料来源：Unit of measure418GBUTtemLabel 1Label 2Label 3Label 4Label 5COLUMN BUTTED*资料来源：Unit of measur
117、e419GBUTtemLabel 1Label 2Label 3Label 4Label 5SeriesSeriesSeriesSeries000000000000000COLUMN STACKED*资料来源：Unit of measure420GBUTtemLabel 1Label 2Label 3Label 4Label 5SeriesSeriesSeriesSeries100%= 000000000000000COLUMN STACKED 100%*资料来源：Unit of measure421GBUTtemTitleUnit of measureLabel 1Label 2Label
118、3Label 4Label 5TitleUnit of measure100% =000SeriesSeriesSeriesSeriesLabel 1COMBO PIE SEGMENT COLUMN*资料来源：Unit of measure422GBUTtemTitleUnit of measureTitleUnit of measureLabel 1Label 2Label 3Label 4Label 5COST CURVE*资料来源：Unit of measure423GBUTtemARROWS*资料来源：Unit of measure424GBUTtemThis report is so
119、lely 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.DISCLAIMERS CLIENT*资料来源：Unit of measure425GBUTtemThis report contains information that is confidential
120、and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Company. If you are not the intended recipient of this report, you are hereby notified that the use, circu
121、lation, quoting, or reproducing of this report is strictly prohibited and may be unlawful.DISCLAIMERS INTERNAL*资料来源：Unit of measure426GBUTtemThis report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization
122、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.DISCLAIMERS PRESENTATION*资料来源：Unit of measure427GBUTtemLegendLegendLegendLEGENDS*资料来源：Unit of measure428GBUTtemMcKINSEY LOGO
123、*资料来源：Unit of measure429GBUTtemMISC*资料来源：Unit of measure430GBUTtemVery attractiveAverageVery unattractiveVery attractiveAverageVery unattractiveMOONS*资料来源：Unit of measure431GBUTtemILLUSTRATIVECONFIDENTIALESTIMATEEXAMPLEFOR DISCUSSION ONLYFOR DISCUSSIONPRELIMINARYDRAFTSTICKER*资料来源：Unit of measure432G
124、BUTtemCONFIDENTIALDISCUSSION DRAFTDISGUISED CLIENT EXAMPLEPRELIMINARY DRAFTPRELIMINARY ESTIMATEDISCUSSION DRAFTDISGUISEDDRAFT FOR DISCUSSIONSAMPLEBACKUPHYPOTHESISSTRAW MANTO BE COMPLETEDPROPOSEDREVISEDROUGH ESTIMATECONCEPTUALSTICKER OTHER*资料来源：Unit of measure433GBUTtemWORLD MAP*资料来源：Unit of measure434GBUTtem
