波士顿管理咨询报告大全
波士顿咨询BCG案例1
Your client is GenCo, a large, international, diversified company with a health care division that produces a wide variety of medical instruments and related services. Five years ago, it expanded into the health care software industry by purchasing MedCount, which markets administrative systems to large U.S. hospitals. These systems are designed primarily for back-office functions; they are not designed for managing patients or providing other physician and technical support. Since it was purchased, the software division has failed to deliver the growth needed to justify the multiple GenCo paid for it. GenCo feels it has already squeezed margins as much as possible, and now is looking for new sales opportunities. MedCount turned to BCG to help identify potential ways to increase revenues. How would you approach this problem?ClarifyEstablish understanding of the caseFirst, let me make sure I understand the problem. The parent company produces medical devices and services, but before the acquisition was not involved in health care software. The company it purchased, MedCount, sells only administrative systems software to large hospitals. It is now looking for opportunities to increase revenues.That is correct.Could I take a moment to jot down a few thoughts?Sure, that would be fine.ApproachSet up the frameworkI would suggest using the following framework:•First, I'd want to understand the market size and growth rates for MedCount's market and related software markets.•Next, I would like to explore the competition and their market shares.•Third, I would like to examine customer requirements and then, given those external conditions, look at the division's capabilities to understand how wellprepared it is to meet the needs of the marketplace.That sounds fine. So what do you want to know about the market?Evaluate the case using the frameworkWell, the first hurdle would be to identify the markets the company would be interested in. Besides administration systems, what other types of medical software systems do large hospitals purchase?There are many software systems, but for the sake of time, the team focused on three primary markets: administration systems, patient administration, and physician support systems. What do those systems do?Patient administration includes systems like admissions and tracking. Physician support systems are more specialized, for individual physician procedures.I would like to know how large each market is and how fast each is growing. I would use secondary sources such as press releases, analyst reports, and published market studies, to obtain this information.Great! That is what we did during the market study. Our information revealed the following market sizes and growth rates.From a size and growth perspective, physician support systems looks like a very attractive market. I'd like to know a little about the customers themselves. The client is currently targeting large hospitals. Approximately what percentage of the market do they represent?We were unable to get an exact breakdown, but we know that these hospitals make up the vast majority of the total medical software market.That would make sense, since the more sophisticated procedures at a hospital might necessitate more advanced software solutions. I know that there have been a lot of changes in the industry as a result of managed care. I don't know much about the industry, so I would want to look at market studies and press clippings to get a better sense of the hospital market in general and any technology or software trends more specifically.Okay. Let's say that you did that and were presented with this summary of market trends: •Consolidation in the industry, with three to four large hospital networks dominating45 percent of the market•Cost controls instituted, particularly as these large hospital networks acquire smaller hospitals (centralization of functions being a key cost issue)•Many hospitals seeking to consolidate their vendor base•With regard to technology, many hospitals upgrading their older systemsIf hospitals are consolidating vendors, perhaps our client has an advantage in beingpart of a larger medical company. Maybe the client could also gain some advantages by expanding into other software segments. Are the people responsible for purchasing software at the hospital the same for all three segments?Like all things, it differs by hospital, but the larger hospital networks, have tried to consolidate their purchasing not only within but also across hospitals.Is the decision maker for medical software the same as for medical instrumentation and devices?In some cases, the head of purchasing influences both decisions, but the person who makes the final choice is different. Software decisions are usually made by the hospital IT function, and those for instrumentation by the medical staff.I think I have a pretty good understanding of the market for now. Let's look at competition next. We could identify all the competitors and build up the market shares using a combination of public data and estimates.Well, let's assume that you don't have an infinite amount of time to look at all the competitors. You can only look at the top five competitors in each market. You are given the following data:Administration Systems Sales ($M) Growth (%)MedCount 700 4%HCS Software Systems 100 7%Morningside Software 80 3%Admin Systems Solutions 70 2%HTI Software 50 15%Patient Administration Sales ($M) Growth (%)HTI 300 5%Registration Software Solutions 240 4%Signup Software 60 3%HCS Software Systems 30 16%Patient Software 20 -1%Physician Support Sales ($M) Growth (%)HCS Software Systems 150 16%Physician Support Systems 100 11%Medical Technology Inc 25 18%HTI 20 32%MedSys 5 15%Very interesting. The first thing I would note from the data is that the market concentrations are very different. In administrative systems, the top five competitors control 66 percent of the market and in patient administration, they control 65 percent. But in the physician support market, they control only 25 percent.I would want to know what gross margins look like in each of these markets as well. I might turn to analyst reports and look at competitors' financial statements to deduce whether they are making money in each market.Gross margins vary, of course, but the analyst reports have margins of 25 to 30 percent for administrative systems and for patient administration. For physician support, the margins tend to be higher, more like 45 to 50 percent.I see that two competitors, HTI and HCS Software Systems, have very large revenue growth in all three sectors, although they each dominate one. I would want to look at their financials, annual reports, and press releases to find out a bit more about their strategy in each of these areas.You'd find that they recently entered these noncore markets. Why might they have done that?Perhaps, like our client, each had a strong position in its own segment, HTI in patient administration and HCS Software Systems in physician support. Maybe they too decided to branch out into the other segments to find additional growth.That is a very good hypothesis. Let's say there is evidence in the sources you consult that supports your assertion.Well, if that were true, these two companies could be a threat not only in the other two segments, but also in our client's segment, administrative systems. It looks as if the client is slowly losing market share in its segment, since it is growing more slowly than its market.Good observation.The market and competitor trends could also suggest that the client may want to enter these other markets. In particular, the physician support market looks attractive, given it has high growth and lack of a dominant competitor. The higher gross margins may provide attractive returns on the necessary investment in software development.However, the patient administration market may also be attractive. Although it is more concentrated and offers lower margins than physician support, the client may be able to enter this segment with a smaller up-front investment. Given the trend toward upgrading existing computer systems, it may be important for MedCount to have a product offering in each of the three market segments. That should not be too difficult, since the company is already in the software industry.Perhaps, but you should think a little more closely about these types of software. Are all software systems alike?Well, let me think about that for a moment. I suspect patient administration would have relatively low entry barriers. From your earlier description, these systems appear to be pretty basic, dealing primarily with admissions and patient tracking. However, the entry barriers in physician support might be higher, since these systems are more complex and there are probably multiple systems for the various physician procedures.I guess it would be harder to get into those types of systems.That would make sense.Since the company might want to go into only some of the segments, I would want to know how important it is to have products in all three segments. Do we know if the competitors are marketing their products as a bundle?How might you find that out?Since it would be difficult to talk to a competitor directly, I would probably target a competitor's customer, particularly one that just converted from our client's software.Let's say you get an interview with a customer that recently switched to HTI. You discover that the competitor was offering it a better pricing deal and service for software products in all three segments.How were MedCount's software and service perceived in relation to those of competitors?The customer thought that its administrative systems were adequate, "the old standby," but not stellar.Were there any other key reasons it switched from MedCount's system?When it decided to upgrade its systems, it tried to contact MedCount, but could never get a representative to describe its options.Interesting. How did HTI perform?The HTI representative had heard that the company was considering switching software vendors and provided a sales representative to pitch HTI's administrative product the next day.It definitely sounds as if there was a problem with the sales function and that customer relations need to be improved, particularly for the larger hospital chains. There also seems to be an advantage from both a marketing and sales perspective in having multiple software products. I would want to confirm those views by doing further interviews.Let's say further interviews support those assumptions.Since we have already looked at the external conditions, I would like to move on to the client itself. I'd like to know more about its marketing and selling organization as well as its software development skills.So far, we know that our client offers administrative software and that there may be a problem with sales and marketing. Could you tell me a little about the marketing department?The marketing department is organized regionally. Teams are assigned to hospitals within each state or geographic region, such as New England.That could explain some of the problems with MedCount's marketing and sales. If hospital purchasing is centralized, the marketing organization may be outdated. Does the company have any teams dedicated to the four or five biggest hospital networks?No, there are no dedicated teams. They talked about doing that for a while, but it conflicted with the regional structure it had in place.With regard to software, does the company feel it has any strengths or weaknesses?It feels that their administrative product is very strong ("best of breed") and is the dominant technology. Also, the product is modular in design, which allows for easier upgrades. Although the company has never branched out into other market segments, the software developers believe that certain modules could be used to build the foundation for other administrative software programs. The company feels customer support is also an area in which it excels.RecommendSummarize and make recommendationsLet's start with our client's market. The client dominates the administrative software market, which is fairly large but growing slowly, and the company appears to be slowly losing market share. Patient administration is also growing relatively slowly.Both markets are relatively concentrated and appear to offer lower margins than physician support. The physician support market is large and less concentrated, and could potentially provide higher margins, but would require a larger investment. The hospital market itself is becoming more concentrated and is pushing to consolidate vendors. The purchasing agent is often the same for the three types of software.Looking at our client's competitors, two, HTI and HCS Software Systems, appear to be particularly threatening. Each has a dominant position in one segment and is branching out into other areas. They appear to be marketing their products and services as a bundle and are using service as a key point of differentiation.The client offers only one type of system and appears to have some weaknesses in its marketing organization, particularly in marketing to the larger hospital networks, which offer the most promising market opportunities.How would you recommend proceeding?The first priority should be to fix the marketing organization, particularly for the large hospital networks. MedCount will have trouble expanding into new markets if it can't defend its current position and shore up its existing customer relationships. There should be a team dedicated to each of the major chains. The client should also look at improving customer tracking so that it is clear when its customers are going to upgrade. There should also be clear contacts so that the customer can easily keep in touch with MedCount.Next, I would recommend that the client explore entering the other market segments by leveraging its dominant position in administrative systems. At first glance, patient administration does not appear to be very attractive, with slow growth, low margins, and large, dominant competitors. There appears to be some advantage, however, in having products across the product range. I would recommend that we interview some of MedCount's existing customers to better understand their needs and future IT requirements. If the customer base is interested in one software provider for bothback-office administration and patient administration functions, this segment looks promising.If the client does decide to enter this market, it should look at the lowest-cost method of entry, either developing a product internally or acquiring a competitor. The modular design of its existing administrative software suggests internal development of the patient administration product may be the way to go, but we would need a more thorough comparison of the internal development and acquisition options, including both cost and time to market. I think that physician support offers our client an exciting growth opportunity, given its high margins, high growth, and fragmented competition. I would definitely think about an acquisition strategy, since the client may lack the technical capabilities to enter this specialized market. I would recommend going for one of the larger companies, as that would give the client a stronger position. Smaller companies would probably not offer an important enough position in themarket. More research would be needed, however, for us to better understand the intricacies of the market and each potential acquisition.。
管理咨询报告
管理咨询报告尊敬的领导：根据您的要求，我们进行了一次管理咨询，并取得了以下调查和分析结果。
现将报告详情如下：1. 调查背景我们调查了贵公司的管理情况，主要包括组织结构、沟通方式、团队合作、员工满意度等方面的内容。
2. 问题分析根据我们的调查结果，我们发现贵公司存在以下几个问题：- 组织结构不明确，职责模糊，导致工作效率低下；- 沟通渠道不畅通，信息传达不及时，影响决策和执行；- 团队合作能力较弱，缺乏有效的协作机制；- 员工满意度较低，缺乏对员工的关怀和激励。
3. 解决方案为了解决以上问题，我们建议采取以下措施：- 重新设计组织结构，明确每个岗位的职责和权限，提高工作效率；- 建立畅通的沟通渠道，包括定期的会议、团队沟通工具等，确保信息传达的及时和准确；- 加强团队合作，培养团队合作能力，建立有效的团队合作机制；- 提升员工满意度，多关注员工需求，提供培训和晋升机会等激励措施。
4. 实施计划在实施方面，我们建议分阶段进行：- 第一阶段：重新设计组织结构，明确职责和权限，制定详细的工作流程和责任书，并建立沟通渠道。
- 第二阶段：开展团队合作培训，加强团队协作能力，并搭建有效的团队合作平台。
- 第三阶段：改善员工福利，提高员工满意度，包括提供培训和晋升机会，建立激励机制。
5. 预期效果通过以上的措施和实施计划，我们预期能够取得以下效果：- 提高工作效率，减少重复工作和信息传递的失误；- 提升团队合作能力，加强团队之间的沟通和协作；- 增加员工满意度，提高工作积极性和团队凝聚力。
6. 建议与总结在实施过程中，我们建议贵公司积极配合和支持，注重沟通和反馈，及时解决问题，确保改进措施的顺利实施。
以上是本次管理咨询报告的详细内容，请查收。
如有任何问题或需要进一步的解释，请随时与我们联系。
祝工作顺利！谢谢！您的忠诚顾问。
波士顿BCG咨询PPt模板
消费者需求变化
分析消费者需求、偏好及购买 行为的变化，预测行业发展趋
势。
竞争对手概况及优劣势评估
主要竞争对手介绍
梳理主要竞争对手的基本情况 ，包括企业规模、市场份额等
。
竞争对手优劣势分析
从产品、品牌、渠道、成本等 方面分析竞争对手的优劣势。
竞争策略差异
比较不同竞争对手的竞争策略 ，分析其差异及效果。
变革管理策略部署
分析变革影响
评估项目实施对企业内部和外部环境 的影响，制定相应的应对策略。
制定变革计划
明确变革的目标、步骤和时间表，确 保变革的顺利进行。
加强变革宣传
通过内部宣传和培训，提高员工对变 革的认知和接受度。
建立反馈机制
建立有效的反馈渠道，及时收集员工 意见和建议，对变革方案进行调整和 优化。
制定针对不同客户群体的产品组 合和定制化方案，满足客户的多
元化需求。
通过品牌塑造和营销推广，提升 产品在目标客户心中的认知度和
美誉度。
价格策略制定原则和方法探讨
根据产品成本、市场需求和竞争 状况，制定合理的价格水平。
运用价格歧视和动态定价等策略， 实现收益最大化和市场份额的拓
展。
通过价格促销和捆绑销售等手段， 提升产品的市场吸引力和销售量。
用于制定企业业务组合策略和营销策略
GSM矩阵的优缺点
优点在于直观易懂，易于操作；缺点在于过于注重市场份额，可能 忽略其他重要因素
经验曲线概念及实践意义
经验曲线的定义
随着经验的积累，单位成本呈现下降的趋势
经验曲线的实践意义
鼓励企业通过不断学习和积累经验来提高生产效率，降低成本， 提升竞争力
经验曲线的应用条件
加强品牌建设，提升品牌知名度和美誉度， 加大营销推广力度。
波士顿咨询报告
波士顿咨询报告聊聊波士顿咨询报告说起波士顿咨询报告，我就想起之前遇到的一件特别有意思的事儿。
那是一个阳光明媚的周末，我正准备去公园溜达放松一下。
在公园门口，我碰到了两个年轻人，他们穿着西装革履，手里拿着厚厚的文件，一脸严肃地在讨论着什么。
我好奇地凑过去听了一耳朵，原来他们正在为一份波士顿咨询报告的数据分析而争论不休。
其中一个小伙子说：“咱们这次的报告，对于市场份额的预测还是太保守了，得重新调整模型参数。
”另一个则反驳道：“但目前的数据就是这样啊，再激进的话，客户那边能接受吗？”这一下子勾起了我的好奇心，波士顿咨询报告到底是个啥东西，能让这俩年轻人如此绞尽脑汁？后来我回去仔细研究了一下，发现波士顿咨询报告可不是一份简单的文件。
它就像是一个商业世界的指南针，为企业、政府和各种组织提供了宝贵的决策依据。
比如说，在市场营销方面，波士顿咨询报告能通过深入的市场调研和数据分析，告诉企业哪些产品有潜力成为爆款，哪些市场还有未被开发的商机。
就像有一家卖零食的公司，一直主打传统口味的薯片。
但通过波士顿咨询报告的分析，发现消费者对于新奇口味的需求在不断增长。
于是，这家公司大胆推出了榴莲味、芥末味的薯片，结果大获成功，销量节节攀升。
在战略规划上，波士顿咨询报告也能发挥大作用。
它能帮助企业看清自己在行业中的位置，是领先者、挑战者还是跟随者。
然后根据不同的定位，给出相应的发展策略。
比如一家新兴的科技公司，通过报告的分析，明确了自己作为挑战者的角色，决定集中资源在某个细分领域进行突破，最终在竞争激烈的市场中站稳了脚跟。
再来说说人力资源管理。
波士顿咨询报告可以评估企业的人力资源结构是否合理，员工的能力和素质是否与企业的发展需求相匹配。
我知道有一家公司，之前总是觉得员工工作效率不高，但又不知道问题出在哪里。
后来看了波士顿咨询报告，才发现是部门之间的职责划分不清晰，导致了很多重复劳动和内耗。
经过一番调整，公司的运转效率大大提高。
波士顿咨询公司对战略业务单位的评价标准
波士顿咨询公司对战略业务单位的评价标准波士顿咨询公司是全球顶级的战略咨询公司之一，其评价标准的制定对于业内其他公司具有很大的指导意义。
对于战略业务单位，波士顿咨询公司制定的评价标准根据不同的因素和特点，可以分为五个方面，分别是战略导向、管理团队、市场营销、人才培养和运营效率。
一、战略导向战略导向是指战略业务单位在整个企业战略中的地位和作用。
波士顿咨询公司对战略导向的评价主要分为四个方面：1.战略思维的广度: 成功的战略业务单位需要具备开拓新领域的能力，具有跨行业的思维视野；2.战略思维的深度: 作为战略业务单位，需要在制定企业战略方面对于细节问题同样具有敏锐洞察力，能够全面准确地把握市场和客户需求；3.战略业务单位与整个企业战略的协调性: 战略业务单位需要与整个企业战略保持一致，以实现企业整体利益的最大化；4.战略实施的效果: 成功的战略业务单位需要能够落实公司战略，切实提高企业的竞争力和效益。
二、管理团队管理团队是企业的灵魂，也是战略业务单位发展过程中最重要的核心团队。
波士顿咨询公司对管理团队的评价主要分以下三个方面：1.管理人员的水平和能力：管理团队要深入了解整个企业的运作，把握公司的优势和不足之处。
管理团队的领导力、创新意识和执行力是关键因素；2.团队的协作和合作精神：团队需要互相信任，相互支持，形成良好的氛围。
管理团队的成员之间也需要密切协作，整合各自的资源和才能；3.团队管理和运营能力：管理团队需要拥有高效管理的能力，能够制定科学的管理流程和体系，掌握公司的内外部环境，及时调整战略和方针政策。
三、市场营销市场营销是战略业务单位取得优势和具有竞争力的关键因素之一。
波士顿咨询公司对市场营销的评价主要分以下两个方面：1.产品策略和品牌管理：战略业务单位需要根据市场需求，准确把握产品特点和品牌价值，根据客户需求精细化产品定位。
同时，战略业务单位还需要有效管理自己的品牌，树立良好的品牌形象，提高市场占有率和客户忠诚度；2.市场营销管理：战略业务单位需要拥有科学的市场营销管理方法和技巧，这种方法和技巧对于企业市场营销的成功和失败都有着至关重要的作用。
bcg 研究报告
bcg 研究报告
BCG（波士顿咨询集团）是全球领先的管理咨询公司之一，
拥有丰富的行业经验和专业知识。
该公司经常发布各种研究报告，为企业在复杂的商业环境中做出明智的决策提供支持和帮助。
BCG研究报告通常包括对行业趋势和市场情况的深入分析，
以及对未来发展方向和策略的前瞻性预测。
在700字的篇幅中，我们无法详细介绍一份具体的BCG研究报告，但可以提供一
个简略的模板，以帮助您编写一篇有关BCG研究报告的文章。
第一段：引入BCG研究报告的目的和重要性
第二段：介绍研究报告的主题和范围
第三段：分析报告中的主要发现和结论
第四段：讨论报告对相关行业和企业的影响
第五段：提出对未来发展的建议或预测
第六段：总结BCG研究报告的重要性和价值
请注意，以上是一个简单的模板，您可以根据具体的BCG研
究报告和要求进行调整和扩展。
此外，如果您没有特定的
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波士顿咨询报告
ӝᬒ ଡӣѽၸညὋ᎕ᆀኍय़ௐᫍ
中国数字化医疗市场变革
夏小燕ʢMagen Xiaʣɺ潘敏仪ʢLillian Poonʣɺ蔡贵和ʢMichael Choyʣɺ黄培杰ʢJohn Wongʣ 2015年9月
内容概览
新的数字化工具和技术将使中国医疗行业发生翻天覆地的变化ɼ迫使处于价值链各 环节的企业尽快作出调整ɼ以适应新形势ɻ
数字化医疗市场业已起步 中国的数字化医疗市场将在未来五年呈指数级增长ɼ到2020年应用数字化医疗的支
波士顿咨询公司
5
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2014 ӝᕱႂ ˃ˉӝႤζো ஜనҫ ӝᬒζোనҫ
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中国数字化医疗市场变革
ڙ | ڎஜߙӐӝႤᮖ۪Ὃளᄉˉҫഴयʿற๘ဗ
ஓᐱ֖ᮔ
ӝႤనҫഴय
ᒬងˀ᫇ង /ӝᬒેՁ
ងற֖෴Ⴄ
ϣऔ̠Ꮕ
ϣऔ֦លˀክူ ܷމNjఝᎾ
ӝৣ
ৣᏧ
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ેՁᎩNjࣰ߶ݝӝၶ
ӝၶ
ห้องสมุดไป่ตู้
˃ˉӝႤζো ʷᯭچNjౄಝౣ
నҫࠪ៵
ӝᬒ
ӝᬒζোనҫ ˋᣃNjᬀ᧖ࣄࣄᬶڃNjᒐᝬ
与此同时ɼ春雨和杏仁医生等拥有风投背景的新兴企业也在开发诸如远程医患沟通 等新的服务产品ɻ而作为一家传统保险企业ɼ中国平安保险公司推出了一款名为l平安 好医生z的应用软件ɼ让患者可以远程向医生进行咨询ɻ另外一些传统的医药分销企业 和零售企业如上海医药也在积极探索电商领域的发展机遇ɻ
波士顿案例分析方法
任何企业都必须要结合外部环境，制定出一套与之相适应的企业战略。 SWOT 是帮助企业分析其内部优势、弱点和外部机会、威 胁的一个非常有用的工具， 但是，SWOT 分析只是工作的第一步。 是企业的一举一动真正能够与外部环境相适，对于大多数企 业来说，都是一项艰巨的挑战。
Made by Jade
对持矩阵（Confrontation Matrix）
Made by Jade
完成目标受到褒奖。 而且，他们还会被允许将大笔资金再投入到业已成熟的业务上去。 瘦狗SBU则是在打一场―不可能‖的战斗。更为糟糕的是，再投入资金， 去挽救无望的瘦狗业务。 问号和吉星则因为它们的市场和现金表现，只能得到一般性投入， 照此它们永远也成不了金牛。 投入不足，对企 业来说无疑也是一种资金浪费。 明智的做法是，要么选择一部分问号产品，加大投入使它们成长为金牛（或者吉星）， 要么减资。 同时，公司要从那些未被选取的问号产品上尝试获取任何可能的现金。
BCG矩阵的局限
BCG矩阵的局限主要有以下几个方面： 它忽略了SBU之间的协同效应。 高市场份额并不是企业成功的唯一因素。 高增长并不是市场吸引力的唯一指标。 瘦狗有时候比金牛赚得更多。 获取准确的市场份额和市场增长数据比较困难。 对市场组成成分的定义不明。 高市场份额并不总是带来高利润。 仅仅考量了两个维度——市场份额和增长速度， 这有可能诱使企业专注于某一特殊产品，或者是剥离尚未成熟的 产品。 低市场份额的产品业务可能同样有利可图。 忽视了那些市场份额增长快速的小公司。
进攻
竭尽全力而为之
防御
密切注视竞争对手一举一动
调整
恢复优势力 量
生存
战略转移
工作看起来自相矛盾，却是 SWOT 分析的挑战所在。 这可以通过结合运用自外而内的战略（如市场驱动战略）或自内而为战略（资
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││││││Delong-Contract-12Oct01-DWJ-sxz-SHI-C.doc ││││││Huiyuan-Proposal-DWJ-jyc-C.ppt││││││案例1.ppt│││││││││││├─BCG(2)││││││保密协议.doc││││││合同.doc││││││备忘录.doc││││││项目建议书.ppt│││││││││││├─屯河││││││├─屯河年度计划和预算│││││││2002年预算编报说明（番茄事业部）.doc │││││││乌苏.xls│││││││凯泽.xls│││││││北庭.xls│││││││华新.xls│││││││喀什果业.xls│││││││国内销售.xls│││││││市场部.xls│││││││投资公司本部预测.xls│││││││昌通.xls│││││││本部.xls│││││││汇源盈利预测.xls│││││││沙湾.xls│││││││玛纳斯.xls│││││││番茄事业部预测.xls│││││││科林.xls│││││││糖事业部预算.xls│││││││自动汇总.xls│││││││财务预算.xls│││││││财务预算汇总.xls│││││││金新预测.xls│││││││││││││├─屯河简介│││││││introduction.ppt│││││││introduction.zip│││││││Template[1].ppt│││││││TUNHE-part1.ppt│││││││屯河年报.pdf│││││││屯河战略规划2001.ppt│││││││屯河战略规划2001.zip│││││││投资分析.doc│││││││││││││└─战略规划││││││tunhezhanlueguihua.doc││││││屯河投资战略规划演示稿.ppt││││││屯河投资战略规划制定的思路.doc││││││屯河投资战略规划研讨会策划准备.doc││││││屯河的战略调整.ppt││││││战略规划附件.doc│││││││││││└─项目开始后│││││├─BCG培训报告││││││Draft of S&M to Mark.ppt││││││Draft S&D presentation to Mark.ppt ││││││KPI WORKSHOP 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││││││第一阶段-0.ppt││││││第一阶段-1.ppt│││││││││││├─工作计划和日志││││││11.12-17.doc││││││11.19-25.doc││││││11.26-1.doc││││││11.6-11.doc││││││12.10-16.doc││││││12.17-23.doc││││││12.3-9.doc│││││││││││├─市场调查││││││├─市场调查报告│││││││市场调查报告.doc│││││││││││││└─问卷格式││││││2001SH-1027问卷终稿-SH-A.doc││││││City deep dive template.ppt││││││OE interview guide-8Nov.zip││││││Sales company survey.doc││││││市场调查问卷.doc││││││目标城市深入调查安排-r.doc│││││││││││├─数据││││││data request 9Nov01.doc│││││││││││├─项目阶段总结││││││David(中期德隆)1.ppt││││││David(中期汇源).ppt││││││Scott(中期德隆)2.ppt││││││Scott(中期汇源).ppt││││││Scott(中期汇源-1).ppt││││││项目回顾.ppt││││││项目总结11-29.ppt││││││项目总结11-29.zip│││││││││││└─马昆控制计划│││││11-13.doc│││││项目阶段汇报会12-3.doc│││││。