高端商務(wù)人士專業(yè)模板素材第五季(市場(chǎng)調(diào)研統(tǒng)計(jì)類)IndexPageTheCorporateColorsBLACKRed:0Green:0Blue:0CreamRed:247Green:242Blue:208BurgundyRed:125Green:12Blue:0GrayRed:167Green:158Blue:153SandstoneRed:208Green:166Blue:96SapphireRed:7Green:47Blue:103OliveRed:52Green:67Blue:22PlumRed:54Green:5Blue:46PRIMARYPALETTESECONDARYPALETTETheCorporateColors(formerKPMG)UsedWhenNecessaryBLACKRed:0Green:0Blue:0CoolGray2Red:234Green:235Blue:231CoolGrayRed:209Green:215Blue:199BlueRed:54Green:90Blue:168Action/reactionActionsReactionsAction/reactionActions

Reactions

Action/reactionAction/reactionAgainstthetide/withthetideAgainstthetideWiththetideBalance/imbalanceBalance/imbalanceChances/risksChangeofdirectionMomentofdirectionalchangeCirculation(2factors)Circulation(3factors)Circulation(4factors)Circulation(5factors)Circulation(6factors)Circulation(7factors)Circulation(8factors)ConflictConflictDivergentDirection2Company3Direction1Direction3Company1Company2Consequences(5)Consequences(4)Consequences123456CooperationDeadendDependanceDevelopment/GrowthDevelopment/GrowthStep1Step2Step3Development/GrowthDevelopment/GrowthRevisionsRevisionsRevisionsRevisionsPilotLocationLocationALocationBLocationCTommorrowTodayTimeValueAddedDevelopment/GrowthDevelopment/GrowthDevelopment/GrowthDevelopment/GrowthChangeDirectionFactors(2)Factors(3)Factors(3)Factors(3)Factors(4)Factors(4)Factors(4)Factors(4)Factors(4)Factors(6)…Factors(6)…………………Factors(8)………………………Factors(5)……1…5…4…2…3Factors(3)……………………Factors(4)…Factors(5)………………Content(3)………FactorsFactorsValueDynamic……………Feedback………Feedback……FeedbackFeedbackFeedbackFilter…………FilterInitialsituation1.Criterion2.Criterion3.CriterionResultFlexibilityFocus–expansion…………………t…………………tHarmonyImpact.....................Influence(1factor)…Influence(2factors)……Influence(2factors)Influence(4factors)Influence(6factors)Influence(6factors)Input/output……...……...…Matrix…………Matrix……………Measuresplan–plannedactivitiesOverview:…ActivitiesWk...Wk...Wk...Wk...Wk...Wk...Wk...Wk...Wk...Wk...Comments……Measuresplan–plannedmeasuresActivity:…Asof:…Objective:Results:Responsible:…Support:… Measures:…........................………Measuresplan–plannedindividualstepsMeasure:...No.Asof:…1....IndividualstepsResponsibleSupportFormofresultStartDura-tionDead-linePro-jectCom-pleted........................Mutuality…………………………………Mutuality…Obstacle…………ObstacleOption123………Option1234…………Plus/minusPlus/minus……+–Plus/minus………Portfolio+––+Portfolio+++––+++PressureContinuousplanningandforecastingPrioritizationPrioritizationProcess………………Process………………………123412345Process–decrease…………………………12345Process–increase…………………………12345ProjectPhaseI…PhaseII…PhaseIII…Project…weeks…weeks……PhaseIPhaseII……………4312…ProjectprocedurePhasesTimerequiredProjectfeatures......PhaseI...PhaseII.........PhaseIII...…weeks…weeks…weeks…………1234PuzzlePuzzle(forcolorpresentations)Puzzle3parts123Toapplycolor,ungrouptheobject,thenregroupitafterwards=Redesign………RedesignResistance......RethinkSeparation………Separation.........…Separation……......……Storyboard………………………………Strengths/weaknessesStrengthsWeaknessesWeaknessesStrengths……...……………...……TodayTomorrowTarget(1factor)…Target(3factors)………………Textblocks(5)…...…...…...…...…...Textblocks(5)..............................Textblocks(3+4)……….........………………………...………TimetableWkMonth................................................Issues…Value-addedchainSupplierCustomerDevelopmentProductionSalesDistributionCompanyWasteofresources–problemProblem3Problem1Problem2Problem4Wasteofresources–solutionSolutiontoproblem3Solutiontoproblem1Solutiontoproblem2Solutiontoproblem4Project

概念設(shè)計(jì)實(shí)施工作目標(biāo)：Matrix&Steps信息系統(tǒng)管理數(shù)據(jù)業(yè)務(wù)流程管控模式信息系統(tǒng)管理數(shù)據(jù)業(yè)務(wù)流程管控模式MatrixProjectHigh-levelFlowChartFactors&MatrixMatrixDeliveryModelLowMedHighHighSavingsOpportunity

ImplementationRiskLowMedExcludedDuetoLaborCostsand/orLaborLawInflexibilityNoSavings;CurrentOperationsMaintained;NotAProposedSSELocationIndiaaddedbackinduetoFinancialServicesCompanystrategy9ResearchDevelopmentHighHighLowWebReportingProvideSelfServiceVirtualCloseKPIReportingROIPortfolioIntangibleAsset

ManagementStrategiesMulti-trendsDevelopmentValueCreatione-FinanceMaximizemarketcapLeveragestockascurrencyforgrowthLowercosts,capitalizeoninformationflowCreateprofitablerevenueopportunitiesSTAKEHOLDERSASSETSCUSTOMERSSUPPLIERSe-Purchasing&BuyingConsortiumsStrategicCostingOnlinePaymentPartnerAllianceManagementDynamicPurchaseAnalysisSupplyChainCreateEquityPartnershipswithSuppliersDrivePerformancewithEmployeeOptionsDynamicAcquisition,

Spin-offStrategiesReinvestmentProvideInstantOnlineFinancingAlternativesRevenueManagementEnableElectronicBilling,PaymentWeb-enableCustomer,ServiceLineProfitabilityDevelopCommonAnalyticalPlatformRevenueChainStepsCycleSharedServices………ComparePastFutureTECHNOLOGYBetterPracticeFinanceProcessModelPrioritizationSleHighLowHighLowActivitymapsVoiceFilms/ProgrammingMusicVideo

conferenceRichMediaNewsInteractiveE-mailInformationTransactionsGamesMedia/PublishingCorporateCommunicationsAdvertisingPublishingExhibitionBrowsersE-comm.toolsSearchenginesApp’nhostingtoolsUserApplicationsEnterpriseapp’nsContent-specificappsStrm’gmediaCach’gNetw’kmgmtMetr’gMiddlewareBIlling“WalledGarden”O(jiān)penPortal“WalledGarden”O(jiān)penMobilePortalFixedASPISPFixedISPMobileIntern’lBackboneBandw’thTradingNationalBackboneColoc’n/HotellingNetworkProvisionSwitching/routingCo-axCopperFibreSwitchesandRoutersNetworkEquipmentandInfrastructureHostingRightsofWaySat.PSTN/ISDNDial-upCableFixedNetworkServicesCo-ax2.5GMobile3G2GWebsitesMobileHandsetsPDAsFixedHandsetsTVsDevicesSpecialistDevicesOperatingSystemsSpecialistLocalAppsApplicationsLocalMiddlewareSettopboxW-ASPASPMultiplexersFixedNetw’kEqpm’tInfrastructurexDSLRadioFibreCurrentareaofactivityM’waveHSIGPRSASPEDataTraditionalofflinemediaKeyareasoffutureactivity-ownedoraspartofanallianceCapabilityassessment01234EXNBWAssessmentFinancialHumanPhysicalBrandCultureReputationSupportCommercial&MarketingAssetoperationsAssetoptimisationRegulation&politicalCustomeroperationsFlowSource:FSIproject,1998ServicerequirementidentifiedEaseofcontactforenquiryInitialcontactenquiryMarketingmaterialPaymentalternativesAccountsetupNoadditionalchargesNobillingenquiriesrequiredSegmentationIrregularRiskaverseRegularxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxSegmentation(2)4.8%Retention(%)LifetimeNPV￡100mYoungWealthyMid-WealthyRetiredsaversMid-AffluentYoungAffluentStudentsSegmentation(3)………………Segmentby:lowrelevancehighrelevanceDupontAnalysis(1)Margin(Marketingefficiency)PATSalesXSalesAssetsXAssetsDebt+EquityXDebt+EquityEquityXPAT-dividendPATAssetturnover(Productionefficiency)CapitalleverageEquityleverageRetentionratioROA(operatingefficiency)ROC(capitalefficiency)ROE(equityefficiency)Equitygrowthrate(sustainablegrowth)DupontAnalysis(2)ROCprofitcapitalemployedexceptionalfixedassetsrevenuecostsworkingcapitalvolumedebtorspricecreditorsunitcoststockfixedcostsfixedassetsmarketsharemarketsizemarketgrowthindustrycompetitorssuppliersbuyerssubstitutespotentialentrantsGrowthShareMatrixABFDEGC=$30millionsalesBusinessUnitsProduct-Markets252015105010x5x3x2x1x0.5x0.3x0.2xRelativeMarketShareMarketGrowth(%)CashCowStarDogQuestionGrowthSpreadMatrixCompanyAvs.SelectedPeersMostRecentFYECFROI-CoCHistoricalRealAssetGrowth10%5%0%-5%-10%10%5%0%-5%-10%CompanyCCompanyBCompanyDCompanyFCompanyACompanyGCompanyHCompanyE=$1BillionInflationAdjustedGrossAssetsMarketDefinition020406080100%Levelsofmarket-DemandsidePercentUKpopulation

TotalPopulationPenetratedmarketQualifiedavailablemarketAvailablemarketPotentialmarketServedmarketPartneringMapsCurrentcapabilityHighLow“Musthave”“Nicetohave”“Nicetohave”“Don’twant”HighLowPotentialforbuildingcustomerintimacyPortfolioMatrixEaseofimplementationFinancialattractivenessNPV2002-2006(￡m)Attractivenessvs.easeofimplementationLowSmartorderroutingBack-officeoutsourcingTradecostanalyticsCorporateactionsNPV2002-2006￡20m200High1015Overallproposition￡56million5OMSBasicpropositionInherentlyattractiveInherentlyunattractiveRiskMatrixNote:ThebubblesizerepresentsthepotentialfinancialimpactKeyRisksfallingunderthefollowingcategories:LowHighMediumManageableriskMitigation/NegotiationOutsideOMFScontrolAOJQDEFIMNPRSTUVXWSignificanceofriskBCDGHKL

InternalrisksProjectrisksMarketrisksRootCauseAnalysis80%20%ScenarioDevelopmentSectorChart=$1billi