BCG内部幻灯片模板PPT文件格式下载.ppt
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BCG内部幻灯片模板PPT文件格式下载.ppt
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AbuyinglistsforeachoptionEvaluationofportfoliooptionsbasedonwidesetofcriteria,includingstrategic,financialandcapital-marketrelatedaspects,Projectexamplesincorporatestrategy,Source:
BCGcasedatabase2005,Date,20052005200520052004200420042004,Region/count,EuropeAsiaAmericasEuropeEuropeAmericasAsiaAmeric,Topic,StrategyPortfolioPortfolio/GrowthGrowthGrowthTransformationTransformationPortfolio,Projectdescription,DefinedaglobalstrategyfortheicecreambusinessofamajorglobalconsumergoodscompanyConductedanportfoliodiversificationprojectforamajorinternationalairlineDevelopedaportfolioandgrowthstrategyforaconglomerateinbeverageandsnack-foodmanufacturingDevelopedgrowthstrategyforsubsidiaryofamajorEuropeanairlineGlobalgrowthstrategyforthewirelessinternetservicesofamajormobiletelecommunicationcompanyDevelopedtransformationgrowthandfinancialstrategyTransformationstrategyforanautomotiveplayerinIndiaPortfolioshareholdervaluestrategyforaglobaloilcorporation,Screenedopportunitiesacrossfourdimensions,Demandcharacteristics,Segmentcharacteristics,Contendersassetsandcapabilities,Clientsassetsandcapabilities,Whatarecustomerneeds,howdotheyvarywithinsegment?
Howmanypotentialcustomers,howmuchvalueiscreated?
Whatarethesourcesofadvantageinsegment?
Issegmentfragmentedtodaybutlikelytoconsolidate?
Whichcontendershaveleveragableassets?
Howwelldoassetsmatchsourcesofadvantageinsegment?
Whataretheleveragableassets?
GenericattractivenessKeysourcesofadvantage,ClientspecifichurdlesProbabilityofsuccess,PotentialplaysSize,growthofsub-segments,Specificcompetitivechallenges,1,2,3,4,Whataretheopportunities?
Whatwilldrivethewinner?
图形类模板,Opportunitiesexistinrapidlygrowingmotorcyclemarket,Rapidgrowthintotalregisteredmotorcyclesandpenetration,androomforfurtherpenetrationcomparedtomoredevelopedmarkets,1.Motorcycleregistrationdividedbycountrypopulation2.NumberofmotorcyclesinuseSource:
MotorcycleregistrationinCountryAcompiledbyHonda;
EIU,Bikesper100paxinselectedSEAsiacountries(2005)2,Registeredmotorcycles(Mvehicles),Motorcyclepene-trationrate1(%),CAGR22%,Noclearchampioncanyetbeidentifiedacrosssegments,1.UOBRhasmadeamovetomergewithBOASource:
DB/Tiscoestimates;
companydata;
BCGanalysis,Corporateloans,SMEloans,Consumerloans,Consumer-focus,SME-focus,Corporate-focus,Banksincreasinglyfocusedbutnonecanbeconsideredoverallorsegmentchampion,Loanportfoliobybankin2004(%),Agriculturalinputonlysmallpartoffoodvaluechainsvalue-added,B$,Agriculturalinput,Gene-modifiedseed,Agchem,Farming,Primaryprocessing,Foodingredients,Secondaryproc./manufact.,Retaildis-tribution,Source:
DeutscheBancAlex.Brownresearch1999;
FAOstatisticaldatabase1997;
CRBcommodityyearbook1997;
BCGestimate,Globalsalesandvalueaddedofkeystepsinfoodandagro2015,Largebreadthanddepthofcoverage,Visitedaccounts/max.coverage,Numberofvisitedaccounts,Max.coverage,Numberofreps,Visits/day,Thousands,Thousands,Source:
Client,Emergingmarkets:
apotentialsourceofinexpensivelabor,Source:
Deskresearch;
BCGanalysis,Growthofindustrialproductionin%(200105),Manufacturingcompensation2002($/hour),IndustrialGDP$500B,China,Russia,India,Thailand,Malaysia,Italy,UK,France,Canada,Germany,US,Japan,Taiwan,Korea,Spain,Indonesia,Lowcost,fastgrowthindustrialGDP:
$1.1trillion,Mediumcost,solidgrowthindustrialGDP:
$0.5trillion,Highcost&
lowgrowthcurrentindustrialGDP:
$6.2trillion,Lowcostlabormarketsareshowingrapidindustrialgrowth,Breakdownofchannelpartnerfinancialincentives,Source:
Dealerinterviews;
BCGestimates,Structurefinancialincentivestopromotekeyofferings(i.e.,advancedmobileservices)throughchannelpartners,Totalpaymentperpostpaidgrossadd,MarketingkickbackprovidedtoSpecialistretailersforsellingmobileservices,200300,Revenueshare/volume,Rateplancommission,Connectioncommission,Handsetmargin,Marketingkickback,Prepaidmargincomesprimarilyfromsaleofhandsets(straightcommissionofonlymax.10%ofhandsetmargin),DealersreceiveashareofindividualcustomersARPUThepercentsharereceivedincreaseswithamountoftimecustomerstayswithoperatorOthersonlypayavolumebonusbasedonwhatwassold,Dependingontherateplansold,adifferentupfrontcommissionispaidCommissiontiedtothevalueoftheunderlyingrateplan,Dealersreceiveastraightconnectioncommissionforactivatingnewpost-paidplans,DealersgenerateamarginonthehandsetstheysellHandsetsarepurchasedfromtheoperatoratasubsidizedcostIfpricesareloweredafterthefact,dealerbearstheriskandtakesalossontheindividualhandsetbeingsold,表格类模板,AddressablebiomedicalR&
Dmarket$17BBasedonCMC,overhead,FTE,andCapexassumptions,Source:
PhRMA;
SECfilings;
BIO;
Burrill;
NIH;
NSF;
BCGanalysis,$16.7B,Total,Assumptions,Calculations,RecentFisheracquisitionsdriveincreaseinprivatelabelandhigh-endSKUs,Source:
Companywebsites;
Analystreports,Distributionrelationships,presenceinlabsfacilitateeducatedacquisitions,Overviewofvignettes,1,2,3,4,Analysisofstrategicalternativesledtorecommendationtopursue#2marketposition,Strategicalternative,Description,ProjectedNPV1,Statusquo,1,Independentnetworking,2,Completecommitment,3,Servicerev.(08),Risk2,MaintaincurrentstrategySemi-independententityInternallyfundedR&
DSmallacquisitionsonlyContinueallianceQuotacredittosalesforceManageeachinitiativeindependentlyCreatearmslengthactivityMaintainallianceCreatenewpreferredpartnerRangeofdecisionstobeaddressedEquityvs.non-equityparticipationDivestiture,majoritystakeinbuyer,JVEstablishNetworkingSolutionsSignificantacquisition(s)JVsPromoteandsellasacoreofferingCorporateendorsementBrandedaspartofcompanyPreparefordiminishedallianceactivity,1.Consideringtotalcashflowsfrom20032008anda10-yearterminalperiod2.BasedonquantitativeanalysisofpossibleoutcomesNote:
AllnumbersaresanitizedforclientconfidentialitySource:
Financialanalystreports;
DellOro;
IDC;
Gartner;
BCGanalysis,$xxxM$xxxM$xxxM,LowMediumHigh,$xxxMxx%$xxxMxx%$xxxMxx%,示意图类模板,Tworeasonsforpharmaceuticalspin-offsMonetizealowpriorityprojectorprovideastructuretofundaprojectexternally,Spin-off,Productvalue,Isthisastrategicpriority?
DoesitalignourTAfocusnow?
Istherevalueforthisinthefuture?
Internalfunding,Canweoptimallyfundthis?
Capabilities,Arethisproductsassetsseparablefromourotherprograms?
Y,Fundinternally,Shelve,N,Fundexternally,Monetize,N,Y,N,Y,Howhaveothercompaniesspun-offordivesteditsnon-coreassets?
BettersystemsneededtooptimizenewcustomershookupSignificantrework
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