Cat新egoryManagementCaseStudy(ppt 44)
精品培训：自我管理课程最新ppt课件
PDCA循环的4个阶段
26
3
自我管理的方法----计划管理
PDCA工作循环实施计划
PDCA循环的8个步骤
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3
自我管理的方法----计划管理
PDCA工作循环实施计划
目前水准 PDCA
PDCA
PDCA
改善后水准
科学的工作循环周期
28
3
自我管理的方法----计划管理
有效计划法
计划
日
周
月
季
年
专
…
计
计
“6W3H”法分析细化目标
3H
6W
Why(明确了解工作进行的目的及理由） What（确定要做哪些事项） Who（明确责任者及协助者，谁来做）
How to（明确各项行动如何进 行及进行的顺序步骤） How many（工作数量是多少） How much（预算费用是多少）
When（什么时候完成）
Where（在什么地方完成）
不良心态的影响
生理和心理疾病 变得平庸
对事物心怀恐惧 敌人多，朋友少
各种烦恼 颓废的生活 成为负面影响的牺牲品
13
3
自我管理的方法----心态管理
培养乐观心态
知足常乐
看到自己的优点 常想一想世上还有很多不幸的人
坚定目标
提示目标 主动迎接挑战 经常自我总结
知足常乐
学习分享
乐观
坚定目标
情绪控制
学习分享
填表人：
201 年
月
日
37
写在最后
经常不断地学习,你就什么都知道。你知道得越多,你就越有力量 Study Constantly, And You Will Know Everything. The More
企业管理CategoryManagementCaseStudy
Category Assessment Modern Trade Academy What is the current performance of the Category and Segments? How does the performance compare to the Market? What are the Opportunities for Improvement?
Case Study Agenda Modern Trade Academy Objectives of the Case Study Category Management Model Work through the Cat Man Process, (Scorecard & Tactics) Write a Category Plan © Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Conventional Concentrate Heavy Duty Liquid Light Duty Liquid
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Case Study Focus - Fabrics Concentrate
Understand Practical Application of Category Management by Agreeing a Category Plan.
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
management 企业管理类英文版PPT课件 (8)
–
–
–
Copyright © 2006 Thomson Business and Economics. All rights reserved.
Copyright © 2006 Thomson Business and Ecoห้องสมุดไป่ตู้omics. All rights reserved.
1–10
The Systems Relationship among the Management Functions
Features of This Book’s Three-Pronged Approach
• Features That Present Important Concepts
–
– – – – –
•
Features That Help You Apply What You Learn
– – – – – – –
– Human, financial, physical, and informational
• Performance
– Means of evaluating how effectively and efficiently managers use resources to achieve objectives. – Today often means “How” as well as “What”
Management Skills
– – –
• “Systems Thinking” & “Critical Thinking”
•
The Ghiselli Study(6 Traits of Manager Success – Inverse Order)
自我管理能力训练PPT课件(带内容)
领导者说服力测试
7、你的儿子想看电视，你却想要他练钢琴：
A、你弹的好的话，爸会多开 心呢 B、好孩子该听话的，每个人 都不得不做些不喜欢做的事呀
管理者的特征
中子弹 杰克
首先，杰克改革的就是内部管理体制，减少管理层次和冗员，将原来8个层次减 到4个层次甚至3个层次，并撤换了部分高层管理人员。
此后的几年间，砍掉了25％的企业，削减了10多万份工作，将350个经营单位 裁减合并成13个主要的业务部门，卖掉了价值近100亿美元的资产，并新添置 了180亿美元的资产。
1962 年, 44岁的萨姆•沃尔顿开出第一家沃尔玛, 一直到1992年辞世, 他一生坚持为顾客节省成 本, 坚持学习与发展, 以个人示范领导沃尔玛发展. 他没购置过豪宅，一直住在本顿维尔，经常开 着自己的旧货车进出小镇。镇上的人都知道，山姆是个“抠门”的老头儿，每次理发都只花5美 元——当地理发的最低价。 老沃尔顿的几个儿子也都继承了父亲节俭的性格。美国大公司一般都有豪华的办公室，现任公司 总裁吉姆·沃尔顿的办公室却只有20平方米，公司董事会主席罗宾逊·沃尔顿的办公室则只有12平 方米，而且他们办公室内的陈设也都十分简单”。
在篝火晚会举行的同时，老狼家族的成员都躲在不远的小土丘后面窥视着会场，静静地等待着动 手的机会。
当主持人小羊咩咩宣布晚会结束的同时，老狼带领狼群冲向了会场。草原动物们在毫无防备的情 况下，被冲了个措手不及，会场乱作一团。草原首领小驴灰灰大喊几声，见毫无效果并准备自己 逃命去了。
商务英语casestudyPPT课件
Cons:
• Be lack of Innovation and competition.
Niche market
Pros: • Innovation, and the nice respective .
Conference rooms
Size Large
Num. 1
capacity Price
600
C$ 480
Medium 3
300
C$ 380
Small
2
100
C$ 180
: Room style
Japanese style
European style
Chinese classic style
Cons: • The limited target market,
(just for middle-income older tourists, family groups, or young vistors.)
Up-market Pros:
• The high-income customer (make great profit) • The good-condition location (downtown) • The enough capital
Cons:
• A challenging task .
Solutions
➢ Extended conference rooms ➢ Redesign room style and add room kinds ➢ Reposition target market ➢ Complete facilities ➢ Staff training
自我管理训练PPT课件教材讲义
三、个人营销
39
不同层次的技能
专业技能：指在涉及方法、工艺和过程等 活动中所需的知识和水平；
人际交往技能：指与他人一起工作的能力， 即协作精神和团队精神；
理性技能：能够总揽全局、判断出重要因 素并了解这些因素间关系的能力；
设计技能：指以有利于组织利益的种种方 式解决问题的能力
Technics
Test-bay
Assemble
Fixture 手
Test-set
机 功
率
NTF
分 析
Environment Material
Operator
6
解决问题7 步法（Seven Step）
确
定 问
收集数据
分析原因
题
执行后评估
拟定解决方案
标准化该方案
寻找新问题
7
上兵伐谋
偷懒绝招
善
战
先多做，后少做
40
30
责任心
美国西点军校校长开学训话：
Yes, sir!
No, sir! 要么做好！要么不做！ （可以震慑其他人，觉得相信你没错！）
31
问题到我这里为 止－－魄力
7/21 早上断电
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沟通技巧
谈判区
A方愿望范围 `
解决范围
B方愿望范围
A方目标点
B方抵制点
A方抵制点
B方目标点
2003/10/17
34
地震与房子
团队合作精神（我们的概念） Tools Management
35
创新论
36
学习者三种心态：蚂蚁、蜘蛛和蜜蜂 （弗朗西斯 培根）
——蚂蚁：只会获取现存的东西。 ——蜘蛛：只满足于自己肚子里已有
Leadership and Management Case Study
L EADERSHIP ANDM ANAGEMENT C ASE S TUDYLaura is the Associate Director of a social enterprise that provides assistance to children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in recruiting this year because of increased competition for government grant funding. However, they have also suffered high staff turnover. Two directors, three key research staff, and one staff person from the finance department have left recently.Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each. Both managers have been appointed within the last six months.Manager 1: Kelly has a specific background in research. Shemanages staff who provide research support to another department that delivers behavioural health services to youth. Kelly supports her staff and is very organized; however, she often takes a verypessamistic view of issues. Upper level leadership values Kelly’slatest research on the therapeutic division’s services. Kelly is verymotivated and driven and expects the same from her staff.Manager 2: Linda has a strong background in social scienceresearch and evaluation. She manages staff that work on differentprojects within the agency. She is known as a problem solver and is extremely supportive of her staff. She is very organized and has awealth of experience in evaluation of family services. Linda is very capable and can sometimes take on too much.The managers are sensing that staff are becoming overworked as everyone takes on increased responsibilities due to high staff turnover. Staff have also mentioned that Laura’s "glass half-empty" conversation style leaves them feeling de-motivated and undervalued. In addition, Laura has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff. Laura said she has not received enough information from the finance department to complete the budgets. The finance department said they have sent her all the information they have available.As staff become increasingly disengaged, the managers are becoming frustrated. They feel like they are unable to advocate for their staff or solve problems without key information like the departmental budget.D ISCUSSION Q UESTIONS:1.How can Laura most effectively use both management andleadership skills in her role as associate director? Whatcombination of the two do you think would work best in this setting?2.What steps could be taken to build staff confidence?3.Which leadership style do you think a leader would need tobe effective in this situation?4.What advice would you give Laura on improving herleadership skills and to the managers on improving theirmanagement skills?(Adapted from University of Minnesota, 2020)。
Category Management Case(ppt 12页)(英文版)
Profile, Category Roles
& Strategies
In-Store Review
S.W.O.T.
Uncover Opportunities/Provide Solutions
Category Assessment • Industry • Consumer/Shopper • Market/Retailer
Mission
Be the world’s beer company; enrich and entertain a global audience; deliver superior returns to
our shareholders.
Category Management Vision & Mission
Behind each process step, are the traditional industry Best Practices, along with modifications designed to meet specific needs of the Beer Category.
Definition
5
Category Management
Consumer Equity = Retailer Equity plus Brand Equity
Consumer
Retailer Category Manufacturer Equity Management Brand Equity
The Overall Purpose of Category Management… Building Consumer Equity
Threats (SWOT)?
PPT模板：目标管理(smart原则)应用与案例培训课件
Specific 原则告诉我们
Goal Management Smart Principle
若素素材
若素素材
启示一
人要有明确的目标，当一个 人没有明确的目标的时候， 自己不知道该怎么做，别人 也无法帮到你！天助先要自 助，当自己没有清晰的目标 方向的时候，别人说的再好 也是别人的观点，不能转化
自己的有效行动。
• 目标不明确就没有办法评判、衡量与执行！
Smart 原则（二）
M （Measurable）—— 衡量性
Goal Management Smart Principle
衡量性
若素素材
01
若素素材
衡量性就是指目标应该是明确的，而不是模糊 的。应该有一组明确的数据，作为衡量是否达 成目标的依据。目标要量化，考核时可以采用 相同的标准准确衡量；
员工 （个人目标）
点击输入简要文字内容，文字内容需概括精炼，言简意赅的 说明分项内容言简意赅的说明分项内容
Goal Management Smart Principle
目标管理
目标管理最为广泛的是应用在企业管理领域。 企业目标可分为 战略性目标、策略性目标 以及 方案、任务等。
目标管理的特点
目标管理与传统管理方式相比有鲜明的特点 ：
若素素材
冻得她身体发麻，雾很大，她连护送她的船都几乎看不到。时间一个钟头一个钟头过去，千千万万人在电视上注视着她。有几次，鲨鱼靠近了她，被人开枪吓 跑了。她仍然在游。在以往这类渡海游泳中她的最大问题不是疲劳，而是刺骨的水温。 15个钟头之后，她被冰冷的海水冻得浑身发麻。她知道自己不能再游 了，就叫人拉她上船。她的母亲和教练在另一条船上。他们都告诉她海岸很近了，叫她不要放弃。但她朝加州海岸望去，除了浓雾什么也看不到。几十分钟之 后——从她出发算起15个钟头零55分钟之后——人们把她拉上了船。又过了几个钟头，她渐渐觉得暖和多了，这时却开始感到失败的打击。 她不加思索地对 记者说：“说实在的，我不是为自己找借口。如果当时我看见陆地，也许我能坚持下来。”人们拉她上船的地点，离加州海岸只有半英里！后来她说，真正令他 半途而费的不是疲劳，也不是寒冷，而是因为她在浓雾中看不到目标。 查德威克小姐一生中就只有这一次没有坚持到底。2个月之后，她成功地游过了同一个 海峡。她不但是第一位游过卡塔林纳海峡的女性，而且比男子的纪录还快了大约两个钟头。
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Heavy Duty Liquid Light Duty Liquid
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Category Role Modern Trade Academy
Signature /Destination Priority Basic / Routine Occasional/Seasonal Fill-in / Convenience
Modern Trade Academy
Category Definition & Structure
Fabric Care
Fabrics Cleanser
Fabrics Care
FabricsConditioner
Bleach
Pretreater
Main Wash
Delicate Wash
Rinse Softener Ironing Aids Normal Color Cleanser
This Case Study Modern Trade Academy Is the International Process. Is based on real SKU’s and market, but Data detail is changed for confidentiality.
Understand Practical Application of Category Management by Agreeing a Category Plan.
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Category Definition
Category Role
(These are generally agreed by Supplier & Retailer management in advance.)
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
The Category is Priority because of it’s importance to Sales and Profit, plus it’s competitive importance.
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Objectives of the Case Study
Understand the Category Management Model.
Understand the linkage between the Steps in the Model by working through Cat Man Process.
Conventional Concentrate Heavy Duty Liquid Light Duty Liquid
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Case Study Focus - Fabrics Concentrate
Case Study Agenda Modern Trade Academy Objectives of the Case Study Category Management Model Work through the Cat Man Process, (Scorecard & Tactics) Write a Category Plan © Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Category Management Case Study
Based on ECR Taiwan
Category Management Pilot Project
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Conventional
Fabrics Caioner
Bleach Pretreater
Main Wash
Concentrate
Delicate Wash
Rinse Softener Ironing Aids Normal Color Cleanser
Category Assessment Modern Trade Academy What is the current performance of the Category and Segments? How does the performance compare to the Market? What are the Opportunities for Improvement?
Tactics Implementation
Assortment Pricing
Promotion Shelving
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
Handout Material - Pages 3 & 4
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
Modern Trade Academy
International Category Management Model
Review
Definition Role
Assesment Scorecard Strategies