普华永道kpi Presentation of project

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普华永道——Summaryandfurtherinstructions_Guangdong_030625

Project Gold _ Questions and further instructionsStaff: Freddy Zhu----------------------------------------------------------------------------------------------------------------------------根据普华永道从各方面得到的消息，贵方今天的访谈活动已经取得一定的进展。

但，也存在一些问题（根据与广州方面的沟通），总结起来如下：•目标城市的进展（需等沟通完今天情况后最终认定）–深圳、东莞、珠海方面的进展相对较好–广州有进展，但任务相对艰巨–汕头、肇庆没有太大进展整体来看，目前的进展速度还应进一步提升，以确保在30日之前完成所有城市的访谈。

必要时，可考虑增加人手。

•根据对广州第一份访谈问卷的检查，出现了一些理解上的问题：–对于一些行业术语不够熟悉，所以，请务必将普华永道提供的《第三方工作规则》的“附件b：相关定义与术语”传达给相关的督导与访问员（见本信的附件一）–对一些题目的目标理解混淆，对此，普华永道特提出如下指引：所有在题干中没有标明“贵公司”字样的，我们所需要的是根据访谈对象的市场经验判断，有关整个市场的情况，而不单单是其自身所在公司的情况。

（这一点在附件二中有详细的说明）–建议访问员在展开正式的访谈前，先对当地市场有一个大概的了解（可以向当地的一般消费者-出租车司机等，了解当地啤酒市场的竞争状况，由此可以得知哪些品牌属于第一层次，哪些属于第二层次等），由此在访问时可以针对访谈对象的描述作出初步判断，看是否有逻辑上的不相符并进而追问原因–昨天我们发出的“重点品牌情况”的信息缺失，现再将有关要求放在“附件三”中，请务必尽量向访谈对象提问，并翔实纪录附件一：相关定义与术语1. 产品规格：主要规格有：纸箱/塑格（行业内称为“件”）小瓶/听装：主要使用纸箱（一般24个/件）大瓶（700ml/640ml/500ml）：使用塑格（因无法避光，运输半径比较小）（一般为20/24个/件）/使用纸箱（12个/件）桶装：30/20/50升2. 市场销售额统一使用出厂价计算3. 餐馆分类a. 西餐馆（包括东南亚等亚洲国家的餐馆）b. 中餐馆4. 销售毛利率进出差价占进货价的百分比5. 销售政策厂商到经销商/经销商到下级批发商主要方式有：现款现货货到付款翻单（即压一批货，在下次订货/进货时付上批货的款）放帐期（一般以15天-30天的帐期为主）+信用额度（根据经销商的具体情况，提供一个信用额度，经销商可以在信用额度内享受规定的帐期，超过信用额度的部分则实行现款现货或货到付款的结算方式）年终返利批发商到终端的方式：现款现货翻单（参照以上定义）定期（时）结帐（每月规定一具体时间，比如每月的20号，统一结算货款）放帐期（一般以30天的帐期为主）+信用额度（根据终端的具体情况，提供一个信用额度，终端可在信用额度内享受规定的帐期，超过信用额度的部分则实行现款现货或货到付款的结算方式）铺货期的长帐期（在开始铺货时，批发商可能给予终端较正常状况下长的帐期，比如3个月）附件二：对竞争厂商问卷的详尽说明一、受访企业情况1.2 请参照相关“附件一：相关定义与术语”中的规定，只要在相应的规格中打勾即可二、市场概况2.1 啤酒市场的整体销售情况（包括所有竞争厂商），而不是受访对象企业的销售情况2.2 受访对象企业的销售情况2.3 市场上所有竞争者（包括受访对象及其竞争对手）的品牌的销售状况2.4 市场上所有竞争者（包括受访对象及其竞争对手）分包装形式的销售状况2.5市场上所有竞争者（包括受访对象及其竞争对手）分档次的销售状况三、销售渠道（请提供销售渠道图，见附件四）3.1 市场上所有竞争者（包括受访对象及其竞争对手）的销售渠道状况3.2 受访对象企业的销售渠道状况3.3市场上所有竞争者（包括受访对象及其竞争对手）的销售终端的销售状况3.4 “数量”栏指市场整体（包括受访对象自身及竞争对手）的情况，其他栏目指受访对象企业的情况3.5 受访对象企业的销售政策3.6 受访对象企业的情况四、市场竞争4.1 受访对象企业分档次的销售情况4.2 市场上所有竞争企业的促销状况4.3 市场上所有竞争企业的消费者促销状况4.4 受访对象企业的包装情况4.5 市场上所有竞争企业的包装情况4.6 受访对象企业的物流方式4.7 受访对象企业产品的卖点附件三：关注重点品牌广东省•基本概况：各大啤酒品牌在广东省几乎都建立了罐装厂，珠江啤酒的市场份额最大•调研重点：–关注金威（Kingway）在全省的表现–蓝带在广东全省的表现–珠江在广东全省的表现深圳•基本概况：金威作为当地厂商，市场占有率一度达到85%，青岛和珠江也是当地的重要品牌，并在当地建有罐装厂•调研重点：–金威（Kingway）近几年的发展历史，及其未来的发展趋势。

普华永道项目建议书(二)2024

普华永道项目建议书（二）引言概述：本文档为普华永道项目建议书的第二部分，主要对项目的具体实施方案和关键要点进行了详细阐述。

通过此建议书，旨在为普华永道项目的顺利推进提供指导和决策依据。

正文：一、项目目标与背景1. 确定项目目标：明确项目的最终目标和关键绩效指标，如市场份额、利润率等。

2. 分析市场背景：对目标市场进行深入调研，了解竞争对手、市场规模和趋势等因素。

二、项目规划与组织1. 制定项目计划：明确项目的时间表、资源需求和里程碑等关键节点。

2. 组建项目团队：优选项目团队成员，确保其专业能力及沟通协作能力。

3. 设立项目管理机构：建立项目管理办公室，负责项目计划、进度和风险的管理与监控。

三、项目运营与营销1. 招募与培养人才：确保项目运营所需人才的招募、培养和激励，提高运营效率。

2. 建立销售渠道：开拓新的销售渠道，争取更多的合作伙伴和客户资源。

3. 开展市场营销活动：制定市场推广策略，增强品牌影响力和市场认知度。

四、项目风险与控制1. 识别项目风险：全面分析项目可能面临的内外部风险，并进行风险评估和排序。

2. 制定风险应对策略：针对每个风险进行应对方案的制定，明确责任人及应急预案。

3. 提高项目控制能力：建立完善的项目控制机制，及时监测项目进展情况，确保按计划执行。

五、项目成果与评估1. 确定项目成果：定义项目交付物和实施阶段的关键里程碑，以评估项目进展和效果。

2. 评估项目绩效：对项目的绩效进行定期评估，及时调整和优化项目实施策略。

3. 学习与改进：总结项目经验教训，为未来类似项目的实施提供参考和改进方向。

总结：本建议书指出了普华永道项目的详细实施方案，包括项目目标与背景、项目规划与组织、项目运营与营销、项目风险与控制以及项目成果与评估等五个大点。

通过合理的项目管理和风险控制，本建议书旨在帮助普华永道项目取得卓越成果，实现项目目标。

普华永道项目管理05里程碑目标计划

普华永道项目管理05里程碑目标计划随着企业的发展和竞争加剧，项目管理在各个行业中变得越来越重要。

项目经理需要具备良好的计划和组织能力，以确保项目能够按时、按质完成。

在普华永道公司，项目管理扮演着至关重要的角色，它是保证项目成功的关键。

一、背景概述普华永道作为全球领先的专业服务公司，为客户提供多领域的咨询、审计、税务和交易服务。

为了更好地满足客户需求和提升服务质量，普华永道重视项目管理，并制定了“项目管理05”里程碑目标计划。

二、目标设定1. 提高项目交付质量普华永道项目团队致力于提供高质量的项目交付。

我们将通过加强项目评估、风险管理和质量控制的手段，提升项目交付的质量水平。

在项目计划阶段，我们将明确项目目标、范围和交付成果，并制定相应的工作流程和标准，确保项目按照规范进行。

2. 提升项目管理效率为了提高项目管理效率，普华永道将引入创新的项目管理工具和技术。

我们将利用先进的项目管理软件，实现项目计划的可视化和实时跟踪，有效管理项目资源和风险。

同时，我们将推行项目管理知识和经验的共享，提升项目团队的整体能力和协作效率。

3. 加强项目风险管理项目管理中的风险控制是确保项目成功的关键环节。

普华永道将建立完善的项目风险管理体系，加强对项目风险的识别、评估和应对措施的制定。

我们将制定灵活的风险管理计划，并建立项目风险库，以便及时应对项目中出现的各类风险，保证项目顺利进行。

4. 持续改进项目管理流程普华永道项目管理团队将不断反思和总结项目管理经验，推动项目管理流程的不断改进。

我们将定期进行项目管理绩效评估，并根据评估结果制定改进计划。

通过学习和借鉴国内外先进的项目管理实践，我们将不断完善项目管理流程，提升项目整体绩效和客户满意度。

三、计划实施为了实现上述目标，普华永道项目管理团队制定了以下实施计划：1. 人员培训项目管理团队将组织项目管理培训课程，提升项目管理人员的专业能力。

培训内容包括项目规划、风险管理、质量控制等方面的知识和技能，以及项目管理软件的应用技巧。

普华永道——final proposal 020422

make field research / trip plans and arrangement
Conduct trial interviews to evaluate the questionnaires and
analyze feedback ascertaining whether we will be able to get the information we need.
Distribution Structure • Volume / Prices structure • Packaging and distribution methods • Value addition and costs at different levels • Key distributors and retailers’ profiles • Recent trends
3
SRF Limited: Final Proposal
Focus Subjects
According to the requests from SRF, we will concentrate on the following, but this will not preclude possible gathering of other relevant market important to SRF when time and budget permit
Based on our understanding of SRF’s objectives and meeting with SRF management team, we have finalized the proposal.
2
SRF Limited: Final Proposal

普华永道在企业绩效考核方面有何新方法

普华永道在企业绩效考核方面有何新方法在当今竞争激烈的商业环境中，企业绩效考核对于组织的发展和成功至关重要。

作为全球知名的专业服务机构，普华永道一直在不断探索和创新企业绩效考核的方法，以帮助企业更有效地评估员工绩效、提升团队效率，并实现战略目标。

普华永道强调绩效考核不应仅仅是对过去表现的评估，更应是对未来发展的指引。

他们提出了一种以目标为导向的绩效考核体系。

在这个体系中，首先明确企业的长期战略目标，并将其分解为各个部门和员工的具体可衡量的短期目标。

通过这种方式，每个员工都能清楚地了解自己的工作如何为企业的整体战略做出贡献。

普华永道注重采用多维度的考核指标。

除了传统的工作业绩指标，如销售额、市场份额等，还纳入了诸如员工的创新能力、团队合作精神、客户满意度等非财务指标。

这种多维度的考核方式能够更全面地反映员工的工作表现和对企业的价值。

例如，对于研发部门的员工，不仅关注其研发成果的数量和质量，还会考量其在创新思维方面的表现以及与其他部门协作的效果。

在数据收集和分析方面，普华永道运用先进的技术手段来确保考核的准确性和公正性。

他们利用大数据分析工具，对员工的工作数据进行深度挖掘和分析。

通过收集员工在日常工作中的各种数据，如项目完成时间、工作流程中的效率指标等，来客观地评估员工的工作表现。

同时，利用数据分析还可以发现潜在的问题和改进的空间，为企业提供有针对性的解决方案。

普华永道倡导 360 度反馈机制。

这意味着员工的绩效评估不仅来自上级领导的评价，还包括同事、下属甚至客户的反馈。

这种全方位的评价能够提供更全面、客观的视角，让员工了解自己在不同方面的表现和影响。

比如，一位销售经理可能会从销售团队成员那里得到关于领导风格和团队管理方面的反馈，从客户那里获得关于服务质量和沟通效果的评价。

为了确保绩效考核的公正性和透明度，普华永道还建立了严格的审核和监督机制。

在考核过程中，会有专门的审核团队对评估结果进行复查，以防止出现偏差或不公平的情况。

普华永道项目建议书(一)2024

普华永道项目建议书（一）引言概述普华永道项目建议书一旨在为普华永道公司提供一个有效和可行的项目建议，以便在现有市场条件下扩大公司的业务和增加盈利能力。

本建议书将重点从市场分析、竞争战略、项目规划、实施计划和预期效益等方面来探讨，并为项目的成功实施提供可行的解决方案和建议。

市场分析1. 分析当前市场趋势和需求2. 研究目标市场的规模和增长潜力3. 调查竞争对手的市场份额和产品特点4. 评估公司的竞争力和差异化优势5. 预测未来市场发展趋势并制定相应的市场战略竞争战略1. 确定公司在市场中的竞争地位2. 分析竞争对手的优势和劣势3. 制定有效的差异化战略4. 优化产品组合和定价策略5. 拓展销售渠道和加强与客户的关系项目规划1. 确定项目的目标和范围2. 制定项目预算和时间表3. 管理项目风险和资源4. 设计有效的项目组织结构和沟通渠道5. 确定项目关键成功因素和绩效评估指标实施计划1. 制定详细的项目实施方案2. 分配任务和责任并建立项目团队3. 监督项目进展和解决问题4. 定期进行项目评估和调整5. 建立有效的项目管理控制机制和决策流程预期效益1. 提高公司的市场份额2. 增加销售收入和利润3. 提升客户满意度和品牌形象4. 改进内部流程和资源利用率5. 提供长期可持续的竞争优势总结普华永道项目建议书一旨在通过市场分析、竞争战略、项目规划、实施计划和预期效益等方面的详细阐述，为普华永道公司提供一个有效和可行的项目建议。

本建议书所提供的解决方案和建议将有助于公司在现有市场条件下扩大业务，增加盈利能力，并提供长期可持续的竞争优势。

普华永道——firstdraftreport020410

Draft ver. 1
CSRC
China Securities Regulatory Commission
NBSC
National Bureau of Statistics of China
SETC
State Economic & e Commission of PRC
MOFTEC Ministry of Foreign Trade & Economic cooperation of PRC
Draft ver. 1
" Over the last three weeks, we searched and obtained a number of company databases / lists from several sources (some of those are set out below)
pwc
Transaction Services
Potential Joint Venture Partner
Nippon Life Insurance Co. Ltd.
April 2002 First Draft
© 2002 PricewaterhouseCoopers. PricewaterhouseCoopers refers to the individual member firms of the world-wide PricewaterhouseCoopers organisation. All rights reserved.
!Top 500 of Non-SOE from NAICC !Top 500 of SOE from SETC !Top 300 of imports & exports from MOFTEC !Etc.

普华永道项目管理——里程碑目标计划

Modules
Module 1: Module 2: Module 3: Module 4: Module 5: Module 6: Module 7: Module 8: Module 9:
项目管理基本概念项目管理流程信息技术战略方法业务流程方法里程碑目标计划职责综合项目计划七个要素 Team 介绍
Approved by:
<Project manager>
<Quality assurance>
No. P1 <milestone 1> S2 <milestone 2> O3 <milestone 3>
Milestones
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里程碑目标计划：样例
• 把里程碑目标分为不同的实现途径
• 清楚的指明从属关系
9
里程碑目标计划的特征
简单性:
• 对于核心的项目关联人，此目标是否简单易懂？
可衡量性:
• 项目目标何时可以实现？是不是所有人都同意实现标准和各阶段实现的时间安排？
一致性:
• 是不是每个人都同意项目目标？
现实性:
• 项目目标实际吗？是一个可以实现的目标吗？ • 何时必须要实现什么？
SMART方法
10
并被客户和普华永道的管理层接受
准则
14
里程碑目标计划的五个步骤-第2步
通过项目目标
定义
分配
确定安排客户定制计划
里程碑目标高层的工作项目中的活动的资源与日程
确定终极
集体讨论对里程碑目标分析逻辑性
里程碑目标里程碑目标进行分类提炼与相关性
检查确认
第2步 – 集体讨论里程碑目标激发团队中的创造性讨论未来的里程碑目标

普华永道普华永道-项目管理.ppt

documents
普
华
永
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Deliverable Dependencies
• Enterprise Area Scope Document • Risk and Mitigation Strategy • Strategic IT Architecture
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Key Accelerators
• Scoping Strategy • Weighted Ranking Assessment • Technical Requirements Planning Questionnaire • Technical Infrastructure Scope
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Themes
• Project Management • Change Management • Business Process • Enterprise Risk Management • Technical Infrastructure • System Development
Organization Technical Enhancement
Reports and Forms Data Conversion
Interface
SAP Functional Business Process
Technical Infrastructure
Project Scope
Project Charter
Project Charter
Phase 6
Project Kick-Off
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Quality Checklist
• Are the project objectives and schedule understood,

普华永道课件ppt

详细描写
普华永道的人力资源咨询团队通过深入了解企业的人才需求和员工发展需求，帮助企业制定人力资源战略，优化招聘、培训和绩效管理体系，提升员工满意度和虔诚度。
信息技术咨询
总结词
为企业提供信息技术战略计划、系统集成、信息安全等方面的咨询服务。
详细描写
普华永道的信息技术咨询团队通过深入了解企业的信息技术需求和挑战，帮助企业制定信息技术战略，优化信息系统架构和安全部
普华永道秉承诚信、创新、杰出和合作的企业价值观，为客户提供高质量的服务。
业务范围与领域
审计
提供财务报表审计、内控审计等服务，确保企业财务信息的真实性和
合规性。
税务咨询
为企业提供税务筹划、税务合规等服务，下落
税务风险。
管理咨询
涉及战略计划、组织变革、人力资源等领域，帮助企业提升运营效率
和事迹。
国际税务筹划
为跨国企业提供全球税务筹划服务，下落国际税务风险。
跨境税收和谐
协助企业处理跨境税收问题，确保企业在不同国家间的税收权益得到保证。
税务筹划服务
税务风险评估
对企业进行全面的税务风险评估，辨认潜伏的税务风险点。
税务培训与教育
为企业提供税务培训和咨询服务，提高企业税务合规意识和能力。
CHAPTER
投资决策咨询
总结词
为企业提供投资决策相关的咨询服务
详细描写
普华永道在投资决策咨询方面，通过对市场趋势、行业动态和项目可行性等方面的深入分析，为企业提供投资策略、风险评估和投资回报等方面的专业建议，帮助企业做出明智的投资决策。
资产评估服务
总结词
对企业的资产进行专业评估的服务
详细描写
普华永道在资产评估服务方面，采取国际通用的评估方法和标准，对企业的固定资产、无形资产和流动资产等进行全面评估，为企业提供客观、准确的资产价值参考，为企业的经营决策和投资活动提供根据。

项目管理培训-普华永道-项目管理

Organization Technical Enhancement
Reports and Forms Data Conversion
Interface
SAP Functional Business Process
Technical Infrastructure
Project Scope
Project Charter
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Project Charter
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Objective
• Define organization’ s business profile • Perform a current situation assessment • Define project approach • Define project organization and roles • Define project scope • Define implementation approach
• Scoping Strategy • Weighted Ranking Assessment • Technical Requirements Planning Questionnaire • Technical Infrastructure Scope
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Themes
• Project Management • Change Management • Business Process • Enterprise Risk Management • Technical Infrastructure • System Development
• Develop the Project Plan • Set up the project team organization • Define project strategies • Define procedures and standards • Identify technical requirements

2020年最新普华永道--财务管理最佳实践之项目A

➢ A facility to
➢ Multi currency
predefine a list of budgeting
phases
project types ➢ Establish who
➢ Information from past projects
➢ Various ways of collecting costs;
➢ Project costs can be allocated to departments or billed to customers at appropriate times
➢ Charge against agreed milestones
PwC175i
4
Project Accounting - Best practice features
Controls
➢ Monthly reporting ➢ Reconciliation to
other modules ➢ Physical progress ➢ Invoices being paid
Measures
➢ Key performance indicators
➢ Profitability of project ➢ Variance analysis (cost,
Best Practice Financial Processes: Project Accounting
Project Accounting - Best Practices Objectives
Organisation
➢ Bridge between financial management & project management

普华永道——Update presentation_2003_ 12_ 29

Vice Mayor Lu Hao

Mr. Lu combines industry experience with his political career. He formerly held the top board position in Beijing’s major textile investment group and led the management committee of Beijing’s leading technology development zone, Zhongguancun Technology Zone.
Additions

Temple of Heaven logo, maybe transforming into some pictures of modern Beijing buildings Some mention of the Beijing Olympics, in connections with keji and environment. Use the Olympics as an example of a flagship events that is driving infrastructure development and general improvement of Beijing.
Beijing Asia’s World City
Hale Waihona Puke Topics1. Introduction 2. The Beijing Advantage 3. Recent developments and the future 4. Our invitation
Introduction

PWC普华永道面试案例case整理(两个案例)

PricewaterhouseCoopersCASE DISCUSSIONBUSINESS CASEInterview Case Study #1Roane & Hickey, Inc.You have been recently hired into the Strategic Change (SC) group, a business unit of PricwaterhouseCoopers. SC is the strategy thought leader in PwC. The engagement partner in Consumer Products has come to SC to help develop a strategy for Roane & Hickey, Inc. (R&H). This engagement has the potential of positioning PwC to R&H and its parent conglomerate for the next five, possible ten years.Company BackgroundR&H is a wholly-owned subsidiary of a multi-national conglomerate. The conglomerate owns ten companies operating in the U.S. R&H is the largest of the ten.R&H is a consumer goods company distributing well-known branded products through grocery, drug, mass merchant and club channels. With $4 billion in revenues in the U.S., R&H is one of the top three players in the consumer goods industry. The company has been marginally profitable over the past ten years. Last year the company made a profit due largely to an accounting change.Although R&H only operates in the U.S., it owns several manufacturing and distribution facilities around the world to support its production and distribution systems. R&H takes advantage of lower labor costs in Mexico, Canada and Southeast Asia to lower its manufacturing costs. R&H still maintains three plants in the U.S. Because of theover-capacity that R&H has experienced, R&H has negotiated deals with sister companies overseas to manufacture and direct-ship product.R&H has four market segments that operate as profit centers. The market segments are: Personal Hygiene, Consumer Tissue, Soaps and Detergents and Personal Care. Even though the revenues are roughly evenly divided among all four market segments, Personal Care contributes 90% of the company's profits. In Personal Care, R&H owns the two top branded products, in the other categories the company has the number two brand, and in one segment, number three. R&H has committed to building a consumer franchise through aggressive advertising and in-store merchandising support.Industry TrendsIn the U.S., brands are under attack from private labels, who are now competing on both price and quality. Brands are looking to justify their price premiums. The value of being the number one brand cannot be taken lightly. The return on sales of the top brand is almost twice that of the number two brand. The return on sales for the number two brand is twice that of the number three brand.The power of the retail industry in the U.S. has increased dramatically over the past five years. The retailers are driving additional costs upon manufacturers. With established products, retailers are demanding a minimal level of turns per year. With new products, retailers are demanding slotting fees and ever-increasing promotional support. Product managers are forced to achieve current product revenue and market share goals while stimulating demand for new products. Many industry experts feel that there will be consolidation of brands within many of the market segments in which R&H competes and, as a result of this brand consolidation, that R&H will lose critical sales mass and become a major casualty.In the last two years the allocation of marketing dollars has changed dramatically; trade promotion has risen to 40% of total marketing spending, consumer promotion has climbed slightly and advertising has declined. Industry analysts have pointed to R&H's trade promotion strategy as being the catalyst for the growth in trade promotion in the industry as competitors have been forced to respond.R&H is widely regarded as a retail-oriented company. With a sales force that is twice the size of anyone else's in the industry, R&H has forged great retail relationships over the years. R&H traditionally had the best order fill rate in the business; however, recently some of the efforts to reduce inventory has caused shortages in key promoted products.R&H OrganizationThere are six Executive Vice Presidents (EVPs) in R&H responsible for functional areas. All the EVPs report to the President, who is also CEO. The Executive Vice Presidents represent Marketing, Sales, Finance, Manufacturing, Engineering and Human Resources. The EVP of Finance has responsibility for financial reporting and analyses as well as managing Procurement, Deployment, Scheduling and Logistics. All the market segment managers report directly to the Executive Vice President of Marketing.Much of the blame for the performance of the company over the last ten years fell on the shoulders of the former president. It was whispered that he was from the "old school" and could not change his ways. The new president of R&H, an American, joined the company six months ago. He was the Executive Vice President of an important European division of a sister company. The conglomerate has always prided itself on being able to leverage its multi-national resources.Current SituationVenn Teldren, the Executive Vice President of Finance, is considered to be a brilliant man by many in the industry. Born and raised in Europe, Mr. Teldren rose quickly through the organization. However, because of his outspoken nature, he angered enough senior level executives ("showed up" as Mr. Teldren would say) that he has never received a position of president, even though his name is mentioned every time an opening appears.Recently the vice chairperson of the conglomerate responsible for the group in whichR&H is a member, sat down with the R&H President and EVPs. The vice chairperson stated that the company needed to improve performance within one year. He offered a couple of scenarios of what the conglomerate was considering in the event that the management failed to improve profitability.Scenario 1: Drop unprofitable brands and reduce the size of the companyScenario 2: Merge the company with a sister company that has similardistribution requirements and have proven profitabilityRecent InitiativesR&H has recently taken part in an industry-wide study called Efficient Customer Response or ECR. The study found that an industry-wide effort to develop more efficient trade practices and delivery systems could save an aggregated $30 billion dollars a year. PwC assisted R&H in this study. All the EVPs agree that there are huge dollar savings that can be achieved with efficiency improvements.Venn believes that the supply chain (i.e., Procurement, Manufacturing, Deployment, Scheduling, Logistics, and Warehousing) can become a strategic advantage for the company if it can outperform its competitors. PwC studies have shown that improvements cannot be made without the input or the support of all the functional areas of the company, especially Marketing and Sales. The EVPs from Marketing and Sales do not always see the Supply Chain as key players; in fact, the EVPs of Marketing and Sales see the Supply Chain as only a vendor to them.Venn knows that the results of the ECR initiative may not be enough to rally support among the EVPs. Venn knows that whatever strategy is accepted needs to define the roles of each of the EVPs and to provide an outlet for each EVP to demonstrate his and her skills. He is also aware that the other EVPs are very conscious of the growth of Venn's power. Each EVP will initiate a project with the assumption that the architect of the solution to R&H's current situation will be in position for the next presidency.The EVP of Human Resource has championed the need to implement a whole new way of envisioning the company working together. She has envisioned a flatter organizationand has spent years developing studies with another leading consultancy to support her vision. She has a strong supporter in the EVP of Sales. The present EVP of Sales was originally from Human Resources. Her vision has always entailed an extensivere-structuring and re-training effort.The EVP of Engineering feels that the company needs to invest in its new product capability. The strategy is to acquire smaller, regional companies that are producing differentiated products. "We can absorb them into us and stimulate our new product pipeline," he stated. "With these new, regionally proven products, we can fill capacity and leverage our distribution and sales strength. I can also energize my area with fresh ideas. It's win-win, no doubt about it."The EVP of Manufacturing is sick and tired of hearing that manufacturing is the problem. He points to the fact that they re producing and shipping three times the product they were five years ago with the same number of people they had eight years ago. If things don't change in other areas, then things won't change in Manufacturing, other than the inability to support the orders coming in.The EVP of Marketing believes that a combination of re-structuring and acquisition is needed. He wants to reduce the salesperson's role with the retailer and focus on consumer spending behind a "high quality" message grounded in tangible product benefits across all product segments. He wants to broaden the product mix with new products from acquisition.The EngagementVenn has mentioned to Gary Forstman, the PwC engagement partner, that he is willing to devote the necessary resources in his functional areas to prove out the right strategy to the other EVPs. Venn has also indicated that the company is willing to devote significant resources and capabilities to the right effort. "All the EVPs know," he said, "that there will be whole-scale changes if the company doesn't turn itself about."Mr. Forstman has called Grady Means, ISS SBU leader and partner, and said, "This is PricewaterhouseCoopers’ first major engagement with R&H after several years of smaller engagements where we were able to demonstrate our ability to implement solutions. Now we have an opportunity to really shine. The company is re-evaluating its strategic position and has asked several consulting firms to talk to them." Grady discussed the situation with ISS partner, Michael Hanley, and they agreed that you would be a great person to work on this project. You receive a call from Grady. Hello, How are you doing? After exchanging pleasantries, Grady explains the situation to you. "We need some dynamic thinking on this one. I know Venn Teldren from years ago. Venn is going to be all over us if we don't get this right. What's important is that we show Venn that we have a vision of where the company needs to go, how the parts fit together and how they are going to get there. What is important is that our analysis is fact-based. We need to be ready to say to Venn, "This is the situation, this is the problem, this is the solution and this is step one, step two, step three on what you need todo tomorrow." This is a big opportunity for us and I'm counting on you. See what you can come up with by this time next week. Feel free to call Michael or myself with any questions. Okay, talk to you soon.Questions1. What is your assessment of the present situation?2. What are the key areas for change? Why do you believe so?3. What do you envision your product to be in a week?4. What type of additional information would you want?5. What type of analysis do you believe needs to be performed?6. Do you have an idea concerning the analytical structure?7. What type of framework might you envision for this strategy?8. What are the key elements you would include in designing a strategy?9. What are the key elements you would include in implementing a strategy?10. What is your assessment concerning R&H's ability to implement a strategy?11. What are some key performance indicators that you would suggest?12. What are the key issues between the Supply Chain and other areas of the company(such as Marketing and Sales) that must be addressed?13. What are some ways that improvements in the Supply Chain will impact the otherareas of the company, especially Marketing and Sales?14. How does Supply Chain effect the value of the company's brands?15. What are the risks that the PwC team faces in this engagement?PricwaterhouseCoopersCASE DISCUSSIONBUSINESS/STRATEGYInterview Case Study #2Telekenesis Inc.PricewaterhouseCoopers has recently proposed on, and appears to have won, a major engagement to create an information technology strategy for Telekenesis. PricwaterhouseCoopers has worked for Telekenesisin the past, but has not done any significant work for over a year and a half. This is PricwaterhouseCoopers' first substantial engagement with the company.Company BackgroundTelekenesis was formed in 1992 by executives from four former Regional Bell Operating Companies (RBOCs) and two principals in Silicon Valley technology start-ups. One of the principals is from a start-up company that pioneered a new kind of wireless propagation technology.Telekenesis was founded on the principle that the current telecommunications industry is populated with companies who are almost congenitally incapable of optimizing their form of organization and culture to meet the competitive challenges of the 1990s. The founders believe that local loop technology, which relies on communication devices which are peers in a large technology community, where every device has a permanent and unchangeable identification, is the silver bullet of the telecommunications industry, and that the RBOCs are not ready or willing to exploit it. Local loop technology (LLT) is considered by RBOC management to be radical, unproven and unreliable.Telekenesis Inc. is modestly profitable, with $131,000,000 in sales and approximately 200,000 customers spread out over four adjacent, mostly rural geographies. Approximately 90% of its sales come from four small local telephone companies. The company's strategy is to use the operating experience and customer positioning of the four local telephone companies to develop and implement local loop wireless service or LLWS (often pronounced "laws"). The concept behind this service is based on the fact that the current phone companies control wiring to and from a central office facility. This facility is in effect a big switching box. The central office acts like a big hub with many spokes radiating from it. LLWS eliminates the central office and substitutes simple, unobtrusive, premises wireless relay equipment. There is at least one local loop server facility that is somewhat analogous to a central office but not needed to maintain service. The server facility is used to monitor quality and provide a trap for billing.Local loop wireless services are fully integrated. They include telephonic communication as well as cellular, pager, on-demand video, and "highway" services. Highway services permit companies within the local loop to communicate with each other as if they were on a large universal local area network. Computers located in both home and office are immediately interconnected by the local loop. Importantly, there are literally no wires involved in any of these services (except of course for plugging into the wall to get electricity). Physical customer hook-ups are non-existent. Customers are granted access, and services and information are secured through software interfaces in LLWS devices, such as television sets, laptop computers, pagers, etc. Telekenesis has a number of arrangements with software and hardware vendors to create LLWS devices.Understandably, the industry discounts LLWS as another "high tech California fantasy." Bell Core engineers, while acknowledging the future potential of local loop technology, dispute Telekenesis's claims that the bandwidth and quality is actually present in production, commercially available products to be installed in the real world.Telekenesis' doctrine is to completely convert all 200,000 current subscribers of the four local phone companies at once, with no phase in. Each of the four local companies will be converted separately.Telekenesis bought the four local phone companies in order to have large scale pilot sites for local loop wireless services. Telekenesis' fundamental business proposition is that the changing regulatory landscape will allow it to compete with local Bell telephone companies, providing a higher performance, lower cost alternative to the existing local phone companies for local and long-distance telephone service, paging, cable t.v., and cellular phones.Industry TrendsThe early 1980s were a time of turmoil for the telecommunications industry. For the first time in history, AT&T was deregulated and lost its monopoly status. This meant competition for AT&T where none had existed before. Long-distance was the arena of competition."Telecommunications" includes much more than simply making a phone-call. It encompasses cable television service and network connectivity which brings interactive television, shopping forums, education and information services into the home. The phone lines that the telecommunications companies control enable computers to communicate from remote locations, and can gather information from databases and news services around the world within seconds.The possibilities for profits in this arena are practically limitless, and the sphere of competition is expanding. Up to 1994, only long-distance carriers were in competition, but local calling areas are going to be opened up for competition in the late 1990s.Telekenesis OrganizationThere are currently three business units: 1) residential, which is divided into the "plain vanilla" customers that have only one phone line into the house and no add-ons such as cellular phones, pagers, additional lines, etc. and 2) residential customers who have add-on services and are good candidates for taking advantage of the new technology; and 3) small business. Each of Telekenesis's business units has a President who reports to the CEO. In addition, R&D and Technology Assurance, essentially a quality management program, also report directly to the CEO. Telekenesis is tightly controlled by the principals who founded the company and all the senior positions just described are held by the founders.There are really no Corporate functional areas such as Finance, Purchasing, Distribution, and Human Resources. These functions exist in the original phone companies as they did before the companies were acquired. An outsider with the title of Chief Financial Officer runs the Corporate functional area. She had a brief tenure as the CFO of an RBOC. The Technology Assurance Group helps support the existing communications and networking infrastructure.Telekenesis Current SituationPricewaterhouseCoopers was retained because of their knowledge of the RBOCs and an audit relationship with the four local phone companies. They were retained by Telekenesis for special start-up services, legal and regulatory counsel and assistance in dealing with obtaining additional venture capital financing. Because of the technology nature of Telekenesis, the PricwaterhouseCoopers Financial Advisory Services partner contacted IT Strategic Services. The Firm has now been asked to deal with the operational dimensions of Telekenesis as it commences detailed tactical planning for LLWS activation. Another management consulting firm is providing some business strategy consulting to Telekenesis. PricewaterhouseCoopers has been asked to propose on three major stages of work: 1) process vision; 2) tactical doctrine; 3) infrastructure and value. These are meant to give Telekenesis "process efficacy." This is their language.The current company is, in effect, the combination of the four small southern telephone companies that were acquired and are now operated by Telekenesis. However, except for top management, the vast majority of employees of the telephone companies were retained, as were the administrative and operational support systems. Some of those employees are very excited to be able to participate in this opportunity, but a lot of the old timers are dubious and apprehensive.All telephone company processes and functions are essentially the same as before the acquisition by Telekenesis. Telekenesis concentrated on establishing a simple, "no frills" system for collecting financial and operating information on the telephone companies but did virtually nothing to change the actual operations of the companies.Marley and Cratchet (the two silicon valley entrepreneurs) expect that the consultant selected will be able to bring fresh creative ideas to the process of what they term is "...creating a 21st Century company for a 21st Century business." Included in their definition of process efficacy is the notion of "enterprise extensibility," or put more simply put the capability to seamless team with external suppliers in a variety of value-adding, integrative relationships that can be episodic or persistent. Particularly important is the aspect of Telekenesis strategy in which vendors will provide LLWS compatible devices to customers who will pay a one-time $15 fee for the equipment.All four Telekenesis executives expect that the process efficacy initiatives will include information systems and technology strategy and planning. They want the consultant to provide a guaranteed "operational profile" that states that the recommended configuration of hardware and software, costing $xx and operational by 19yy will be able to support the local loop wireless service business.There are four distinct flavours of legacy systems across the four companies. Hardware and software is different, with three of the companies having an IBM mainframe in addition to other computers. Telekenesis installed IMRS on a high end x486 computer to provide financial consolidation and reporting of the four companies. Spreadsheet disks prepared at month end are FedExed to Telekenesis home office in Bernardsville, New Jersey and loaded into IMRS.QuestionsDo you believe you have enough information to develop an Business/IT strategy for this client? If no, what additional information would you require?What skills would the consulting team need to successfully complete this engagement?How would you structure the work for this engagement?What are the risks that Telekenesis faces?Should PwC guarantee an "operational profile"? If so, should there be any caveats included in the guarantee?What types of business processes will be needed?How would you integrate the processes of the four existing local phone companies and Telekenesis?What kinds of information systems will the company require?Where can PwC add the most value in the engagement? (i.e., of all the items that Telekenesis requested assistance with, where should we focus?)。

普华永道项目管理2-Pre-Course-Assignment

PRE-COURSE ASSIGNMENTIntroductionYou have been selected to attend RA Project Management training based on PwC’s Programme and Project Management (PPM) methodology from 15-19 July 2002.This brief contains details of the work you need to do BEFORE attending the course.The deliverables from this pre-course work will be used during the classroom-based section of the course. Therefore, you need to allow yourself time to complete the deliverables if you are to take full advantage of your own participation in the course, and if you are to support the learning of the other participants, particularly the team to which you are assigned.Aims and ObjectivesThe overall aim of this course is to enable you to understand the principles, skills, tools, and techniques that will enable you to succeed in your role as a consultant Project Manager.As you progress from being a Team Leader to a Project Manager, you will need to manage all the 7 Keys of Project Management, not just a selection of them. You will take on increasing responsibility for the client relationship and the RA’s profitability for the assignment. You will have to take a more thorough view of risk and scope management. You will be dealing with stakeholders who can influence your project in positive and negative ways. You will need to manage increasing complexity – be that in the number of work streams you manage, the complexity of the deliverables, or the diversity of the team (client and RA). Above all, you will be expected to exercise increasing creativity and judgement in the approach you take to successfully completing a project.This course will enable you to learn more about the tools and techniques in the PPM method that will be useful to you. It will also enable you to practice your new skills in a safe environment, before you are expected to practice them for real with a client.Specifically, this course will allow you to:•Experience the role of a Project Manager through each stage of the PPM method•Gain an appreciation of the complexities and skill involved in juggling the 7 Keys to project management success•Learn about and practice a number of PwC’s project management techniques that will help you in your Project Manager roleIntroducing PwC’s “7 Keys”We recognise that while some of you w ill be familiar with PwC “7 Keys” approach to Programme and Project management, others will not be so familiar. Well, we will spend five days learning about how to use PPM. However, to help you complete this pre-course assignment we have provided a brief overview of the 7 Keys and what they mean in the context of managing a consulting project.Where do you want to get to?Hopefully, you want to develop to be a really good project manager. Completion of this pre-course work will enable you to get the most out of the classroom-based sessions. Taking the course will then equip you with the skills and knowledge you need to become an excellent project manager. Hopefully you want to get to the top – for yourself, your colleagues and your clients. This course for new project managers will help you scale the heights.In designing this course, you will work through a project scenario, in all its stages, and examine many real life complications and challenges. The theme of ‘getting to the top’ and ‘scaling the heights’ inspired us. So on this course you will be performing as the project management team leading a commercial expedition to Mount Everest. Such teams have to:•Draw up and agree contracts with their clients and suppliers about the scope, nature and timing of deliverables (the ascent date, oxygen supply, etc.)•Set up and manage a diverse project and team infrastructure•Ensure reasonable milestones are set, and project plans adhered to•Ensure they meet a budget as well as getting the clients safely up and down the mountain•Meet or manage the needs of all interested parties•Minimise the risks associated with climbing Everest.This aligns closely with the core project management method we use in PwC. It covers the core concepts we too have to manage in our projects.We are not going to teach you how to climb mountains. We are, however, going to examine project management with mountains in mind.To get the most from the course, you will find it useful, as well as fascinating (some people have been so gripped by this they have sat up all night reading particular accounts) to read a little about the project management challenges of climbing Everest. On Everest, failure to manage one of the 7 Keys or project management s tages may not just result in a decrease in profit, but may lead to someone’s death.What we want you to do BEFORE attending RA Project Management Training.Consulting Ethics as part of professional Project ManagementAs you take a greater lead as a project manager, you will be taking greater control of all aspects of the project. If you decide to read the remainder of Krakauer’s book, you will find that the survivors faced a number of ethical dilemmas up on the mountain, deciding:•who to save and who not to;•whether or not to save yourself and leave others to die;•to abandon potential survivors on the mountain, although you knew they were alive at the time, because they would not manage the descent;•to lead novices up the mountain in the first place.Being part of a wide-ranging professional services firm does present us with our own unique dilemmas, however. There are a number of key ethical themes common for the RAs.RESPONSIBILITY TO OUR CLIENTS•Serving Our Clients•Maintaining Independence•Use and Protection of Client Information•Insider Information and Trading•Avoiding Conflicts of Interest•Professional Standards and Performance-Continuing Professional Education-Professional Performance•Respecting Client Practices and PropertyRESPONSIBILITY TO OUR PEOPLE•Treating Each Other Respectfully, Courteously and with Dignity•Respecting Employee Privacy•Work-Life Quality•Diversity•Equal Employment Opportunity and Non-discrimination•Sexual and Other Forms of Harassment•Appropriate Use of Communications Tools•Family and Personal Relationships•Maintaining Safety in the Workplace•Protecting the Environment.RESPONSIBILITY TO OUR ORGANIZATION•Protecting RA Assets-Intellectual Property and Proprietary and Confidential Information -Computers, Other Equipment, and Network Security-Guarding Against Industrial Espionage and Sabotage •Obligations Relating to Prior or Subsequent Employment •Managing Client-Related Risk-Client Acceptance and Continuance-Risks Identified During Engagement•Outside Activities-Outside Employment or Business Pursuits-Political Activity-Professional Organizations-Charities and Community Service•Firm Reports and Firm Time•Public Image and Public Communications•Contracting and Signing on Behalf of the Firm•Legal Procedures-Document Retention-Communications with Outside CounselCOMPETITIVE PRACTICES•Fair Competition-Gathering Competitive Information-Confidentiality and Exclusivity Agreements•Gifts, Entertainment and Gratuities•Protecting the Intellectual Property Rights of OthersGetting to Base CampAs with all good mountain climbing (or consulting) teams, you will need to get to know your fellow mountaineers before you arrive at Base Camp. You will be working in teams during the ascent, and it is important that you know each other well. You will have received a list of the participant teams with your pre-course assignment and reading which will enable you to complete activity two.Thank you for completing your pre-course work. It will give you valuable insights into the course materials, and will be used throughout the week.We look forward to seeing you on the RA Project Management Training Programme.。