咨詢(xún)常用工具

咨詢(xún)項(xiàng)目常用ppt工具分析框架關(guān)鍵

步驟：了解和評(píng)估當(dāng)前的業(yè)務(wù)狀況確定企業(yè)核心能力制定企業(yè)發(fā)展的財(cái)務(wù)目標(biāo)確定可能實(shí)現(xiàn)增長(zhǎng)的各種發(fā)展機(jī)會(huì)衡量各個(gè)機(jī)會(huì)對(duì)企業(yè)發(fā)展的影響了解行業(yè)/市場(chǎng)發(fā)展?fàn)顩r確定行業(yè)主要影響因素及關(guān)鍵成功因素結(jié)合自身的核心能力，制定戰(zhàn)略方案選擇標(biāo)準(zhǔn)根據(jù)影響的大小來(lái)排出戰(zhàn)略方案的優(yōu)先次序能力/差距分析確定企業(yè)發(fā)展戰(zhàn)略確定戰(zhàn)略實(shí)施的資源及風(fēng)險(xiǎn)制定戰(zhàn)略實(shí)施計(jì)劃成果：理由充分的企業(yè)發(fā)展遠(yuǎn)景目標(biāo)實(shí)現(xiàn)企業(yè)增長(zhǎng)的候選方案改進(jìn)方案的衡量標(biāo)準(zhǔn)企業(yè)發(fā)展戰(zhàn)略實(shí)施計(jì)劃12345制定實(shí)施計(jì)劃企業(yè)現(xiàn)狀評(píng)估和目標(biāo)制定確定機(jī)會(huì)與最終確定發(fā)展戰(zhàn)略確定戰(zhàn)略方案選擇標(biāo)準(zhǔn)找出發(fā)展機(jī)會(huì)并進(jìn)行初步篩選制訂戰(zhàn)略規(guī)劃的方法——全過(guò)程制定戰(zhàn)略規(guī)劃的第一步是評(píng)估企業(yè)當(dāng)前的業(yè)務(wù)狀況，確定企業(yè)的遠(yuǎn)景目標(biāo)12345分析框架核心競(jìng)爭(zhēng)力業(yè)務(wù)狀況財(cái)務(wù)目標(biāo)與限制條件評(píng)估核心競(jìng)爭(zhēng)力和可被利用的能力及資源理解當(dāng)前的業(yè)務(wù)狀況確定財(cái)務(wù)目標(biāo)、預(yù)期的業(yè)務(wù)表現(xiàn)及企業(yè)發(fā)展的限制條件制定實(shí)施計(jì)劃企業(yè)評(píng)估和制定目標(biāo)確定機(jī)會(huì)與最終確定發(fā)展戰(zhàn)略確定戰(zhàn)略方案選擇標(biāo)準(zhǔn)找出發(fā)展機(jī)會(huì)并進(jìn)行初步篩選第二步確定戰(zhàn)略方案的選擇標(biāo)準(zhǔn)12345分析框架行業(yè)/市場(chǎng)事實(shí)分析企業(yè)自身競(jìng)爭(zhēng)能力評(píng)估對(duì)于企業(yè)成功的主要市場(chǎng)影響因素和關(guān)鍵成功因素市場(chǎng)規(guī)模市場(chǎng)增長(zhǎng)產(chǎn)品生命周期競(jìng)爭(zhēng)狀況資源需要利潤(rùn)率市場(chǎng)進(jìn)入的難易市場(chǎng)份額產(chǎn)品線(xiàn)成本優(yōu)勢(shì)公司形象管理能力制定實(shí)施計(jì)劃企業(yè)評(píng)估和制定目標(biāo)確定機(jī)會(huì)與最終確定發(fā)展戰(zhàn)略確定戰(zhàn)略方案選擇標(biāo)準(zhǔn)找出發(fā)展機(jī)會(huì)并進(jìn)行初步篩選戰(zhàn)略規(guī)劃的基本框架市場(chǎng)細(xì)分客戶(hù)需求關(guān)鍵成功因素競(jìng)爭(zhēng)分析市場(chǎng)如何細(xì)分？各細(xì)分市場(chǎng)的規(guī)模、增長(zhǎng)率和毛利率如何？各細(xì)分市場(chǎng)的集中度如何？各細(xì)分市場(chǎng)的產(chǎn)品生命周期處于哪個(gè)階段？目標(biāo)客戶(hù)群體有哪些獨(dú)特的需求？目標(biāo)客戶(hù)群體中誰(shuí)是購(gòu)買(mǎi)決策關(guān)鍵人？目標(biāo)客戶(hù)群體有什么樣的購(gòu)買(mǎi)行為？行業(yè)中有哪些不同的成功模式？這些模式各自的關(guān)鍵成功因素是什么？哪個(gè)是對(duì)我們最有利的成功模式？服務(wù)、創(chuàng)新還是效率？我們與競(jìng)爭(zhēng)對(duì)手在這些關(guān)鍵因素上相比有什么優(yōu)勢(shì)和劣勢(shì)？我們要培養(yǎng)什么核心競(jìng)爭(zhēng)力？我們建立什么樣的競(jìng)爭(zhēng)優(yōu)勢(shì)？細(xì)分市場(chǎng)定位客戶(hù)定位價(jià)值定位盈利模式產(chǎn)品戰(zhàn)略?xún)r(jià)格戰(zhàn)略渠道戰(zhàn)略促銷(xiāo)戰(zhàn)略競(jìng)爭(zhēng)戰(zhàn)略核心競(jìng)爭(zhēng)力規(guī)劃戰(zhàn)略規(guī)劃何時(shí)采用什么圖形？線(xiàn)圖建議采用圖形時(shí)間序列和多重?cái)?shù)據(jù)、標(biāo)準(zhǔn)相比較兩組數(shù)據(jù)的相關(guān)性頻率不同數(shù)據(jù)的比較整體的一部分其他水泡水平柱垂直柱餅圖要表達(dá)的數(shù)據(jù)和信息流程：線(xiàn)性TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText流程:圓周式TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText影響因素：Text

TextTextTextTextTextGoalTextTextTextTextTextText互動(dòng)/相互制約：TextTextTextTextTextTextTextTextTextTextText整體/部分：TextTextTextTextTextTextTextLabelALabelB原因-結(jié)果：TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText矛盾：TextTextTextTextTextTextText

TextTextTextTextTextText障礙/阻力：TextTextTexttexttexttext統(tǒng)一采購(gòu)和分分銷(xiāo)商品額越越大，與供應(yīng)應(yīng)商的談判力力越強(qiáng)，成本本下降越多，，最大下降幅幅度可以接近近3％；大規(guī)模、高效效運(yùn)作的分銷(xiāo)銷(xiāo)中心成本可可以控制在分分銷(xiāo)商品額的的2.10％％統(tǒng)一采購(gòu)量成本下降％30億60億90億-1％-2％-3％采購(gòu)額曲線(xiàn)成本下降曲線(xiàn)線(xiàn)統(tǒng)一商品采購(gòu)購(gòu)的規(guī)模效應(yīng)應(yīng)統(tǒng)一分銷(xiāo)量成本下降％20億40億60億1％2％3％分銷(xiāo)額曲線(xiàn)分銷(xiāo)成本曲線(xiàn)線(xiàn)統(tǒng)一商品分銷(xiāo)銷(xiāo)的規(guī)模效應(yīng)應(yīng)項(xiàng)目各環(huán)節(jié)均均以項(xiàng)目管理理機(jī)制運(yùn)行團(tuán)隊(duì)分工程序計(jì)劃控制項(xiàng)目發(fā)起人項(xiàng)目指導(dǎo)委員員會(huì)項(xiàng)目領(lǐng)導(dǎo)小組組項(xiàng)目各工作組組項(xiàng)目聯(lián)絡(luò)人明確團(tuán)隊(duì)各級(jí)級(jí)成員的分工工明確各工作組組分工明確小組長(zhǎng)職職責(zé)和聯(lián)絡(luò)人人職責(zé)向誰(shuí)負(fù)責(zé)獲得授權(quán)信息交流程序序如何匯總?cè)蝿?wù)細(xì)分關(guān)鍵鍵路路徑徑時(shí)間間計(jì)計(jì)劃劃交付付物物要要求求責(zé)任任人人項(xiàng)目目會(huì)會(huì)議議偏差差分分析析計(jì)劃劃調(diào)調(diào)整整資源源再再分分配配行業(yè)研究立項(xiàng)報(bào)告盡職調(diào)查投資計(jì)劃投資實(shí)施立項(xiàng)項(xiàng)報(bào)報(bào)告告簡(jiǎn)簡(jiǎn)介介棉油油市市場(chǎng)場(chǎng)定定位位未來(lái)來(lái)有有品品牌牌、、渠渠道道擴(kuò)擴(kuò)張張潛潛力力競(jìng)爭(zhēng)爭(zhēng)策策略略行業(yè)業(yè)有有空空間間、、有有機(jī)機(jī)會(huì)會(huì)2002年年全全行行業(yè)業(yè)銷(xiāo)銷(xiāo)售售收收入入800億億，，2005年年將將達(dá)達(dá)到到950億億近7年年年年均均增增長(zhǎng)長(zhǎng)率率為為7.7%,今今后后20年年的的年年均均增增長(zhǎng)長(zhǎng)率率為為6%國(guó)家家政政策策有有利利于于介介入入前二二十十大大企企業(yè)業(yè)占占24%市市場(chǎng)場(chǎng)份份額額，，行行業(yè)業(yè)集集中中度度低低，，存存在在整整合合機(jī)機(jī)會(huì)會(huì);培育育持持久久的的低低成成本本原原料料控控制制能能力力以規(guī)規(guī)模模生生產(chǎn)產(chǎn)形形成成低低成成本本優(yōu)優(yōu)勢(shì)勢(shì)排名名前前十十位位的的品品牌牌企企業(yè)業(yè)的的市市場(chǎng)場(chǎng)占占有有率率為為10%，，存存在在品品牌牌擴(kuò)擴(kuò)張張的的空空間間。。產(chǎn)品品直直接接面面向向終終端端消消費(fèi)費(fèi)者者，，有有利利于于品品牌牌和和渠渠道道的的建建設(shè)設(shè)；；目標(biāo)標(biāo)市市場(chǎng)場(chǎng)為為新新疆疆、、甘甘肅肅、、四四川川、、陜陜西西、、山山西西等等五五省省的的居居民民消消費(fèi)費(fèi)以低低價(jià)價(jià)格格贏(yíng)贏(yíng)得得客客戶(hù)戶(hù)投資資計(jì)計(jì)劃劃書(shū)書(shū)簡(jiǎn)簡(jiǎn)介介原料料規(guī)模生產(chǎn)單線(xiàn)規(guī)模開(kāi)工天數(shù)低成本出油率提高產(chǎn)品品質(zhì)穩(wěn)定綜合消耗下降競(jìng)爭(zhēng)爭(zhēng)優(yōu)優(yōu)勢(shì)勢(shì)形成成持持久久的的低低成成本本原原料料控控制制能能力力哪里里有有原原料料原料料在在誰(shuí)誰(shuí)手手里里如何何獲獲取取持續(xù)續(xù)低成成本本獲獲取取簡(jiǎn)單單介介紹紹計(jì)計(jì)劃劃書(shū)書(shū)在行行業(yè)業(yè)，，原原料料控控制制能能力力是是KSF，，”獲得得了了原原料料，，就就獲獲得得了了利利潤(rùn)潤(rùn)“立項(xiàng)項(xiàng)報(bào)報(bào)告告回回答答了了行行業(yè)業(yè)價(jià)價(jià)值值問(wèn)問(wèn)題題，，投投資資計(jì)計(jì)劃劃書(shū)書(shū)要要回回答答運(yùn)運(yùn)營(yíng)營(yíng)的的核核心心問(wèn)問(wèn)題題－－－－原原料料戰(zhàn)略略規(guī)規(guī)劃劃應(yīng)應(yīng)用用工工具具實(shí)實(shí)例例－－購(gòu)購(gòu)買(mǎi)買(mǎi)行行為為售前前的的示示范范推推廣廣和和售售后后的的指指導(dǎo)導(dǎo)栽栽培培服服務(wù)務(wù)是是目目標(biāo)標(biāo)客客戶(hù)戶(hù)持持續(xù)續(xù)購(gòu)購(gòu)買(mǎi)買(mǎi)的的關(guān)關(guān)鍵鍵產(chǎn)量量（（特特性性和和適適應(yīng)應(yīng)性性））；；整齊齊度度（（種種子子純純度度））；；長(zhǎng)勢(shì)勢(shì)和和穗穗大大小小等等（（品品種種特特性性））。。評(píng)估估購(gòu)買(mǎi)地點(diǎn)以以鄉(xiāng)鎮(zhèn)農(nóng)技技站為主；；同一品種有有85％以以上農(nóng)戶(hù)習(xí)習(xí)慣購(gòu)買(mǎi)同同一公司產(chǎn)產(chǎn)品；先少購(gòu)買(mǎi)一一點(diǎn)看表現(xiàn)現(xiàn)而定者占占70％，，大規(guī)模購(gòu)購(gòu)買(mǎi)換種者者占5％，，別人種我我才種者占占25％；；對(duì)價(jià)格無(wú)所所謂者占65％，認(rèn)認(rèn)為新品種種比老品種種價(jià)格高者者占35％％。購(gòu)買(mǎi)經(jīng)銷(xiāo)商推薦薦；媒體的宣傳傳；周?chē)r(nóng)戶(hù)種種植該品種種的情況。。認(rèn)知提供技術(shù)資資料和培訓(xùn)訓(xùn)；購(gòu)買(mǎi)時(shí)簡(jiǎn)單單講解；出事故能盡盡快妥善處處理;不再購(gòu)買(mǎi)的的原因：質(zhì)質(zhì)量達(dá)不到到占71％％，售后服服務(wù)跟不上上占22％％。售后需求農(nóng)戶(hù)需求滿(mǎn)滿(mǎn)足過(guò)程銷(xiāo)售示范推廣服務(wù)34.680.4147.9196234.8289.6345.9400.0國(guó)內(nèi)JF用量的年均增長(zhǎng)率為10.4%國(guó)內(nèi)JF產(chǎn)量的年均增長(zhǎng)率為26.3%進(jìn)口85%國(guó)產(chǎn)15%國(guó)內(nèi)市場(chǎng)增長(zhǎng)情況國(guó)內(nèi)市場(chǎng)容容量增長(zhǎng)很很快，其中中XX僅占國(guó)內(nèi)總總?cè)萘康?1%國(guó)內(nèi)JF實(shí)物量使用用比例按照換算養(yǎng)養(yǎng)分比較，，國(guó)內(nèi)XX施用量只占占JF總量的5.5%（國(guó)際的平平均水平為為7%）國(guó)內(nèi)XX市場(chǎng)容量約約60-75萬(wàn)噸，，近10年年XX的國(guó)產(chǎn)化率率不斷升高高項(xiàng)目投資計(jì)計(jì)劃及形成成的生產(chǎn)規(guī)規(guī)模、銷(xiāo)量量未來(lái)3年銷(xiāo)銷(xiāo)售額的增增長(zhǎng)將主要要依靠新購(gòu)購(gòu)買(mǎi)的品種種，預(yù)計(jì)為為3.4億億元，占銷(xiāo)銷(xiāo)售額總增增長(zhǎng)量的65％；而而依托新品品種，營(yíng)銷(xiāo)銷(xiāo)網(wǎng)絡(luò)拓展展可實(shí)現(xiàn)利利潤(rùn)貢獻(xiàn)1.9億元元，占35％。財(cái)務(wù)目標(biāo)－－－①②③萬(wàn)元如購(gòu)買(mǎi)新品品種不成功功，銷(xiāo)售額額只能維持持在2億元元左右，而而利潤(rùn)只有有2000萬(wàn)元左右右。業(yè)務(wù)戰(zhàn)略規(guī)規(guī)劃圖示4類(lèi)類(lèi)客客戶(hù)戶(hù)需需求求品種質(zhì)量技術(shù)服務(wù)購(gòu)買(mǎi)便利新出現(xiàn)的品品種讓更多客戶(hù)戶(hù)知道德農(nóng)農(nóng)的品種存在質(zhì)量提提高空間存在技術(shù)服服務(wù)提高空空間銷(xiāo)售網(wǎng)絡(luò)要要貼近客戶(hù)戶(hù)5類(lèi)類(lèi)潛潛在在機(jī)機(jī)會(huì)會(huì)購(gòu)買(mǎi)品種合約科研機(jī)機(jī)構(gòu)聘請(qǐng)育種家家建立親本提提純復(fù)狀體體系建優(yōu)質(zhì)基地地加強(qiáng)田間生生產(chǎn)管理提高后加工工質(zhì)量完善示范體體系農(nóng)技專(zhuān)家現(xiàn)現(xiàn)場(chǎng)咨詢(xún)分發(fā)技術(shù)指指導(dǎo)手冊(cè)選擇農(nóng)技員員做零售商商在空白地區(qū)區(qū)新建銷(xiāo)售售網(wǎng)絡(luò)或提高覆覆蓋率尋找當(dāng)?shù)刈钭顝?qiáng)的經(jīng)銷(xiāo)銷(xiāo)商和零售商13類(lèi)類(lèi)可可采采取取的的行行動(dòng)動(dòng)銷(xiāo)售額和利利潤(rùn)02030405徹底改變BB的價(jià)值取向向流程卓越/運(yùn)營(yíng)領(lǐng)先用戶(hù)至上/服務(wù)領(lǐng)先產(chǎn)品/技術(shù)領(lǐng)先持持續(xù)創(chuàng)新為滿(mǎn)足客戶(hù)戶(hù)需求和獲獲取市場(chǎng)主主導(dǎo)地位，，BB優(yōu)先投資服服務(wù)領(lǐng)先型型的價(jià)值取取向流程卓越/運(yùn)營(yíng)領(lǐng)先產(chǎn)品/技術(shù)領(lǐng)先持持續(xù)創(chuàng)新用戶(hù)至上/服務(wù)領(lǐng)先選擇的價(jià)值值取向決定定了企業(yè)全全部的經(jīng)營(yíng)營(yíng)之道，也也是企業(yè)戰(zhàn)戰(zhàn)略的核心心。以客戶(hù)為導(dǎo)導(dǎo)向再造公公司價(jià)值定定位徹底改變的價(jià)值定位位服務(wù)戰(zhàn)略品牌和營(yíng)銷(xiāo)銷(xiāo)戰(zhàn)略技術(shù)戰(zhàn)略市場(chǎng)細(xì)分客戶(hù)需求競(jìng)爭(zhēng)分析主機(jī)業(yè)務(wù)定定位關(guān)鍵成功因因素92年日立、富富士通同樣樣性能的大大型機(jī)價(jià)格格是BB的30％－40％，搶奪了了市場(chǎng)到92年BB市場(chǎng)占有率率下降到40％以下可靠性高優(yōu)良服務(wù)和和技術(shù)支持持價(jià)格合理技術(shù)先進(jìn)忠實(shí)的客戶(hù)戶(hù)群技術(shù)領(lǐng)先競(jìng)爭(zhēng)力強(qiáng)的的成本包括軟件、、應(yīng)用、網(wǎng)網(wǎng)絡(luò)、信息息等在內(nèi)的的全面服務(wù)務(wù)能力客戶(hù)端服務(wù)務(wù)器大型主機(jī)超大型主機(jī)機(jī)及配套的服服務(wù)機(jī)會(huì)/問(wèn)題最大的大型型機(jī)客戶(hù)群群體，希望望有穩(wěn)定、、可靠、技技術(shù)全面的的供應(yīng)商價(jià)格差別太太大時(shí)，客客戶(hù)會(huì)轉(zhuǎn)向向競(jìng)爭(zhēng)對(duì)手手新的技術(shù)方方案可能會(huì)會(huì)使成本大大規(guī)模降低低市場(chǎng)規(guī)模受受到小型機(jī)機(jī)的沖擊客戶(hù)普遍對(duì)對(duì)BB不滿(mǎn)PC機(jī)業(yè)務(wù)定位位市場(chǎng)細(xì)分客戶(hù)需求及及購(gòu)買(mǎi)行為為競(jìng)爭(zhēng)分析關(guān)鍵成功因因素進(jìn)入門(mén)檻低低市場(chǎng)競(jìng)爭(zhēng)激激烈市場(chǎng)主流是是圍繞WINTEL模式外觀(guān)設(shè)計(jì)個(gè)個(gè)性化主流硬件按按摩爾定律律更新應(yīng)用軟件需需求導(dǎo)向WINTEL模式的結(jié)合合程度以低成本、、低價(jià)格提提供較高的的配置核心技術(shù)的的研發(fā)能力力臺(tái)式機(jī)筆記本電腦腦兼容機(jī)機(jī)會(huì)/問(wèn)題隨著Internet的發(fā)展，pc機(jī)的需求將將迅速增長(zhǎng)長(zhǎng)便攜式筆記記本電腦將將有更大的的發(fā)展，毛毛利較高單位：10億美元銷(xiāo)售收入單位：10億美元凈利潤(rùn)創(chuàng)造股東價(jià)值并使之最大化行業(yè)研究戰(zhàn)略規(guī)劃并購(gòu)整合核心競(jìng)爭(zhēng)力力戰(zhàn)略投資理理念戰(zhàn)略投資理理念－并購(gòu)購(gòu)整合－汽汽車(chē)及零部部件行業(yè)整整合案例產(chǎn)業(yè)結(jié)構(gòu)升級(jí)火花塞剎車(chē)盤(pán)汽車(chē)內(nèi)飾變速箱/車(chē)橋重型車(chē)汽車(chē)金融服務(wù)整車(chē)核心總成一級(jí)配套二級(jí)配套、其他第四階段（2003－2005）第三階段（2001－2002）第二階段（1998－2000）第一階段（1993－1997）發(fā)動(dòng)機(jī)/駕駛室轎車(chē)汽車(chē)金融服務(wù)剎車(chē)盤(pán)進(jìn)入新業(yè)務(wù)退出業(yè)務(wù)活塞銷(xiāo)汽車(chē)空調(diào)園林機(jī)械園林機(jī)械越野車(chē)客車(chē)絲網(wǎng)欄桿絲網(wǎng)欄桿1.25億15億39億200億銷(xiāo)售收入小型汽車(chē)零配件大型汽車(chē)零配件和整車(chē)汽車(chē)和服務(wù)、國(guó)際化1997年底德隆進(jìn)入MarketResearch&VisioningConceptualDesignDetailedDesign&PilotImplementation(phased)SystemsDevelopment/EnhancementSituationAssessmentHypothesisListDevelopmentSurveyCollectionDataCodingandUtilityCalculationInstrumentDesignandTestingFieldAdministrationPreparationSampleQuotaDesignandListPullDataAnalysisUnderstandingbuyervalueshelpsproveordisprovecurrenthypothesesaswellasgeneratestrategysolutions.Organizationalbeliefsandstrategyalternativesidentifiedinthesituationassessmentaretranslatedintohypothesesfortesting.SituationAssessmentHypothesisListDevelopmentSurveyCollectionDataCodingandUtilityCalculationInstrumentDesignandTestingFieldAdministrationPreparationSampleQuotaDesignandListPullDataAnalysisIdentifyingBuyerValue-Basedsegmentscreatesthefoundationforcreatingthedistributionchannelstrategyanddesign.IdentifyBuyerValueSegmentsWhatdoconsumersvalue?Howcanwesegmentconsumersbasedonthesevalues?DevelopConceptualStrategyDesignBasedonwhatconsumersvalue,whatisourstrategicdirection?Conceptually,whattypesofproductsdowewanttooffer?Conceptually,whatchannelsdowewantconsumerstouse?DevelopMigrationStrategyHowdowecommunicatethesechangestoourkeystakeholders?Howdoweprepareourconsumersandemployeesforthesechanges?Howdoweactuallygettowherewewanttobe?PilotPlanRoll-OutPlanEstimateAnticipatedCustomerBehaviorTowhichchannelswillcustomersmigrate?DevelopProduct/PricingStrategyWhatproductsshouldweoffer?Howshouldtheybepriced?DetermineDistributionNetworkHowdowechangeourbranchandATMnetworks?Howmany?Whereshouldtheybelocated?MinimizeBusinessDecisionRiskHowwillconsumersreact?Howwillthisaffectourbottomline?DevelopDataMiningOpportunitiesHowdoweexploitbuyervalueinsightstobettertargetmarketsegments?iterativePlanImplementationDevelopDetailedStrategyDesignDevelopConceptualStrategyDesignUnderstandValuePropositionsValuebasedsegmentstrategiescanproduceincrementalrevenuesof$700millionandreducecostsupto$150million.-QuantifiableBenefits-Thesecostsavingswillbeoffsetbythe$52millionincreaseincentraldeliveryunitcosts...By1999,evenafterabsorbingsignificantimplementation/infrastructurecosts,projectcancontributeover$700millionpre-taxannually...$493$670$309Theshareholdervalueeffectcanbesignificant.YearILLUSTRATIVEBranchandCityAdministrationannualoperatingcostswillbereducedbynearly$200million...$MMItscriticaltodefinewhatfactorsor““attributes”areimportantwhenconsumersdecidetopurchasefromoneproviderversusanother.—AutomotiveExample—AProductistheSumofitsAttributesInstrumentDesignReliability:AirbagsSteelconstructionRollbarSpeed:HorsepowerAccelerationPrice:PurchasepriceMaintenancecostsInsuranceStyle:BodystyleColorImageComfort:LeatherinteriorStereosystemLegroomWithtraditionalresearch,whenyouaskhowimportantanyparticularfeatureisindividually,consumerstendtosayeachisveryimportant.1 234 567 8910StylingPriceSpeedReliabilityNotatallimportantVeryimportantInstrumentDesignBasedonanswerstothetradeoffquestions,buyervaluesarecalculatedandrespondentsaregroupedby“l(fā)ike””valuestohelpidentifytargetsegments.HighLowHighLow....................................................................................................................................—BuyerValueSegments—..................................................ChannelistsRate/SpeedNote: 1)Eachdotrepresentsthousandsofconsumers2) Analyseswererunforallpossiblecombinationstoidentifythebestgroupingofconsumersandtheirvalues...............Speed..................................................Liquidity/Access...........PerformancePriceILLUSTRATIVECaseStudyThesegroupsorsegmentsofconsumersnotonlyhavedifferentprofitpotentials...—InvestmentBuyerValueSegments—%ofMarket(Consumers)—InvestmentBuyerValueSegments—%ofMarket($)—AverageInvestmentBalancePerValueSegment—Source:AndersenConsultingNationalBuyerValuesStudyforRetailFinancialServicesConsumersValueSegmentChannelRate/SpeedLiquidity/AccessSensitiveSpeedAvg..InvestmentBalance$77,725$92,264$96,335$68,212CaseStudyChannelistsSpeedLiquidity/AccessSensitive34%Rate/SpeedSensitive16%SpeedLiquidity/AccessChannelRate/Speed$Insummary,usingvaluebasedsegmentationisapowerfultooltoimproveaclient’sbottomline.CreatesRevenueOpportunitiesRetainmostprofitablecustomersImproveprofitabilityofothercustomersbyfulfillingtheirvalueswithlowercoststructuresGeneratenewbusinessIdentifyrevenueenhancementopportunitiesSimplifyandincreaseeffectivenessofclient’stargetmarketactivitiesIdentifiesSubstantialCostReductionBettermanageutilizationofclient’sdeliverynetworkFocusondeliveryonrequiredservicethresholdsStripcostsfromnon-valueaddedprocessesDon’thavetobuildonedeliveryoptionthatfitsallBetterPositionsRelativetoClient’sCompetitionIncreasedcustomersatisfactionduetofulfilledvaluesetsOrganizationclearlyunderstandsgoalsanddeliveryexpectationsSetsstageforadaptableorganizationbetterabletorespondtocompetitivechangeBasedonAndersenConsulting’’sinvestigationofthetargetmarkets,thereisidentifiablechangeinbuyerpreferencesfromwindowtosplitandcabinetairconditioners.--Product--YesterdayTodayFuturetrendsWindowandsplitaccountforthemajorityoftheairconditionerspossessionbefore1996.Splitairconditionersaccountforthemajorityofsales.Cabinetssalesbegintoincreaseandwindowsshareofthemarketbegintodecline(Fromdistributorsperspective)Cabinetairconditionerswillcontinuetogrowcabinetairconditionersshowstronggrowthduetoincreasingsizeofhomesandpricecuts.FuturesalesgrowthwillcontinuewithimprovementsinresidentialpowerSomecustomersegments(especiallyrural)regardairconditionersasatypeofhigh-endfurniture(whosesecondarypurposeistocool).Cabinets,bestmeetthistypeofcustomer’sbuyervalueandwillgrowwiththissegment.Splitwillremainstable,andevendeclineinsomeareasSplitswillkeepthesamemarketshareComparedtothecabinets,itwilldeclineslightlyinsomeareasbecauseofinstallationdifficultiesGenerally,windowairconditionerswilldecreasedramatically,butstillaccountforacertainproportionactingasatransitionproductforpriceconsciousbuyersinhotareasBecauseofthisincomelimitation,windowairconditionerswillstillaccountforalargeproportionofsalesineconomicallydevelopingmarkets(i.e.ChangshaandChongqing)WindowswillcontinuetosellwellinmarketssuchasHangzhouastransitionproductsforpeoplewhoarewaitingtomoveintonewhousingGrowthinMiniCentralandCeilingairconditionersMini-centralorresidentialusedceilingoneswillgaininpopularityamongstpeopleinlargeapartmentsandhouses(especiallyasmarketawarenessofproductavailabilitygrows).Breakdownofdifferenttypesofairconditioners(Before1996)Currentpurchasepreferences(1996-1998)Window48%Split48%Cabinet9%Window26%Split53%Cabinet21%MarketOverviewCompetitionTodayLocalChinesemanufacturersupgradeproductiontechnologytoofferqualitylevelsonparwithJVoperationsLocalChinesemanufacturersdevelopmarketingcapability/expertiseJVoperations,crippledbyabilitytounderstandmarketandoperatewithinlocalbusinessculture’’sdropinpositionJVsbegintocompetemoreonpriceasperceptionofaddedvaluedifferentiationdisappears.Overthelastthreetofouryears,localairconditionermanufacturershavebeenabletorepositionthemselvessuccessfullythroughcombinedadvancesinqualityandmarketing……PerceivedAddedValuePriceLowLowHighHighLowLowHighHighMeidiKelonChunlanGreePerceivedAddedValuePriceNationalMitsubishiSharpHitachiChunlanGreeNationalMitsubishiHitachi--Yesterday----Today--CompetitionYesterdayLocalandJVmanufacturerstargettwodifferentmarketsegmentsseparatedbyprice/qualitytradeoffJVoperationstargetqualityconsciousupperendofmarketwhilelocalmanufacturerstargetbottomendLocalmanufacturerslimitedintermsofproductionqualitycapabilityandmarketingexperienceMarketOverviewConsolidatedresultsforthemarkets-fromamarketattractivenessperspective.-i.e.lookingatmarketsize,growth,competition,marketentry(i.e.distributionopportunity)fromacurrentandfutureperspective.EntryPriorityHighMedium-HighMediumMedium-LowLowBeijingNanjingHangzhouJinanChangshaChongqingMarketSizeStrategicViewDistributionOpportunityCompetitionMarketGrowthMarketOverviewSource:ACmarketinvestigationsFromthesalesofficesandwarehousesestablishedintheseseveralmarkets,strategicnodescanbeestablishedtoallowaccesstonearbymarkets.MarketOverviewHighPriorityMediumtoHighPriorityMediumPriorityMediumtoLowPrioritylCitiestobecoveredCitiesRequiring

InvestigationYearOneBeyondYearOneBeijingJinanNanjingShanghaiHangzhouChangshaShenzhenChongqingTianjinll

ShijiaZhuang(Hebei)Zhengzhou(Henan)lQingdaolHefei(Anhui)l

SuzhouChengdull

Shantoul

XiamenWuhan

Xi’an(Shaanxi)l

ZhanjiangGuiyangllKunmingSource:ACmarketinvestigations項(xiàng)目模塊評(píng)估戰(zhàn)略目標(biāo)標(biāo)主要任務(wù)與“XX-XXX”市場(chǎng)銷(xiāo)售人員員討論，初步步確定未來(lái)目目標(biāo)區(qū)域市場(chǎng)場(chǎng)和主要客戶(hù)戶(hù)類(lèi)型對(duì)主要未來(lái)目目標(biāo)市場(chǎng)作實(shí)實(shí)地調(diào)查了解解進(jìn)行實(shí)地訪(fǎng)談?wù)?，?duì)象主要要包括建材公公司、建筑公公司、重大基基建項(xiàng)目負(fù)責(zé)責(zé)部門(mén)、混凝凝土攪拌站、、相關(guān)政府部部門(mén)、其他水水泥公司等；；包括“XX-XXX”目前主要客戶(hù)戶(hù)和非“XX-XXX”客戶(hù)總結(jié)主要發(fā)現(xiàn)現(xiàn)項(xiàng)目階段性成成果X省水泥市場(chǎng)概概況和未來(lái)發(fā)發(fā)展趨勢(shì)--各主要標(biāo)號(hào)號(hào)水泥需求量量、增長(zhǎng)趨勢(shì)勢(shì)及地域范圍圍根據(jù)需求不同同劃分的客戶(hù)戶(hù)類(lèi)別及其購(gòu)購(gòu)買(mǎi)考慮因素素競(jìng)爭(zhēng)對(duì)手的主主要狀況、分分產(chǎn)品標(biāo)號(hào)的的市場(chǎng)份額水泥分銷(xiāo)網(wǎng)絡(luò)絡(luò)、方式和未未來(lái)趨勢(shì)目前XX-XXX產(chǎn)品在市場(chǎng)上上的地位，核核心競(jìng)爭(zhēng)力、、客戶(hù)意見(jiàn)符合實(shí)際的XX-XXX擴(kuò)展戰(zhàn)略目標(biāo)標(biāo)生產(chǎn)、物流和和銷(xiāo)售力量的的戰(zhàn)略布局第一階段中“評(píng)估戰(zhàn)略目標(biāo)標(biāo)”的主要任務(wù)和和項(xiàng)目階段性性成果制定實(shí)施計(jì)劃劃分析測(cè)算結(jié)果果論證擴(kuò)展模式式設(shè)計(jì)整合方案案建立財(cái)務(wù)模型型評(píng)估戰(zhàn)略目標(biāo)標(biāo)確定協(xié)同效益益項(xiàng)目啟動(dòng)第一階段第二階段第三階段自1998年年成立以來(lái)，，XX股份取取得了迅猛的的業(yè)務(wù)發(fā)展，，目前已成為為中國(guó)西北地地區(qū)建材行業(yè)業(yè)的龍頭企業(yè)業(yè)之一單位：(百萬(wàn)萬(wàn)元)最近三年的業(yè)業(yè)績(jī)迅猛增長(zhǎng)長(zhǎng)來(lái)源：X省XX水泥股份有限限公司2000年年報(bào)基本事實(shí)XX股份的前身是是1956年年建成的國(guó)家家大型企業(yè)公司成立于1998年11月，1999年初其其普通股票在在深圳證券交交易所上市，，股票代號(hào)0877公司在2000年生產(chǎn)水水泥154萬(wàn)萬(wàn)噸，銷(xiāo)售151萬(wàn)噸。。公司的產(chǎn)品品在X省市場(chǎng)上達(dá)到到40%的占占有率。XX股份是西北地地區(qū)最大的水水泥企業(yè)，也也是全國(guó)位居居前列的大型型水泥企業(yè)但我國(guó)水泥行行業(yè)極度分散散，競(jìng)爭(zhēng)的地地域特征濃厚厚；低標(biāo)號(hào)水水泥產(chǎn)能過(guò)剩剩，地方保護(hù)護(hù)主義，以及及不正當(dāng)競(jìng)爭(zhēng)爭(zhēng)，導(dǎo)致大多多水泥企業(yè)連連年虧損進(jìn)入壁壘––低（中））行業(yè)內(nèi)競(jìng)爭(zhēng)––激烈并呈現(xiàn)強(qiáng)強(qiáng)烈的地域特特色替代威脅––低中國(guó)的水泥企企業(yè)大多緊密密依靠當(dāng)?shù)氐牡牡V產(chǎn)資源，，而中國(guó)的石石灰石開(kāi)采是是一個(gè)極度分分散的行業(yè)，，供應(yīng)商的力力量相當(dāng)有限限水泥的替代成成品由于技術(shù)術(shù)、工藝或成成本的多方面面原因仍未被被廣泛接受由于技術(shù)成熟熟度高、產(chǎn)品品生命周期長(zhǎng)長(zhǎng)、原料相對(duì)對(duì)易得、設(shè)備備制造技術(shù)要要求低、產(chǎn)品品標(biāo)準(zhǔn)化程度度高等因素，，低標(biāo)號(hào)水泥泥制造制造的的進(jìn)入壁壘較較低優(yōu)質(zhì)水泥和特特種水泥由于于設(shè)備投資較較高，技術(shù)工工藝要求嚴(yán)格格，因此其進(jìn)進(jìn)入壁壘相對(duì)對(duì)較高中國(guó)的水泥行行業(yè)極度分散散，2000年全國(guó)有7000多家家水泥廠(chǎng)，而而排名前25位的廠(chǎng)家產(chǎn)產(chǎn)量之和不到到全國(guó)總產(chǎn)量量的10%中國(guó)還未出現(xiàn)現(xiàn)全國(guó)性的水水泥企業(yè)，競(jìng)競(jìng)爭(zhēng)的地域特特色濃厚70%以上的的競(jìng)爭(zhēng)主要集集中在低標(biāo)號(hào)號(hào)產(chǎn)品，低端端產(chǎn)品的產(chǎn)能能過(guò)剩，小廠(chǎng)廠(chǎng)林立，市場(chǎng)場(chǎng)上很多不正正當(dāng)競(jìng)爭(zhēng)，行行業(yè)總體效益益低下水泥市場(chǎng)的客客戶(hù)主要是混混凝土生產(chǎn)商商、水泥制品品生產(chǎn)商、建建筑承包商以以及大型工程程的采購(gòu)機(jī)構(gòu)構(gòu)由于水泥廠(chǎng)商商的分散程度度很高，產(chǎn)品品的標(biāo)準(zhǔn)化程程度高，客戶(hù)戶(hù)相對(duì)擁有較較高的談判力力量供應(yīng)商力量––低客戶(hù)力量––高1. 選擇了了錯(cuò)誤的并購(gòu)購(gòu)對(duì)象收購(gòu)方的發(fā)展展戰(zhàn)略不明確確收購(gòu)策略沒(méi)有有和整體發(fā)展展策略保持一一致選擇收購(gòu)對(duì)象象時(shí)沒(méi)有考慮慮業(yè)務(wù)或文化化的兼容性在簽交易和約約之前前，沒(méi)沒(méi)有有太太多多考考慮慮合合并并后后的的整整合合問(wèn)問(wèn)題題2.缺缺少少具具體體的的合合并并規(guī)規(guī)劃劃和和準(zhǔn)準(zhǔn)備備沒(méi)有有準(zhǔn)準(zhǔn)備備精精干干的的整整合合操操作作小小組組整合合的的各各項(xiàng)項(xiàng)任任務(wù)務(wù)沒(méi)沒(méi)有有按按重重要要性性排排序序也也沒(méi)沒(méi)有有協(xié)協(xié)調(diào)調(diào)沒(méi)有有建建立立具具體體的的合合并并方方案案和和時(shí)時(shí)間間表表3.失失敗敗的的整整合合操操作作沒(méi)有有合合適適地地整整合合產(chǎn)產(chǎn)品品，，價(jià)價(jià)格格和和服服務(wù)務(wù)沒(méi)有有實(shí)實(shí)現(xiàn)現(xiàn)合合并并后后的的成成本本效效益益低效效率率的的溝溝通通信息息技技術(shù)術(shù)的的支支持持沒(méi)沒(méi)有有和和業(yè)業(yè)務(wù)務(wù)需需求求保保持持一一致致4.沒(méi)沒(méi)有有獲獲得得長(zhǎng)長(zhǎng)期期的的利利益益對(duì)長(zhǎng)長(zhǎng)期期利利益益沒(méi)沒(méi)有有事事先先明明確確和和數(shù)數(shù)量量化化管理理層層沒(méi)沒(méi)有有投投入入足足夠夠的的關(guān)關(guān)心心和和推推動(dòng)動(dòng)失敗敗的的主主要要原原因因大多多數(shù)數(shù)的的合合并并在并并購(gòu)購(gòu)的的整整個(gè)個(gè)過(guò)過(guò)程程中中都都有有導(dǎo)導(dǎo)致致失失敗敗的的因因素素兩個(gè)個(gè)價(jià)價(jià)值值鏈鏈的的整整合合產(chǎn)品品組組合合和組組織織獲得得最最佳佳結(jié)結(jié)果果的的努努力力影響響和和緊緊急急性性戰(zhàn)略略評(píng)評(píng)估估系系統(tǒng)統(tǒng)信息息系系統(tǒng)統(tǒng)調(diào)整整銷(xiāo)銷(xiāo)售售組組織織和和經(jīng)經(jīng)銷(xiāo)銷(xiāo)商商網(wǎng)網(wǎng)絡(luò)絡(luò)低低高高共享享服服務(wù)務(wù)新公公司司的的業(yè)務(wù)務(wù)流流程程生產(chǎn)產(chǎn)的的優(yōu)優(yōu)化化匯報(bào)報(bào)的的結(jié)結(jié)構(gòu)構(gòu)供貨貨鏈鏈/物流流戰(zhàn)略略采采購(gòu)購(gòu)新產(chǎn)產(chǎn)品品開(kāi)開(kāi)發(fā)發(fā)管理理費(fèi)費(fèi)用用降降低低最佳佳增增長(zhǎng)長(zhǎng)方方案案許多多的的整整合合任任務(wù)務(wù)必必須須按按重重要要性性排排序序在最最初初的的幾幾個(gè)個(gè)月月內(nèi)內(nèi)得得到到確確實(shí)實(shí)的的結(jié)結(jié)果果在成成本本降降低低機(jī)機(jī)會(huì)會(huì)上上投投資資實(shí)施施新新的的組組織織和和業(yè)業(yè)務(wù)務(wù)流流程程以最最佳佳方方式式與與客客戶(hù)戶(hù)和和經(jīng)經(jīng)銷(xiāo)銷(xiāo)商商接接觸觸啟動(dòng)動(dòng)增增長(zhǎng)長(zhǎng)方方案案主要要問(wèn)問(wèn)題題整合合任任務(wù)務(wù)重重要要性性排排序序示意9、靜夜夜四無(wú)無(wú)鄰，，荒居居舊業(yè)業(yè)貧。。。12月月-2212月月-22Thursday,December22,202210、雨中黃黃葉樹(shù)，，燈下白白頭人。。。03:10:5603:10:5603:1012/22/20223:10:56AM11、以我獨(dú)沈久久，愧君相見(jiàn)見(jiàn)頻。。12月-2203:10:5603:10Dec-2222-Dec-2212、故人江江海別，，幾度隔隔山川。。。03:10:5603:10:5603:10Thursda