麦肯锡咨询报告原版McKinsey_Lane_Five_Frames_20110128

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麦肯锡调研报告

麦肯锡调研报告篇一：麦肯锡私人银行调查报告摘要麦肯锡私人银行调查报告摘要该调查报告是麦肯锡公司根据数据库及对全球160家私人银行绩效分析得出的成果。

报告分别对全球及各地区财富发展和私人银行运营状况做了表述和分析，并在最后提出了对私人银行运营管理模式的建议。

由于资本市场波动性加大、低利率的大环境以及监管范围的不断扩大，私人银行业自20xx年以来面临更为复杂的经营环境。

主要表现为资产管理规模增长很快，但营业收入增长缓慢。

一、全球财富分布正经历几大变化。

一是百万富翁增速进一步加快。

百万富翁财富目前正以每年8.5%的速度增长，预计20xx年将有1600万名百万富翁，控制80万亿美元个人金融资产。

未来的增长主要来源于个人资产超过3000万美元的超高净值人群财富增长。

二是新兴市场财富份额快速提升（除北美、西欧、日本以外）。

预计20xx 年新兴市场百万富翁财富将占全球37%，其中亚洲（除日本以外）的财富份额将达到20%，超过西欧。

中国、印度、韩国、台湾占主导，中国百万富翁财富将在20xx年达到全球第三，仅次于美国和日本。

三是亚洲私人银行业利润增速最快。

预计未来四年全球私人银行业利润每年增长10%以上，将达到70亿美元以上，其中绝对值增长35%在亚洲（不包括日本）。

同时，因为美国私人银行渗透率低，北美私人银行的利润小于西欧。

四是离岸财富与在岸财富比例仍不变。

由于监管的加强，传统西欧市场离岸财富的私人银行客户在下降，但同时新兴市场在增长，因此总体保持平衡。

二、各地区情况西欧：资产管理规模增长，盈利面临压力。

西欧私人银行的资产管理总额在20xx年仍增长8%，但利润率下降1%，仅1/4的私人银行盈利能力超过经济危机前。

主要是目前低利率环境导致存款下降，进而利润率下降。

咨询委托管理业务收费成为新的利润增长点。

离岸私人银行市场监管趋严使离岸业务利润率下降，甚至低于在岸市场。

导致在岸与离岸私人银行间业务发展趋于接近。

私人银行领先者与落后者差距在不断扩大，六分之一的银行遭受亏损，并购活动将会持续进行。

麦肯锡_Mckinsey-分析问题的框架和思路(英文

over competition
Strategy
The people in the
organization, considered
in terms of corporate demographics, not
Staff
individual personalities
Shared values
Skills Systems
麦肯锡系列
分析问题的思路和框架
The processes and procedures through which things get done from day to day
The people in the organization, considered in terms of corporate demographics, not individual personalities
Skills
the individuals.
Some companies
perform extraordinary
feats with ordinary people
Strategy
Shared values
Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members
The way managers collectively
behave with respect to use of time, Capabilities possessed by the

《麦肯锡》课件

1 2
3
案例选择
挑选具有代表性的企业或行业，确保案例具有实际意义和可借鉴性。
背景信息
收集与案例相关的历史、市场、竞争环境等背景信息，为后续分析提供基础。
案例背景描述
清晰地描述案例的背景信息，包括企业或行业的发展历程、市场地位、主要竞争对手等。
案例分析过程
问题识别
01
明确案例的核心问题或挑战，确保分析有的放矢。
。
方案实施计划
制定详细的实施计划，包括实施时间、责任人
、资源投入等。
预期效果
预测解决方案实施后的预期效果，为方案实施
提供参考。
04
麦肯锡实战经验
项目经验分享
麦肯锡项目背景
介绍麦肯锡公司的发展历程、业务范围以及在各个领域的项目经验。
项目执行流程
详细阐述麦肯锡项目从接洽客户、签订合同到项目交付的整个执行流程，包括项目策划、团队组建、时间安排等环节。
详细描述
麦肯锡持续关注全球范围内的技术创新动态，研究新兴技术如何影响各行业的发展。同时，麦肯锡也致力于将这些技术应用于实际业务场景中，为客户提供具有前瞻性和创新性的解决方案。通过技术创新与应用，麦肯锡帮助客户实现业务模式的升级和转型。
THANKS
1960年代，公司开始拓展国际业务，进入欧洲和亚洲市场。
1923年，创始人马文·鲍尔（ Marvin Bower）在美国芝加哥创立了公司，最初名为McKinsey & Company。
02
麦肯锡方法论
解决问题的方法
定义问题
明确问题的核心，将复杂问题简化为可操作的
问题。
分析问题
运用逻辑思维树对问题进行深入分析，找出问
案例分析

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?

★麦肯锡咨询工具汇总

麦肯锡1。

麦肯锡7S模型 (1)2. 麦肯锡七步分析法 (4)3. 麦肯锡三层面理论 (5)4. 麦肯锡逻辑树分析法 (6)5。

麦肯锡七步成诗法 (8)6。

麦肯锡客户盈利性矩阵 (12)注1: 新7S原则 (14)麦肯锡咨询公司（Mckinsey & Company）是世界级领先的全球管理咨询公司。

自1926年成立以来,公司的使命就是帮助领先的企业机构实现显著、持久的经营业绩改善，打造能够吸引、培育和激励杰出人才的优秀组织机构。

麦肯锡采取“公司一体”的合作伙伴关系制度，在全球44个国家有80多个分公司，共拥有6500多名咨询顾问。

麦肯锡大中华分公司包括北京、香港、上海与台北四家分公司，共有40多位董事和250多位咨询顾问。

在过去十年中，麦肯锡在大中华区完成了800多个项目，涉及公司整体与业务单元战略、企业金融、营销/销售与渠道、组织架构、制造/采购/供应链、技术、产品研发等领域。

1.麦肯锡7S模型目录1 麦肯锡7S模型简介二十世纪七、八十年代,美国人饱受了经济不景气、失业的苦恼，同时听够了有关日本企业成功经营的艺术等各种说法，也在努力寻找着适合于本国企业发展振兴的法宝。

托马斯·J·彼得斯（Thomas J．Peters）和小罗伯特·H·沃特曼（Robert H．Waterman），这两位斯坦福大学的管理硕士、长期服务于美国著名的麦肯锡管理顾问公司的学者，访问了美国历史悠久、最优秀的62家大公司，又以获利能力和成长的速度为准则,挑出了43家杰出的模范公司，其中包括IBM、德州仪器、惠普、麦当劳、柯达、杜邦等各行业中的翘楚.他们对这些企业进行了深入调查、并与商学院的教授进行讨论，以麦肯锡顾问公司研究中心设计的企业组织七要素（简称7S模型）为研究的框架，总结了这些成功企业的一些共同特点,写出了《追求卓越——美国企业成功的秘诀》一书,使众多的美国企业重新找回了失落的信心.7—S模型指出了企业在发展过程中必须全面地考虑各方面的情况，包括结构（Structure）、制度（Systems)、风格（Style)、员工（Staff）、技能(Skills)、战略（Strategy）、共同价值观（Shared Valueds）。

麦肯锡战略咨询手册英文

1
TABLE OF CONTENTS
I. Executive summary II. Environmental and internal assessment
A. Industry dynamics and its implications B. Competitive assessment C. Internal assessment III. Strategic definition and implications A. Strategy articulation B. Strategic initiatives C. Financial projection D. Risks/contingencies and strategic
Instructions: Exhibit 2,3 or 4 could provide
a useful framework for answering this question
9
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 4
A.4 What are the present and future external factors that could present new opportunities and risks?
– Definition
– Sizing
Industry definition:
Instructions: Exhibit 1 could provide a useful framework for answering this question
Industry segmentation:
7
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 2

麦肯锡战略咨询报告_[全文]

麦肯锡战略咨询报告_[全文]高层领导以事实及数据为基础，对业务单元的战略规划的各个方面提出质询XX业务单元战略规划他提出的这些战略设想是否真有新意,是否可行, 这个业务单元的领导层的目标是不是够高,雄心够不够大, 他对其业务单元短期内可采用的举措是否都已了解并做过分析, 他对其自身的竞争优势以及该优势的来源是否了解透彻, 他对其所处的行业可能出现的各种变化、发展是否都已经考虑周到, 这个业务单元领导层是否真有能力来实施这个方案, 他对提出的战略举措的实施时间表及资源需求是不是过于乐观, 他似乎对规划的内容不了解，很明显这个规划不是他主持做的，而是由规划部门“代笔”的～成功的战略规划的基本要素13></a>. 以经营单位为中心效益驱动高层领导的重视4. 由负责实施的人来领导5. 渗透到组织的各个级别之中6. 集中于良好的信息/事实基础7. 通过真正的对话来进行资料来源: 麦肯锡对销售增长稳定、利润业绩骄人的十大跨国公司的调查研讨会的内容战略规划与价值管理的关系战略规划的要素战略规划程序业务单元战略规划战略规划的主要工具三个战略分析方法分别用于战略规划中的三个重要环节内部竞争力分析战略制订财务预测市场环境分析组织结构及能力“五种力量对比”理论“SWOT”分析基于价值链的业务模型战略规划内容对市场环境分析的十分有用的“五种力量”理论决定供应商力量大小的主要因素所供应货品/服务的差别程度供应商变更成本是否存在替代品供应商的市场份额采购量对于供应商是否重要该供应货品/服务占总成本的比例该供应货品/服务对下游产品区别性的影响行业供应链上竖向一体化的趋势决定替代威胁性的主要因素替代品的价格转换成本买家对替代品的接受程度决定进入壁垒强弱的主要因素规模经济技术专长的多少品牌的强弱顾客转变成本是否资本密集获得分销渠道的难易成本优势的坚固程度现有厂家的行为特点决定买方力量大小的主要因素讨价还价能力相对市场份额数量转换成本信息竖向一体化的能力替代产品价格敏感性采购总量产品差异性品牌对质量感受的影响买方的利润决策者的动机决定行业内部竞争程度的主要因素行业增长速度固定成本/附加价值能力利用率产品差异程度品牌认知度转换成本市场份额的集中与平衡信息复杂度竞争者的背景退出成本2. 新玩家3. 买家4. 替代产品1. 供应商5. 行业内部竞争程度 SWOT分析把公司内部竞争力与外部环境结合起来机会/挑战供与求各将如何变化, 行业各环节的经济效益将如何变化造成行业剧变的潜在契机有那些,竞争对手将有什么举动, 中粮公司利用机会发挥优势对付威胁弥补弱点优势/弱点公司靠什么资产/能力来保持与加强目前的竞争地位,削弱公司竞争力的资产/能力有那些,可用来作内部能力评价和竞争分析从各种外部因素中找出潜在的机会与挑战基于价值链的业务模型概括了业务战略的各要素如何提高经营额和市场份额(损益表上部)价值定位理解价值需求选定目标选择价值产品和工艺流程设计采购制造提供价值交货和收费服务决定利益/价格比信息内容宣传价值广告促销及公关价值交付系统如何创造与交付产品和服务(损益表中部)如何销售(损益表下部)如何进行市场细分向目标市场提供什么与竞争对手不同的价值如何让客户认为他们付出的价钱是合理的如何以最低成本提供所承诺的价值如何获取所需的能力如何利用已有的能力提高单个行为的效率改善行为之间的协同性如何让客户理解我们的价值定位如何提升客户对于我们的价值感受如何把价值宣传变成竞争致胜的工具业务单元战略及业务计划要点 2. 内部竞争力分析2.1. 优势2.2. 劣势2.3. 机会2.4. 威胁3. 战略3.1. 使命和远景(为何)3.2. 产品和服务组合(何种)3.3. 价值定位3.4. 战略举措优先排序3.5. 成长阶段(何时)3.6.价值实现和能力获取(如何)3.7. 实施计划3.8. 机会及风险4. 财务预测4.1. 损益预测4.2. 现金流量预测4.3. 敏感性分析5. 组织结构要求组织结构概述1. 市场及竞争环境1.1. 市场供应1.2. 进入壁垒1.3. 市场需求1.4. 替代品1.5. 竞争态势使命、远景和战略的区别理解了企业的财务目标后，在发展经营单元战略之前还必须了解公司的使命和远景。

麦肯锡体验咨询报告

麦肯锡体验咨询报告1. 引言麦肯锡公司是全球领先的咨询公司之一，在各个行业中享有盛誉。

本报告旨在回顾我在麦肯锡的体验咨询项目中所获得的经验和见解，并分享我对这一过程的思考。

2. 项目背景本次体验咨询项目的客户是一家大型制造业公司，面临竞争日益加剧的市场环境。

麦肯锡被委托为该公司提供咨询服务，以帮助他们优化运营流程，提高生产效率，并寻找新的增长机会。

3. 问题识别在项目初期，我们与客户的高层管理人员进行了一系列访谈和工作坊，以全面了解他们所面临的挑战和需求。

通过这一过程，我们识别出以下问题：•过时的生产流程：客户的生产流程已经存在多年，但随着市场需求和技术的变化，这些流程已经变得过时，导致生产效率下降。

•缺乏创新能力：客户意识到他们需要寻找新的增长机会，但在创新方面缺乏经验和能力。

•高成本结构：客户的成本结构过于庞大，导致利润率下降。

4. 解决方案基于问题识别阶段的分析，我们向客户提出了以下解决方案：4.1 更新生产流程我们建议客户对其生产流程进行全面的更新和优化。

这包括重新设计工作流程，引入先进的生产技术和自动化系统，并通过数据分析来优化生产效率。

4.2 建立创新实验室为了帮助客户在创新方面取得突破，我们建议他们建立一个创新实验室。

该实验室将集中精力开展研究和试验，推动新产品开发和业务模式创新。

4.3 优化成本结构为了提高客户的利润率，我们建议他们优化成本结构。

通过仔细分析各个成本项，并采取措施降低不必要的费用，客户可以提高盈利能力并增强竞争力。

5. 实施过程在与客户共同确定解决方案后，我们开始了实施阶段。

这个过程包括以下步骤：5.1 数据收集和分析我们与客户合作，收集了大量的生产数据和运营指标。

通过对这些数据进行深入分析，我们确定了存在的问题和改进的潜力。

5.2 流程优化和技术升级基于数据分析的结果，我们与客户合作重新设计了生产流程，并引入了先进的生产技术和自动化系统。

这些改进措施的实施逐步提高了生产效率和质量。

麦肯锡中国消费者调查报告

麦肯锡中国消费者调查报告麦肯锡中国消费者调查报告近年来，中国消费市场的蓬勃发展引起了全球的广泛关注。

作为世界上最大的消费市场之一，中国消费者的购买力和消费习惯对全球经济格局产生了深远影响。

为了更好地了解中国消费者的需求和行为，麦肯锡公司进行了一项全面的中国消费者调查。

调查显示，中国消费者对于产品质量和品牌声誉非常重视。

在购买决策中，消费者更倾向于选择具有良好声誉和高品质的产品。

这一现象与中国消费者对产品质量和安全的关注密切相关。

近年来，中国发生了一系列食品安全事件，引发了广泛的社会关注。

因此，中国消费者对于产品的质量和安全问题非常敏感，他们更愿意选择那些能够提供可靠品质和安全保障的产品。

此外，调查还发现，中国消费者在购买决策中越来越注重个性化和差异化。

随着经济的发展和收入水平的提高，中国消费者的需求也越来越多样化。

他们不再满足于传统的标准化产品，而是更加注重产品的个性化和差异化。

这一趋势在服装、饰品、家居装饰等领域尤为明显。

消费者希望通过购买独特的产品来展示自己的个性和品味。

与此同时，调查还揭示了中国消费者对于线上购物的偏好。

随着互联网的普及和电子商务的快速发展，越来越多的中国消费者选择通过线上渠道购买商品。

调查显示，超过60%的中国消费者表示他们在过去一年中通过互联网购买了商品。

这一数字远远超过了其他发达国家的水平。

线上购物的便利性和丰富的选择是吸引中国消费者的主要原因之一。

然而，尽管线上购物的普及程度不断提高，实体店仍然在中国消费者心中占据着重要地位。

调查显示，超过70%的消费者表示他们更喜欢在实体店购买商品。

这表明实体店仍然是中国消费者购物的主要场所。

与线上购物相比，实体店能够提供更好的购物体验和更直接的服务。

此外，实体店还能够满足消费者对于产品质量和真实性的担忧，让消费者更加放心地购买商品。

在调查中，麦肯锡还发现了中国消费者对于可持续发展和环境保护的关注。

随着环境问题的日益严重，中国消费者对于环保产品和可持续发展的需求也越来越高。

麦肯锡战略分析框架分析报告

资产市值
+
增长价值
投资收支差额 ROIC〉WACC 投资总额
负债市值
投资收支差额稳定性
11.01.2024
3
战略目标：利益相关者剩余模型
战略目标是在客户终身实现利益相关者剩余的最大化;并将其在资源提供者之间进行合适的可持续的分配
利益相关者剩余=以市场价格对所有资源的投入进行补偿后的可分配现金
11.01.2024
13
• 公司在如下几个条件下可以有持久的竞争优势： – 顾客能感到客户与竞争者的产品在重要产品/传递特征上有明显的不同即客户创造传递并交流着一个卓越的价值方案
– 这种不同直接来自与客户与竞争者的能力差别 – 竞争者不能或不愿采取行动弥补这种差别 • 第三个条件可能是最难达到的
11.01.2024
14
如何竞争：持久竞争优势的种类
结构性优势
竞争优势种类
良好声誉业务系统优势
内在技能
对竞争者的行为约束
竞争结构如：市场重点规模经济顾客结构如：地理上转换壁垒资源获得政府影响如：管理反垄断
声誉如：品牌顾客习惯
优秀设计能力某职能部门的优秀表现如：低成本生产跨职能部门合作跨职能部门能力如：服务满足顾客需求组织技能如：高效率的竞争创新适应性相应的缺陷如：调拨能力害怕报复自愿约束缺乏意志力
11.01.2024
4
除了财富创造的其它目标
• 回避风险 – 总体风险回避 – 特殊风险回避
• 令人满意 – 足够好就行 – 最大可能危害最小化
• 非直接利益的目标 – 象征性的目标： • 市场份额 • 消费者满意度 • 销售量 – 组织利益： • 维持/创造就业 • 维持企业 • 国家福利

麦肯锡九大手册之五

输出
• 岗位职责说明 • 关键业绩指标（KPI） • 工作目标 • 资质要求
资料来源：麦肯锡分析 4
SOE020408BJ(GB)-workshop
建立业绩指标包括以下几个步骤
工作 2A : 明确公司愿景和战略 2B : 制定明确业务流程、岗位职责说明
Primary purpose of the job: Roles and responsibilities 成本 ROE
• 准备业绩报告 • 每季度审核业绩，讨论差距解决办法 • 制定修改工作计划
• 进行透明的评估与评级 • 将激励与业绩相挂钩 • 确定激励/薪酬水平 • 召开反馈会议
输出
• 宏观差距分析 • 确定主要问题
• 岗位职责说明 • 关键业绩指标（ KPI） • 工作目标 • 资质要求
• 挑战性目标 • 可行性分析 • 业绩合同 • 工作计划
可衡量性
• 量化的 • 易于衡量 • 明确定义并易理解 • 对价值的驱动力 • 相关性 • 有重点的且经优
先排序
• 是否可以得到这个数据，并可以量化地或客观地表达？ • 指标是否具有标准可衡量？ • 定义和计算方法是否明确、统一？ • 指标测量的是短期价值创造还是长期价值创造并与经济价值
的创造相连？ • 关键业绩指标是否反映了业务的最重要的价值驱动因素？ • 关键业绩指标是否鼓励了所期望的行为？
• 清晰的业绩指标与挑战性目标 • 坦率的、公平的业绩审核及反馈 • 系统的计划，审核流程和会议安排 • 与其它管理程序紧密相连，如战略规划、
经营计划、预算计划及人力资源管理等
• 以业绩和激励为 • 清晰地将业绩表现与激励机制薪酬相结合 • 保证个人业绩表现对个人有明确的后果导向 • 为优秀人才提供市场薪酬水平

《麦肯锡咨询报告》课件

麦肯锡强调团队合作，认为只有通过跨部门、跨领域的协作，才能实现最佳的咨询效果。
持续改进
麦肯锡认为，企业应不断寻求改进的空间，持续优化自身的业务流程和管理体系。
战略思考
着眼长远
麦肯锡建议企业在制定战略时，应着眼长远，考虑未来五到十年
的发展趋势和挑战。
差异化竞争
企业应寻求差异化竞争，通过创新和独特的价值主张，在市场中
案例二
选取另一个成功案例，同样从客户背景、问题分析、解决方案和实施效果等方面进行介绍，进一步证明麦肯锡的专业能力和成果。
客户评价与反馈
客户一反馈
展示一位客户的评价和反馈，包括对麦肯锡团队的专业水平、咨询成果的满意度等方面，可以附上具体评价内容和时间戳。
客户二反馈
展示另一位客户的评价和反馈，同样涉及专业水平、咨询成果满意度等方面，进一步验证麦肯锡的服务质量和价值。
脱颖而出。
资源整合
麦肯锡认为，企业应有效地整合内外部资源，以实现战略目标。
实践建议
组织变革
企业应根据业务需求和市场变化，适时地进行组织变革，以适应新的发展环境。
人才培养
麦肯锡建议企业重视人才培养，通过内部培训和外部引进，打造一支高素质的咨询团队。
数据驱动决策
麦肯锡强调数据在决策中的重要性，建议企业应建立数据驱动的决策文化，利用数据和分析工具来支持决策过程。
《麦肯锡咨询报告》ppt课件
目录 Contents
• 麦肯锡简介 • 麦肯锡经典案例分享 • 麦肯锡行业洞察 • 麦肯锡观点与建议 • 麦肯锡与客户合作成果展示 • 结语与展望
01
麦肯锡简介
公司背景
成立于1923年
全球网络
麦肯锡是一家历史悠久的全球性咨询公司，成立于1923年，总部位于美国纽约。

麦肯锡麦肯锡营销咨询手册

麦肯锡-麦肯锡营销咨询手册1、营销概述与基本框架本手册及附件包括了McKinsey公司顾问客户服务培训所需的全部基本资料。

拿到本手册的McKinsey员工必需确保本手册没有被复制、A散发或实行任何方式为第三工作手册方所用〔包括我们的客户〕。

在您离开McKinsey公司时，有义务归还本文件。

1前言和目标?此文本为首年伙伴当地培训提供一个概要。

他是功能区域系列的一部分。

此系列目的在于将公司各机能专家基础学问介绍给麦肯锡实战者们。

整个系列文件全面、综合描述了在功能区域内的工具及构架。

?在文件结束时，您可以看到一些核心文件和手册的选择性的描述，以给您一个此构架更详尽2、的信息。

这里全部的文件都在PD网上，入需硬拷贝，可通过PD网快递，24小时内即可发货。

?此文件没有将麦肯锡在为客户服务中所使用的题目、构架、工具都一一列出。

但已包括了我们的营销工作大部分东西。

培训者们可以参考“KnowledgeResourceDirectory”发觉更多有关麦肯锡市场营销的题目和此内部专家名录。

?MarketingMentor--一个互动式CD-ROM训练打算，将拟于97年末发行。

通过运用案例分析和小范围授课，给出问题解决原则、营销策略技巧、营销科学、销售队伍效率、以及销售渠道管理和定价。

2名目表?前言和目标?3、名目?综述?核心框架–营销战略–销售渠道管理–销售队伍管理–定价–商业对商业营销–市场组织–品牌?资源–营销实践求助热线–营销实践专家–精选的论文3市场营销综述?市场营销的使命是关心客户建立促使盈利增长的营销效率。

为实现这一点，本文件提供关心客户建立、传递和沟通一流的价值方案的思索。

?几个目标：–定义营销目标–进展产品/市场、品牌树立战略–加强关键营销流程–加强营销组织能力?在如下几方面运用艺术的营销思索：–Branding–Business-to-BusinessMarketing–CRM 〔ContinuousRelation4、shipMarketing〕–MarketingOrganization–MarketingScience–Pricing–SalesForceandChannelManagement4?品牌–品牌项目关心客户建立新品牌、加强和延呈现有品牌以及管理他们的品牌家族。

麦肯锡英文版

The power of pricingTransaction pricing is the key to surviving the current downturn—and to flourishing when conditions improve. February 2003 • Michael V. Marn, Eric V. Roegner, and Craig C. ZawadaAt few moments since the end of World War II has downward pressure on prices been so great. Some of it stems from cyclical factors—such as sluggish economic growth in the Western economies and Japan—that have reined in consumer spending. There are newer sources as well: the vastly increased purchasing power of retailers, such as Wal-Mart, which can therefore pressure suppliers; the Internet, which adds to the transparency of markets by making it easier to compare prices; and the role of China and other burgeoning industrial powers whose low labor costs have driven down prices for manufactured goods. The one-two punch of cyclical and newer factors has eroded corporate pricing power and forced frustrated managers to look in every direction for ways to hold the line.In such an environment, managers might think it mad to talk about raising prices. Yet nothing could be further from the truth. We are not talking about raising prices across the board; quite often, the most effective path is to get prices right for one customer, one transaction at a time, and to capture more of the price that you already, in theory, charge. In this sense, there is room for price increases or at least price stability even in today's difficult markets.Such an approach to pricing—transaction pricing, one of the three levels of price management (see sidebar "Pricing at three levels")—was first described ten years ago.1 The idea was to figure out the real price you charged customers after accounting for a host of discounts, allowances, rebates, and other deductions. Only then could you determine how much money, if any, you were making and whether you were charging the right price for each customer and transaction.A simple but powerful tool—the pocket price waterfall, which shows how much revenue companies really keep from each of their transactions—helps them diagnose and capture opportunities in transaction pricing. In this article, we revisit that toolto see how it has held up through dramatic changes in the way businesses work and in the broader economy. Our experience serving hundreds of companies on pricing issues shows that the pocket price waterfall still effectively helps identify transaction-pricing opportunities. Nevertheless, in view of evolving business practice, we have greatly expanded the tool's application. The increase in the number of companies selling customized products and solutions or bundling service packages with each sale, for instance, means that assessing the profitability of transactions has become much more complex. The pocket price waterfall has evolved over time to take account of this transition.Today, it is more critical than ever for managers to focus on transaction pricing; they can no longer rely on the double-digit annual sales growth and rich margins of the 1990s to overshadow pricing shortfalls. Moreover, at many companies, littlecost-cutting juice can easily be extracted from operations. Pricing is therefore one of the few untapped levers to boost earnings, and companies that start now will be in a good position to profit fully from the next upturn.Advancing one percentage point at a timePricing right is the fastest and most effective way for managers to increase profits. Consider the average income statement of an S&P 1500 company: a price rise of 1 percent, if volumes remained stable, would generate an 8 percent increase in operating profits (Exhibit 1)—an impact nearly 50 percent greater than that of a 1 percent fall in variable costs such as materials and direct labor and more than three times greater than the impact of a 1 percent increase in volume.Unfortunately, the sword of pricing cuts both ways. A decrease of 1 percent in average prices has the opposite effect, bringing down operating profits by that same 8 percent if other factors remain steady. Managers may hope that higher volumes will compensate for revenues lost from lower prices and thereby raise profits, but this rarely happens; to continue our examination of typical S&P 1500 economics, volumes would have to rise by 18.7 percent just to offset the profit impact of a 5 percent price cut. Such demand sensitivity to price cuts is extremely rare. A strategy based on cutting prices to increase volumes and, as a result, to raise profits is generally doomed to failure in almost every market and industry.Following the pocket price waterfallMany companies can find an additional 1 percent or more in prices by carefully looking at what part of the list price of a product or service is actually pocketed from each transaction. Right pricing is a more subtle game than setting list prices or even tracking invoice prices. Significant amounts of money can leak away from list or base prices as customers receive discounts, incentives, promotions, and other giveaways to seal contracts and maintain volumes (see sidebar "A hole in your pocket").The experience of a global lighting supplier shows how the pocket price—what remains after all discounts and other incentives have been tallied—is usually much lower than the list or invoice price. This company made incandescent lightbulbs and fluorescent lights sold to distributors that then resold them for use in offices, factories, stores, and other commercial buildings. Every lightbulb had a standard list price, but a series of discounts that were itemized on each invoice pushed average invoice prices 32.8 percent lower than the standard list prices. These on-invoice deductions included the standard discounts given to most distributors as well as special discounts for selected ones, discounts for large-volume customers, and discounts offered during promotions.Managers who oversee pricing often focus on invoice prices, which are readily available, but the real pricing story goes much further. Revenue leaks beyond invoice prices aren't detailed on invoices. The many off-invoice leakages at the lighting company included cash discounts for prompt payment, the cost of carrying accounts receivable, cooperative advertising allowances, rebates based on a distributor's total annual volume, off-invoice promotional programs, and freight expenses. In the end, the company's average pocket price—including 16.3 percentage points in revenue reductions that didn't appear on invoices—was about half of the standard list price (Exhibit 2a). Over the past decade, companies have tried to entice buyerswith a growing number of discounts, including discounts for on-line orders as well as the increasingly popular performance penalties that require companies to provide a discount if they fail to meet specific performance commitments such as on-time delivery and order fill rates.By consciously and assiduously managing all elements of the pocket price waterfall, companies can often find and capture an additional 1 percent or more in their realized prices. Indeed, an adjustment of any discount or element along the waterfall—either on- or off-invoice—is capable of improving prices on a transaction-by-transaction basis.Embracing a wide bandThe pocket price waterfall is often first created as an average of all transactions. But the amount and type of the discounts offered may differ from customer to customer and even order to order, so pocket prices can vary a good deal. We call the distribution of sales volumes over this range of variation the pocket price band.At the lighting company, some bulbs were sold at a pocket price of less than 30 percent of the standard list price, others at 90 percent or more—three times higher than those of the lowest-priced transactions (Exhibit 2b). This range may seem spectacular, but it is not very unusual. In our work, we have seen pocket price bands in which the highest pocket price was five or six times greater than the lowest.A wide band shows that certain customers generate much higher pocket prices than do othersIt would be a mistake, though, to assume that wide pocket price bands are necessarily bad. A wide band shows that neither all customers nor all competitive situations are the same—that for a whole host of reasons, some customers generate much higher pocket prices than do others. When a band is wide, small changes in its shape can readily move the average price a percentage point or more higher. If a manager can increase sales slightly at the high end of the band while improving or even dropping transactions at the low end, such an increase comes within reach. But when the price band is narrow, the manager has less room to maneuver; changing its shape becomes more difficult; and any move has less impact on average prices.Although the lighting company was surprised by the width of its pocket price band, it had a quick explanation: the range resulted from a conscious effort to reward high-volume customers with deeper discounts, which in theory were justified notonly by the desire to court such customers but also by a lower cost to serve them. A closer examination showed that this explanation was actually wide of the mark (Exhibit 3): many large customers received relatively modest discounts, resulting in high pocket prices, while a lot of small buyers got much greater discounts and lower pocket prices than their size would warrant. A few smaller customers received large discounts in special circumstances—unusually competitive or depressed markets, for instance—but most just had long-standing ties to the company and knew which employees to call for extra discounts, additional time to pay, or more promotional money. These experienced customers were working the pocket price waterfall to their advantage.The lighting company attacked the problem from three directions. First, it instructed its sales force to bring into line—or drop—the smaller distributors getting unacceptably high discounts. Within 12 months, 85 percent of these accounts were being priced and serviced in a more appropriate way, and new accounts had replaced most of the remainder. Second, the company launched an intensive program to stimulate sales at larger accounts for which higher pocket prices had been realized. Finally, it controlled transaction prices by initiating stricter rules on discounting and by installing IT systems that could track pocket prices more effectively. In the first year thereafter, the average pocket price rose by 3.6 percent and operating profits by 51 percent.In addition to these immediate fixes, the lighting company took longer-term measures to change the relationship between pocket prices and the characteristics of its accounts. New and explicit pocket price targets were based on the size, type, and segment of each account, and whenever a customer's prices were renegotiated or a new customer was signed, that target guided the negotiations.Pocket margins become more relevantFor companies that not only sell standard products and services but also experience little variation in the cost of selling and delivering them to different customers, pocket prices are an adequate measure of price performance. Today, however, as companies seek to differentiate themselves amid growing competition, many are offering customized products, bundling product and service packages with each sale, offering unique solutions packages, or providing unique forms of logistical andtechnical support. Pocket prices don't capture these different product costs or the cost to serve specific customers. For such companies, another level of analysis—the pocket margin—is needed to reflect the varying costs associated with each order. The pocket margin for a transaction is calculated by subtracting from the pocket price any direct product costs and costs incurred specifically to serve an individual account.One North American company, which manufactures tempered glass for heavy trucks and for farm and construction machinery, sharply increased its profits by understanding and actively managing its pocket margins. Each piece of the company's glass was custom-designed for a specific customer, so costs varied transaction by transaction. Other costs differed from customer to customer as well. The company's glass, for example, was frequently shipped in special containers that were designed to be compatible with the customers' assembly machines. The costs of retooling and other customer-specific services varied widely from case to case but averaged no less than 17 percent of the target base price (Exhibit 4a).A fuller picture emerges when a company examines each account and creates a pocket margin bandAs with pocket prices, a fuller picture emerges when a company examines each account and creates a pocket margin band. The glass company's pocket margins ranged from more than 60 percent of base prices to a loss of more than 15 percent of base prices (Exhibit 4b). When fixed costs were allocated, the company found that it required a pocket margin of at least 12 percent just to break even at the current operating level. More than a quarter of the company's sales fell below this threshold.Traditionally, the pricing policies of the glass company had focused on invoice prices and standard product costs; it paid little attention to off-invoice discounts or extra costs to serve specific customers. The pocket margin band helped it identify which individual customers were more profitable and which should be approached more aggressively even at the risk of losing their business. The company also uncovered narrowly defined customer segments (for example, medium-volume buyers of flat or single-bend door glass) that were concentrated at the high end of the margin band. In addition, it evaluated its policies for some of the more standard waterfall elements to ensure that it had clear objectives, accountability, and controls for each of them—for instance, it decided to base volume bonuses on stretch performance targets and to charge for last-minute technical support. By focusing on and increasing sales in profitable subsegments, pruning less attractive accounts, and making selective policy changes across the waterfall elements, the company pushed up its average pocket margin by 4 percent and its operating profits by 60 percent within a year.Taming transactionsThe game of transaction pricing is won or lost in hundreds, sometimes thousands, of individual decisions each day. Standard and discretionary discounts allow percentage points of revenue to drop from the table one transaction at a time. Companies are often poorly equipped to track these losses, especially for off-invoice items; after all, the volumes and complexity of transactions can be overwhelming, and many items, such as cooperative advertising or freight allowances, are accounted for after the fact or on a company-wide basis. Even if managers wanted to track transaction pricing, it has often been impossible to get the data for specific customers or transactions. But some recent technical advances have helped remove this obstacle; enterprise-management-information systems and off-the-shelf custom-pricing software have made it easier to keep tabs on transaction pricing. Managers can no longer hide behind the excuse that gathering the data is too difficult.Current price pressures should go a long way toward removing two other obstacles: will and skill. In the booming economy of the 1990s, robust demand and cost-cutting programs, which drove up corporate earnings, made too many managers pay too little attention to pricing. But now that a global economic downturn has slowed growth and the easiest cost cutting has already occurred, the shortfall in pricing capabilities has been exposed. A large number of companies still don't understand the untapped opportunity that superior transaction pricing represents. For many companies, getting it right may be one of the keys to surviving the current downturn and to flourishing when the upturn arrives. It has never been more crucial—ormore possible—to learn and apply the skills needed to execute superior transaction-price management.Pricing at three levelsTransaction pricing is one of three levels of price management. Although distinct, each level is related to the others, and action at any one level could easily affect the others as well. Businesses trying to obtain a price advantage—that is, to make superior pricing a source of distinctive performance—must master all three of these levels.Industry price level. The broadest view of pricing comes at the industry price level, where managers must understand how supply, demand, costs, regulations, and other high-level factors interact and affect overall prices. Companies that excel at this level avoid unnecessary downward pressure on prices and often emerge as industry price leaders.Product/market strategy level. The primary issue at this second level is pricing a product or service relative to the competition. To do so, companies must understand how customers perceive all offerings on the market and, most particularly, which attributes—product as well as service and intangible attributes—drive purchase decisions. With this knowledge, companies can set visible list prices that accurately reflect the competitive strengths (or weaknesses) of their offerings.Transaction level. The focus of transaction pricing is to decide the exact price for each transaction—starting with the list price and determining which discounts, allowances, payment terms, bonuses, and other incentives should be applied. For a majority of companies, the management of transaction pricing is the most detailed, time-consuming, systems-intensive, andenergy-intensive task involved in gaining a price advantage.A hole in your pocketMany on- and off-invoice items can easily lead to price and margin leaks. Here we provide a nonexhaustive list:Annual volume bonus: an end-of-year bonus paid to customers if preset purchase volume targets are met.Cash discount: a deduction from the invoice price if payment for an order is made quickly, often within 15 days. Consignment cost: the cost of funds when a supplier provides consigned inventory to a wholesaler or retailer.Cooperative advertising: an allowance paid to support local advertising of the manufacturer’s brand by a retailer or wholesaler.End-customer discount: a rebate paid to a retailer for selling a product to a specific customer—often a large or national one—at a discount.Freight: the cost to the company of transporting goods to the customer.Market-development funds: a discount to promote sales growth in specific segments of a market.Off-invoice promotions: a marketing incentive that would, for example, pay retailers a rebate on sales during a specific promotional period.On-line order discount: a discount offered to customers ordering over the Internet or an intranet.Performance penalties: a discount that sellers agree to give buyers if performance targets, such as quality levels or delivery times, are missed.Receivables carrying cost: the cost of funds from the moment an invoice is sent until payment is received.Slotting allowance: an allowance paid to retailers to secure a set amount of shelf space.Stocking allowance: a discount paid to wholesalers or retailers to make large purchases into inventory, often before a seasonal increase in demand.The challenges ahead for supply chains: McKinsey Global Survey resultsSenior executives say their companies manage key trade-offs well, yet see barriers to better performance: rising risk, lack of collaboration, and low CEO involvement.As economies around the world step back from the financial brink and begin adjusting to a new normal, companies face a different set of supply chain challenges than they did at the height of the downturn—among them are rising pressure from global competition, consumer expectations, and increasingly complex patterns of customer demand. Executives in this McKinsey survey1are divided on their companies’ preparedness to meet those challenges, and fully two-thirds expect supply chain risk to increase. What’s more, the survey highlights troubling signs of struggle associated with key, underlying supply chain processes and capabilities, including the ability of different functions to collaborate, the role of CEOs in supply chain planning, and the extent to which companies gather and use information.Emerging from the downturnAs companies have managed their supply chains over the past three years, the challenges they faced and the goals they set have reflected a single-minded focus on weathering the financial crisis. The most frequently cited challenge of the past three years is the increasing volatility of customer demand (Exhibit 1). This is no doubt a result of the sharp drop in consumer spending that has reverberated throughout all sectors across the globe. Looking at challenges over the next five years, though, the focus shifts: respondents most frequently cite increasing pressure from global competition. Some issues that receive a lot of public attention, such as climate change and natural-resource use, have remained a low priority since our 2008 survey.2 Still, the share that identify environmental concerns as a top challenge in the next five years nearly doubled, to 21 percent, over the proportion saying it was a top challenge during the past three years. This suggests that companies anticipate returning to a new normal,3 wherein they can focus on issues other than cost at least some of the time.With regard to goals for supply chain management, the results show a similar shift between past and future, perhaps another indicator that companies are focusing on pursuing growth in addition to cost containment (Exhibit 2). Of course, executives are not ignoring supply chain costs altogether; after weathering a downturn, they know their companies can manage and control future expenses, now that this issue has been on their radar consistently. Indeed, reducing operating costs remains the most frequently chosen goal over the next five years—as it was over the past three—followed by customer service. In a 2008 survey, 43 percent of respondents said improving service was one of their companies’ top two goals for supply chain management, and though it fell as a priority during the crisis, it is now number two for the next five years.Executives also indicate that many of their companies have met past goals, with supply chain performance improving in both efficiency and effectiveness as they come out of the downturn. For example, nearly half say th eir companies’ service levels are higher now than they were three years ago, 39 percent say costs as a percentage of sales are lower, and 45 percent have cut inventories.What hasn’t changed much, though, is the amount of supply chain risk that executives foresee (Exhibit 3). More thantwo-thirds say risk increased in the past three years, and nearly the same share see risk continuing to rise. Respondents in developed Asian countries report more concern than those in any other region: 82 percent say their c ompanies’ supply chain risk will increase in the next five years.4Managing challenges and trade-offsThough the strategic goals executives are setting suggest a hope that more predictable business conditions will prevail over the next five years, respondents are divided over how well their companies can manage the challenges (Exhibit 4). This finding holds true for large and small companies alike and among executives in different functions.The good news is that on the three challenges cited most frequently (global competition, rising consumer expectations, and complex patterns of customer demand), the highest shares of executives say their companies are prepared to meet those challenges. The bad news is that the shares saying their companies are well prepared are still below half.Most executives recognize the importance of managing the functional trade-offs related to these challenges and think that their companies are effective at doing so. Among trade-offs, the highest share of respondents—85 percent—say balancing cost to serve and customer service is important to their companies’ supply chain strategy. The lowest share (59 percent) say balancing centralized production against proximity to customers is important. Respondents also report that the managers who make decisions about supply chain trade-offs are well informed.Yet the cross-functional discussions that companies need if they are to make informed decisions are not happening often. For each of the six trade-offs the survey explored, regular cross-functional meetings are cited as the most common process for making decisions, but between 31 and 40 percent of respondents say their operations teams never or rarely meet with salesand marketing to discuss supply chain tensions. Furthermore, respondents across functions say sales/marketing has the most difficulty collaborating with other functions, with 23 percent citing a problem between that group and manufacturing, and 21 percent between it and planning. Additionally, one-third of respondents say the biggest barrier to collaborating when managing trade-offs is that functional areas don’t understand their impact on others.This disconnection is likely exacerbated by the relatively low levels of CEO involvement reported: the vast majority of CEOs do not actively develop supply chain strategy or work hands-on to execute it (Exhibit 5). Respondents do, however, expect more CEO involvement over the next five years—a hopeful sign for companies aspiring to mend key cross-functional disconnections.Knowledge is powerThe results show a similar disconnection between data and decision making: companies seem to collect and use much less detailed information than our experience suggests is prudent in making astute supply chain decisions (Exhibit 6). For example, customer service is becoming a higher priority, and executives say their companies balance service and cost to serve effectively, yet companies are most likely to take a one-size-fits-all approach when defining and managing service-level targets. Half of the executives say their companies have limited or no quantitative information about incremental costs for raw materials, manufacturing capacity, and personnel, and 41 percent do not track per-customer supply chain costs at any useful level of detail.Many of the future supply chain challenges will require companies to keep better information on individual costs and customers. Yet only about a quarter of respondents expect their companies will invest in IT systems over the next five years, and only 10 percent of respondents say their companies currently use social media to identify customers’ service needs.Looking ahead∙In our experience, senior-executive involvement, including hands-on attention from the CEO, is pivotal in managing the cross-functional trade-offs that underpin many supply chain decisions. Yet the role of CEOs at many companies we surveyed is limited or nonexistent. Companies that can bridge the functional divides that thwart collaboration will have an edge in creating competitive supply chains capable of fulfilling business strategy requirements.∙Addressing the challenges companies have identified—improving service and responding to new expectations and patterns of customer demand—requires more and better information, regardless of the geographical scope or the length of supply chains.As the marketplace becomes increasingly fragmented, keeping better track of customer information and costs, which can inform and support interpersonal, cross-functional discussions, will help companies prepare for the supply chainuncertainties that lie ahead.∙Despite the importance of volatile commodity prices as a supply chain challenge, just 28 percent of respondents say their companies are prepared to manage that volatility. One way to cope with this uncertainty: view supply chain assets as a hedge.By considering investment in production resources that aren’t necessarily lowest-cost today (but soon could be), companies can position themselves for greater flexibility in the future.∙Executives expect environmental concerns to be a more significant issue for supply chains in the years ahead, yet relatively few consider it a priority today. Given that up to 60 percent of a company’s carbon footprint can reside upstr eam in its supply chain,5 companies would be wise to pursue economically attractive opportunities that address environmental impact in the near term and prepare to respond quickly to any sudden shifts in environmental expectations and requirements.A new idea in banking for the poorBy teaming up with retail outlets in low-income, often hard-to-reach areas, financial institutions can create value both for themselves and their new customers.November 2010 • Alberto Chaia, Robert Schiff, and Esteban Silva。

mckinsey分析问题的框架和思路英文

Staff
Style
The way managers collectively behave with respect to use of time, attention and symbolic actions
Systems
The processes and procedures through which things get done from day-to-day
Communications
• Flow of 2-way communications
• People’s understanding, belief and contribution to act on vision and action plans
Delta P
Organizational Infrastructure
Systems Structure
Style
Shared Values
The way managers collectively behave with respect to use of time, attention, and symbolic actions
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
Skills
the individuals.
Some companies
perform extraordinary
feats with ordinary people
Strategy

管理咨询麦肯锡的研究的报告

4
SA-SU0050-030611-A4
SEGMENTING CUSTOMERS WITH
DISTINCT BENEFIT PREFERENCES
Segment characteristics
Percentage of population
Credit cards
Insurance
Consider brand relationship
information is key to implementing CRM initiatives
Internal data sources
• Account
applications
• Product and
client databases
External data
sources
• Credit bureau
cost of fixing
• Use key
breakpoints
not to
overspend
Source: McKinsey proprietary research
2
SA-SU0050-030611-A4
SEGMENT MANAGEMENT TREND - 2
deliberative migrators e.g., frequently reevaluate decisions, reaffirm/switch to chosen brand based on merits; rational decision-maker
Example initiatives
Cross-sell insurance to credit card holders
Increase credit limits of high-usage customers

麦肯锡模板300页共303页

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麦肯锡模板300页
服从真理，就能征服一切事物
CONFIDENTIAL
McKinsey Frequently Used Template
Conceptual
Template June 2002
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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