Roland Berger PPT Sample

1Module und Variations_E

Modules and variations

New graphics guidelinesDesign proposals

Roland Berger

Hamburg, November 2001

Contents Page

A. Standard slides3

B. Lists (1) – Factors, no specific number7

C. Lists (2) – Factors, specific number13

D. Matrix – Factors, comparisons24

E. Process (1) – Factors, steps35

F. Process (2) – Factors, impact49

G. Process (3) – Factors, interlinked67

Annex: Nine key changes compared to the old standards73

A. Standard slides

Methodological competence

Key projects

Industry competence

Professional experience

Languages

Education

Consultant profile: [first name, last name]

xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx

Position: xxxxxxxxxxxxxxxxxxxxxxxx

• German• xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx

Born: xxxx

• xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

• xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Nationality: xxxxxxxxxxxxxxxxxxxxx

Updated: mm/year

Organizational chart

Organizational chart (including headcount)

... ... ...

B. Lists (1) – Factors, no specific number

Lists – horizontal (variations)

Heading• Details

Heading

• Details

Heading

• Details

Heading

• Details

Heading

• Details

Heading

• Details

Heading

• Details

Heading

• Details

Heading

• Details

Heading

• Details

Lists – vertical (variations)

… • … … • …

… • …

… • … … • …

… • …

Schedule

1 2 3 4 5 6 7 8 9 10 11 12Month 1 Month 2 Month 3

Activities

1 2 3 4 5 6 7 8 9 10 11 12Month 1 Month 2 Month 3

Activities

Sets of guidelines

Guidelines 1

Guidelines 2

Guidelines 3

Guidelines 4

Guidelines 5

Comments 1

Comments 2

Comments 3

Comments 4

Comments 5

Title • Text

14Module und Variations_ERoland Berger Strategy Consultants

STUDY OBJECTIVE

• Text • Text • Text • Text

1 2 3 4 5

C. Lists (2) – Factors, specific number

Pyramid (3 or 4 levels)

Pyramid (5 levels/centered)

3 factors (interwoven)

.... .... ....

Common ground

4 factors (1)

• factor

• factor • factor

… ….

• factor

… ….

4 factors (2)

4 factors (3)

Factor 1

Factor 2

Factor 3

Factor 4

4 factors (3a – weighted)

Factor 1

Factor 2

Factor 3

Factor 4

4 factors (3b – dynamic)

Factor 1Factor 2

Factor 3

Factor 4

Four dynamicfactors

6 factors (variation)

D. Matrix – Factors, comparisons

Matrix/table (Horizontal/vertical comparison of data – variations)

Special types of matrix – opportunities/threats

• …

Opportunities

• …

Threats

• …

Opportunities

• …

Threats

• …

Opportunities

• …

Threats Opportunities Threats

• … • …

Special types of matrix – pros and cons

• … • … • … • …

• … • …

Special types of matrix – controversy

Special types of matrix – conflict/tension (1)

Special types of matrix – conflict/tension (2)

Special types of matrix – bottom up/top down (1)

BOTTOM UP TOP DOWN

• ... • ...

Special types of matrix – bottom up/top down (2)

• ... • ...

BOTTOM

Special types of matrix – equilibrium

• … • …

Special types of matrix – imbalance

• …

Unit of measure

Text• Text

Sub title Sub title

Risk management

• • •

E. Process (1) – Factors, steps

Processes

Process/phases

1 2 3 4 5

… … … … … Phase 1 Phase 2 Phase 3

• … • … • …

Phase 1 Phase 2 Phase 3

• … • … • …

Phase 1 Phase 2 Phase 3

• … • … • …

Cycles (1) (color presentation)

Cycles (2)

Spirals (orthogonal)

Hurdles

Resistance/obstacles

Filters

Change of mindset/direction

Nodes/interfaces

Pressure

Increase/decrease

1 2 3 4 5 6 7 8

Various types of brackets (to be used instead of block arrows)

1 2 3 4 5 6 7 8 9 10 11

F. Process 2 – Factors, impact

Consequences (1)

• ...…

Consequences (1a)

• ...…

Consequences (2)

• …

Consequences (3)

• …

Consequences (4)

• …

Impact (3 factors)

QUALITY

Impact (4 and 6 factors)

Impact (4 factors)

Factor 3

Factor 2

Factor 4

Factor 1

Generic description of the 4 factors

Impact (5 factors)

Factor 3

Factor 2

Factor 4

Factor 5

Factor 1

Impact (6 factors)

Factor 2Generic description of the 6 factors

Factor 3

Factor 1

Factor 5

Factor 4

Factor 6

Impact (7 factors)

Factor 3

Factor 2

Factor 6

Factor 4Factor 5

Factor 7

Factor 1

Impact (8 factors)

Factor 3

Factor 2

Factor 6

Factor 7

Factor 4Factor 5

Factor 1Factor 8

6success factors

Impact and result (1)

Impact and result (2)

5success factors

Circulation (2 factors)

………………………… ……………

……………

…………………………

……………

Vision

Action/reaction

… … … …

Action/reaction

Value chain

CustomerSupplier

Development Production Sales Distribution

Company

G. Process 3 – Factors, interlinked

Action/reaction (1)

Action/reaction (2) (transparent – color presentation)

Action/reaction

Interaction

Jigsaw puzzle

Spiral

Annex: Nine key changes compared to the old standards

Do not use block arrows

Use variations instead

1 2 3 4 1 2 3 4

Backup BACKUP

Stufe 1 Stufe 2 Stufe 3

New Content design – Key changes regarding „lean, linear, literal"

…Do not use shading or borders

Instead, use unframed colored shapes in shades of key blue, for emphasis only

…Do not use ovals

Instead, use AutoShapes with corners completely rounded off

Do not use stickers with lines

Instead, use upper case stickers (13 point), (key blue shade 1), positioned in the header area

Do not put numbers in circles

Instead, put them in squares (key blue shade 1), white lettering, bold

If boxes are used,

There are obvious disadvantages to positioning text behind graphics

Do not position text behind graphics

Position text to the side of graphics instead

Arrow function can be switched on and off/ positioned to the side

Text is easy to read if not positioned behind graphics

Do not use speech bubbles

Instead, use AutoShapes/callouts/third row (you can use the arrow function!)

Do not use big multicolored cartoons/ Clip Art

Instead, use pictograms (if not available: convert Clip Art to linear monochrome versions)

Do not use miniature charts as navigators

Instead, use mathematical navigators (key blue shade 1), white lettering, bold, 13 point

4 1 2 3 4

New Content design – Key changes regarding „lean, linear, literal"

…… •

…… ……

• …

Action/reaction

Against the tide/with the tide

Against the tide With the tide

Balance/imbalance

• … • …

Balance/imbalance

• …

Balance/imbalance

• … • …

Chances/risks

• …

Change of direction

Moment of directional change

China map

Box Title

Level 1 text

• Level 2 text

- Level 3 text

Columns and tables

Column Title 1

Category 1 • Type your phrases and sentences here

• Type your phrases and sentences here

Column Title 2

Column Title 3

Columns and tables

Column Title 1

Category 1• Type your phrases and sentences here

Column Title 2

Columns and tables

Category 1

Category 2

Category 3

Category 1

Category 2

Category 3

Category 1

Category 2

Category 3

Category 1

Category 2

Category 3

Bar chart

Graph Title

Label 1

Label 2

Label 3

Label 4

Label 5

Label 6

Label 7

Column chart

You can put your points here like conclusion

124 130167

Label 1 Label 2 Label 3 Label 4 Label 5 Label 6 Label 7

CAGR??%

Graph Title

Column chart

You can put your points here in the header of the box

124 130167

Graph Title

CAGR??%

Column chart

Header

Graph Title

Header

Graph Title

124130

Label 1 Label 2 Label 3 Label 4

124130

Column chart

Header

Graph Title

Header

Level 1 text

• Level 2 text

- Level 3 text

124130

Column chart

Graph Title

Header

Level 1 text

• Level 2 text

- Level 3 text

124130

Column chart

You can put your points here in the header of the box

124 130167

Graph Title

CAGR??%

Column chart

Header

Graph Title

Header

Graph Title

124130

Column chart

Category 4

Category 3

Category 2

Category 1

Column 1

Graph Title

Category 5 000

000000

Label Label Label

Series 1

Column 2

Series 2

Series 1

Series 2

Column chart

Sub Title Sub Title Sub Title

000 000000

000000

Label Label Label

000000

000000000

Label Label Label

000 000

000000000

Label Label Label

000000

000000000

Label Label Label

000 000

000000

000000000

Label Label Label

000000

Label Label Label

Sub Title Sub Title Sub Title

Series 1 Series 2 Series 3

Dash Line

Conflict

• …

Conflict

……

投资方式…………

……

投资区域…………

投资方式……

投资区域……

投资方式……

投资区域……

…………

Consequences (2)

... • ...

Consequences (3)

Consequences (4)

... • ...

Consequences (5)

... • ...

Consequences (2)

… …

• … • …

• …

Consequences (3)

• …

Consequences (4)

• …

Consequences (5)

… … … … …

• … • … • … • … • …

Consequences

Consultants profil (English), [Firstname Lastname]

• …

Position: ……………….. Year of birth: ……………….. Nationality: ………………..

Languages

1990–1994

Education

Updated: MM/YY

Professional experience Methodological competence

Since 10/1992

… • …

Industry competence Key projects

• …• …

Cooperation

外内

企业文化

品牌

Cooperation

Cost breakdown chart

Gross Margin

Component (%)

Dead end

Dependance

Development

Direction

Factors (2)

• …

Factors (3)

… …

Factors (3)

… …

Factors (4)

• … • …

Factors (4)

• … • …

… …

Factors (4)

• … • …

Factors (4)

• … • …

… …

Factors (6)

… …

Factors (8)

……

… …

Factors (4)

Factors (5)

• … • … • … • …

• …

Feedback

• … • …

Feedback

• …

Feedback

Filter

• …

Filter

Initial situation

1. Criterion

2. Criterion

3. Criterion

Result

Flexibility

AbilityIntention

Flexibilty

Flexibility

Focus – expansion

Growth

Guidelines

Harmony

Hurdles and brakes

……

CompanyX

Impact

... ...

Influence (1 factor)

• …

Influence (2 factors)

• … • …

Input/output

• …

• ...

• …

• ...

Interaction

Margin chart

100% ?%

Total in Value

Label Label Label Label Label Label

000000

Matrix

… … … …

Matrix

… … … … …

Matrix

Dimension 2

Dimension 1

Scale Scale

Level 1 text

• Level 2 text- Level 3 text

Level 1 text

Matrix

Label Label Label

Dimension II

Content

Measures plan – planned activities

Overview: …

Activities Wk...

Comments

• … • …

Measures plan – planned measures

Activity: … As of: …

Objective: Results:

Responsible: … Support: …

Measures: … ... ... ... ... ... ... ... ...

• … • …

• …

Measures plan – planned individual steps

Measure: ...

As of: …

1. ...

Individual steps Responsible SupportForm of result

StartDura-tion

Dead-line

Pro-ject

Com-pleted

... ... ... ... ... ... ... ...

Models

Key Steps

Sources

Level 1 text

• Level 2 textStep 1

Step 2

Step 3

Step 4

Moon chart

Multipliers

• …

+ = Projektteams

Multipliers

Mutuality

• …

Mutuality

Obstacle

• …

Obstacle

Organizational and flow chart

Text Text Text Text Text Text

Pantene JiehuaNew

BrandRejoice

Head & Shoulders

Ulan WhisperAriel TideJV

BrandsCrest

Professional Marketing

SafeguardZest

Assistant Brand Manager, 2-5 per Brand

Media & Commercial Production

Marketing Manager

Dimitri Panayatapolous

School Program Group

Nurses for School

Program

Randall BeardMarketing Director

Rene CoMarketing Director

Ken DoiMarketing Director

Robin OxendineMarketing Manager

Peter FoystonMarketing Manager

LaundryHaircare Toothpaste/Soap Skincare/Paper

VacantGeneral Manager

Brad CasperGeneral Manager*

VacantGeneral Manager

Virginia LeeVice President*

Marketing Organization

Competitive Models

Market Results

Feasible Scenarios• India• China• Philippines

Success Requirements

BacardiStrategy

Asia WhiskyOpportunityAssessment

MarketArchetypeModel• Sizing• Pricing

BacardiStrategy Overlap

Determine Whether to

Proceed Further

Execute

Will whisky help to build Bacardi rum

globally?

Are there opportunities for whisky in the rest of the

world?

Develop Objectives & Strategies• Financial Goals• Market Priorities• Acquisition or

Organic Growth• Product/

Marketing/ Distribution Strategies

Process Map

Option

1 2 3 4

Option

quit develope

Penetration

Pie chart

Header

Chart Title

Label%

Header

Chart Title

Label%

100%=XXXX 100%=XXXX

Pie chart

Chart Title

Label%

Header

Level 1 text

• Level 2 text

- Level 3 text

100%=XXXX

Pie chartChart Title

Label%

Chart Title

Label%

Series 1

Series 2

Series 3

Chart TitleLabel

Label%

Chart Title

Label%

100%=XXXX

Plus/minus

• …

• … • …

Plus/minus

• …

Plus/minus

• …

Plus/minus

• …

Portfolio

– + ++

Pressure

Prioritization

Process

… … … … … …

Process

…… … …

…… … … …

1 2 3 4

1 2 3 4 5

Process – decrease

• ……

• …

Project

Phase I

• …

Phase II

• …

Phase III

• …

Project

… weeks … weeks

… …

Phase I Phase II

• … • … • …

• …

Project procedure

Phases Time requiredProject features

... ...

Phase I

Phase II

...Phase III

…weeks

• … • …

• …

Puzzle

Resistance

... ...

Restructuring

Improvement of liquidity

Cost reduction

Reduction in personnel

Structural change

Positioning on the market

Improvement of liquidity

Cost reduction

Reduction in personnel

Structural change

Positioning on the market

Restructuring does not mean ... But ...

Rethink

Separation

• …

Separation

... ...

• …

Separation

• …

... ...

• … • …

Spinning off parts of a company

Storyboard

• …

Storyboard

• …

Strengths/weaknesses

Strengths

Weaknesses

Strengths• …

• …

• ...

• …

• ...

• …

• ...

Tomorrow

… … … … …

Target (1 factor)

• …

Target (2 factors)

• ……

Target (3 factors)

• ……

Team organization

Client RittenHouse

• N. N.• N. N.

Client RittenHouse

• N. N.• N. N.

... ... ... ...

• ... • ... • ... • ...

Text blocks (2)

• …

Text blocks (3)

• …

Text blocks (4)

• …

Text blocks (5)

• …

Text blocks (2)

... • ...

Text blocks (3)

... • ...

Text blocks (4)

... • ...

Text blocks (5)

... • ...

Text blocks (3 + 3)

... ... ...

• … • … • …

Text blocks (3 + 4)

... ... ...

• … • … • …

• …

Text in box

Box title

Box title Box title

Level 1 text

• Level 2 text

- Level 3 text

Level 1 text

• Level 2 text

- Level 3 text

Level 1 text

• Level 2 text

- Level 3 text

Text in box

Box title

Box title Box title Box title

Level 1 text

• Level 2 text

- Level 3 text

Level 1 text

• Level 2 text

- Level 3 text

Level 1 text

• Level 2 text

- Level 3 text

Level 1 text

• Level 2 text

- Level 3 text

Text in box

Box title

Box title Box title Box title

Level 1 text

• Level 2 text

- Level 3 text

Level 1 text

• Level 2 text

- Level 3 text

Level 1 text

• Level 2 text

- Level 3 text

Level 1 text

• Level 2 text

- Level 3 textPh

Timetable

Month ...

... ... ... ... ... ... ... ... ... ... ... ... ... ... ...Issues

• …

Value-added chain

Supplier Customer

Development Production Sales Distribution

Company

Vision

Waste of resources – problem

Problem 3

Problem 1 Problem 2

Problem 4

Waste of resources – solution

Solution to problem 3

优势劣势

威胁机会

……

…… ……

两种方式的比较

……

…………

远卓管理顾问的咨询工具和咨询程序

Text Text

Text TextTex

2X2 CUBED

Unit of measure

*Footnote

Source: Source

2X2 TOWER

5PS MARKETING

Place PriceProduct Package Positioning promotion

Product offering

Unit of measure

*Footnote

Source: Source

Strategy Skills

SystemsStaff

Shared values

Structure

Unit of measure

*Footnote

Source: Source

ARROW 3D

*Footnote

Source: Source

CUBES1 3D

Unit of measure

*Footnote

Source: Source

CUBES2 3D

Unit of measure

*Footnote

Source: Source

CUBES3 3D

Unit of measure

*Footnote

Source: Source

New entrant

SuppliersIndustry

competitorsBuyers

Substitutes

FORCES AT WORK

Unit of measure

*Footnote

Source: Source

Text Text

Unit of measure

*Footnote

Source: Source

LEVEL SEPARATE 4

Unit of measure

*Footnote

Source: Source

LINEAR A 3D

Unit of measure

*Footnote

Source: Source

LINEAR B 3D

Unit of measure

*Footnote

Source: Source

LINEAR C 3D

Unit of measure

*Footnote

Source: Source

TextText

LINEAR D 3D

Unit of measure

*Footnote

Source: Source

Text Text Text Text

LINEAR E 3D

Unit of measure

*Footnote

Source: Source

TextText Text

LINEAR G 3D

Unit of measure

*Footnote

Source: Source

Text Text

LINEAR I 3D

Unit of measure

*Footnote

Source: Source

LINEAR J 3D

Unit of measure

*Footnote

Source: Source

LINEAR N 3D

Text Text Text

Unit of measure

*Footnote

Source: Source

LINEAR P 3D

Unit of measure

*Footnote

Source: Source

LINEAR Q 3D

Text Text

LINEAR Q 3D

Text Text

CUTOUT 3D

Unit of measure

*Footnote

Source: Source

PlanImplement

Support

LINKS 3

PERSPECTIVE 3D

PROPELLER 3D

RINGS 3D

Unit of measure

*Footnote

Source: Source

SCALES

Unit of measure

*Footnote

Source: Source

SIZES IN

SPIRAL1 3D

Spiral

Brakes

Tube in tube

SPIRAL2 3D

Text Text

SPOTLIGHT

STAIRCASE

WIRE CUBES

ARROWS

BLADES

xtText

BOXText Text

TextText

Unit of measure

*Footnote

Source: Source

BOXText Text

Text Text

Unit of measure

*Footnote

Source: Source

INCOMING

TextText

Unit of measure

*Footnote

Source: Source

RIBBON

Unit of measure

*Footnote

Source: Source

TextText

Unit of measure

*Footnote

Source: Source

UPON 2

CONTINUOUS

Text Text

Text Text Text

TextText

LINEAR K

STEP 5

Unit of measure

*Footnote

Source: Source

2 ON 1

Unit of measure

*Footnote

Source: Source

AGAINST

Text Text Text

AT WORK

Text Text

COUPLED HORIZ

COUPLED VERT

Text Text

FOCUSED

New entrant

SuppliersIndustry competitors

Buyers

Substitutes

FORCES AT WORK

Unit of measure

*Footnote

Source: Source

PARALLEL

SURROUND

TWISTED

Text Text

UP & AWAY

UP & DOWN

Customer

Clients

Distributors

Competitors

Suppliers

3Cs TRIANGLE

Product/market attractiveness

Low Medium High

BUSS PORTFOLIO

CHANGE BOARD

Change vision

Leadership groups

Commitment

Conviction Courage

Capability

Individual activity

Enabling devices

Chief Executive

Down the line

External constitution

Restructuring framework

PENTAGON

Unit of measure

*Footnote

Source: Source

Benefit

Competitivedisadvantage

Competitiveadvantage

PRICE BENEFIT

Unit of measure

*Footnote

Source: Source

Appraise performanceand prospects

Developstrategy

Redesignpivotal jobs

Design the skillbuilding process

Assess changereadiness

Top downaction programs

Bottom up action programs

SMILE CHART

Unit of measure

*Footnote

Source: Source

Stage 1

Stage 2

Stage 3

Stage 4

Value system

Strategic management

Externally orientated planning

Forecast based planning

Budget planning

Meet budget and schedule

Predict the future

Think strategically

Create the future

STRAT MANAGE

Selling margin

Contribution

Selling rateSalesAvailable selling time

Effectiveness

Contribution Available

selling time

Productivity

Contribution

Total selling costs

EfficiencyAvailable selling timeTotal selling costs

Utilization

Available selling time

Total sales time

Support intensity

Support costs

Total selling costs

Support leverage

Total sales time

Support costs

TREE PRODUCTIVITY

Maximizeshareholder

Growthroughculturalinitiative

Redeployassets

Improve corebusiness

performance

Grow throughacquisition

and/or merger

Adopt soundfinancingapproach

VALUE CREATION

Perceived

Client’s relative ability to extract value

Corporate center skills

Linkages between business units

Financial ownership fit

Industry restructure

Internal controller

Shared resources

Transfer of capability

Vertical integration

Differences in tax position

Existence of non-cases objectives

Inefficiencies in financial markets

Difference in valuation technique

VALUE SOURCES

GANTT10

<##> <##> <##> <##> <##> <##> <##> <##> <##> <##>Header

GANTT15

Header

## ## ## ## ######################

LEFT TO RIGHT

Text Text Text Text

Process objectives

Sub-objectives

STUDY OBJECTIVE

Text Text Text Text Text

TOP DOWN

Text Text Text Text

Text Text

2X2 CUBED

Text Text

TextTe

Text Text

2X2 EXTENDED

TextTextText

TextText

2X2 TOWER

Text Text

Text Text Text

xt3X3 EXTENDED

Text Text Text

Text Text

PASS THROUGH

FLOW DOWN

TextText

4 BOX 3D

BOUNCE

Text Text

CUBE WITH CIRCLES

SEASAW

WAY THRU

DECISIONS

Text Text Text

TextText

ROLLERS

2 AROUND

xt Text

4 IN 1 SQUARE

SIZES IN

Text Text

CROSS SECTION

Text Text

HONEYCOMB

Text Text

VENN 2

Text Text

VENN 3

1996 1997 1998 1999 2000 2001

Label 1

Label 2

Label 3

Label 1

Label 2

Label 3

Label 4

Label 5

BAR BUTTED

Label 1

Label 2

Label 3

Label 4

Label 55

Label 1

Label 2

Label 3

Label 4

Label 5

Series Series

BAR STACKED

Series

50Label 1

Label 2

Label 3

Label 4

Label 5

100%=Series Series

BAR STACKED 100%

Series

0 50 100 150 200 250

TitleUnit of measure

Label 1

Label 2

Label 3

Label 4

Label 5

Label 6

BUBBLE

Unit of measure

*Footnote

Source: Source

Label 1 Label 2 Label 3 Label 4 Label 5

COLUMN

Unit of measure

*Footnote

Source: Source

Label 1 Label 2 Label 3 Label 4 Label 5 Label 1 Label 2 Label 3 Label 4 Label 5

COLUMN 2

Unit of measure

*Footnote

Source: Source

COLUMN BUTTED

Unit of measure

*Footnote

Source: Source

Series

000000

000COLUMN STACKED

Unit of measure

*Footnote

Source: Source

30 35 4050

202015

1020 15 10 10 10

Series

100%= 000 000 000 000 000

COLUMN STACKED 100%

Label 1

Label 2

Label 3

Label 4

Label 5

100% = 000

Series

Label 1

COMBO PIE SEGMENT COLUMN

Unit of measure

*Footnote

Source: Source

0 50 100 150 200

Label 1Label 2

Label 3

Label 4

Label 5

COST CURVE

Unit of measure

*Footnote

Source: Source

1990 1991 1992 1993 1994 1995 1996 1997

TitleUnit of measureDUAL COLUMN LINE

Unit of measure

*Footnote

Source: Source

1990 1991 1992 1993 1994 1995 1996 1997

TitleUnit of measureDUAL LINE

Unit of measure

*Footnote

Source: Source

1990 1991 1992 1993 1994 1995 1996 1997

Label 1

Label 2

Label 3

Label 4

Unit of measure

*Footnote

Source: Source

Label 1

Label 2

Label 3

Label 4

Label 5PIE

Unit of measure

*Footnote

Source: Source

Label 1

Label 2

Label 3

Label 4

Label 5

Label 1

Label 2

Label 3

Label 4

Label 5

Unit of measure

*Footnote

Source: Source

1990 1991 1992 1993 1994 1995 1996 1997

RANGE HIGH LOW

Unit of measure

*Footnote

Source: Source

0 50 100 150 200

SCATTER X & Y

Unit of measure

*Footnote

Source: Source

WATERFALL BAR

Label 1

Label 2

Label 3

Label 4

Label 5

Unit of measure

*Footnote

Source: Source

WATERFALL COLUMN

Label 1

Label 2

Label 3

Label 4

Label 5

Unit of measure

*Footnote

Source: Source

Module und Variations_E

定位目标结构目标

管理目标经营目标

战略目标体系

•公司战略

•业务战略

•职能战略

•使命Mission企业为什么存在

• 愿景 Vision 应成为一个什么样的企业

A... A A A AA

技术研发、人力资源、服务……

目标及规划

业务范围－客户－产品－地域

核心价值确认－分析企业优劣势

－确定核心价值

核心价值实现步骤

－价值链定位－如何实现核心价值

确定战略实施阶段－何时介入－何时扩张

总体经营目标－营业收入－利润－资本收益－净现金流

ARROWS

Unit of measure

*Footnote

Source: Source

MCKINSEY LOGO

Unit of measure

*Footnote

Source: Source

Legend

Medium

Unit of measure

*Footnote

Source: Source

STICKER

ILLUSTRATIVE

CONFIDENTIAL

ESTIMATE

EXAMPLE

FOR DISCUSSION ONLY

FOR DISCUSSION

PRELIMINARY

STICKERUnit of measure

*Footnote

Source: Source

STICKER OTHER

CONFIDENTIALDISCUSSION DRAFT

DISGUISED CLIENT EXAMPLE

PRELIMINARY DRAFT

PRELIMINARY ESTIMATE

DISCUSSION DRAFT

DISGUISED

DRAFT FOR DISCUSSION

SAMPLE

BACKUP

HYPOTHESIS

STRAW MAN

TO BE COMPLETED

PROPOSED

REVISED

ROUGH ESTIMATE

CONCEPTUAL

Unit of measure

*Footnote

Source: Source

Unit of measure

*Footnote

Source: Source

• Text

Unit of measure

*Footnote

Source: Source

• Text

Unit of measure

*Footnote

Source: Source

• Text

EXHIBIT TITLE

*Footnote

Source: Source

• Text

EXHIBIT TITLE

*Footnote

Source: Source

• Text

EXHIBIT TITLE

*Footnote

Source: Source

EXHIBIT TITLE

*Footnote

Source: Source

TitleMeasure

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

Unit of measure

*Footnote

Source:Source

120 130

165 175 180

245267

250278

1990 91 92 93 94 1995

TitleMeasure

120 130

165 175 180

245267

250278

1990 91 92 93 94 1995

TitleMeasure

120 130

165 175 180

245267

250278

1990 91 92 93 94 1995

TitleMeasure

Text Text

*Footnote

Source:Source

TitleMeasure

120 130165 175 180 195

245267 250

278 298 300325

100150200250300350

1990 1991 1992 1993 1994 1995 1996 1997

TitleMeasure

120 130165 175 180 195

245267 250

278 298 300325

100150200250300350

1990 1991 1992 1993 1994 1995 1996 1997

Unit of measureTitleMeasure

120 130165 175 180 195 220

245 267 250 278 298 300 325

1990 1991 1992 1993 1994 1995 1996 1997

TitleMeasure

120 130165 175 180 195 220

245 267 250 278 298 300 325

1990 1991 1992 1993 1994 1995 1996 1997

TitleMeasure

120 130165 175 180 195 220

245 267 250 278 298 300 325

1990 1991 1992 1993 1994 1995 1996 1997

TitleMeasure

120 130165 175 180 195

245267 250

278298 300

1990 1991 1992 1993 1994 1995 1996 1997

ChinfonA.T.

Kearney

Staff TimingConsulting Budget

RequirementsProjects

125125

Phase I1. Improve customer service and plan

other operational improvements2. Develop auto package and cross-sell

to existing customers3. Align credit card portfolio and

develop young family credit card4. Develop information technology plan

for lifestage marketing5. Develop consumer banking risk

management process and systems6. Develop consumer banking

organizationPhase II7. Develop newly wed card and home

package8. Implement changes to credit card

operationsPhase III9. Develop young singles card10. Develop consumer lending business

processes11. Develop established family card and

investors package

Market Research Budget

Requirements

(US$ 000) (US$ 000)Q3 ’97 Q4 ’97 Q1 ’98 Q2 ’98 Q3 ’98 Q4 ’98

1. Improve customer service and other card operations

2. Develop auto package and cross-selling

3. Align card portfolio, develop young family card

4. Develop lifestage marketing IT plan

5. Develop consumer banking credit risk management

6. Develop consumer banking organization

Project coordinator Chinfon – Mr. Liu

A.T. Kearney – Shanley Lee

Steering CommitteeTBD

Phase I

A.T. Kearney&

Low High

Strategyand

Operating Capability

TechnologyCapability

Chapter 1) SSSSSSSSTTTTTTTTTT• AAAAA• BBBBB• CCCCCUUUUUUUUUU• DDDDD• EEEEEE• FFFFFFF

Chapter 2) VVVVVVVV• GGGGGG• HHHHHH• IIIIIIIIIII• JJJJJJJJJJ

Chapter 3) WWWWWWW• KKKKK• LLLLLL• MMMMM

– NNN– OOO– PPPP

Chapter 1) SSSSSSSSTTTTTTTTTT• AAAAA• BBBBB• CCCCCUUUUUUUUUU• DDDDD• EEEEEE• FFFFFFF

Chapter 2) VVVVVVVV• GGGGGG• HHHHHH• IIIIIIIIIII• JJJJJJJJJJ

Chapter 3) WWWWWWW• KKKKK• LLLLLL• MMMMM

– NNN– OOO– PPPP

Foreign supermarketCountry / Name / Year of entry

U.S.A. AA 1994

Japan BB 1984

HK CC 1995

Japan DD 1995

Dutch EE 1996

Foreign Mega-marts

Japan FF 1996

French GG 1995

Local supermarketShanghai HH

Shanghai II

Turnover per store(US$ million)

N umber of stores

STICKER AND OTHERS EXAMPLE

ESTIMATE

PROPOSED

CONCEPTUAL

PRELIMINARY

ROUGH ESTIMATE

TO BE COMPLETED

ONLY FOR DISCUSSION

WORK IN PROGRESS

BACK UP REVISED

TENTATIVE

HYPOTHESIS

ILLUSTRATIVE

CONFIDENTIAL

VERY PRELIMINARY

STICKER AUTOMAKER

EXAMPLE

ESTIMATE

PROPOSED CONCEPTUAL

PRELIMINARY

ROUGH ESTIMATE

TO BE COMPLETED

ONLY FOR DISCUSSION

WORK IN PROGRESS

BACK UP REVISED

TENTATIVE HYPOTHESIS

ILLUSTRATIVE

CONFIDENTIAL

VERY PRELIMINARY

HighMediumLow

STICKER AND OTHERS

WORLD MAP

*Footnote

Source: Source

Module und Variations_E

海南

黑龙江

吉林

辽宁

河北

山东

福建

江西

安徽湖北

湖南

广东广西

河南

山西

内蒙古

陕西

宁夏

甘肃

青海

四川

贵州云南

西藏

新疆

江苏

浙江

台湾

北京

上海

America

Asia/Pacific

Hamburg

Frankfurt

München

DüsseldorfBerlin

WienZürich

ASG – Austria , Switzerland,

Germany

2,750 Employees7 OfficesRevenues: 1,24 Mrd. DM

ACCENTURE IN ASG

END OF DOC APPENDIX

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