mckinsey关于商业流程外包的presentation
麦肯锡公司-成都发言ppt课件
• 增长上仍然乏力，行业整体增幅不
如预测乐观，主要服务外包企业总 量小且增速不到印度企业一半
• 决策中迅速出局，缺少有影响的外
包项目，有规模的接包企业导致中 国在跨国企业决策过程中迅速“出 局”
• 发展中缺少差异，各地普遍面临相
似的发展瓶颈，出台类似的扶持政 策，争夺同一组跨国企业，但对差 异化定位缺少必要的挖掘
5,162.0
* 58.5 51.8 58.3 82.4 125.6
* 48.1 54.0 64.0 77.0 87.0
*
*
*
*
*
Source: Bloomberg; Gartner
942.8
*
3,756.8
2,713.3
1,409.6 1,999.0
687.3
*
3,405.4
2,278.0 1,651.0 1,031.3
3 政府支撑和效 率
• 大部分城市已落实了较具力度的优惠政策，但政策的科学合理性有待进
一步分析
• 一些城市的内部流程，特别是招商、服务体系有待进一步优化
4 城市品牌形象 和宣传
• 基地城市对各关键利益相关方的宣传工作存在知晓度瓶颈 • 部分关键利益相关方对基地城市的理解也存在误区
9
与国际领先城市相比，国内基地城市的产业总规模和人均出口 1 额均较低
*
*
*
*
*
6
虽然关注度大幅提升，但是在跨国公司的实际决策中中国迅 速出局
与软件和IT服务外包相关的条目， 06/2007-05/2008*
印度
967
中国
466
迈克尔哈默业务流程再造的8项原则
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麦肯锡-新产品开发流程-麦肯锡-新产品开发
国际最新技术讯息反馈表
•手机例子 信息来源： •技术内容：
PPT文档演模板
麦肯锡-新产品开发流程-麦肯锡-新产 品开发
制订成品战略的具体程序
•明确事业部整体 战略及市场情况
•确定产品战略 及建议项目
•为建议项目排 序
•取得高层管理 同意
•主 要活 动
• 与高层了解整
体战略及产品 应扮角色
• 评估公司和内
部能力和独特 优势
• 了解并分析市
场需求趋势， 用户偏好及竞 争状态
各部门在新产品开发程序中的角色
•产品战略及 优先排序
•“创意” 产生及筛 选
•产品概念的
•市场测试
形成及优先排 •设计与试造 及推出决
ห้องสมุดไป่ตู้
序
策
•信息流 •决策流 •关键角色
•大量生产
•推广与效 益监督
总裁
•审查
•事业部总经理 •审查
•市场总监 •产品经理*
•制定/主 持 •输入
•市场调研经理 •输入
•战略营销经理 •参与 •销售总监 •输入
– 国内外技术/新产品 – 描述
讯息
– 优先权
– 竞争对手产品
– 时间安排
– 经贸刊物
– 资源计算
– 展览会
• 内部资源
– 项目讨论会
– 电子部件调查
– 数据库
– 分公司
• 寻找科技合作伙伴，
评估适合合作程度
– 技术内容/先进程度
– 技术对康佳用途
– 引入方法
– 科技转移程度
PPT文档演模板 – 长期合作可能性
•财务中心总经理
PPT文档演模板
麦肯锡方法的工作流程
麦肯锡方法的工作流程The work process of the McKinsey method is a systematic approach used by the global management consulting firm McKinsey & Company to solve complex business problems. 麦肯锡方法的工作流程是全球管理咨询公司麦肯锡与公司用来解决复杂商业问题的系统方法。
It involves a series of structured steps that consultants follow to analyze, develop, and implement solutions for their clients. 它涉及一系列结构化步骤，顾问们必须遵循这些步骤来分析，制订并实施解决方案给客户。
The process is designed to provide a framework for approaching problems and finding the most effective solutions. 这个过程旨在提供一个框架来解决问题和找到最有效的解决方案。
The McKinsey method is known for its rigorous analytical approach and emphasis on using data and evidence to drive decision-making. 麦肯锡方法以其严格的分析方法和强调使用数据和证据来推动决策而闻名。
It has been applied in a wide range of industries and has helped companies address challenges, improve performance, and achieve their strategic objectives. 它已经应用在各种行业，并帮助公司解决挑战，提升业绩，实现其战略目标。
mckinsey关于商业流程外包的presentation
phenomenon plateau out in the next few years?
– June 2003
“Is your job next?” – February 2003
2
20030520DL-ZXE332(ITES, Board Pres.)(JS)-7
IN THIS CONTEXT, SEVERAL DOUBTS HAVE ARISEN ABOUT THE FUNDAMENTAL LONGEVITY AND EVOLUTION OF BPO AS AN INDUSTRY
• Will the BPO
phenomenon plateau out in the next few years?
• Even if it survives,
moving up the value chain will be difficult and will take several years?
5
INDIA CAPTURES 33 CENTS FROM EACH DOLLAR OF SPEND OFFSHORED BY THE U.S.
Value accrued from $1 of U.S. spend offshored1
Dollars; 2002
0.33
0.03
0.01
0.09
0.10
• Over 2.5 million low-cost
talented workers in countries such as India and Philippines
• Emergence of a credible
vendor community
麦肯锡—通过业务流程再造建立独特的竞争优势资料课件
该制造企业面临市场竞争加剧和客户需求多样化的挑战，通过业务流程再造， 聚焦核心业务，优化生产流程，提高生产效率，降低成本，从而建立了独特的 竞争优势。
案例二：某零售企业的数字化转型
总结词
借助数字化技术，实现线上线下融合，提升客户体验
详细描述
某零售企业为应对电商冲击和客户需求的变化，借助数字化技术对业务流程进行 再造，实现线上线下融合，提升客户体验，增加销售额和市场份额。
品牌建设
企业需要加强品牌建设和 市场营销，提升品牌知名 度和美誉度，从而维护竞 争优势。
THANKS
感谢观看
在全球44个国家设有分公司， 拥有超过30,000名咨询顾问
服务领域
针对不同行业和企业 的需求，提供定制化 的解决方案
帮助客户解决复杂问 题，实现可持续发展 和增长
重点服务领域包括： 制造业、零售业、金 融业、医疗保健业等
咨询方法
采用跨部门、跨领域的团队协作模式 ，确保解决方案的全面性和有效性
强调与客户共同成长，建立长期合作 关系
案例三：某金融机构的客户服务升级
总结词
以客户为中心，优化服务流程，提高 客户满意度
详细描述
某金融机构在竞争激烈的市场环境中 ，通过以客户为中心的业务流程再造 ，优化服务流程，提高客户满意度和 忠诚度，从而赢得了更多的市场份额 。
05
总结与展望
业务流程再造的未来趋势
数字化转型
随着技术的发展，业务流程再造 将更加注重数字化转型，实现自 动化、智能化和高效化的运营管
通过数据分析和洞察，深入了解客户 需求和行业趋势
02
业务流程再造的概念
定义与意义
定义
业务流程再造是对企业业务流程 进行根本性的再思考和彻底性的 再设计，以实现企业运营绩效的 巨大提升。
企业办理个体户外包企业业务流程
企业办理个体户外包企业业务流程英文回答，To set up a sole proprietorship outsourcing business in China, you will need to follow a series ofsteps to ensure that your business is legally registeredand compliant with local regulations. Here is a general overview of the process:1. Choose a business name: The first step is to choosea unique and appropriate name for your outsourcing business. The name should not be already in use by another business and should comply with the regulations for business namesin China.2. Register the business: You will need to registeryour sole proprietorship with the local Administration of Industry and Commerce. This involves submitting the necessary documents and forms, including your business name, business scope, and the identity of the business owner.3. Obtain a business license: Once your business isregistered, you will need to obtain a business license. This license is a legal requirement to operate a business in China and will need to be prominently displayed at your place of business.4. Tax registration: You will need to register your business for tax purposes with the local tax authorities. This will involve obtaining a tax registration certificate and ensuring that you understand your tax obligations as a business owner.5. Open a business bank account: To separate your personal and business finances, it is important to open a business bank account. This will also be necessary for receiving payments from clients and paying business expenses.6. Compliance with labor laws: If you plan to hire employees for your outsourcing business, you will need to ensure compliance with local labor laws. This may include registering employees for social insurance and housing fund contributions.7. Obtain any necessary permits or licenses: Depending on the nature of your outsourcing business, you may need to obtain additional permits or licenses to operate legally. This could include industry-specific permits or health and safety certifications.中文回答：在中国办理个体户外包企业，您需要遵循一系列步骤，以确保您的企业合法注册并符合当地法规。
Mckinsey(麦肯锡)_如何写商业计划书
development are needed?
• How much investment is
necessary (high level estimation)?
• What long term goals have you
set?
hLNZXL756LTDE-P1
hLNZXL756LTDE-P1
“There is nothing in the world as powerful than an idea whose time has come” Victor Hugo
6
Innovation classification scheme
New product • Microsoft
14
Elements of a Business Plan
Importance
1. Executive summary
2. Product or service
3. Management team
4. Market and competition
5. Marketing and sales
6. Business system and organisation
7. Implementation schedule
8. Opportunities and risks
9. Financial planning and financing
hL concept
Draft business
plan
Focus of this phase Part of this phase
Contents
• Business start-up process • Writing the Business Plan • Constructing the team
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Source: Gartner; Dataquest; Aberdeen group; McKinsey analysis
1
20030520DL-ZXE332(ITES, Board Pres.)(JS)-7
…BUT HAS ALSO CREATED GREAT ANXIETY IN PRIMARY MARKETS
20030520DL-ZXE332(ITES, Board Pres.)(JS)-7
CONTEXT: BUSINESS PROCESS OFFSHORING HAS EXPLODED IN THE LAST FEW YEARS…
Demand side forces
• Encouraging track
THE GLOBAL ECONOMY
1.45-1.47
$1.00
ቤተ መጻሕፍቲ ባይዱ
0.45-0.47
0.67 0.33
$1 previously spent in U.S., now offshored to India . . .
U.S. House Sub-business Committee
“Can America Lose These Jobs and Still Prosper?”
– July 2003
“American legislators are accusing India of stealing jobs”
record of early movers
• Demanding U.S market
environment
• Successful track record
of I/T offshoring
Supply-side enablers
• Telecom costs down by
90% in the last 3 years; world-class reliability
“Tech jobs leave U.S. for India, Russia. Who’s to blame?”
– July 2003
“3.3 million U.S. service jobs to go offshore by 2015”
– November 2002
“America’s pain, India’s gain” – January 2003
• Value chain moves will be
the domain of captives because the trust required is too high?
4
20030520DL-ZXE332(ITES, Board Pres.)(JS)-7
1. OFFSHORING ACTUALLY GENERATES GREATER VALUE FOR
• Will the BPO
phenomenon plateau out in the next few years?
• Even if it survives,
moving up the value chain will be difficult and will take several years?
• Will the BPO
phenomenon plateau out in the next few years?
• Even if it survives,
moving up the value chain will be difficult and will take several years?
• Value chain moves will be
the domain of captives because the trust required is too high?
3
20030520DL-ZXE332(ITES, Board Pres.)(JS)-7
IN THIS CONTEXT, SEVERAL DOUBTS HAVE ARISEN ABOUT THE FUNDAMENTAL LONGEVITY AND EVOLUTION OF BPO AS AN INDUSTRY
• Over 2.5 million low-cost
talented workers in countries such as India and Philippines
• Emergence of a credible
vendor community
BPO total revenues- India example* $ billion
– June 2003
“Is your job next?” – February 2003
2
20030520DL-ZXE332(ITES, Board Pres.)(JS)-7
IN THIS CONTEXT, SEVERAL DOUBTS HAVE ARISEN ABOUT THE FUNDAMENTAL LONGEVITY AND EVOLUTION OF BPO AS AN INDUSTRY
ITES/BPO – Opportunity to move up the value chain?
Presentation at iTECH 2004 January 13, 2004
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.