PPT模板庫(kù)-圖形、表格、關(guān)系、圖案等全集(共525頁(yè)).ppt

1、,high,low,degrees of moderation,Full,Empty,3 oclock,9 oclock,6 oclock,Tip,302,Best of Best, (O), (T), (S), (W), Biz Model Design, ,e-Business ,Vision ,e-Business CSF,Stakeholder ,Diagnosis & Assessment,Bench Marking,Opportunities Positioning,Opportunities Screening, To-Be ,To-Be ,Prototyping ,eStrat

2、egy,e-Initiative Framework, IT , ,e-Business ,Balanced approach,Comprehension,Commitment,Capability,Business Process,ABM View of Business Process,$ Total,$ Total,$Z,$ Y,$X,= Nonvalue added, ,/ Calling card / , , , , , , , , , ,VISION,ism,Example, ,Note: (1) Quantity of Shipment = # of trucks x requi

3、red # of operating hours,?,Phase I Completed, , , ,Accomplishment of network strategy,issue,Operation,Planning,Networkmanagement,Structure,Hardware,Software,NetworkTechnology,Small car,Large car,Minivan,Jeep,Truck,Implementation,Phase II,Phase III,Develop actionable plans for target markets/options,

4、Phase I,Corporate and businessunit strategy development,Determine Options,Forklift,Excavator,Machine Tool,Helicopter,Rail,Project Benefits Realisation,Expected Deliverables,Actual Deliverables,Variance,Cause of Variance,Impact on Overall Bevefits,Project A Project B Project C,Reconcile difference be

5、tween budget and actual,Charge back cost to business unit,Make system management contract,Budget for software development,Business requirements,Analyze business Environment,Set direction,Develop entry strategy,Business plan,Business strategy,Create,Transport,Deliver,Long-Haul transport,Local transpo

6、rt,Interface management,End-user terminal,Customer,Program creation,Value-added service,Businessinfrastructure,Technicalinfrastructure,. then can you have,Optimal organizational structure,Streamlined IT management practice,Low cost,High client satisfaction,Appropriate applications & data in support

7、of business,Cost effective data center,Optimal network,Effective client server direction,Empowered End-user computing and office automation,Aligned IT strategy,. then you can expect,Businessinfrastructure,Technicalinfrastructure,Sub-optimal organizational structure,Disjointed IT management practice,

8、Higher cost,Low client satisfaction,Inappropriate applications & data,Costly data centers,Sub-optimal network,Islands of ineffective client server computing,Inflexible End-user computing and office automation,Misaligned IT strategy,TV /Video ,Best of Best,VISION,Procurement,Manufacturing,Sales,Order

9、 Management,Distribution,Industry is changing from being production driven to moremarket driven,Focus on customer satisfaction Improved marketing and sales skills New products with speed to market Closer relationship with customers and suppliers More sensitivity to environmental issues,Hansol Paper,

10、Small car,Large car,Minivan,Jeep,Truck, ,Japan National Railroad Business Performance and Improvement Efforts,Operating ratio (%),Cumulative operating losses (JP ￥trillion),Maintenance,Construction,R&D,Engineering,BE,DE,BD,DD,Manufacturing,Procurement,DataCenter,Hardware,Software,Management,PPT ,Pag

11、e 2,Page 3,Page 4,Page 5,Page 6,Page 7,Page 8,Page 9,Page 10,Page 11,Page 12,Page 13,Page 14,Page 15,Page 16,Page 17,Page 18,Page 19,Page 20,Page 21,Page 22,Page 23,Page 24,Page 25,Page 26,Page 27,Page 28,Page 29,Page 30,Page 31,Page 32,Page 33,Page 34,Page 35,Page 36,Page 37,Page 38,Page 39,Page 40

12、,Page 41,Page 42,Page 43,Page 44,Page 45,Page 46,Page 47,Page 48,Page 49,Page 50,Page 51,PRELIMINARY,ILLUSTRATIVE,EXAMPLE,ESTIMATE,FINAL,COMMON SYMBOLS,Page 52,ARROWS,Page 53,MORE ARROWS,Page 54,Page 55,Re-engineering arrow, U- ,1,2,2,12,4,5,3,7,8,6,10,9,11,1,12,11,II,III,IV,II,III,IV,1,3,2,4,5,6,7,

13、8,9,1,2,3,4,5,6,8,9,10,11,12,13,1,3,4,5,6,8,9,2,10,11,13,12,7,7, , , 21 , , , e-KNR , , , , , , Re-Modeling , e- ,IT IT , , H/W, S/W / , (Best-practice) , , , , , EMS , , , , , , ,Useful Objects,STICKER AND OTHERS,USEFUL OBJECTS,USEFUL OBJECTS,USEFUL OBJECTS,Header,Header,Header,Header,Header,Header

14、,erformance,tructure,onduct,xxx,xxxx,xxxx,xxxx,External shock,S,C,P, ,Attractive Unattractive,Legend Legend Legend,?,1,2,3,4,5,User applications,Personalization,Middleware services,Transaction support,Enabling services,Management tasks for company-wide and BU level Establishing task priorities and a

15、ction plan Providing methodologies for strategy establishment,Project scope,Project purpose,Through the analysis of environment and diagnosis of company-wide management, management tasks will be produced to strengthen the competitiveness of SK E&C, thereby proposing the roadmap for the implementatio

16、n.,*Footnote Source:Source,Review CRM efforts to date,1,PROCESS GOING FORWARD FOR K2 DEAL,VALUATION AND SYNERGY ESTIMATION Refine base scenario Review base scenario with Kronus working level team Build multiple scenarios and conduct sensitivity analysis for negotiation Review valuation and synergy e

17、stimates scenarios with Kronus working level team Refine valuation and synergy estimates scenarios DEAL STRUCTURE OPTIONS DEVELOPMENT Refine deal structure options Conduct quick legal review Review the options with Kronus leadership team Refine the options NEGOTIATION GAME PLAN DEVELOPMENT Develop g

18、ame plan draft Review and refine game plan TERM SHEET DEVELOPMENT Write term sheet draft Conduct legal review Finalize term sheet PHASE 1 PROGRESS REVIEW START NEGOTIATION,5,4,3,2,April,29,28,27,26,30,22,21,20,19,23,15,14,13,12,6,16,March,CEO,Chairman,New business opportunity,Human resource manageme

19、nt,Intangible building (knowledge, network, brand),Operational & financial efficiency enhancement,To improve quality of life,Corporate value maximization through selection and concentration,Sound cashflow, operation management business network, good reputation & culture,*Footnote Source:Source,EVALU

20、ATION OF CANDIDATES FOR MEGA-MERGER,Hankook Huvis Hyosung,Hyosung or Huvis,1st screening,2nd screening,Attractiveness,R&D/specialized products Synergies*,Feasibility,Willingness of the other party,Hankook,Huvis,Hyosung,Market share,*Includes group-level synergy,STRONG CEO BENCH BEST PRACTICE,Top man

21、agement commitment,Performance ethics,Capability development,Capability assessment,Upgrading talent pool,Top management People development CEO People development Skill Will, Performance ethics Performance ethics , ,Job rotation Capability development Coaching Training Capability development, Capabil

22、ity assessment Capability assessment Review,“A player” Attract, retain Value proposition “A player” “C player” ,Pump configuration 2 active 1 redundant Pump capacity : 150/pump Pump cost : 133/pump Total capacity : 3pumps 150= 450 Total cost : 3pumps 133= 400 Benefits in reduced total cost Lower tot

23、al weight Lower transport cost Smaller building for pimping station Simplified piping Fewer valves Simplified cabling Larger hoist (increased cost*),Potential 3 pump design,Current 4 pump design,Pump configuration 2 active 1 standby (for peak usage of 300) 1 redundant Pump capacity : 100/pump Pump cost : 100/pump Total capacity : 4pumps 100=400 Total cost : 4pumps 100=400,SUMMARY OF CRM ACTIVITIES TO DATE,Key activities,Key end products,Quality gate 1: Project selection