咨詢模型圖集ppt課件

1、咨詢模型范例集動作反響動作反響動作、回應模型動作、回應模型Against the tideWith the tide平衡模型非平衡模型時機、風險模型區(qū)域變換模型Moment of directional change循環(huán)模型循環(huán)模型循環(huán)模型循環(huán)模型循環(huán)模型循環(huán)模型循環(huán)模型分歧模型分歧模型DivergentDirection 2Company 3Direction 1Direction 3Company1Company2結果導向模型結果導向模型結果導向模型123456循環(huán)、協(xié)作模型依賴性模型開展、生長模型開展、生長模型Step 1Step 2Step3開展、生長模型開展、生長圖Revisions

2、RevisionsRevisionsRevisionsPilot LocationLocation ALocation BLocation CTommorrowTodayTimeValueAdded開展、生長模型開展、生長模型開展、生長模型開展、生長模型變化方向15423 Initial situation1. Criterion2. Criterion3. CriterionResult靈敏性重點拓展tt影響.影響 (1 factor) 影響(2 factors) 影響(2 factors)影響(4 factors)影響(6 factors)影響(6 factors)輸入/輸出.矩陣模型矩陣

3、模型評定方案模型Overview: ActivitiesWk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Wk.Comments評定方案模型Activity: As of: Objective:Results:Responsible: Support: Measures: .評定方案模型Measure: .No.As of: 1.Individual stepsResponsibleSupportForm of resultStartDura-tionDead-linePro-jectCom-pleted.相互關系模型 相互關系模型妨礙分析妨礙分析選項闡明模型123選項闡明模型1234+投

4、資組合+投資組合+壓力模型優(yōu)先順序化模型Prioritization進程模型進程模型123412345進程模型 下降12345進程模型 增長12345工程闡明Phase IPhase IIPhase III工程闡明 weeks weeksPhase IPhase II4312進程闡明模型PhasesTime requiredProject features.Phase I.Phase II.Phase III.weeksweeksweeks12343 parts123To apply color, ungroup the object, then regroup it afterwards=新

5、設計模型新設計模型.反思分別分別.分別.情節(jié)連圖板優(yōu)點缺陷StrengthsWeaknessesWeaknessesStrengths.TodayTomorrow目的(1 factor)目的(3 factors).時間表WkMonth.Issues價值增長鏈SupplierCustomerDevelopmentProductionSalesDistributionCompany資源浪費 問題Problem 3Problem 1Problem 2Problem 4資源浪費 處理方法Solution to problem 3Solution to problem 1Solution to prob

6、lem 2Solution to problem 4工程流程闡明 概 念 設 計實 施任務目的：矩陣和步驟信息系統(tǒng)管理數(shù)據(jù)業(yè)務流程管控方式信息系統(tǒng)管理數(shù)據(jù)業(yè)務流程管控方式矩陣進程圖LowMedHighHighSavings Opportunity Implementation RiskLowMedExcluded Due to Labor Costs and /or Labor Law InflexibilityNo Savings; Current Operations Maintained; Not A Proposed SSE LocationIndia added back in du

7、e to Financial ServicesCompany strategy9調研開展HighHighLowWeb ReportingProvide Self ServiceVirtual CloseKPI ReportingROI PortfolioIntangible Asset Management Strategies多極化趨勢開展模型Value Creatione-FinanceMaximizemarket capLeverage stock as currencyfor growthLower costs,capitalize on information flowCreate

8、profitablerevenue opportunitiesSTAKEHOLDERSASSETSCUSTOMERSSUPPLIERSe-Purchasing & Buying ConsortiumsStrategic CostingOnline PaymentPartner Alliance ManagementDynamic Purchase AnalysisSupply ChainCreate Equity Partnerships with SuppliersDrive Performance with Employee OptionsDynamic Acquisition, Spin

9、-off StrategiesReinvestmentProvide Instant Online Financing AlternativesRevenue ManagementEnable Electronic Billing, PaymentWeb-enable Customer, Service Line ProfitabilityDevelop Common Analytical PlatformRevenue Chain步驟循環(huán)共享效力比較過去未來T E C H N O L O G YBetter Practice Finance Process Model優(yōu)化樣本HighLowH

10、ighLow活動地圖VoiceFilms/ ProgrammingMusicVideo conferenceRich MediaNewsInteractiveInformationTransactionsGamesMedia/ PublishingCorporateCommunicationsAdvertisingPublishingExhibitionBrowsersE-comm. toolsSearchenginesAppn hosting toolsUser ApplicationsEnterprise appnsContent-specific appsStrmgmediaCachgN

11、etwk mgmtMetrgMiddlewareBIlling“WalledGardenOpen Portal“WalledGardenOpen Mobile PortalFixed ASPISP FixedISP MobileInternlBackboneBandwthTradingNational BackboneColocn/HotellingNetwork ProvisionSwitching/routingCo-axCopperFibreSwitchesand RoutersNetwork Equipment and InfrastructureHostingRights ofWay

12、Sat.PSTN/ ISDNDial-upCableFixed Network ServicesCo-ax2.5GMobile3G2GWeb sitesMobileHandsetsPDAsFixedHandsetsTVsDevicesSpecialistDevicesOperatingSystemsSpecialistLocal AppsApplicationsLocalMiddlewareSet top boxW-ASPASPMultiplexersFixed Netwk Eqpmt InfrastructurexDSLRadioFibreCurrent area of activityMw

13、aveHSIGPRSASPEData Traditional offline mediaKey areas of future activity - owned or as part of an alliance才干分析模型01234EXNBW評價分析模型FinancialHumanPhysicalBrandCultureReputationSupportCommercial & MarketingAsset operationsAsset optimisationRegulation & politicalCustomer operations流動模型Source: FSI project,

14、 1998Service requirement identifiedEase of contact for enquiryInitial contact enquiryMarketing material Payment alternativesAccount set upNo additional chargesNo billing enquiries required市場細分模型IrregularRiskaverseRegularxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx市場細分模型(2)4.8%Retention(%)Lifetime NPV100mYoungWea

15、lthyMid-WealthyRetired saversMid-AffluentYoungAffluentStudents市場細分模型(3) Segment by:low relevancehigh relevanceMargin (Marketing efficiency)PATSalesXSalesAssetsXAssetsDebt + EquityXDebt + EquityEquityXPAT - dividendPATAsset turnover (Production efficiency)Capital leverageEquity leverageRetention rati

16、oROA (operating efficiency)ROC (capital efficiency)ROE (equity efficiency)Equity growth rate (sustainable growth)ROCprofitcapital employedexceptionalfixed assetsrevenuecostsworking capitalvolumedebtorspricecreditorsunit coststockfixed costsfixed assetsmarket sharemarket sizemarket growthindustry com

17、petitorssuppliersbuyerssubstitutespotential entrants生長分擔矩陣ABFDEGC= $30 million salesBusiness UnitsProduct - Markets252015105010 x5x3x2x1x0.5x0.3x0.2xRelative Market ShareMarket Growth (%)Cash CowStarDogQuestion生長展現(xiàn)矩陣Company A vs. Selected PeersMost Recent FYECFROI - CoCHistorical Real Asset Growth10

18、%5%0%-5%-10%10%5%0%-5%-10%Company CCompany BCompany DCompany FCompany ACompany GCompany HCompany E= $1 Billion Inflation Adjusted Gross Assets市場定義020406080100%Levels of market - Demand sidePercentUK population Total PopulationPenetrated marketQualified available marketAvailable marketPotential marke

19、tServed market同伴關系地圖Current capabilityHighLow“Must have“Nice to have“Nice to have“Dont wantHighLowPotential for building customer intimacy投資組合矩陣Ease of implementationFinancial attractivenessNPV 2002-2006(m)Attractiveness vs. ease of implementationLowSmart order routingBack-office outsourcingTrade co

20、st analyticsCorporate actionsNPV 2002-200620m200High1015Overallproposition56 million5OMSBasicpropositionInherently attractiveInherently unattractive風險矩陣Note: The bubble size represents the potential financial impact Key Risks falling under the following categories:LowHighMediumManageable riskMitigation / NegotiationOutside OMFS controlAOJQDEFIMNPRSTUVXWSignificance of riskBCDGHKL Internal risks Project risks Market risks根本性原因分析80%20%腳本開展模型扇形圖= $1 billion revenue, 2000Company ERelative Market ShareReal Annual Gro