贝恩咨询公司介绍PPT
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贝恩《贝恩咨询PowerPoint模板及图表库》15- 2页
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This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
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This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
贝恩(Bain)咨询公司的知识管理课程(PPT 30页)
“Knowledge” is a critical capability for consulting firms
NY Infotoday preez 1
4
Knowledge example in consulting
Hale Waihona Puke You’re working in the PC Industry
Data
Market size Market share Competitor prices
World class KM programs manage & share both
NY Infotoday preez 1
5
Overview of Bain and Company
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
NY Infotoday preez 1
1
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
just a part of business strategy Not enough thought before technology Misguided focus on people and process
A lean, value-added KM team that
- makes the process work - fits into existing company structures
贝恩(Bain&co)——招聘用CASE分析PPTaceyourcase
– Easy returns at over 400 stores nationwide – Professional advice from entertainment associates
Recommendation
Consider alternatives
• Target new customers with trials and promotions • Adjust product line to focus on niche market • Strategic alternatives
• Issue: Declining revenue and margins
Structure your approach
• Wrong: Always use the same framework regardless of the business issue • Better:
– Clarify the primary business issues – Evaluate options
Framework • Cost of Goods Sold (COGS)
– Multi-channel approach in order to increase volume and decrease unit costs
• Sales, General & Administrative (SG&A)
• Explore broader issues to determine if channel segmentation is appropriate during analysis
– Same product competing in overall market – Channels may have cost advantages
Recommendation
Consider alternatives
• Target new customers with trials and promotions • Adjust product line to focus on niche market • Strategic alternatives
• Issue: Declining revenue and margins
Structure your approach
• Wrong: Always use the same framework regardless of the business issue • Better:
– Clarify the primary business issues – Evaluate options
Framework • Cost of Goods Sold (COGS)
– Multi-channel approach in order to increase volume and decrease unit costs
• Sales, General & Administrative (SG&A)
• Explore broader issues to determine if channel segmentation is appropriate during analysis
– Same product competing in overall market – Channels may have cost advantages
贝恩(Bain)咨询公司的知识管理课程(PPT 30页)
But none worked. Examples of our everyday pain…
-Proposals still kept by each partner – requiring email and fax -Research tools weren’t sufficient to do the job -Our “best” work was still in file cabinets -We still depended on word of mouth to find experts -We redid the same work multiple times each year
Rating (1 to 5)
4.0 3.55
3.0
2.96
2.0
2.0
1.0
1.0
0.0
Average of Knowledge 31 Tools Management
0.0
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2001)
Knowledge Management at Bain
This information is confidential and was prepared by Bain & Company, Inc. solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
-Proposals still kept by each partner – requiring email and fax -Research tools weren’t sufficient to do the job -Our “best” work was still in file cabinets -We still depended on word of mouth to find experts -We redid the same work multiple times each year
Rating (1 to 5)
4.0 3.55
3.0
2.96
2.0
2.0
1.0
1.0
0.0
Average of Knowledge 31 Tools Management
0.0
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2001)
Knowledge Management at Bain
This information is confidential and was prepared by Bain & Company, Inc. solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
贝恩BAIN咨询公司的知识管理英文PPT
Enable our consulting staff to work better and faster - selling to new clients - starting up work - “cracking the case”
Apply Bain’s best global insights and approaches - No “re-inventing the wheel”
and what needs to be created to support your strategy
Determine how to capture (e.g., format, timing)
Organize and classify knowledge based on the business’ “view of the world”
GXC 1.0 launched 2000
BVU 1.0 Launched 1999
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
NY Infotoday preez 1 11
Our content strategy
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
Major research databases Top external data sources
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
Apply Bain’s best global insights and approaches - No “re-inventing the wheel”
and what needs to be created to support your strategy
Determine how to capture (e.g., format, timing)
Organize and classify knowledge based on the business’ “view of the world”
GXC 1.0 launched 2000
BVU 1.0 Launched 1999
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
NY Infotoday preez 1 11
Our content strategy
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
Major research databases Top external data sources
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
贝恩Bain咨询公司的知识管理-全英文(ppt+30)
NY Infotoday preez 1
3
Bain has created a leading KM capability
A good strategy for content creation and capture
- Focused, high value investments in intellectual capital - Deep mining of ongoing learnings from projects
NY Infotoday preez 1
2
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
just a part of business strategy Not enough thought before technology Misguided focus on people and process
Drive client results
NY Infotoday preez 1 10
Bain’s knowledge is centered around our case teams
Client Development
(Partner) (1-3 weeks)
Case Startup
In-Depth Work & Recommendatio
NY Infotoday preez 1
4
Why KM matters to consulting firms
Nature:
Two core assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
贝恩Bain咨询公司的知识管理
NY Infotoday preez 1
7
Many KM failures over our first 26 years
(1973-83)
“Word of Mouth”
(1983-93)
“Experience Center”
(1993-99)
“BRAVA”
Many attempts at KM over our first 25 years
NY Infotoday preez 1
8Байду номын сангаас
Bain’s approach for getting it right
Use Create
Transfer
KM Objectives
Business strategy
Capture
Organize
Key elements of KM:
Define KM for the company Define your content strategy,
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit - Codified
贝恩Bain咨询公司的知识管理
Rating (1 to 5)
4.0 3.55
3.0
2.96
2.0
2.0
1.0
1.0
0.0
Average of Knowledge 31 Tools Management
0.0
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2001)
“Reusable” formats Short shelf life
Bain’s core global toolkit Embedded in our staff
training programs Long shelf life
NY Infotoday preez 1 12
The BVU and GXC
NY Infotoday preez 1
7
Many KM failures over our first 26 years
(1973-83)
“Word of Mouth”
(1983-93)
“Experience Center”
(1993-99)
“BRAVA”
Many attempts at KM over our first 25 years
Beijing
Seoul
Tokyo
Hong Βιβλιοθήκη ong Sao Paulo
Singapore
Johannesburg
Sydney
26 offices, working in 9 languages Over 2,500 consulting staff, “generalist” model Strict conflict and sharing standards
4.0 3.55
3.0
2.96
2.0
2.0
1.0
1.0
0.0
Average of Knowledge 31 Tools Management
0.0
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2001)
“Reusable” formats Short shelf life
Bain’s core global toolkit Embedded in our staff
training programs Long shelf life
NY Infotoday preez 1 12
The BVU and GXC
NY Infotoday preez 1
7
Many KM failures over our first 26 years
(1973-83)
“Word of Mouth”
(1983-93)
“Experience Center”
(1993-99)
“BRAVA”
Many attempts at KM over our first 25 years
Beijing
Seoul
Tokyo
Hong Βιβλιοθήκη ong Sao Paulo
Singapore
Johannesburg
Sydney
26 offices, working in 9 languages Over 2,500 consulting staff, “generalist” model Strict conflict and sharing standards
贝恩咨询-战略分析工具(PPT 80页)
• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• Technological expertise
– package performance improvements – spec consolidation – product redesign and materials substitution
focused upon lowest total systems cost using value chain perspectives
• Joint product design and
cross functional participation
• In-house supply,
communication frequent
VMRs are most effective in large dollar, high value added products.
• Large dollar purchase • High level of value-added cost in product • Fragmentation across many divisions and suppliers • Client represents significant part of industry output • Industry competitive intensity high:
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• Technological expertise
– package performance improvements – spec consolidation – product redesign and materials substitution
focused upon lowest total systems cost using value chain perspectives
• Joint product design and
cross functional participation
• In-house supply,
communication frequent
VMRs are most effective in large dollar, high value added products.
• Large dollar purchase • High level of value-added cost in product • Fragmentation across many divisions and suppliers • Client represents significant part of industry output • Industry competitive intensity high:
贝恩咨询公司全面资料,面试必备
目录应届生求职网简介 (2)第一章贝恩（Bain）简介 (4)1.1贝恩（Bain）信息框图 (4)1.2贝恩（Bain）概况 (4)1.3贝恩（Bain）企业文化 (5)1.4贝恩（Bain）组织结构 (5)1.5 贝恩（Bain）开展业务 (6)1.6 贝恩（Bain）竞争对手 (6)1.7 贝恩（Bain）历史 (6)1.8 贝恩（Bain）领导者介绍 (7)1.9 贝恩（Bain）发展战略 (7)1.10贝恩（Bain）生涯管理 (7)第二章贝恩面试资料 (8)2.1贝恩2010面试经验分享 (8)2.1.1贝恩面试交流会 (8)2.1.2上海BAIN-PTA面试 (9)2.1.3 贝恩PTA面试 (9)2.1.4 Bain Pre-talk面经 (10)2.1.5 Bain SH Telephone Pretalk (10)2.2贝恩2008-2009面试经验分享 (11)2.2.1贝恩（Bain）面试问题 (11)2.2.2 Bain面经 (11)2.2.3贝恩（Bain）咨询之路 (13)第三章贝恩综合求职经验 (15)3.1 贝恩FAQ (15)3.2 my life in Bain (15)3.3 贝恩高级咨询顾问典型的一天 (16)附录：更多求职精华资料推荐 (18)内容声明：本文由应届生求职网（）收集、整理、编辑，内容来自于相关企业的官方网站及论坛热心同学贡献，内容属于我们广大的求职同学，欢迎大家与同学好友分享，让更多同学得益，此为编写这套应届生实习大礼包2011的本义。
祝所有同学都能顺利找到合适的工作！应届生求职网济效益。
把企业看作一个完整、密切相关的整体。
帮助企业寻找投资机会，以期更快更高的收益和更持久的成长。
帮助企业做出战略、组织、运营、技术和并购等重大决策。
如果合适，贝恩还进一步帮助企业决策——这意味着从根本上改变企业。
当与那些对现状不满的客户合作时，贝恩才是最成功的。
贝恩Bain咨询公司的知识管理 共31页PPT资料
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
ns
(Partner, Manager and team)
(1-2 weeks)
(1-6 months)
Implementati on
(6 months +)
Bain’s point of view on the industry and case topic
Great examples and approaches Access to internal experts External Research
Drive client results
NY Infotoday preez 1 10
Bain’s knowledge is centered around our case teams
Client Development
(Partner) (1-3 weeks)
Case Startup
In-Depth Work & Recommendatio
and what needs to be created to support your strategy
Determine how to capture (e.g., format, timing)
Organize and classify knowledge based on the business’ “view of the world”
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
ns
(Partner, Manager and team)
(1-2 weeks)
(1-6 months)
Implementati on
(6 months +)
Bain’s point of view on the industry and case topic
Great examples and approaches Access to internal experts External Research
Drive client results
NY Infotoday preez 1 10
Bain’s knowledge is centered around our case teams
Client Development
(Partner) (1-3 weeks)
Case Startup
In-Depth Work & Recommendatio
and what needs to be created to support your strategy
Determine how to capture (e.g., format, timing)
Organize and classify knowledge based on the business’ “view of the world”
贝恩公司商业模式(英文版)(ppt 61页)
Companies that define their businesses incorrectly make poor strategic decisions.
Costs
• Incur unnecessary
costs
• Forgo opportunities
to capture synergies
Incorrect Business Definition
Correct Business Definition
6%
4%
Drinks
If we define a business incorrectly...
ROS
4%
Cider
2%
ROS
Red Ale 3%
2%
Fizz
Cider
1%
ROS/RMS
• The underlying
• Do not transfer
experience
• Underinvest in
important R&D initiatives
Customers
• Neglect profitable
customer segments
• Over-invest in
unprofitable customers
configure our manufacturing plants?
bc
BOS CU7121997ECA 6
Copyright© 1998 Bain & Company, Inc.
Business Definition
Consequences of Incorrect Business Definition
Costs
• Incur unnecessary
costs
• Forgo opportunities
to capture synergies
Incorrect Business Definition
Correct Business Definition
6%
4%
Drinks
If we define a business incorrectly...
ROS
4%
Cider
2%
ROS
Red Ale 3%
2%
Fizz
Cider
1%
ROS/RMS
• The underlying
• Do not transfer
experience
• Underinvest in
important R&D initiatives
Customers
• Neglect profitable
customer segments
• Over-invest in
unprofitable customers
configure our manufacturing plants?
bc
BOS CU7121997ECA 6
Copyright© 1998 Bain & Company, Inc.
Business Definition
Consequences of Incorrect Business Definition
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目录
CONTENTS
01 关于我们 02 公司团队 03 企业荣誉 04 产品介绍
01
PART 01
关于我们
公司介绍
在此输入公司名称
公司简介
此处添加详细文本描述，建议与标题 相关并符合整体语言风格，语言描述 尽量简洁生动。尽量将每页幻灯片的 字数控制在 200字以内，据统计每页 幻灯片的最好控制在5分钟之内。
01
02
03
04
华南地区
华北地区
华东地区
总部地区
您的内容打在这里，或 您的内容打在这里，或 您的内容打在这里，或 您的内容打在这里，或 者通过复制您的文本后， 者通过复制您的文本后， 者通过复制您的文本后， 者通过复制您的文本后，
主打产品
点击添加标题 点击添加标题 点击添加标题 点击添加标题
04
PART 04
产品介绍
产品介绍
简单文字概述 输入简单的文字概述里输入输入里这里输入简 单的文字概述里输入简单文字概述
02
输入你的标题
这里输入简单的文字概述里输入简单文字概述 输入简单的文字概述里输入输入里这里输入简 单的文字概述里输入简单文字概述
产品形式
请填入您的
研发中心
北京研发中心
您的内容打在这里，或者 通过复制您的文本后，您 的内容打在这里，或者通 过复制您的文本后，
上海研发中心
您的内容打在这里，或者通 过复制您的文本后，您的内 容打在这里，或者通过复制 您的文本后，
广州研发中心
您的内容打在这里，或 者通过复制您的文本后， 您的内容打在这里，或 者通过复制您的文本后，
3 目标
国际化、品牌化、专业化
4
使命 成就客户、成就品牌、成就员工
企业理念
单击此处输入标题
请在这里输入您的主要叙述内容 请在这里输入您的主要叙述内容
定位
单击此处输入标题
请在这里输入您的主要叙述内容 请在这里输入您的主要叙述内容
目标
理念
单击此处输入标题
请在这里输入您的主要叙述内容 请在这里输入您的主要叙述内容
公司荣誉
企业辉煌成就
您的内容打在这里或者通过复制您的文本后在此框中选择 粘贴并选择只保留文字。
最佳先进科技企业荣誉称号 最佳先进科技企业荣誉称号 最佳先进科技企业荣誉称号 最佳先进科技企业荣誉称号
公司荣誉
公司自建立以来，十分注重自身素质的提高。近年来公司在市场准入以及资质认证方面都取得了突破 性的进展。我公司最近取得的资质证书包括：
发展历程
添加标题
单击填加内容 单击填加内容
单击填加内容 单击填加内容
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单击填加内容 单击填加内容 单击填加内容 单击填加内容
在此录入上述图表的综合描述说明，在此 录入上述图表的综合描述说明
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专业 年轻 有梦想 专注
核心成员
TUKUPPT
公司总经理 职务或头衔
添加内容
添加内容 添加内容
添加内容
您的内容打在这里，或者通过复制您的文本后，在此框中选择粘贴，并 选择只保留文字。在此录入上述图表的综合描述说明。 您的内容打在这里，或者通过复制您的文本后，在此框中选择粘贴，并 选择只保留文字。在此录入上述图表的综合描述说明。
LOGO
公司宣传介绍PPT
公司介绍丨产品介绍丨宣传手册丨商业路演
Never forget what you are, for surely the world will not. Make it your strength. Then it can never be your weakness. 汇报人： 汇报时间：
组织架构
合作伙伴
董事长 总经理
法务部
市 品 采 财综 场 质 购 务合 部 部 部 部部 制
造 中 心
研发部门 研 究 室
市场营销部 广销 售 告售 后 部部 部
03
PART 03
企业荣誉
公司荣誉
✓ 某某企业荣誉证书 ✓ 某某企业先进企业荣誉证书 ✓ 某某企业创新事业积极进取荣誉证书
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经营业绩
2018年经营情况 VS
80%
完成率
4000万
销售额
2500万
回款
600
其它数据
2019年经营情况
95% 5700万 4600万 800
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企业文化
1
定位 区域领先的传媒文化公司
2
理念
诚信、敬业、务实、创新
添加标题
单击填加内容 单击填加内容 单击填加内容 单击填加内容
网络销售
新疆 西藏
黑龙江
吉林
甘肃 青海
内蒙古
辽宁
宁夏
北京 河北
山西
山东
陕西 河南
江苏
四川
湖北
安徽
上海
贵州
湖南
江西 浙江 福建
云南
广西
广东
海南
销售概述
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张经理 CEO
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使命
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02
PART 02
公司团队
团队介绍
激情活力 赋予创造
团队是指拥有共同目标，并且具有不同能力的一小群人有愈识的协调 行为或力的系统，这群人就如同人的五官一样，共同协作维持一个人的生 存，缺一不可。
我们是-支专业的团队。我们的成员拥有多年的信息安全专业技术背 景，来自国内知名安全公司的一线骨干。 我们是-支有梦想的团队。我们来自五湖四海，因为一个共同的梦想:做一 家真正优秀的信息安全企业。为客户提供最可靠的互联网安全防护。