波士顿PPT

1991 Sales ($000) 2,551 5,303 2,372 1,524 1,270 152 691 13,863
Sales % of Total 18.3 38.3 17.1 11.0 9.2 1.1 5 100
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0 40.2
Lifter Bore (Volume) Current Dollar G.I. ($M) Revenues ($M) 555 349 19 17 35 19 179 60 91 30
Is the complexity necessary?
Note: Width of bar is proportional to CDGI *Valuation ROI - 3y median CFROI Sources: LRP; HOLT Value Model
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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) Starting Base
Too much information?
7
Example
THE 36” LIFTER DOMINATES SALES AND PROFIT
1992 Product Family Profitability
12.0
CFROI (%)
9.7
8.3
Discount Rate 4.66%
0.85 0.02 36” 10” 96” 14” 12”
WRITING CLEAR AND INTERESTING SLIDES
2005，Shanghai
THE BOSTON CONSULTING GROUP
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WRITING CLEAR AND INTERESTING SLIDES
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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 • • From choosing the most appropriate slide type – words, tables, graphics To writing a slide that is clear and interesting
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) (1.6)
Product Alarm & detection Broad diffusion IR sensors Chloride Bulk chloride Parts Design Total
Proposed Contact Model
Team Leader
Plant
CAS
Technical Assistance Price Concessions Expediting
TSE
CSR
Remote TE
Customer
CSR
Price concessions
Expediting
Evaluate Alternatives: Opportunities point to new contact model
6
Example
ቤተ መጻሕፍቲ ባይዱ
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
Current Contact Model
Customer Technical Assistance Technical Assistance ES Technical Assistance Ordering Ordering ASP selling/implementation ISP selling Quoting/cross-referencing Expediting Technical assistance in person Rotational calls Availability Availability Quoting ISP cross-referencing Ordering Price concessions Expediting Price Concessions Group Quoting Availability
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WHAT DO YOU SEE IN A GOOD OR BAD SLIDES?
Good slides are:
Bad slides are:
We will revisit toward the end of the session
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WRITING CLEAR, SUCCINCT, AND INTERESTING SLIDES
ES District Managers (6) ESs (46)
District Managers (30) TSEs (186) TSRs (23)
Team Leader
Zone Operations Manager
CAS Reps
Technical Engineers
Remote Customer Technical Service Engineers Reps
Competitor A Won + Lost = Net 117 (61) 56) 290 7 30 92 419 155 --224 5 384 (32) (50) (37) (11) (130) (98) --(79) (19) (196) 258) (43) (7) 81) 289) 57) --145) (14) (188) Starting Base
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WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
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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
DM Price Concessions Expediting
Plant TE CAS
Current Organizational Structure
VP and Director, MWS Division VP, National Sales CS Manager (1) Telemarketing Manager (1) Zone Managers (5) CAS Manager (1) CAS Reps (4) Financial Analyst
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
Proposed Organizational Structure
VP, National Sales
Business Managers
CAS Manager
CS Managers (10) Telemarketing TSRs (13) CSRs (65)
Latrobe Telemarketing (9)
(90) (19) (33) (45) (677)
12) 56) (7) 267) 657)
Raw data only, no analysis presented to support the conclusion (hypothesis)
1990 & 1991 Most Often Brand Switchers Within Last Three Years Source: Continuous Tracking from Sample of 29,081; Consulting Analysis
62 110 22 324 1,137
(104) (29) (69) (72) (1,087)
(42) 81) (47) 252) 50) 1,721
69 75 34 366 1,464
(99) (7) (31) (46) (570)
(30) 68) 3) 320) 894) 1,866
102 75 26 312 1,334
Competitor B Won + Lost = Net 91 (68) 23) 267 5 31 109 412 --98 218 0 316 (19) (82) (37) (11) (149) --(155) (97) (21) (273) 248) (77) (6) 98) 263) --(57) 121) (21) 43)
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
Source: Annual Division Budget