(整理骨灰級史上最全元素-組織-表格-柱狀圖ppt課件

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11、ure*FootnoteSource:Source15004500600010003500200040002500300055005000手機(jī)報(bào)秘書效力車主秘書無線音樂俱樂部彩鈴音樂盒新聞早晚報(bào) 同期與公司其他新增業(yè)務(wù)開展量相比：現(xiàn)狀調(diào)查業(yè)績調(diào)查三17第二步：梳理構(gòu)造，建立論證畫“豆腐塊是構(gòu)思PPT的好工具18經(jīng)過不同的圖表表達(dá)特定的比較圖表類型比較類型成分排序時(shí)間序列頻率分布關(guān)聯(lián)性餅形圖條形圖柱形圖線形圖散點(diǎn)圖19制造圖表可以遵照規(guī)范的格式19936109*1416零售商零售商1994199519961997對甲產(chǎn)品的需求在過去5年曾經(jīng)增長了2倍多甲產(chǎn)品的市場需求百萬元初步*1995年2月在

12、甲產(chǎn)品包裝容器中發(fā)現(xiàn)有毒物質(zhì)資料來源:甲公司； 調(diào)研公司陳說對所列數(shù)據(jù)的了解對圖表中的某一元素進(jìn)展評述引見圖表的主題資料來源(Source)賦于數(shù)據(jù)可信度，使我們可以用來作為參考標(biāo)簽 (Sticker)對圖表內(nèi)容進(jìn)展評述(隨選項(xiàng))圖例(Legend)陰影部份進(jìn)展闡明(隨選項(xiàng))Doc. number to be entered by Header and FooterColumn chartGraph TitleUnitCAGR?%Doc. number to be entered by Header and FooterColumn chartGraph TitleUnitCAGR?%Top

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17、000000000000000000000LabelLabelLabel000000000000000000000000000LabelLabelLabelSub TitleSub TitleSub TitleSeries 1Series 2Series 3Dash LineDoc. number to be entered by Header and FooterOrganizational and flow chartPanteneJiehuaNew BrandRejoiceHead & ShouldersUlanWhisperArielTideJV BrandsCrestProfessi

18、onal MarketingSafeguardZest CamayAssistant Brand Manager, 2-5 per BrandMedia & Commercial ProductionMarketing ManagerDimitri PanayatapolousSchool Program GroupNurses for School ProgramRandall BeardMarketing DirectorRene CoMarketing DirectorKen DoiMarketing DirectorRobin OxendineMarketing ManagerPete

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20、ble ScenariosIndiaChinaPhilippinesSuccess RequirementsBacardiStrategyAsia WhiskyOpportunityAssessmentMarketArchetypeModelSizingPricingBacardiStrategy OverlapDetermine Whether to Proceed FurtherExecuteWill whisky help to build Bacardi rum globally? Are there opportunities for whisky in the rest of th

21、e world?YesDevelop Objectives & StrategiesFinancial GoalsMarket PrioritiesAcquisition or Organic GrowthProduct/ Marketing/ Distribution StrategiesProcess MapDoc. number to be entered by Header and FooterOption123Doc. number to be entered by Header and FooterOption1234Doc. number to be entered by Hea

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24、. number to be entered by Header and FooterPuzzle (for color presentations)Doc. number to be entered by Header and FooterPuzzle3 parts123To apply color, ungroup the object, then regroup it afterwards=38 培訓(xùn)方案行業(yè)閱歷職能閱歷強(qiáng)化培訓(xùn)重要技藝的引見簡單引見，溫故知新行業(yè)引見Doc. number to be entered by Header and FooterPie chartHeader

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27、der and FooterTeam organization.ClientRittenHouseN. N.N. N.N. N.N. N.ClientRittenHouseN. N.N. N.N. N.N. N.Doc. number to be entered by Header and FooterText blocks (2 + 3).Doc. number to be entered by Header and FooterText blocks (3 + 3).Doc. number to be entered by Header and FooterText blocks (3 +

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31、 3 textPhase IPhase Name (Title Case)Phase IIPhase NameDoc. number to be entered by Header and FooterDoc. number to be entered by Header and FooterChina is a market of great potential for GeberitFavorable macro-economic environmentRB&P expects a sales revenue of more than 150 million for Geberit Chi

32、na by year 20051): Economist Intelligence UnitDriven by continued strong fixed investment growth, the real annual GDP growth will be maintained at above 7%Product concept & standardBrand new product concept New industry standards and regulations are coming out to replace or modify the old onesBusine

33、ss opportunities for concealed cistern will be generated because of fat-growing medium to high end sanitary marketFirst mover advantagePromising market for concealed cisternEncouraging market potential for piping productsConstruction industry will undergo a strong annual growth rate of 8%, which pre

34、sents potential for Geberits piping productsDoc. number to be entered by Header and FooterAs a short-term cash-cow, more public products are expected to be sole in contributing to the early break evenProject selling onlyPurely import Doesnt take up much corporate capacityHigh unit priceHigh profit m

35、arginShort-term sales-up potentialStrong Swiss brand with original import conceptCurrent sales of public products account for 38% of Geberit gross sales turnoverSource: Geberit, RB&P analysisLong-term prospectThe market size for public products itself is limited and shrinkingLimited number of target

36、ed high-end hotels and buildings for GeberitMany competitors within the industryLack of one-set solutionCombined selling approach is becoming difficult (e.g. Kohler to whom Geberit used to provide electronic produces and sell in projects has launched its own electronic productsMarket size for Geberi

37、t public products is limitedGBUTtem53Competitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIO*資料來源：Unit of measureGBUTtem54Change visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndividual activityEnabling

38、devicesCHANGE BOARD*資料來源：Unit of measureGBUTtem55 Delta P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers (particularly middle management) haveskill to lead programimplementationChange in actual behaviorAction

39、 plans sufficient to achieve goalsAgreement on objectives by line managementManagement of high-involvement processImplementation ornear implementationof required structureand systemsFlow of 2-way communicationsPeoples understanding, belief and contribution to act on vision and action plansAccurate m

40、easurementof action and resultsClear accountabilitiesEarly winsVisible demonstrationof new vision andvalues by clientleadershipDELTA P*資料來源：Unit of measureGBUTtem56Selling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity Co

41、ntributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUtilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITY*資料來源：Unit of measureGBUTtem57Real Perceived Clients relati

42、ve ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueVALUE SOURCES*資料來源：Unit of measureGBUTtem58HeaderTextGANTT10*資料來源：Unit of measureGBUTtem59HeaderText#GANTT15*資料來源：Unit of measureGBUTtem60TextTex