1、,Title,Author Presented To Date,Client Name or Logo,Business and Systems Aligned. Business Empowered.TM,Index Page,The Corporate Colors,BLACK Red: 0 Green: 0 Blue: 0,Cream Red: 247 Green: 242 Blue: 208,Burgundy Red: 125 Green: 12 Blue: 0,Gray Red: 167 Green: 158 Blue: 153,Sandstone Red: 208 Green: 1
2、66 Blue: 96,Sapphire Red: 7 Green: 47 Blue: 103,Olive Red: 52 Green: 67 Blue: 22,Plum Red: 54 Green: 5 Blue: 46,PRIMARY PALETTE,SECONDARY PALETTE,The Corporate Colors (former KPMG) Used When Necessary,BLACK Red: 0 Green: 0 Blue: 0,Cool Gray2 Red: 234 Green: 235 Blue: 231,Cool Gray Red: 209 Green: 21
3、5 Blue: 199,Blue Red: 54 Green: 90 Blue: 168,Action/reaction,Actions,Reactions,Action/reaction,Actions,Reactions,Action/reaction,Action/reaction,Against the tide/with the tide,Against the tide,With the tide,Balance/imbalance,Balance/imbalance,Chances/risks,Change of direction,Moment of directional c
4、hange,Circulation (2 factors),Circulation (3 factors),Circulation (4 factors),Circulation (5 factors),Circulation (6 factors),Circulation (7 factors),Circulation (8 factors),Conflict,Conflict,Divergent,Direction 2,Company 3,Direction 1,Direction 3,Company1,Company2,Consequences (5),Consequences (4),
5、Consequences,1,2,3,4,5,6,Cooperation,Dead end,Dependance,Development/Growth,Development/Growth,Step 1,Step 2,Step3,Development/Growth,Development/Growth,Revisions,Revisions,Revisions,Revisions,Pilot Location,Location A,Location B,Location C,Tommorrow,Today,Time,ValueAdded,Development/Growth,Developm
6、ent/Growth,Development/Growth,Development/Growth,Change,Direction,Factors (2),Factors (3),Factors (3),Factors (3),Factors (4),Factors (4),Factors (4),Factors (4),Factors (4),Factors (6),Factors (6),Factors (8),Factors(5),Factors (3),Factors (4),Factors (5),Content(3),Factors,Factors,Value Dynamic,Fe
7、edback,Feedback,Feedback,Feedback,Feedback,Filter,Filter,Initial situation,1. Criterion,2. Criterion,3. Criterion,Result,Flexibility,Focus expansion,t,t,Harmony,Impact,.,.,.,.,.,.,.,Influence (1 factor),Influence (2 factors),Influence (2 factors),Influence (4 factors),Influence (6 factors),Influence
8、 (6 factors),Input/output,.,.,Matrix,Matrix,Measures plan planned activities,Overview: ,Activities,Wk .,Wk .,Wk .,Wk .,Wk .,Wk .,Wk .,Wk .,Wk .,Wk .,Comments,Measures plan planned measures,Activity: ,As of: ,Objective:,Results:,Responsible: ,Support: ,Measures: ,.,.,.,.,.,.,.,.,Measures plan planned
9、 individual steps,Measure: .,No.,As of: ,1.,.,Individual steps,Responsible,Support,Form of result,Start,Dura- tion,Dead- line,Pro- ject,Com-pleted,.,.,.,.,.,.,.,.,Mutuality,Mutuality,Obstacle,Obstacle,Option,1,2,3,Option,1,2,3,4,Plus/minus,Plus/minus,+,Plus/minus,Portfolio,+,+,Portfolio,+,+,+,+,Pres
10、sure,Continuous planning and forecasting,Prioritization,Prioritization,Process,Process,1,2,3,4,1,2,3,4,5,Process decrease,1,2,3,4,5,Process increase,1,2,3,4,5,Project,Phase I,Phase II,Phase III,Project, weeks, weeks,Phase I,Phase II,4,3,1,2,Project procedure,Phases,Time required,Project features,.,.
11、,Phase I.,Phase II.,.,.,Phase III., weeks, weeks, weeks,1,2,3,4,Puzzle,Puzzle (for color presentations),Puzzle,3 parts,1,2,3,To apply color, ungroup the object, then regroup it afterwards,=,Redesign,Redesign,Resistance,.,.,Rethink,Separation,Separation,.,.,.,Separation,.,.,Storyboard,Strengths/weakn
12、esses,Strengths,Weaknesses,Weaknesses,Strengths,.,.,Today,Tomorrow,Target (1 factor),Target (3 factors),Text blocks (5),.,.,.,.,.,Text blocks (5),.,.,.,.,.,.,.,.,.,.,Text blocks (3 + 4),.,.,.,.,Timetable,Wk,Month,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,Issues,Value-added chain,Supplier,Customer,Development,
13、Production,Sales,Distribution,Company,Waste of resources problem,Problem 3,Problem 1,Problem 2,Problem 4,Waste of resources solution,Solution to problem 3,Solution to problem 1,Solution to problem 2,Solution to problem 4,Project,概 念 设 计,实 施,工作目标：,Matrix & Steps,信息系统,管理数据,业务流程,管控模式,信息系统,管理数据,业务流程,管控模
14、式,Matrix,Project,High-level Flow Chart,Factors & Matrix,Matrix,Delivery Model,9,Research,Development,High,High,Low,Web Reporting Provide Self Service Virtual Close KPI Reporting ROI Portfolio Intangible Asset Management Strategies,Multi-trends Development,Value Creation,e-Finance,Maximize market cap
15、,Leverage stock as currency for growth,Lower costs, capitalize on information flow,Create profitable revenue opportunities,STAKEHOLDERS,ASSETS,CUSTOMERS,SUPPLIERS,e-Purchasing & Buying Consortiums Strategic Costing Online Payment Partner Alliance Management Dynamic Purchase Analysis,Supply Chain,Cre
16、ate Equity Partnerships with Suppliers Drive Performance with Employee Options Dynamic Acquisition, Spin-off Strategies,Reinvestment,Provide Instant Online Financing Alternatives Revenue Management Enable Electronic Billing, Payment Web-enable Customer, Service Line Profitability Develop Common Anal
17、ytical Platform,Revenue Chain,Steps,Cycle,Shared Services,Compare,Past,Future,T E C H N O L O G Y,Better Practice Finance Process Model,Prioritization Sample,High,Low,High,Low,Activity maps,Capability assessment,0,1,2,3,4,EXN BW,Assessment,Financial,Human,Physical,Brand,Culture,Reputation,Support,Co
18、mmercial& Marketing,Asset operations,Asset optimisation,Regulation & political,Customer operations,Flow,Source: FSI project, 1998,Service requirement identified Ease of contact for enquiry Initial contact enquiry Marketing material,Payment alternatives Account set up No additional charges No billing
19、 enquiries required,Segmentation,Irregular,Risk averse,Regular,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,x,Segmentation(2),4.8%,Retention (%),Young Wealthy,Mid- Wealthy,Retired savers,Mid- Affluent,Young Affluent,Students,Segmentation(3), ,Segment by:,Dupont Analysis(1),Margin (Mar
20、keting efficiency),PAT,Sales,X,Sales,Assets,X,Assets,Debt + Equity,X,Debt + Equity,Equity,X,PAT - dividend,PAT,Asset turnover (Production efficiency),Capital leverage,Equity leverage,Retention ratio,ROA (operating efficiency),ROC (capital efficiency),ROE (equity efficiency),Equity growth rate (susta
21、inable growth),Dupont Analysis(2),ROC,profit,capital employed,exceptional,fixed assets,revenue,costs,working capital,volume,debtors,price,creditors,unit cost,stock,fixed costs,fixed assets,market share,market size,market growth,Growth Share Matrix,A,B,F,D,E,G,C,= $30 million sales,Business Units Pro
22、duct - Markets,25,20,15,10,5,0,10x,5x,3x,2x,1x,0.5x,0.3x,0.2x,Relative Market Share,Market Growth (%),Cash Cow,Star,Dog,Question,Growth Spread Matrix,Company A vs. Selected Peers Most Recent FYE,CFROI - CoC,Historical Real Asset Growth,10%,5%,0%,-5%,-10%,10%,5%,0%,-5%,-10%,Company C,Company B,Compan
23、y D,Company F,Company A,Company G,Company H,Company E,= $1 Billion Inflation Adjusted Gross Assets,Market Definition,Partnering Maps,Current capability,High,Low,“Must have”,“Nice to have”,“Nice to have”,“Dont want”,High,Low,Potential for building customer intimacy,Portfolio Matrix,Ease of implementa
24、tion,Financial attractiveness NPV 2002-2006 (m),Attractiveness vs. ease of implementation,Low,Smart order routing,Back-office outsourcing,Trade cost analytics,Corporate actions,NPV2002-2006,20m,20,0,High,10,15,Overall proposition,56 million,5,OMS,Basic proposition,Inherently attractive,Inherently un
25、attractive,Risk Matrix,Root Cause Analysis,80%,20%,Scenario Development,Sector Chart,= $1 billion revenue, 2000,Company E,Relative Market Share,Real Annual Growth (%),0.02X,0.03X,0.05X,0.1X,0.2X,0.3X,0.5X,1X,2X,0.01X,1.5X,Company F,Company C,Company B,Company K,Company A,Company G,Company H,Company
26、I,Company J,Company D,Sector CAGR = 8.6%,ABC Sector, 1996 - 2000,Strategy Articulation Map,Battlegrounds,Key initiatives,Necessary competitive advantages,Vision,Strategy Articulation,Traffic Light Charts,JP Morgan/Chase,CSPB,Goldman Sachs,Merrill Lynch,Citigroup-SSB,Brand Financial strength Scale/di
27、stribution capacityCross sales leverage Management capabilityOpen platform progress Adoption of technologyStructured product capability Segment focus Service capabilityEuropean wide intent European understandingOverall,Deutsche PB,HSBC,ABN Amro,Julius Br,Vontobel,Lombard Odier,Pictet,Bar,Empty Bars,Compare,Compare 2,Multi Factors Time Series,产能与需求增长速度对比,+9.1%p.a.,+6.2%p.a.,+1.7%p.a.,+18.9%p.a.,+7.3%p.a.,-6.4%p.a.,机会成本 营运所产生的机会成本 产生的费用,管理人员所支出的费用 材料成本,费用 折旧,综合成本,成本,投入成本,机会成本,
