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顯示元素與核心元素的關(guān)係產(chǎn)品品質(zhì)銷(xiāo)售業(yè)績(jī)售後服務(wù)售前推廣18

CycleDiagramConceptBECDAAddYourTextAddYourTextAddYourTextAddYourTextAddYourText19DiagramAddYourTextAddYourTextAddYourText20Text1Text2Text3Text4Text53-DPieChart21Diagram2013年—2014年2012年產(chǎn)品標(biāo)準(zhǔn)化組件標(biāo)準(zhǔn)化元器件標(biāo)準(zhǔn)化2014年—2015年22DiagramAddYourTextAddYourTextAddYourTextAddYourTitle23TableTitleTitleTitleTitleTitleTitleOOOOOTitleOOOOOTitleOOOOOTitleOOOOOTitleOOOOOTitleOXOXO24營(yíng)銷(xiāo)綜合圖產(chǎn)品促銷(xiāo)價(jià)格分配顧客25SWOT分析content弱點(diǎn)content機(jī)會(huì)content威脅優(yōu)勢(shì)content26文字文字文字文字27金字塔圖表：

顯示基於基礎(chǔ)的關(guān)係說(shuō)明文字說(shuō)明文字說(shuō)明文字28目標(biāo)圖：

為實(shí)現(xiàn)目標(biāo)而採(cǎi)取的步驟提高產(chǎn)品質(zhì)量加強(qiáng)售前宣傳加強(qiáng)售後服務(wù)目標(biāo)：銷(xiāo)售100萬(wàn)目標(biāo)：銷(xiāo)售100萬(wàn)29低低高高市場(chǎng)定位說(shuō)明文字說(shuō)明文字說(shuō)明文字說(shuō)明文字30TitleTextTitleTextTitleTextTitleTitle31Factors(3)…………32…………Factors(4)…33Factors(5)………………34根據(jù)行業(yè)發(fā)展的要求，我們明確了在中國(guó)市場(chǎng)中未來(lái)成功的移動(dòng)通信營(yíng)運(yùn)商應(yīng)該具備的核心能力要求未來(lái)成功的移動(dòng)通信運(yùn)營(yíng)商強(qiáng)大且統(tǒng)一的品牌形象低端用戶(hù)的有力滲透速度，第一個(gè)推出新增值服務(wù)便捷優(yōu)異的客戶(hù)服務(wù)以及高效的客戶(hù)關(guān)系管理廣泛的聯(lián)盟，內(nèi)外部資源的有效整合先進(jìn)的網(wǎng)絡(luò)及業(yè)務(wù)支撐系統(tǒng)優(yōu)秀的人力資源以及充足的財(cái)務(wù)支持速度，第一個(gè)推出新增值服務(wù)企業(yè)客戶(hù)的發(fā)展35國(guó)外鉀肥生產(chǎn)商中化公司中農(nóng)公司港口鐵路公路農(nóng)資公司中化中農(nóng)省級(jí)公司硫酸鉀廠復(fù)合肥廠石化企業(yè)縣級(jí)農(nóng)資公司農(nóng)資三站零售商農(nóng)民國(guó)家經(jīng)貿(mào)委各省經(jīng)貿(mào)委登記登記證上報(bào)宏觀調(diào)控國(guó)外供應(yīng)商對(duì)外經(jīng)營(yíng)單位運(yùn)輸環(huán)節(jié)分銷(xiāo)環(huán)節(jié)零售環(huán)節(jié)最終用戶(hù)簽訂代理進(jìn)口協(xié)議配額取消后的登記制度舉例：進(jìn)口鉀肥營(yíng)銷(xiāo)渠道36 * FootnoteSource: SourceTextTextTextTextText37氯化鉀生產(chǎn)商硫酸鉀生產(chǎn)商縣級(jí)農(nóng)資公司農(nóng)資三站零售商農(nóng)資供銷(xiāo)系統(tǒng)復(fù)合肥廠其他批發(fā)商批發(fā)渠道農(nóng)民煙草公司統(tǒng)購(gòu)統(tǒng)銷(xiāo)復(fù)合肥廠煙草種植國(guó)內(nèi)生產(chǎn)商分銷(xiāo)環(huán)節(jié)零售環(huán)節(jié)最終用戶(hù)煙草種植中封閉的硫酸鉀營(yíng)銷(xiāo)渠道直銷(xiāo)渠道舉例：國(guó)產(chǎn)鉀肥營(yíng)銷(xiāo)渠道38國(guó)外供應(yīng)商對(duì)外經(jīng)營(yíng)單位運(yùn)輸環(huán)節(jié)分銷(xiāo)環(huán)節(jié)零售環(huán)節(jié)最終用戶(hù)115美圓990元1080元1120-1240元1150-1270元1250-1370元加拿大紅鉀CIF中國(guó)主港中化、中農(nóng)代理進(jìn)口11元/噸散裝氯化鉀通關(guān)+港區(qū)港雜+包裝費(fèi)90元鐵路運(yùn)費(fèi)40-160元/噸分銷(xiāo)環(huán)節(jié)平均贏利為30元/噸零售環(huán)節(jié)的平均利潤(rùn)為100元/噸舉例：進(jìn)口氯化鉀價(jià)值鏈分析39戰(zhàn)略實(shí)施過(guò)程是一個(gè)動(dòng)態(tài)的“先放后收，收放有度”的不斷循環(huán)過(guò)程原始狀態(tài)“放”第一次“收”第二次“放”第二次“收”…………1、戰(zhàn)略實(shí)施的動(dòng)態(tài)性。戰(zhàn)略實(shí)施是一個(gè)動(dòng)態(tài)的過(guò)程，是因?yàn)椋簝?nèi)外部客觀環(huán)境的可能變化；執(zhí)行人的變化；執(zhí)行效果與預(yù)期效果之間的較大差異。2、戰(zhàn)略實(shí)時(shí)控制和戰(zhàn)略審計(jì)。由于上述原因，從開(kāi)始執(zhí)行時(shí)，有一個(gè)“放”的過(guò)程，在這個(gè)過(guò)程中，集團(tuán)要做好戰(zhàn)略控制和實(shí)施效果實(shí)時(shí)評(píng)價(jià)，以評(píng)價(jià)戰(zhàn)略實(shí)施效果和預(yù)期效果的吻合程度。對(duì)于各個(gè)財(cái)務(wù)年度，都要由戰(zhàn)略發(fā)展部牽頭對(duì)集團(tuán)整體戰(zhàn)略進(jìn)行戰(zhàn)略審計(jì)。3、產(chǎn)業(yè)擴(kuò)張和整合。進(jìn)入一個(gè)新的產(chǎn)業(yè)，盡管該產(chǎn)業(yè)前景很好，但還是涉及到產(chǎn)業(yè)培育的過(guò)程，如果培育不好、經(jīng)營(yíng)不善，就可能要考慮退出；因此，從這個(gè)角度講，戰(zhàn)略實(shí)施也是一個(gè)動(dòng)態(tài)的過(guò)程。40集團(tuán)貿(mào)易板塊前向一體化和后向一體化過(guò)程中，各關(guān)鍵節(jié)點(diǎn)采取并購(gòu)、合作的形式進(jìn)行橫向一體化，是一種簡(jiǎn)單、迅速的實(shí)力擴(kuò)張方式原料供應(yīng)研發(fā)設(shè)計(jì)批發(fā)商零售商消費(fèi)者經(jīng)銷(xiāo)商生產(chǎn)制造集團(tuán)外貿(mào)企業(yè)目前的位置后向一體化的關(guān)鍵成功因素：產(chǎn)品的研發(fā)和設(shè)計(jì)前向一體化的關(guān)鍵成功因素：品牌、渠道和渠道管理1、初期與國(guó)內(nèi)外設(shè)計(jì)機(jī)構(gòu)進(jìn)行合作2、具有一定的研發(fā)設(shè)計(jì)和管理能力后，考慮并購(gòu)1、并購(gòu)成型的生產(chǎn)企業(yè)2、與一些大型的生產(chǎn)企業(yè)合作（合資、合作或參股）3、與國(guó)外具有先進(jìn)生產(chǎn)技術(shù)的企業(yè)進(jìn)行合作根據(jù)集團(tuán)戰(zhàn)略，并購(gòu)具有戰(zhàn)略意義的外貿(mào)企業(yè),如：1、并購(gòu)核心商品的競(jìng)爭(zhēng)對(duì)手2、并購(gòu)對(duì)企業(yè)的商品產(chǎn)生互補(bǔ)作用的外貿(mào)企業(yè)1、初期與國(guó)內(nèi)外批發(fā)商、零售商合作，利用其渠道2、根據(jù)自有品牌的狀況和渠道開(kāi)拓、管理的經(jīng)驗(yàn)，以及所在市場(chǎng)的潛規(guī)則，并購(gòu)成熟渠道更具規(guī)模、消除競(jìng)爭(zhēng)對(duì)手簡(jiǎn)單和迅速的生產(chǎn)能力擴(kuò)張簡(jiǎn)單和迅速的渠道建設(shè)簡(jiǎn)單和迅速的研發(fā)能力擴(kuò)張1、并購(gòu)原料生產(chǎn)企業(yè)或與其合作（合資、合作或參股）2、原料分銷(xiāo)渠道的合作和并購(gòu)3、進(jìn)行高科技原料的合作研發(fā)，具有一定的研發(fā)設(shè)計(jì)和管理能力后，考慮并購(gòu)簡(jiǎn)單和迅速的能力擴(kuò)張41通過(guò)合作，使集團(tuán)物流企業(yè)能夠高效地為客戶(hù)提供現(xiàn)代第三方物流服務(wù)合作之后，集團(tuán)的物流企業(yè)要實(shí)現(xiàn)高效地為客戶(hù)提供現(xiàn)代第三方物流服務(wù)的目標(biāo)貨物供應(yīng)方貨物接收方物流信息平臺(tái)門(mén)到門(mén)運(yùn)輸倉(cāng)儲(chǔ)配送包裝流通加工裝卸單證處理信息服務(wù)集團(tuán)物流企業(yè)可以根據(jù)客戶(hù)需求，為客戶(hù)提供不同物流功能或物流相關(guān)功能的組合服務(wù)，真正實(shí)現(xiàn)“一站式”的物流管理通過(guò)物流信息平臺(tái)，可以使得客戶(hù)了解產(chǎn)品的在途狀態(tài)，同時(shí)物流企業(yè)也可以實(shí)現(xiàn)對(duì)物流鏈的動(dòng)態(tài)監(jiān)控物流功能或相關(guān)功能……42總體戰(zhàn)略實(shí)施建議原料供應(yīng)研發(fā)設(shè)計(jì)批發(fā)商零售商消費(fèi)者經(jīng)銷(xiāo)商生產(chǎn)制造集團(tuán)研發(fā)設(shè)計(jì)成規(guī)模時(shí)，成立研發(fā)設(shè)計(jì)中心根據(jù)集團(tuán)戰(zhàn)略，并購(gòu)具有戰(zhàn)略意義的外貿(mào)企業(yè)集團(tuán)在海外設(shè)立的分支機(jī)構(gòu)達(dá)到一定規(guī)模后，集團(tuán)成立海外市場(chǎng)開(kāi)發(fā)中心改變現(xiàn)有的“二級(jí)子公司各自為政，業(yè)務(wù)交叉”的情況，進(jìn)行整合產(chǎn)業(yè)鏈節(jié)點(diǎn)的戰(zhàn)略實(shí)施具有促進(jìn)整合的意義；同時(shí)整合也將促進(jìn)戰(zhàn)略的實(shí)施43職能戰(zhàn)略——如何實(shí)現(xiàn)競(jìng)爭(zhēng)？利潤(rùn)利潤(rùn)內(nèi)部?jī)r(jià)值鏈：外部?jī)r(jià)值鏈：營(yíng)銷(xiāo)產(chǎn)品開(kāi)發(fā)采購(gòu)制造售后服務(wù)根據(jù)競(jìng)爭(zhēng)戰(zhàn)略確定的急待改善的環(huán)節(jié)現(xiàn)狀、先進(jìn)做法、改進(jìn)方向聯(lián)盟戰(zhàn)略與供應(yīng)商的聯(lián)盟；與下游客戶(hù)的聯(lián)盟；橫向聯(lián)盟：生產(chǎn)聯(lián)盟，技術(shù)研發(fā)聯(lián)盟營(yíng)銷(xiāo)戰(zhàn)略在＃＃戰(zhàn)略體系中的位置（續(xù)）44＃＃營(yíng)銷(xiāo)戰(zhàn)略的一般操作流程市場(chǎng)定位分析細(xì)分市場(chǎng)選擇區(qū)域市場(chǎng)策略定價(jià)策略分析競(jìng)爭(zhēng)對(duì)手市場(chǎng)地位分析公司目標(biāo)市場(chǎng)地位分析競(jìng)合策略分析市場(chǎng)進(jìn)入模式選擇市場(chǎng)預(yù)測(cè)市場(chǎng)細(xì)分變量選擇制定銷(xiāo)售目標(biāo)目標(biāo)市場(chǎng)選擇發(fā)達(dá)市場(chǎng)策略成長(zhǎng)市場(chǎng)策略新市場(chǎng)策略相關(guān)成本及貢獻(xiàn)毛利率分析損益平衡銷(xiāo)量分析價(jià)格彈性及敏感性分析定價(jià)方法選擇渠道策略分析代理模式利弊分析渠道長(zhǎng)度和寬度選擇渠道價(jià)格及利潤(rùn)分布渠道與產(chǎn)品組合匹配分銷(xiāo)商管理設(shè)計(jì)分銷(xiāo)商盈利模式分銷(xiāo)商銷(xiāo)售區(qū)域劃分分銷(xiāo)商選擇流程與分銷(xiāo)商的戰(zhàn)略協(xié)作關(guān)系零售終端管理設(shè)計(jì)關(guān)鍵活動(dòng)舉例零售終端價(jià)格控制直銷(xiāo)模式分析專(zhuān)賣(mài)店和連鎖經(jīng)營(yíng)模式分析45某公司渠道策略與管理流程示例主要活動(dòng)確定渠道策略和架構(gòu)建立渠道管理渠道監(jiān)督和評(píng)估渠道了解公司總體戰(zhàn)略和產(chǎn)品營(yíng)銷(xiāo)策略了解現(xiàn)有的可選擇的渠道方式明確自己所需要的渠道層次，覆蓋面和與渠道的關(guān)系了解競(jìng)爭(zhēng)對(duì)手的渠道策略和最新舉措確定自己的渠道策略和架構(gòu)了解產(chǎn)品公司所要求的渠道能力確定分銷(xiāo)商的挑選程序和標(biāo)準(zhǔn)確定各地區(qū)所需要的覆蓋率計(jì)劃最優(yōu)化的代理/經(jīng)銷(xiāo)結(jié)構(gòu)挑選和確定代理商建立系統(tǒng)的渠道管理程序和管理標(biāo)準(zhǔn)簽署代理合同管理銷(xiāo)售的庫(kù)存和交貨期加強(qiáng)對(duì)信用和收帳的管理提供產(chǎn)品促銷(xiāo)支持提供技術(shù)培訓(xùn)支持建立代理業(yè)績(jī)考核指標(biāo)和程序定期訪問(wèn)和了解代理的要求以及市場(chǎng)信息按合同要求的角色和任務(wù)來(lái)評(píng)估代理表現(xiàn)總結(jié)業(yè)績(jī)分析結(jié)果并確認(rèn)最佳獎(jiǎng)罰辦法競(jìng)爭(zhēng)對(duì)手渠道策略分析渠道策略和結(jié)構(gòu)代理商挑選標(biāo)準(zhǔn)及程序代理發(fā)展計(jì)劃及業(yè)務(wù)目標(biāo)代理規(guī)范合同代理管理標(biāo)準(zhǔn)和程序代理業(yè)績(jī)考核標(biāo)準(zhǔn)代理獎(jiǎng)罰條例競(jìng)爭(zhēng)對(duì)手營(yíng)銷(xiāo)及渠道分析公司業(yè)務(wù)計(jì)劃標(biāo)準(zhǔn)合同范本各地區(qū)主要代理商資料代理管理國(guó)際國(guó)內(nèi)最佳做法代理合同及業(yè)務(wù)計(jì)劃最終成果主要輸入頻繁程度每年一次跟隨新產(chǎn)品的誕生而進(jìn)行隨時(shí)月/季度示例46在產(chǎn)品上市的營(yíng)銷(xiāo)活動(dòng)中，把傳統(tǒng)的大眾溝通方式與“一對(duì)一”溝通相結(jié)合將有可能獲得顯著的效果數(shù)據(jù)庫(kù)呼叫中心試架登記試架銷(xiāo)售成功銷(xiāo)售失敗免費(fèi)電話(huà)網(wǎng)站優(yōu)惠券事件營(yíng)銷(xiāo)同時(shí)進(jìn)行的客戶(hù)接觸電視、廣播印刷媒介有計(jì)劃的客戶(hù)接觸客戶(hù)忠誠(chéng)管理在案的客戶(hù)接觸通過(guò)銷(xiāo)售網(wǎng)絡(luò)獲得的預(yù)測(cè)總部答案外部代理跟蹤經(jīng)銷(xiāo)商資料來(lái)源：案例分析47創(chuàng)造消費(fèi)品品牌價(jià)值的四大重要驅(qū)動(dòng)因素G(2%)價(jià)格(人民幣/公斤)價(jià)值份額增長(zhǎng)趨勢(shì)(99-00)增長(zhǎng)降低1091031019999918538D(5%)A(5%)F(2%)C(7%)B(14%)E(7%)其它(57%)銷(xiāo)量份額(%)認(rèn)知度顧客印象貨品普及性顧客偏好(1)主動(dòng)認(rèn)知資料來(lái)源：BCG研究無(wú)提示認(rèn)知度(%)偏好(%)0%30%60%90%0%5%10%15%20%25%30%10%25%40%55%70%20%30%40%50%60%70%ABBCDEF偏好/無(wú)提示認(rèn)識(shí)度BCBFEA市場(chǎng)份額/認(rèn)知度品牌業(yè)績(jī)相關(guān)程度加權(quán)分銷(xiāo)(%)15%30%45%60%75%90%0%5%10%15%20%25%BDCEAF加權(quán)陳列面積A高低低高48有效的客戶(hù)選擇需要注意客戶(hù)群偏好的動(dòng)態(tài)演變產(chǎn)品質(zhì)量產(chǎn)品外觀產(chǎn)品購(gòu)買(mǎi)價(jià)格產(chǎn)品的購(gòu)買(mǎi)及使用費(fèi)用最低產(chǎn)品的技術(shù)產(chǎn)品的時(shí)尚感產(chǎn)品的功能產(chǎn)品的多樣化選擇品牌知名度品牌的個(gè)性化特色復(fù)雜的產(chǎn)品設(shè)計(jì)操作簡(jiǎn)便，友好的用戶(hù)界面以前的客戶(hù)

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所關(guān)注的是49大通智匯專(zhuān)有的戰(zhàn)略性渠道組合管理工具（SCM)的工作流程分為渠道分類(lèi)、渠道篩選、基準(zhǔn)比較、渠道評(píng)價(jià)和方案制定五個(gè)步驟戰(zhàn)略性渠道組合管理揭示最重要的銷(xiāo)售渠道的特征揭示在各類(lèi)渠道中最為重要的企業(yè)分析競(jìng)爭(zhēng)對(duì)手的渠道結(jié)構(gòu)渠道分類(lèi)篩選過(guò)程基準(zhǔn)比較渠道評(píng)價(jià)方案制定~100渠道１渠道２渠道３渠道４其它

短名單減少?gòu)?fù)雜性排除性標(biāo)準(zhǔn)成本估計(jì)對(duì)所在行業(yè)的適應(yīng)性增長(zhǎng)潛力基準(zhǔn)比較渠道發(fā)展趨勢(shì)成功要素確定最為合適的渠道就渠道選擇進(jìn)行決策應(yīng)用渠道創(chuàng)新的方案

初步的創(chuàng)新渠道發(fā)展方案SCM1234550并從產(chǎn)業(yè)周期的角度整體把握摩托車(chē)行業(yè)的發(fā)展?jié)摿?49596979899000102030405起步期快速增長(zhǎng)期成熟期市場(chǎng)規(guī)模低速增長(zhǎng)期競(jìng)爭(zhēng)不是很激烈每個(gè)公司均可以從快速增長(zhǎng)的市場(chǎng)中獲得成長(zhǎng)市場(chǎng)增長(zhǎng)速度放慢競(jìng)爭(zhēng)日起激烈，價(jià)格持續(xù)下降，邊際利潤(rùn)下降制造商開(kāi)始注意市場(chǎng)細(xì)分以及品牌差異化市場(chǎng)增長(zhǎng)基本停滯市場(chǎng)競(jìng)爭(zhēng)格局基本穩(wěn)定制造商更重視對(duì)細(xì)分市場(chǎng)的滲透，品牌的差異化程度日益加大市場(chǎng)特點(diǎn)核心競(jìng)爭(zhēng)因素中國(guó)摩托車(chē)行業(yè)處于產(chǎn)業(yè)周期的低速增長(zhǎng)階段，未來(lái)成長(zhǎng)潛力有限技術(shù)/質(zhì)量品牌/服務(wù)51戰(zhàn)略模塊將確定在哪些領(lǐng)域及怎樣競(jìng)爭(zhēng)和發(fā)展

利用事實(shí)資料并加以判斷的反復(fù)論證的過(guò)程競(jìng)爭(zhēng)戰(zhàn)略/地位優(yōu)勢(shì)與劣勢(shì)產(chǎn)品種類(lèi)類(lèi)型產(chǎn)品分銷(xiāo)采購(gòu)制造銷(xiāo)售與營(yíng)銷(xiāo)品牌經(jīng)濟(jì)–規(guī)模與效率資產(chǎn)–可以利用/改善的領(lǐng)域投資–現(xiàn)有及所需的誰(shuí)消費(fèi)群體消費(fèi)場(chǎng)合機(jī)會(huì)空間目標(biāo)增長(zhǎng)回報(bào)目標(biāo)業(yè)務(wù)組合市場(chǎng)運(yùn)作品牌銷(xiāo)售分銷(xiāo)財(cái)務(wù)指標(biāo)市場(chǎng)經(jīng)濟(jì)效益/資產(chǎn)哪里地區(qū)52組織結(jié)構(gòu)/關(guān)鍵績(jī)效指標(biāo)模塊將強(qiáng)化管理體系

-怎樣管理公司

包含主要管理手段的全面方案(1)未包括在本項(xiàng)目范圍中架構(gòu)崗位與責(zé)任職責(zé)描述結(jié)構(gòu)關(guān)鍵績(jī)效指標(biāo)關(guān)鍵績(jī)效指標(biāo)決策制定價(jià)值鏈，如銷(xiāo)售、分銷(xiāo)、營(yíng)銷(xiāo)、行政流程招聘人才培養(yǎng)企業(yè)文化人事工作任務(wù)小組設(shè)計(jì)項(xiàng)目組委員會(huì)項(xiàng)目組對(duì)信息的要求系統(tǒng)架構(gòu)信息技術(shù)(1)

行為和結(jié)果業(yè)務(wù)增長(zhǎng)戰(zhàn)略53流程圖說(shuō)明文字判定條件1條件2說(shuō)明文字結(jié)束54知識(shí)的地位知識(shí)生產(chǎn)體制與品質(zhì)創(chuàng)意生產(chǎn)和內(nèi)容供應(yīng)技術(shù)進(jìn)步帶來(lái)的沖擊和機(jī)會(huì)WEB2.0時(shí)代的消費(fèi)和生產(chǎn)合一內(nèi)容更新渠道創(chuàng)新消費(fèi)替代IT技術(shù)應(yīng)用提高產(chǎn)業(yè)效率消費(fèi)總量消費(fèi)力：閱讀人口市場(chǎng)細(xì)分與定位消費(fèi)偏好產(chǎn)業(yè)布局消費(fèi)者主導(dǎo)程度出版中盤(pán)終端·制度管制與內(nèi)容開(kāi)放程度·管理部門(mén)的獨(dú)立性與產(chǎn)業(yè)的行政主導(dǎo)程度·公共產(chǎn)品的供給·服務(wù)（立法、知識(shí)產(chǎn)權(quán)保護(hù)）55ModelsKeyStepsTypeyourphrasesandsentenceshereSourcesLevel1textLevel2textStep1Step2Step3Step4TypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshere56Unitofmeasure * FootnoteSource: SourceTitleTitleTextText57Unitofmeasure * FootnoteSource: SourceTitleTextTitleText58xxxxxTitleTextTitleTextTitleTextTitleText59Unitofmeasure * FootnoteSource: Source

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Title60Unitofmeasure * FootnoteSource: SourceTitleTextTitleTextTitle61Strengths/weaknessesStrengthsWeaknessesWeaknessesStrengths……...…………………...……...TodayTomorrow6263羅蘭貝格已經(jīng)在相關(guān)領(lǐng)域成功的完成許多項(xiàng)目部分客戶(hù)部分項(xiàng)目不一一對(duì)應(yīng)Source:RolandBerger&Partners646566676869…………7071AgainstthetideWiththetide..................72…………73………………74…75…76……77..................78………………12345679…...…...+–80…...…...81…...…...……82………………………83………………………84.........………………………………85BoxtitleBoxtitleBoxtitleLevel1textLevel2textLevel3textLevel1textLevel2textLevel3textLevel1textLevel2textLevel3text86BoxtitleBoxtitleBoxtitleBoxtitle87123456789101112131415161718192021222312345月周××認(rèn)為整個(gè)項(xiàng)目期限為3個(gè)多月（2）項(xiàng)目時(shí)間框架(2)模塊3：組織結(jié)構(gòu)和流程設(shè)計(jì)-公司組織原則-公司組織結(jié)構(gòu)-

所屬單位結(jié)構(gòu)建議例子-關(guān)鍵流程模塊4：考核激勵(lì)方案-薪酬體系-考核方案的制定-過(guò)渡方案中期討論會(huì)或報(bào)告啟動(dòng)會(huì)最終報(bào)告內(nèi)容88Focus–expansion…………………t…………………t89Guidelines……………90Matrix……………91Teamorganization...ClientRittenHouseN.N.N.N.N.N.N.N....ClientRittenHouseN.N.N.N.N.N.N.N.........................92Table93Option………12394…………Option123495Project…weeks…weeks……PhaseIPhaseII……………4312…96ProjectprocedurePhasesTimerequiredProjectfeatures......PhaseI...PhaseII.........PhaseIII...…weeks…weeks…weeks…………123497Separation………98Resistance......99…這將轉(zhuǎn)為評(píng)估業(yè)務(wù)選擇的第一階段所需的記分卡CRM戰(zhàn)略的目標(biāo)系統(tǒng)(2)階段1目標(biāo)重要性目標(biāo)次目標(biāo)1操作目標(biāo)操作目標(biāo)…次目標(biāo)2操作目標(biāo)操作目標(biāo)…0,50,20,050,10,30,150,1評(píng)估業(yè)務(wù)選擇階段2階段3監(jiān)控…績(jī)效測(cè)度…今天…目標(biāo)…時(shí)間…實(shí)施里程表從選出的業(yè)務(wù)選擇中得出績(jī)效目標(biāo)舉例Source:RolandBerger&Partners100成功的客戶(hù)維持項(xiàng)目需要運(yùn)用智能卡（

smartcards）Source:RolandBerger&Partners內(nèi)容過(guò)程/職能IT基礎(chǔ)結(jié)構(gòu)建立獎(jiǎng)金計(jì)劃（bonusprogram），包括獎(jiǎng)勵(lì)和地位概念成本收益分析數(shù)據(jù)庫(kù)營(yíng)銷(xiāo)（Database-marketing）的概念定義卡的功能（cardfunctions）比如

鑒定付款功能其他定義卡的過(guò)程（cardprocesses），尤其是：使用的過(guò)程付款服務(wù)中心設(shè)計(jì)卡的概念（cardconcept），包括卡型

(芯片,磁片,集成)讀寫(xiě)功能卡的管理系統(tǒng)IT基礎(chǔ)結(jié)構(gòu)(安全,界面集成,其他.)SusanSampleGoldmember6653123939761012BY2MATRIXUnitofmeasure * FootnoteSource: SourceHighLowHighLowTextTextTextTextTextText102TextLowMediumHighTextLowMediumHigh * FootnoteSource: SourceTextTextTextTextTextTextTextTextText103前端電子商務(wù)意味著營(yíng)銷(xiāo)，銷(xiāo)售和交互的客戶(hù)關(guān)系管理1)依賴(lài)政府的管制前端電子商務(wù)銷(xiāo)售營(yíng)銷(xiāo)CRMOTC-商務(wù)互聯(lián)網(wǎng)藥店與醫(yī)療保險(xiǎn)和衛(wèi)生維護(hù)組織1的管理重新組織銷(xiāo)售隊(duì)伍將藥品在線(xiàn)銷(xiāo)售給醫(yī)院和醫(yī)生電子藥方的開(kāi)立在線(xiàn)的產(chǎn)品信息其他網(wǎng)頁(yè)的廣告網(wǎng)站的鏈接管理提高病人的耐心醫(yī)生(私人的，醫(yī)院的)病人(嚴(yán)重的,慢性的,OTC,

預(yù)防）醫(yī)院采購(gòu)者/藥劑師發(fā)薪人員，醫(yī)療機(jī)關(guān)通過(guò)內(nèi)容站點(diǎn)的間接產(chǎn)品營(yíng)銷(xiāo)信息站點(diǎn)，電子手冊(cè)和許可營(yíng)銷(xiāo)醫(yī)療溝通的成本降低針對(duì)客戶(hù)的雙向信息流/營(yíng)銷(xiāo)努力與下列對(duì)象建立聯(lián)系：“建立你自己的社區(qū)"Source:RolandBerger&Partners項(xiàng)目舉例104各個(gè)模塊的說(shuō)明需要通知舉例包含主題關(guān)鍵問(wèn)題產(chǎn)品目錄/產(chǎn)品描述產(chǎn)品目錄怎么樣？產(chǎn)品有什么特征？股東關(guān)注哪個(gè)部分的股東最應(yīng)該關(guān)注？給門(mén)戶(hù)使用者的內(nèi)容供應(yīng)流程內(nèi)容變更的過(guò)程怎么組織？?jī)?nèi)容范圍應(yīng)該提供哪些內(nèi)容？定價(jià)/內(nèi)容評(píng)估內(nèi)容效果的評(píng)估，考慮哪些條件？?jī)?nèi)容來(lái)源與管理內(nèi)容來(lái)自哪里？如何管理/升級(jí)？Source:RolandBerger&Partners105可以使用大量的軟件解決方案實(shí)現(xiàn)技術(shù)支持的銷(xiāo)售舉例Source:RolandBerger&Partners-analysisAbalonBroadway&SeymorClarityChordiantCorepointPegasystemsOnyxSiebelAllegisPartnerwareChannelWareWebridge渠道合作系統(tǒng)接觸軟件，電話(huà)銷(xiāo)售和電話(huà)營(yíng)銷(xiāo)VantiveClarityChadiantCorepointQuintusSiebelVantiveNaturalMicrosystems呼叫中心應(yīng)用軟件MicrologicaBendataTetelBroadvisionMicrosoftArtTechnologyEngageTechnology交互式營(yíng)銷(xiāo)軟件GenesysAptexAditiBrightware電子郵件回應(yīng)系統(tǒng)E-QueueErgotechGeneralInteractiveKanaMustang106PiechartChartTitleLabel%Label%Label%Label%Label%Series1Series2Series3HeaderLevel1textLevel2textLevel3text100%=XXXX107Circulation(2factors)………………………………………108Circulation(3factors)……………………………………………………109Circulation(4factors)…………………………………………………………………110Circulation(5factors)………………………………………………………………………………111Circulation(6factors)……………………………………………………………………………………………112Circulation(8factors)………………………………………………………………………………………………………………………113Circulation(7factors)…………………………………………………………………………………………………………114CYCLE1TextTextTextUnitofmeasure * FootnoteSource: Source115RIBBONTextTextTextTextTextUnitofmeasure * FootnoteSource: Source116RINGTextTextTextTextTextUnitofmeasure * FootnoteSource: Source117Mutuality118Text * FootnoteSource: Source119TextINCOMINGTextTextTextTextTextUnitofmeasure * FootnoteSource: Source120TextText121Restructuringframework15432122TextTextTextText123TextTextTextTextTextTextTextTextTextText * 資料來(lái)源： 124TextTextText * 資料來(lái)源： 125TextText126TextTextTextText127TextTextTextText128PlanImplementSupport129TextTextTextTextTextTextTextTextTextTextJOINT*資料來(lái)源：Unitofmeasure130StrategySkillsSystemsStaffSharedvaluesStructureStyle7S*資料來(lái)源：Unitofmeasure131Factors(3)………132Factors(6)…………………133Factors(6)…………………134Factors(8)………………………135Factors(4)……………136Factors(5)………………137…舉例:保時(shí)捷的CRM相關(guān)內(nèi)容賀卡通過(guò)電子郵件發(fā)送收集發(fā)送者和接受者的郵件地址企業(yè)鏈接不要求登陸數(shù)據(jù)只通過(guò)cookie的個(gè)性化旅游俱樂(lè)部不同的旅游線(xiàn)路在線(xiàn)申請(qǐng)完全個(gè)性化保時(shí)捷時(shí)事通訊時(shí)事通訊訂閱收集電子郵件地址新客戶(hù)手冊(cè)只需要登陸名字，沒(méi)有個(gè)性化服務(wù)游戲簡(jiǎn)單的小游戲?yàn)榱肆腥氲梅峙判邪?，登陸時(shí)需要個(gè)人信息Source:RolandBerger&Partners138Source:RolandBerger&Partners品牌個(gè)性體系…品牌的視覺(jué)識(shí)別標(biāo)識(shí)基礎(chǔ)系統(tǒng)應(yīng)用系統(tǒng)品牌的理念識(shí)別品牌文化品牌承諾品牌定位品牌的產(chǎn)品識(shí)別產(chǎn)品類(lèi)別產(chǎn)品原料產(chǎn)品工藝

品牌的聽(tīng)覺(jué)識(shí)別音樂(lè)商標(biāo)MTV、廣告音樂(lè)廣告語(yǔ)言

品牌的推廣識(shí)別促銷(xiāo)識(shí)別廣告識(shí)別公關(guān)識(shí)別品牌的企業(yè)識(shí)別企業(yè)規(guī)模企業(yè)家企業(yè)員工企業(yè)文化品牌核心價(jià)值139Impact.....................140Factors(4)…Successfactors…………141Factors(5)……………Successfactors…142143ChinaisamarketofgreatpotentialforGeberitFavorablemacro-economicenvironmentRB&Pexpectsasalesrevenueofmorethan150millionforGeberitChinabyyear20051):EconomistIntelligenceUnitDrivenbycontinuedstrongfixedinvestmentgrowth,therealannualGDPgrowthwillbemaintainedatabove7%Productconcept&standardBrandnewproductconceptNewindustrystandardsandregulationsarecomingouttoreplaceormodifytheoldonesBusinessopportunitiesforconcealedcisternwillbegeneratedbecauseoffat-growingmediumtohighendsanitarymarketFirstmoveradvantagePromisingmarketforconcealedcisternEncouragingmarketpotentialforpipingproductsConstructionindustrywillundergoastrongannualgrowthrateof8%,whichpresentspotentialforGeberit’spipingproducts144TextText * FootnoteSource: Source145TextTextText * FootnoteSource: Source146

ThreeinterlockingcirclesLabel1Label2Label3LabelALabelBLabelCNote:Youcancheck“Semi-transparent”inthe“MoreFillColors”dialogboxtocreatetheoverlappingcoloreffect(usedontheLabelA,B,Csection).147TextTextTextTextTextTextTextText * FootnoteSource: Source148Wasteofresources–problemProblem3Problem1Problem2Problem4149Wasteofresources–solutionSolutiontoproblem3Solutiontoproblem1Solutiontoproblem2Solutiontoproblem4150Asashort-termcash-cow,morepublicproductsareexpectedtobesoleincontributingtotheearlybreakevenProjectsellingonlyPurelyimportDoesn’ttakeupmuchcorporatecapacityHighunitpriceHighprofitmarginShort-termsales-uppotentialStrongSwissbrandwithoriginalimportconceptCurrentsalesofpublicproductsaccountfor38%ofGeberitgrosssalesturnoverSource:Geberit,RB&PanalysisLong-termprospectThemarketsizeforpublicproductsitselfislimitedandshrinkingLimitednumberoftargetedhigh-endhotelsandbuildingsforGeberitManycompetitorswithintheindustryLackofone-setsolutionCombinedsellingapproachisbecomingdifficult(e.g.KohlertowhomGeberitusedtoprovideelectronicproducesandsellinprojectshaslauncheditsownelectronicproductsMarketsizeforGeberitpublicproductsislimited151Deadend152Growth153TextTextTextText * FootnoteSource: Source154TextTextTextTextCUTOUT3DUnitofmeasure * FootnoteSource: Source155TextTextTextLINEARA3DUnitofmeasure * FootnoteSource: Source156TextTextTextTextLINEARB3DUnitofmeasure * FootnoteSource: Source157TextTextText * FootnoteSource: Source158TextTextTextLINEARD3DUnitofmeasure * FootnoteSource: Source159TextTextTextTextLINEARE3DUnitofmeasure * FootnoteSource: Source160TextTextTextLINEARG3DUnitofmeasure * FootnoteSource: Source161TextTextTextLINEARC3DUnitofmeasure * FootnoteSource: Source162LINEARQ3DTextTextUnitofmeasure * FootnoteSource: Source163TextTextLINEARI3DUnitofmeasure * FootnoteSource: Source164TextTextTextText * FootnoteSource: Source165TextTextTextTextLINEARJ3DUnitofmeasure * FootnoteSource: Source166TextLINEARN3DTextTextTextUnitofmeasure * FootnoteSource: Source167TextTextText * FootnoteSource: Source168TextTextTextLINEARP3DUnitofmeasure * FootnoteSource: Source169TextTextText * FootnoteSource: Source170TextTextText * FootnoteSource: Source171TextTextTextTextTextText * FootnoteSource: Source172TextTextTextText * FootnoteSource: Source173Development174Direction175 * FootnoteSource: SourceTextText176 * FootnoteSource: SourceTextTextTextTextText177Factors(3)…………178ChinamapBoxTitleLevel1textLevel2textLevel3text179Action/reaction180Plus/minus……181SubtitleSubtitleRiskmanagementTitle

182TextText183Plus/minus184Dependance185TextText186Balance/imbalance……187Balance/imbalance……188Balance/imbalance……189 * FootnoteSource: SourceTextTextTextText190Value-addedchainSupplierCustomerDevelopmentProductionSalesDistributionCompany191VisionVision192ColumnsandtablesColumnTitle1Category1TypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereColumnTitle2TypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereColumnTitle3TypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereCategory2TypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereCategory3TypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshere193ColumnsandtablesColumnTitle1Category1TypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereColumnTitle2TypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereCategory2TypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereCategory3TypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshereTypeyourphrasesandsentenceshere194ColumnsandtablesCategory1Category2Category3Category1Category2Category3Category1Category2Category3Category1Category2Category3195?Conflict196Cooperation197Cooperation198CostbreakdownchartValueValueValueValueValueValueUnitGrossMarginCostComponent(%)Component(%)Component(%)Component(%)Component(%)Component(%)199Dice200Action/reaction201Clienttypes$”Unsure"”Hesitant"”Successful"”Hopeless"”Drowning"”Struggling"EnsuresurvivalinshorttermRestructuringorsearchforpartnersActivelyinitiatestructuralchangeGrowingandpositioningprojectSecurefutureStrategyprojectStartouttowardthefutureSpecificimple-mentationprojectClienttypeNeedProjecttype202Feedback………203Moonchart11BarBallBarArrow204Feedback……205Obstacle206Influence(4factors)207Feedback208Harmony209Feedback210FilterInitialsituation1.Criterion2.Criterion3.CriterionResult211Flexibility212Obstacle213Flexibility214Hurdlesandbrakes…………CompanyX215ChangeofdirectionMomentofdirectionalchange216Influence(6factors)…………………217Marginchart100%?%Label?%Label?%Label?%Label?%LabelTotalinValueIndexLabelLabelLabelLabelLabelLabel000000000?%?%?%000?%?%000000218MatrixLabelLabelLabelLabelDimensionIIContentDimensionILabelLabelContentContentContentContent219Multipliers...++++...++++…+=Projektteams220Multipliers221OrganizationalandflowchartTextTextTextTextTextTextTextTextTextTextTextText222OrganizationalandflowchartPanteneJiehuaNewBrandRejoiceHead&ShouldersUlanWhisperArielTideJVBrandsCrestProfessionalMarketingSafeguardZestCamayAssistantBrandManager,2-5perBrandMedia&CommercialProductionMarketingManagerDimitriPanayatapolousSchoolProgramGroupNursesforSchoolProgramRandallBeardMarketingDirectorReneCoMarketingDirectorKenDoiMarketingDirectorRobinOxendineMarketingManagerPeterFoystonMarketingManagerLaundryHaircareToothpaste/SoapSkincare/PaperVacantGeneralManagerBradCasperGeneralManager*VacantGeneralManagerVirginiaLeeVicePresident*MarketingOrganization223OrganizationalandflowchartCompetitiveModelsMarketResultsFeasibleScenariosIndiaChinaPhilippinesSuccessRequirementsBacardiStrategyAsiaWhiskyOpportunityAssessmentMarketArchetypeModelSizingPricingBacardiStrategyOverlapDetermineWhethertoProceedFurtherExecuteWillwhiskyhelptobuildBacardirumglobally?

Arethereopportunitiesforwhiskyintherestoftheworld?YesDevelopObjectives&StrategiesFinancialGoalsMarketPrioritiesAcquisitionorOrganicGrowthProduct/Marketing/DistributionStrategiesProcessMap224Optionquitdevelope225Penetration226Pressure227Pressure228Influence(4factors)229Pressure230Prioritization判據(jù)1判據(jù)2判據(jù)3判據(jù)4物料優(yōu)選庫(kù)總物料231Process………………………123412345232Process–decrease…………………………12345233Process–increase…………………………12345234TextTextTextTextTextText235Progress236Puzzle237Puzzle(forcolorpresentations)238Puzzle3parts123Toapplycolor,ungrouptheobject,thenregroupitafterwards=239

Four-piecepuzzle(assembled)240Redesign(Cube)Redesigndoesnotmean:But:SolvingindividualproblemsCreatingacomprehensivesolution241Redesign"Shotgun""Marksman""Automaticpistol"OpenfireinanuncontrolledmannerRatherdissatisfactoryresultLengthysightingGoodbutrarelyoptimalresultNotappropriatefordynamicenvironmentandtargetRapidsightingSwiftfeedbackHitbull’seyeafterafewinteractiveshots!TargetsolutionActualsituation242RestructuringImprovementofliquidityCostreductionReductioninpersonnelStructuralchangePositioningonthemarketImprovementofliquidityCostreductionReductioninpersonnelStructuralchangePositioningonthemarketRestructuringdoesnotmean...But...243Rethink244Booz-Balltablesshouldbecleanandorganized,allofthesamecolor,andindividualcirclesshouldnotbetoolargeBreadthandDepthofFunctionalityStrengthofArchitectureAbilitytoSupportEaseofImplementationOverallStrength

ofSolutionACNielsenInformationResources,Inc.KenosiaInteractiveEdgeDemantraMercariRW3TechGraphTitle,TimePeriodSubtitleHighLowKey:245InitialProjectTimeline(InWeeks)Ganttchart/timelinediagramActivities12345678RefineApproachDevelopHypothesesConductMarketscapeScansInterviews&InternalAssessmentIdentifyBusinessModelOpportunitiesDevelopOpportunityProfilesDevelopPathForwardKeyMilestones246

Timeline3rdQuarter,1998Stockholdersvotetodonatemoneytocharity2ndQuarter,2000MillennialriotsandY2KbugcausemarketshutdownStartupsgoonsaleandCompanycollects$200millioninbailout19981999200020011stQuarter,1998Companypostsnetprofitof$20Mfor19972ndQuarter,1999BillGatesinitiateshostiletakeoverofcompanyCompanydevelopspieinfacestrategy4thQuarter,2001“20AcresandaDigitalSuperhighway”programwinsstockblue-chipstatus2002ChartTitleIfCompanyleveragesprofitstoenternewmarkets,itcouldemergeasanindustryleaderby2002.247

Porter’sfiveforcesThreatofNewEntrantsThreatofSubstitutesBargaining

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PowerofBuyersIndustryRivalry248OurEvolutionaryMastershavedeftlymanagedsupplychaincomplexityandrelationshipsoverthelastdecade…ManagingRelationshipsIntegratetechnologiestoextendintosuppliersandcustomersBuy,build&borrownewcapabilitiesfromthebestcompaniesSupplychainhumanperformance-engagingyourpeopleBuilddemandchainsynchronizationcapabilitiesManagingComplexityIntegrateandcontinuouslyimprove:operationalexcellenceCompressthesupplychaintoeliminatewastedtimeandinventoryCreatenewreservestoallowflexibleresponsetotheunexpectedAbilitytoManageSupplyChainRelationshipsIntegrationCollaborationSynchronizationValueCreatorPositioningFunctionalComplexityEnterpriseComplexityValueChainNetworkComplexityAbilitytoManageSupplyChainComplexity=B2Bwebbasedworld249WebelievethatsuccessintheneweconomyliesinaseamlesscombinationofcapabilitiesacrosstheextendedsupplychainTheSupplyChainContinuumRelationshipsalongtheSupplyChainScopeofImpactIncreasingCapabilities,IncreasingBenefitsWithinBusinessActivitiesTraditionalOptimizationIntegrationIntegratedStep1: Integratefunctionsofthe existingsupplychainBetweenBusinessFunctionsWithCustomers&SuppliersCollaborationCollaborativeStep2: Improvecollaborationandcontrolwithvendors,customersAcrossAlliancePartnersSynchronizationeSynchronizationStep3: VirtuallySynchronizethesupplychainacrossplayersintoonelogicalenterpriseWeb-BasedEntrantsLeaderinthe