麦肯锡咨询报告原版Impact of

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Enhancing the Impact of your Report Summary

Enhancing the Impact of your ReportSummaryA report summary is a crucial part of any document as it provides a brief overview of the key points and findings to the reader. In order to enhance the impact of your report summary, there are several key strategies that can be implemented.First and foremost, it is essential to ensure that the summary is clear, concise, and well-organized. The purpose of a report summary is to provide the reader with a quick understanding of the main points of the report without having to read the entire document. Therefore, it is important to summarize the key findings, conclusions, and recommendations in a clear and succinct manner.Additionally, it is important to tailor the summary to the target audience. Consider who will be reading the report and what information will be most important to them. This will help you prioritize the key points to include in the summary and ensure that it is relevant and engaging to the reader.Another important aspect of enhancing the impact of your report summary is to use visual aids and graphics to help communicate the information. Charts, graphs, and tables can help to illustrate key data points and make complex information more digestible for the reader. Visual aids can also help to break up the text and make the summary more visually appealing.Furthermore, it is important to highlight the main takeaways and implications of the report in the summary. This will help to emphasize the significance of the findings and recommendations and make it easier for the reader to understand the report's importance.In conclusion, enhancing the impact of your report summary involves creating a clear, concise, and well-organized summary that is tailored to the target audience, uses visual aids to communicate information, and highlights the main takeaways and implications of the report. By implementing these strategies, you can ensure that yourreport summary effectively communicates the key points and findings of your report and leaves a lasting impact on the reader.。

麦肯锡公司报告McKinsey and Company

McKinsey and Company
Managing Intellectual Capital
McKinsey
In Client Relationship Mode
Business Concept
Focus on important management issues
First mover in strategy and org consulting
Codification should be utilized when:
Mature offerings Dealing with similar problems over and over again Standardized products and services People rely on explicit (easily codified) knowledge ( software code or market data)
-
Inexperienced associates Info transfer only – not a creative solution No external expertise
Bray/Telecom Europe
+ Bray's mobility
Transfer expertise
+ Documented learning + Building networks
Employment Contract
Empowered employees are responsible for company's competitiveness and their own development Top managers ensures company's competitiveness and employees' security Top managers support personal development and initiatives and ensure employability

WAVE系统介绍-原版

4 5
1
2
3
3. My recent updates lists any initiatives or actions you have edited in the last 7 days. Click an item to open it. 4. All initiatives shows all the initiatives of the project, with some key information (Progress, Owner, Last modification date…) 5. All actions shows shows all the initiatives of the project, with some key information (Progress, Owner, Last modification date…)
Contents of this user guide
Topic
Page #
▪
▪ ▪ ▪ ▪ ▪ ▪
Wave overview and key concepts
Basic navigation and Dashboard Content Explorer : Initiatives and Actions Creating a new Initiative Tracking Impact Reports
SOURCE: Wave team
Email: support@
McKinsey & Company
| 2
Key concepts in Wave
Wave is structured along two key elements: Initiatives and Actions An initiative can be defined as an improvement opportunity within the overall project. Initiatives are the “what” as in “What should we do?”. Initiatives themselves can be grouped e.g. by business unit, function, theme or geography by using initiative attributes or so-called “project structures”. Each initiative could potentially have impact on one or more key business metrics such as cost or revenue. An action is a task which must be executed in order to implement an initiative. Actions are the “how” as in “How will we do it?” Each action sits within one specific parent initiative. Each initiative can have multiple actions (or even none), and an action cannot exist without a parent initiative.

麦肯锡战略咨询手册(英文版)(PPT)

8
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 3
A.3 What is the expected competitor conduct? What are the resulting opportunities and risks?
• Major industry competitor moves
+
Internal assessment
+Байду номын сангаас
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
Financial projections
• What are the expected
alternatives IV. Exhibits
2
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
Assessments and the resultant BU Strategic Plans
4
II. ENVIRONMENTAL AND INTERNAL ASSESSMENT
5
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY
A. What are the major changes in industry dynamics and the resulting opportunities and risks?

麦肯锡：运营绩效(英文版)

• Additional USD 1 billion
savings targeted for 2003
Overall financial impact
• From 1996 to 2000, CAGR
of revenues and net income 15% and 30%, respectively, in spite of plunge in aluminum prices
50% increase
1997
2000
1997
EVA (ROIC minus cost of capital) Per cent
1997
2000
2000
7% decrease
* Based on a set of 132 companies in 10 sectors (Industrial Machinery, Ferrous, Non Ferrous, Consumer Durables, Chemicals,
a factor of five
• P/E 20+ points higher
than other major players
• Make-to-order supply chain • Inventory level 60% lower • Receivables turns 45% higher
“excellent” companies for analysis
– ROIC > WACC (from 95-99) – ROIC > Industrial average
• Short-listed 12
“excellent companies” based on qualitative review of operations

【独家原文翻译56页版】麦肯锡大数据：创新、竞争和生产力的下一个前沿(原文翻译)

大数据：创新、竞争和生产力的下一个前沿（原文翻译）麦肯锡在2011年5月发布了一个关于大数据方面的报告：《Big data: The next frontier for innovation, competition, and productivity》，虽然是6年前的报告，但是今天读来，还是非常用指导意义。

报告分为两个版本，一个是概要版20页，一个是完整版156页。

正好最近看了一遍概要版，觉得收益甚大。

所以试着翻译一下，仅供参考。

标题：Big data: The next frontier for innovation, competition, and productivity译文：大数据：创新、竞争和生产力的下一个前沿第二页是关于MGI（麦肯锡全球研究院）的介绍，就不翻译了。

略。

Data have become a torrent flowing into every area of the global economy. 1 Companies churn out a burgeoning volume of transactional data, capturing trillions of bytes of information about their customers, suppliers, and operations. millions of networked sensors are being embedded in the physical world in devices such as mobile phones, smart energy meters, automobiles, and industrial machines that sense, create, and communicate data in the age of the Internet of Things. 2 Indeed, as companies and organizations go about their business and interact with individuals, they are generating a tremendous amount of digital“exhaust data,”i.e., data that are created as a by-product of other activities. Social media sites, smartphones, and other consumer devices including PCs and laptops have allowed billions of individuals around the world to contribute to the amount of big data available. And the growing volume of multimedia content has played a major role in the exponential growth in the amount of big data (see Box 1, “What do we mean by ‘big data’?”). Each second of high-definition video, for example, generates more than 2,000 times as many bytes as required to store a single page of text. In a digitized world, consumers going about their day—communicating, browsing, buying, sharing, searching—create their own enormous trails of data.译文：数据已成为流入全球经济各个领域的激流。

麦肯锡战略咨询报告写作模板-数据部分[精品文档]

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CONFIDENTIAL
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CLIENT
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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.
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麦肯锡案例面试题：GreatBurger案例分析（英文

麦肯锡案例面试题：Great Burger 案例分析(英文，有答案)Practice CasesGreat BurgerIntroductionTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to usethis feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or shewants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have theopportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are six questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner.At the end, you can print the entire on-line case study at once.Start Case Study=============================================================================================================Client Goal: Should Great Burger acquire Heavenly Donuts as part of its growthstrategy?Our client is Great Burger (GB) a fast food chain that competes head–to-head with McDonald's, Wendy's, Burger King, KFC, etc.Description of Great BurgerGB is the fourth largest fast food chain worldwide, measured by the number of stores in operation. As most of its competitors do, GB offers food and "combos" for the three largest meal occasions: breakfast, lunch, and dinner.Even though GB owns some of its stores, it operates under the franchising business model with 85 percent of its stores owned by franchisees (individuals own and manage stores, pay franchise fee to GB, but major business decisions (e.g., menu, lookof store) controlled by GB).McKinsey studyAs part of its growth strategy GB has analyzed some potential acquisition targets including Heavenly Donuts (HD), a growing doughnut producer with both a U.S. andinternational store presence.HD operates under the franchising business model too, though a little bit differently than GB. While GB franchises restaurants, HD franchises areas or regions in which the franchisee is required to open a certain number of stores.GB's CEO has hired McKinsey to advise him on whether they should acquire HD or not.QUESTION 1What areas would you want to explore to determine whether GB should acquire HD?ANSWER 1Some possible areas are given below. Great job if you identified several of theseand perhaps others.∙Stand alone value of HD∙Growth in market for doughnuts∙HD's past and projected future sales growth (break down intogrowth in number of stores, and growth in same store sales) ∙Competition – are there any other major national chainsthat are doing better than HD in terms of growth/profit. Whatdoes this imply for future growth?∙Profitability/profit margin∙Capital required to fund growth (capital investment to opennew stores, working capital)Synergies/strategic fit∙Brand quality similar? Would they enhance or detract fromeach other if marketed side by side?∙How much overlap of customer base? (very little overlapmight cause concern that brands are not compatible, too muchmight imply little room to expand sales by cross-marketing) ∙Synergies (Hint: do not dive deep on this, as it will becovered later)Management team/cultural fit∙Capabilities/skills of top, middle management∙Cultural fit, if very different, what percent of keymanagement would likely be able to adjustAbility to execute merger/combine companies∙GB experience with mergers in past/experience inintegrating companies∙Franchise structure differences. Detail “dive” intofranchising structures. Would these different structuresaffect the deal? Can we manage two different franchisingstructures at the same time?=============================================================================================================The team started thinking about potential synergies that could be achieved by acquiring HD. Here are some key facts on GB and HD.QUESTION 2What potential synergies can you think of between GB and HD?ANSWER 2We are looking for a few responses similar to the ones below:∙Lower costs∙Biggest opportunity likely in corporate selling, general, and administrative expenses (SG&A) by integrating corporatemanagement∙May be some opportunity to lower food costs with larger purchasing volume on similar food items (e.g., beverages,deep frying oil), however overlaps may be low as ingredientsare very different∙GB appears to have an advantage in property and equipment costs which might be leveragable to HD (e.g., superiorskills in lease negotiation)Increase revenues∙Sell doughnuts in GB stores, or some selected GB productsin HD stores∙GB has much greater international presence thus likely hasknowledge/skills to enable HD to expand outside of NorthAmerica∙GB may have superior skills in identifying attractivelocations for stores as its sales per store are higher thanindustry average, whereas HD's is lower than industryaverage; might be able to leverage this when opening new HDstores to increase HD average sales per store∙Expand HD faster than it could do on own–GB, as a largercompany with lower debt, may have better access to capital=============================================================================================================QUESTION 3The team thinks that with synergies, it should be possible to double HD’s U.S. market share in the next 5 years, and that GB’s access to capital will allow it to expand the number of HD stores by 2.5 times. What sales per store will HD require in 5 years in order for GB to achieve these goals? Use any data from Exhibit 1 you need, additionally, your interviewer would provide the following assumptions foryou:∙Doughnut consumption/capita in the U.S. is $10/year today, and isprojected to grow to $20/year in 5 years.∙For ease of calculation, assume U.S. population is 300m.ANSWER 3You should always feel free to ask your interviewer additional questions to helpyou with your response.Possible responses might include the following:∙Market share today: $700M HD sales (from Exhibit 1) ÷ $3B U.S. market ($10 x 300M people) = 23% (round to 25% for simplicity sake)∙U.S. market in 5 years = $20 x 300 = $6B∙HD sales if double market share: 50% x $6B = $3B∙Per store sales: $3B/2.5 (1000 stores) = $1.2MDoes this seem reasonable?∙Yes, given it implies less than double same store sales growth and percapita consumption is predicted to double.=============================================================================================================QUESTION 4One of the synergies that the team thinks might have a big potential is the idea of increasing the businesses' overall profitability by selling doughnuts in GB stores. How would you assess the profitability impact of this synergy?ANSWER 4Be sure you can clearly explain how the assessment you are proposing would helpto answer the question posed.Some possible answers include:∙Calculate incremental revenues by selling doughnuts in GB stores(calculate how many doughnuts per store, times price per doughnut, timesnumber of GB stores)∙Calculate incremental costs by selling doughnuts in GB stores (costs of production, incremental number of employees, employee training,software changes, incremental marketing and advertising, incrementalcost of distribution if we cannot produce doughnuts in house, etc.) ∙Calculate incremental investments. Do we need more space in each store if we think we are going to attract new customers? Do we need to invest in store layout to have in-house doughnut production?∙If your answer were to take into account cannibalization, what would be the rate of cannibalization with GB offerings? Doughnut cannibalization will be higher with breakfast products than lunch anddinner products, etc.∙One way to calculate this cannibalization is to look at historiccannibalization rates with new product/offering launchings within GBstores∙Might also cannibalize other HD stores if they are nearby GB store–could estimate this impact by seeing historical change in HD’s sales whencompetitor doughnut store opens nearby=============================================================================================================QUESTION 5What would be the incremental profit per store if we think we are going to sell 50,000 doughnuts per store at a price of $2 per doughnut at a 60 percent margin with a cannibalization rate of 10 percent of GB's sales?ANSWER 5While you may find that doing straightforward math problems in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking at both your ability to set the analysis up properlyand then do the math in real time.Based on correct calculations, your response should be as follows: Incremental profit = contribution from HD sales less contribution lost due tocannibalized GB sales= 50K units x $2/unit x 60% margin – 300K units x 10% cannibalization x $3/unitx 50% margin= $60K – 45K = 15K incremental profit/store=============================================================================================================QUESTION 6You run into the CEO of GB in the hall. He asks you to summarize McKinsey’s perspective so far on whether GB should acquire HD. Pretend the interviewer is theCEO–what would you say?ANSWER 6You may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue asdirectly and practically as possible.Answers may vary, but here is an example of a response:∙Early findings lead us to believe acquiring HD would create significantvalue for GB, and that GB should acquire HD∙Believe can add $15 thousand in profit per GB store byselling HD in GB stores. This could mean $50 million inincremental profit for North American stores (whereimmediate synergies are most likely given HD has littlebrand presence in rest of world)∙We also believe there are other potential revenue and costsynergies that the team still needs to quantify Once the team has quantified the incremental revenues, cost savings,and investments, we will make a recommendation on the price you shouldbe willing to payWe will also give you recommendations on what it will take to integratethe two companies in order to capture the potential revenue and cost savings, and also to manage the different franchise structures and potentially different cultures of GB and HD。

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Impact of
Research & Innovation on Profitable Growth in Chemicals GPCA Research & Innovation Summit
Dubai, March 12, 2014
CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of McKinsey & Company is strictly prohibited
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Skeptics say the "good old times for innovation are over"
1900
19201940
1960
1980
2000
"There is an overwhelming
consensus among analysts that chemical companies should not spend more on R&D"
European Chemical News
"Innovation will not be a
primary growth and value driver in chemicals"
UBS Equity Research
"Lack of innovation has been one of the industry's greatest
problems over the past decade"
Goldman Sachs "Rapid product innovation may not confer a competitive advantage"
ING
Decline of monomer innovation
Enthusiasts see a different picture
New products/ technologies
Industrial enzymes
Liquid crystals Agchem/GMO seeds Cultures
Alternative feedstock
Methanol to olefins Coal to olefins Biomass to chemicals, e.g., bioethanol to ethylene
Resource-efficient processes New catalysts
New processes, e.g., HPPO, fermentation, electrolysis Better and better solutions
Oilfield chemicals Films and coatings
for electronics, etc.
... and
many more
Top-down perspective Archetypes of successful
companies in chemicals –
Does Research & Innovation
play a role?
Bottom-up perspective Value creation through
innovation –
What does McKinsey’s
Innomatics TM database say?
Top-down perspective Archetypes of successful
companies in chemicals –
Does Research & Innovation
play a role?
Bottom-up perspective Value creation through
innovation –
What does McKinsey’s
Innomatics TM database say?
30
20
10
100
40
90
50
80
70
60
Chemicals egment size, indexed
Global, 2011, USD bn
Adhesives Various
Enzymes Cultures Coatings Catalysts
▪
Broad application of a technology capability/
platform (across various applicat-ions, at scale)
5-15%
▪Customer intimacy ▪
Process chain insights and “system” capabilities
▪New processes/ process
improvements ▪New applications ▪
BUT –feedstock access and conduct often more relevant
5-15%
<5%
Nutritional Products
Beyond stories and opinions…
Top-down perspective Archetypes of successful
companies in chemicals –
Does Research & Innovation
play a role?
Bottom-up perspective Value creation through
innovation –
What does McKinsey’s
Innomatics TM database say?
Innovation benchmarking –McKinsey's Innomatics™
Examples (all or selected businesses)
Industry benchmarking with > 20 companies and > 100 businesses
▪Return on innovation
▪Innovation best practices
In summary
Research & Innovation do contribute to
growth and value creation of the industry –
however, not necessarily for each company
There are very attractive “winning
positions” that rely heavily on the ability
to innovate at scale
Key observations/success factors for
innovation
▪Strategy –reflecting innovation
headroom/tailwind and own capabilities
▪Scale (and/or patience to build) –
critical mass and focus
▪Lab efficiency (and spirit) –work flows,
automation/IT, etc.。