世界知名咨询公司波士顿咨询公司ppt课件
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波士顿咨询公司模板.ppt
Too much information?
Proposed Contact Model
Team Leader
Plant
Remote TE
Customer
CSR
TE CAS
Proposed Organizational Structure VP, National Sales
Business Managers
• Several low value areas consume time • TSE time consumed by activities which could be handled more
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0 40.2
GM ($000) 958 2,400 827 624 641 (15) 138 5,573
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5 100
Messages are buried in the data
Competitor A
Won + Lost = Net
117
(61) 56)
290
(32) 258)
7
(50) (43)
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。
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。
波士顿咨询公司模板.ppt-精选文档
3
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
4
WRITING CLEAR, SUCCINCT, AND INTERESTING SLIDES
Good slides, bad slides How to use slides in a presentation How to choose among words, tables, graphics How to display information on slides effectively
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5
Total
13,863
100
(1.6)
40.2
5,573
100
Messages are buried in the data
Source: Annual Division Budget
6
Example
THE REDESIGN PROCESS INVOLVES FOUR DISCRETE STAGES
Analysis Extensive customer analysis • Customer service and support requirements Detailed internal diagnostic • Time spent by activity by responsibility • Capacity of the system Findings • Current contact model does not have capacity to serve all customers adequately • Several low value areas consume time • TSE time consumed by activities which could be handled more efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to leverage sales force time Analysis: Identify opportunities
咨询公司模板系列-波士顿55页56页PPT
Plant
Current Organizational Structure
Detailed internal diagnostic • Time spent by activity by responsibility • Capacity of the system
• Current contact model does not have capacity to serve all customers adequately
• From choosing the most appropriate slide type – words, tables, graphics
• To writing a slide that is clear and interesting
3
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0 40.2
GM ($000) 958 2,400 827 624 641 (15) 138 5,573
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5 100
Messages are buried in the data
ES
Assistance
CAS
Technical
TSE
Assistance
Price
Concessions
Expediting
DM
Price Concessions
Expediting
ቤተ መጻሕፍቲ ባይዱ
Customer
Current Organizational Structure
Detailed internal diagnostic • Time spent by activity by responsibility • Capacity of the system
• Current contact model does not have capacity to serve all customers adequately
• From choosing the most appropriate slide type – words, tables, graphics
• To writing a slide that is clear and interesting
3
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0 40.2
GM ($000) 958 2,400 827 624 641 (15) 138 5,573
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5 100
Messages are buried in the data
ES
Assistance
CAS
Technical
TSE
Assistance
Price
Concessions
Expediting
DM
Price Concessions
Expediting
ቤተ መጻሕፍቲ ባይዱ
Customer
波士顿咨询公司模板.ppt 56页
• Several low value areas consume time • TSE time consumed by activities which could be handled more
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
Lifter Bore (Volume)
179
91
60
30
Is the complexity necessary?
Note: Width of bar is proportional to CDGI
*Valuation ROI - 3y median CFROI
8
Sources: LRP; HOLT Value Model
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0 40.2
GM ($000) 958 2,400 827 624 641 (15) 138 5,573
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5 100
Messages are buried in the data
382
(218) 164)
97
(218) (121)
79
(224) (145)
---
--- ---)
1
(55) (54)
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
Lifter Bore (Volume)
179
91
60
30
Is the complexity necessary?
Note: Width of bar is proportional to CDGI
*Valuation ROI - 3y median CFROI
8
Sources: LRP; HOLT Value Model
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0 40.2
GM ($000) 958 2,400 827 624 641 (15) 138 5,573
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5 100
Messages are buried in the data
382
(218) 164)
97
(218) (121)
79
(224) (145)
---
--- ---)
1
(55) (54)
波士顿—品牌培训ppt课件
务型营销的挑战
特别是它发现了关于顾客体验在制定品 牌中的角色的一系列问题
• 例如，品牌环境，品牌人员，“尖峰时刻”
产品和服务是有着根本上的差异 的
服务是一种“行为” (针对于顾客或者顾客的物品发生
的)
产品是一件“东西” (可以成为顾客的财产)
不能够储藏
可储藏的
生产与消费同时发生
生产与消费可以分离
品牌提供哪些具体的功能上的好处？
价值定位
情感上的好处
品牌创造了哪些情感上的好处？
价格
这些好处值多少钱？
期望的 品牌形象
个性 故事 形象 联系 价值 体验
什么是品牌的特征/个性？ 品牌有什么故事/传统？ 客户应该怎样看待这一品牌？ 客户与品牌之间的关系应该是怎样的？ 品牌代表什么价值？ 客户对品牌的体验如何？
• 顾客细分 • 定价 • 定位,形象化 • 渠道策略 • 地点 • 品牌命名 • 品牌延伸
议程
品牌管理的基本要点 服务性品牌的独特原则 品牌管理的关键因素 问题和讨论
服务型营销是一门与众不同的管 理技能
“服务型营销”为整个市场营销界做出 了两个重要贡献
• 它指出了产品与服务之间的差异 • 它发现了由于这些差异导致的几项独特的服
声音 • 制作espresso的声音 • 金属铲翻动咖啡豆 • 星巴克CD
麦当劳
全世界麦当劳的统一形象 “金色拱门”
墨西哥
阿根廷 日本
曼谷 德国
英格兰
麦当劳
一贯的、可预知的情感上的吸引
重视儿童
明确的品牌定位（一）
品牌定位是对具体目标客户群（对谁）作出的承诺（什么）
价值定位
功能上的好处 情感上的好处
目标客户群
特别是它发现了关于顾客体验在制定品 牌中的角色的一系列问题
• 例如，品牌环境，品牌人员，“尖峰时刻”
产品和服务是有着根本上的差异 的
服务是一种“行为” (针对于顾客或者顾客的物品发生
的)
产品是一件“东西” (可以成为顾客的财产)
不能够储藏
可储藏的
生产与消费同时发生
生产与消费可以分离
品牌提供哪些具体的功能上的好处？
价值定位
情感上的好处
品牌创造了哪些情感上的好处？
价格
这些好处值多少钱？
期望的 品牌形象
个性 故事 形象 联系 价值 体验
什么是品牌的特征/个性？ 品牌有什么故事/传统？ 客户应该怎样看待这一品牌？ 客户与品牌之间的关系应该是怎样的？ 品牌代表什么价值？ 客户对品牌的体验如何？
• 顾客细分 • 定价 • 定位,形象化 • 渠道策略 • 地点 • 品牌命名 • 品牌延伸
议程
品牌管理的基本要点 服务性品牌的独特原则 品牌管理的关键因素 问题和讨论
服务型营销是一门与众不同的管 理技能
“服务型营销”为整个市场营销界做出 了两个重要贡献
• 它指出了产品与服务之间的差异 • 它发现了由于这些差异导致的几项独特的服
声音 • 制作espresso的声音 • 金属铲翻动咖啡豆 • 星巴克CD
麦当劳
全世界麦当劳的统一形象 “金色拱门”
墨西哥
阿根廷 日本
曼谷 德国
英格兰
麦当劳
一贯的、可预知的情感上的吸引
重视儿童
明确的品牌定位（一）
品牌定位是对具体目标客户群（对谁）作出的承诺（什么）
价值定位
功能上的好处 情感上的好处
目标客户群
波士顿咨询PPT模板
1991 Sales ($000) 2,551 5,303 2,372 1,524 1,270 152 691
Sales % of Total 18.3 38.3 17.1 11.0 9.2 1.1 5
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0
GM ($000) 958 2,400 827 624 641 (15) 138
Proposed Organizational Structure
VP, National Sales
Business Managers
CAS Manager
CS Managers (10) Telemarketing TSRs (13) CSRs (65)
Latrobe Telemarketing (9)
5
Example
STRONG GROWTH IN OTHER PRODUCTS OFFSET BY PARTS’ DECLINE
1987-91 CAGR (Real %) 31.9 10.9 13.8 (28.5) (4.0) (36.2) (2.9)
Product Alarm & detection Broad diffusion IR sensors Chloride Bulk chloride Parts Design
8
Example
PREMIUM LOW CALORIE SWITCHING OCCURRING WITHIN PREMIUM SEGMENT, NOT NEAR PREMIUM
Halt the Leaks to Competitors
Client Brand/Segment Total Super Prem. Product 1 Product 2 Product 3 Other Total PFC Near Prem. Product 1 Product 2 Product 3 Other Total PLC Other Segments Segment 1 Segment 2 Segment 3 Segment 4 Total 2,836 Starting Base Won + Lost = Net 60 (98) (38) 198 6 25 153 382 97 79 --1 177 (56) (52) (81) (29) (218) (218) (224) --(55) (497) 142) (46) (56) 124) 164) (121) (145) ---) (54) (320)
波士顿咨询公司模板.ppt
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0 40.2
GM ($000) 958 2,400 827 624 641 (15) 138 5,573
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5 100
Messages are buried in the data
Other Segments Segment 1 Segment 2 Segment 3 Segment 4
Total
Starting Base
Client
Won + Lost = Net
60
(98) (38)
198
(56) 142)
6
(52) (46)
25
(81) (56)
153
(29) 124)
Too much information?
Proposed Contact Model
Team Leader
Plant
Remote TE
Customer
CSR
TE CAS
Proposed Organizational Structure VP, National Sales
Business Managers
WRITING CLEAR AND INTERESTING SLIDES
2019，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
TODAY’S OBJECTIVE
To give you the tools to write slides that communicate the results of our work in a way that helps clients understand, accept, and use those results This session will help you through the process of writing slides
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5
Example
STRONG GROWTH IN OTHER PRODUCTS OFFSET BY PARTS’ DECLINE
Product Alarm & detection Broad diffusion IR sensors Chloride Bulk chloride Parts Design Total
Availability Quoting ISP cross-referencing Ordering Price concessions Expediting
Price Concessions
Group
Ordering
Quoting Availability
Price concessions
CSR Expediting
Plant
Current Organizational Structure
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0 40.2
GM ($000) 958 2,400 827 624 641 (15) 138 5,573
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5 100
Messages are buried in the data
1991 Sales ($000)
2,551 5,303 2,372 1,524 1,270
152 691 13,863
Sales % of Total
18.3 38.3 17.1 11.0
9.2 1.1 5 100
1987-91 CAGR (Real %) 31.9 10.9 13.8 (28.5) (4.0) (36.2) (2.9) (1.6)
• From choosing the most appropriate slide type – words, tables, graphics
• To writing a slide that is clear and interesting
3
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
leverage sales force time
Evaluate Alternatives:
Opportunities point to new contact model
Current Contact Model
Technical Assistance
Technical Assistance
Technical
ES
Assistance
CAS
e
Price
Concessions
Expediting
DM
Price Concessions
Expediting
Customer
Ordering ASP selling/implementation ISP selling Quoting/cross-referencing Expediting Technical assistance in person Rotational calls Availability
• Several low value areas consume time • TSE time consumed by activities which could be handled more
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
Detailed internal diagnostic • Time spent by activity by responsibility • Capacity of the system
• Current contact model does not have capacity to serve all customers adequately
4
WRITING CLEAR, SUCCINCT, AND INTERESTING SLIDES
Good slides, bad slides How to use slides in a presentation How to choose among words, tables, graphics How to display information on slides effectively
WRITING CLEAR AND INTERESTING SLIDES
2005，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
TODAY’S OBJECTIVE
To give you the tools to write slides that communicate the results of our work in a way that helps clients understand, accept, and use those results This session will help you through the process of writing slides
Source: Annual Division Budget
6
Example
THE REDESIGN PROCESS INVOLVES FOUR DISCRETE STAGES
Analysis
Findings
Analysis: Identify opportunities
Extensive customer analysis • Customer service and support requirements
Example
STRONG GROWTH IN OTHER PRODUCTS OFFSET BY PARTS’ DECLINE
Product Alarm & detection Broad diffusion IR sensors Chloride Bulk chloride Parts Design Total
Availability Quoting ISP cross-referencing Ordering Price concessions Expediting
Price Concessions
Group
Ordering
Quoting Availability
Price concessions
CSR Expediting
Plant
Current Organizational Structure
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0 40.2
GM ($000) 958 2,400 827 624 641 (15) 138 5,573
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5 100
Messages are buried in the data
1991 Sales ($000)
2,551 5,303 2,372 1,524 1,270
152 691 13,863
Sales % of Total
18.3 38.3 17.1 11.0
9.2 1.1 5 100
1987-91 CAGR (Real %) 31.9 10.9 13.8 (28.5) (4.0) (36.2) (2.9) (1.6)
• From choosing the most appropriate slide type – words, tables, graphics
• To writing a slide that is clear and interesting
3
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
leverage sales force time
Evaluate Alternatives:
Opportunities point to new contact model
Current Contact Model
Technical Assistance
Technical Assistance
Technical
ES
Assistance
CAS
e
Price
Concessions
Expediting
DM
Price Concessions
Expediting
Customer
Ordering ASP selling/implementation ISP selling Quoting/cross-referencing Expediting Technical assistance in person Rotational calls Availability
• Several low value areas consume time • TSE time consumed by activities which could be handled more
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
Detailed internal diagnostic • Time spent by activity by responsibility • Capacity of the system
• Current contact model does not have capacity to serve all customers adequately
4
WRITING CLEAR, SUCCINCT, AND INTERESTING SLIDES
Good slides, bad slides How to use slides in a presentation How to choose among words, tables, graphics How to display information on slides effectively
WRITING CLEAR AND INTERESTING SLIDES
2005，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
TODAY’S OBJECTIVE
To give you the tools to write slides that communicate the results of our work in a way that helps clients understand, accept, and use those results This session will help you through the process of writing slides
Source: Annual Division Budget
6
Example
THE REDESIGN PROCESS INVOLVES FOUR DISCRETE STAGES
Analysis
Findings
Analysis: Identify opportunities
Extensive customer analysis • Customer service and support requirements