Downloaded 23 times
![Introduction
How do I incorporate my logo to a slide
that will apply to all the other slides?
- On the [View] menu, point to [Master], and then click
[Slide Master] or Notes Master. Change images to the
one you like, then it will apply to all the other slides.
[ Image information in product ]
- Image : mowolf
- Note to customers : This image has been licensed to be used within PowerPoint template only.
- You may not extract the image for any other use.](https://image.slidesharecdn.com/templatesforwork-090823175031-phpapp02/85/Templates-For-Work-4-320.jpg)
![Morgan Stanley
Requirements for Success
Importance of Culture
“Despite leaner times, Morgan Stanley has been one of the most successful
European banks and was the first major tenant at Canary Wharf, helping to build
the area‟s success.”
“After September 11, hotlines and counselling sessions were used heavily. As
one employee wrote: “Morgan Stanley showed its true character and strength
during the tragedy.”
The Sunday Times, 100 Best Companies to Work for 2002 (March, 2002)
“By general consensus in the investment banking community, there is something
special about Morgan Stanley's London office”
“…what keeps them here is a team culture, a sense that this is a meritocracy…”
Fortune, Best Companies to Work for – 10 Great Companies in Europe (February 4, 2002)
“…[Morgan Stanley‟s] recent success has been nothing short of sensational.”
“Several employees in our survey praise Morgan Stanley for being a
meritocracy.”
The Sunday Times, 50 Best Companies to Work for 2001 (February, 2001)
23](https://image.slidesharecdn.com/templatesforwork-090823175031-phpapp02/85/Templates-For-Work-475-320.jpg)
![Hot Tip
• How do I incorporate my logo to a
slide that will apply to all the other
slides?
– On the [View] menu, point to [Master], and
then click [Slide Master] or [Notes Master].
Change images to the one you like, then it will
apply to all the other slides.](https://image.slidesharecdn.com/templatesforwork-090823175031-phpapp02/85/Templates-For-Work-618-320.jpg)
![Summary – Share Based Payments
Owner John Doe: Corporate Accounting
Business Business Unit: Corporate
Unit & Area Business Area: Share Based Payments
There are a number of accounting changes which impact the calculation of Share Based Payments (SBP). These changes impact
Stock Options, SARs, RSUs, PRSUs and PPRSUs. All of the changes for Share Based Payment impact at the corporate level, there
is not direct impact on the Business Units.
• Grade Vesting : This change has no implication on the process however [3rd Party Provider] will need to be informed of the
change for the Fair Value calculations. (There will be change in the process as company will have to now calculate expense on
accelerated method then straightl-ine method.)
• Fair Value / Intrinsic Liability: The templates used for the SAR calculations will need to be updated to reflect the accounting
change on conversion to IFRS. (not applicable to US company as USGAAP/IFRS has same treatment for liability plan)
• Forfeiture – Actual vs. Estimated : For Stock Options and SARs currently the Company does not accrue for forfeiture estimate
IFRS Process & and recognized as vested. Under IFRS, the Company will be required to estimate the number of equity instruments expected to
Systems Impact vest and then revised estimate as required. This will add an additional process to the current workflow. (no difference between
IFRS and US GAAP)
• DTA : All SBP types are affected by this change. This results in an additional process and journal entry for the accrual.
• Payroll Taxes : Currently payroll taxes are expensed as incurred, i.e. at the time of exercise. Under IFRS the Company should
accrue for Payroll tax during the award life. The accrual process is additional step to the current workflow.
912](https://image.slidesharecdn.com/templatesforwork-090823175031-phpapp02/85/Templates-For-Work-912-320.jpg)
![Graded Vesting Example– Upward
Sloping Volatility
Inputs Volatility Term Structure
Number of Tranches 3
70%
Stock Price $10.00
Strike Price $10.00 60%
Dividend Yield (%) 0.00% 50%
Risk free rate (%) 3.33%
Volatility
40%
Volatility (%) 35.0%
Contractual Term (Years) 10.00 30%
20%
10%
Summary 0%
1 2 3 4 5 6 7
GAAP-123(R) Value $3.23
Expected Term (Years)
IFRS 2 Value [1] $3.07
Difference ($) -$0.16
Difference (%) -5.06%
Notes
[1] Under IFRS 2, the expected term for plain-vanilla options is estimated for each individual tranche. The IFRS
value shown is the weighted-average value of each of the individual tranches. The overall weighted-average expected
life is set equal to the expected life assumed under GAAP. We have assumed that the expected life of each tranche
is equal to a fixed amount of time plus the individual tranche's vesting period, such that the weighted-average
expected life of the tranches is equal to the expected life under GAAP.](https://image.slidesharecdn.com/templatesforwork-090823175031-phpapp02/85/Templates-For-Work-914-320.jpg)
![Exhibit A.IV.2
Abatement cost formula
[Full cost of CO2e efficient alternative] cost of reference solution]
[Full
–
Abatement cost =
[CO2e emissions from reference solution] – [CO2e emissions from alternative]](https://image.slidesharecdn.com/templatesforwork-090823175031-phpapp02/85/Templates-For-Work-982-320.jpg)
![Maps - Western Europe, The World
Subtitle comes here
[ ungroup to select countries ]
108
4](https://image.slidesharecdn.com/templatesforwork-090823175031-phpapp02/85/Templates-For-Work-1084-320.jpg)
![Incremental versus Dynamic Strategic Planning
Framework
Incremental Planning Process Dynamic Strategic Planning Process
Vision of where we
need to be five years
from now
Where can we be
next year?
GOAL
GOAL
Versus
Actions driven by
Actions taken in strategy
Where we response to Where are
are now? circumstances we now?
TIME TIME
Incrementalism Focus
[One reason why companies stagnate] [One reason why companies grow]
1104](https://image.slidesharecdn.com/templatesforwork-090823175031-phpapp02/85/Templates-For-Work-1104-320.jpg)
More Related Content
Templates For Work
- 2. LOGO Presentation Power Template Your company slogan in here
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- 13. Diagram Title in here Title in here Title in here 1. Description of the 1. Description of the 1. Description of the company’s products company’s products company’s products 2. Description of the 2. Description of the 2. Description of the company’s business company’s business company’s business 3. Description of the 3. Description of the 3. Description of the company’s technology company’s technology company’s technology 4. Description of the 4. Description of the 4. Description of the company’s contents company’s contents company’s contents ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.
- 14. Diagram Before After ThemeGallery is a Design Description of the Digital Content & Contents Title in here contents mall developed by Guild Design Inc. ThemeGallery is a Design Description of the Digital Content & Contents Title in here contents mall developed by Guild Design Inc.
- 15. Diagram • ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc. Title in here Text in here Text in here Text in here Text Text Text Text • Description of the • Description of the • Description of the • Description of the contents contents contents contents • Description of the • Description of the • Description of the • Description of the contents contents contents contents
- 16. Diagram • Contents ThemeGallery isa Design Digital Content & Contents mall developed by Guild Design Inc. Text in here Text in here Text in here Description of Text in here the contents Text in here
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- 19. Diagram Title in here Description of Description of the the contents contents Text Text Text Title in Title in here here Description of the contents
- 20. Diagram Text in here ThemeGallery is a Description Design Digital Content contents Title in of the & Contents mall here contents developed by Guild Design Inc. Text in here
- 21. LOGO Your company slogan in here
- 22. Frequently Used CONFIDENTIAL Template
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- 24. Unit of measure 2X2 TOWER * Footnote 24 Source: Source
- 25. Unit of measure 5PS MARKETING Product offering Product Package Place Price Positioning promotion * Footnote 25 Source: Source
- 26. Unit of measure 7S Style Strategy Skills Shared values Staff Systems Structure * Footnote 26 Source: Source
- 27. Unit of measure ARROW 3D * Footnote 27 Source: Source
- 28. Unit of measure CUBES1 3D * Footnote 28 Source: Source
- 29. Unit of measure CUBES2 3D * Footnote 29 Source: Source
- 30. Unit of measure CUBES3 3D * Footnote 30 Source: Source
- 31. Unit of measure CUTOUT 3D Text Text Text Text * Footnote 31 Source: Source
- 32. Unit of measure FORCES AT WORK New entrant Industry Suppliers Buyers competitors Substitutes * Footnote 32 Source: Source
- 33. Unit of measure JOINT Text Text Text Text Text Text Text Text Text Text * Footnote 33 Source: Source
- 34. Unit of measure LEVEL SEPARATE 4 Text Text Text Text * Footnote 34 Source: Source
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- 36. Unit of measure LINEAR B 3D Text Text Text Text * Footnote 36 Source: Source
- 37. Unit of measure LINEAR C 3D Text Text Text * Footnote 37 Source: Source
- 38. Unit of measure LINEAR D 3D Text Text Text * Footnote 38 Source: Source
- 39. Unit of measure LINEAR E 3D Text Text Text Text * Footnote 39 Source: Source
- 40. Unit of measure LINEAR G 3D Text Text Text * Footnote 40 Source: Source
- 41. Unit of measure LINEAR I 3D Text Text * Footnote 41 Source: Source
- 42. Unit of measure LINEAR J 3D Text Text Text Text * Footnote 42 Source: Source
- 43. Unit of measure LINEAR N 3D Text Text Text Text * Footnote 43 Source: Source
- 44. Unit of measure LINEAR P 3D Text Text Text * Footnote 44 Source: Source
- 45. Unit of measure LINEAR Q 3D Text Text * Footnote 45 Source: Source
- 46. Unit of measure LINEAR Q 3D Text Text * Footnote 46 Source: Source
- 47. Unit of measure LINKS 3 Plan Support Implement * Footnote 47 Source: Source
- 48. Unit of measure PERSPECTIVE 3D * Footnote 48 Source: Source
- 49. Unit of measure PROPELLER 3D * Footnote 49 Source: Source
- 50. Unit of measure RINGS 3D * Footnote 50 Source: Source
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- 52. Unit of measure SCALES Text Text * Footnote 52 Source: Source
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- 58. Unit of measure STARS 3D * Footnote 58 Source: Source
- 59. Unit of measure WIRE CUBES Text Text * Footnote 59 Source: Source
- 60. Unit of measure ARROWS Text Text Text Text Text Text Text * Footnote 60 Source: Source
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- 62. Unit of measure LEVEL 2 Text Text * Footnote 62 Source: Source
- 63. Unit of measure LEVEL 3 Text Text Text * Footnote 63 Source: Source
- 64. Unit of measure LEVEL 4 Text Text Text Text * Footnote 64 Source: Source
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- 69. Unit of measure FLOW 3 Header Header Header Text Text Text * Footnote 69 Source: Source
- 70. Unit of measure FLOW 3 TITLE Header Header Header Text Text Text Text * Footnote 70 Source: Source
- 71. Unit of measure FLOW 4 Header Header Header Header Text Text Text Text * Footnote 71 Source: Source
- 72. Unit of measure FLOW 4 TITLE Header Header Header Header Text Text Text Text Text * Footnote 72 Source: Source
- 73. Unit of measure FLOW 5 Header Header Header Header Header Text Text Text Text Text * Footnote 73 Source: Source
- 74. Unit of measure FLOW 5 TITLE Header Header Header Header Header Text Text Text Text Text Text * Footnote 74 Source: Source
- 75. Unit of measure FLOW 6 Header Header Header Header Header Header Text Text Text Text Text Text * Footnote 75 Source: Source
- 76. Unit of measure FLOW 6 TITLE Header Header Header Header Header Header Text Text Text Text Text Text Text * Footnote 76 Source: Source
- 77. Unit of measure BLADES Text Text Text Text * Footnote 77 Source: Source
- 78. Unit of measure BOX Text Text Text Text * Footnote 78 Source: Source
- 79. Unit of measure BOX Text Text Text Text * Footnote 79 Source: Source
- 80. Unit of measure CYCLE 1 Text Text Text * Footnote 80 Source: Source
- 81. Unit of measure CYCLE 2 Text Text * Footnote 81 Source: Source
- 82. Unit of measure CYCLE 3 Text Text Text * Footnote 82 Source: Source
- 83. Unit of measure CYCLE 4 Text Text Text Text * Footnote 83 Source: Source
- 84. Unit of measure CYCLE 5 Text Text Text Text Text * Footnote 84 Source: Source
- 85. Unit of measure CYCLE 6 Text Text Text Text Text Text * Footnote 85 Source: Source
- 86. Unit of measure CYCLE 7 Text Text Text Text Text Text Text * Footnote 86 Source: Source
- 87. Unit of measure CYCLE 8 Text Text Text Text Text Text Text Text * Footnote 87 Source: Source
- 88. Unit of measure INCOMING Text Text Text Text Text Text * Footnote 88 Source: Source
- 89. Unit of measure RIBBON Text Text Text Text Text * Footnote 89 Source: Source
- 90. Unit of measure RING Text Text Text Text Text * Footnote 90 Source: Source
- 91. Unit of measure UPON 2 Text Text * Footnote 91 Source: Source
- 92. Unit of measure CONTINUOUS Text Text Text Text Text Text Text Text * Footnote 92 Source: Source
- 93. Unit of measure CUTOUT Text Text Text Text * Footnote 93 Source: Source
- 94. Unit of measure LINEAR A Text Text Text * Footnote 94 Source: Source
- 95. Unit of measure LINEAR B Text Text Text Text * Footnote 95 Source: Source
- 96. Unit of measure LINEAR C Text Text Text * Footnote 96 Source: Source
- 97. Unit of measure LINEAR D Text Text Text * Footnote 97 Source: Source
- 98. Unit of measure LINEAR E Text Text Text Text * Footnote 98 Source: Source
- 99. Unit of measure LINEAR F Text Text Text * Footnote 99 Source: Source
- 100. Unit of measure LINEAR G Text Text Text * Footnote 100 Source: Source
- 101. Unit of measure LINEAR H Text Text Text Text * Footnote 101 Source: Source
- 102. Unit of measure LINEAR I Text Text * Footnote 102 Source: Source
- 103. Unit of measure LINEAR J Text Text Text Text * Footnote 103 Source: Source
- 104. Unit of measure LINEAR K Text Text Text Text Text Text * Footnote 104 Source: Source
- 105. Unit of measure LINEAR N Text Text Text Text * Footnote 105 Source: Source
- 106. Unit of measure LINEAR P Text Text Text * Footnote 106 Source: Source
- 107. Unit of measure LINEAR Q Text Text * Footnote 107 Source: Source
- 108. Unit of measure PROPELLER * Footnote 108 Source: Source
- 109. Unit of measure STEP 5 Text Text Text Text Text * Footnote 109 Source: Source
- 110. Unit of measure 2 ON 1 Text Text Text Text * Footnote 110 Source: Source
- 111. Unit of measure AGAINST Text Text Text Text Text Text * Footnote 111 Source: Source
- 112. Unit of measure AT WORK Text Text Text Text Text * Footnote 112 Source: Source
- 113. Unit of measure COUPLED HORIZ Text Text * Footnote 113 Source: Source
- 114. Unit of measure COUPLED VERT Text Text * Footnote 114 Source: Source
- 115. Unit of measure FOCUSED Text Text Text Text * Footnote 115 Source: Source
- 116. Unit of measure FORCES AT WORK New entrant Industry Suppliers Buyers competitors Substitutes * Footnote 116 Source: Source
- 117. Unit of measure PARALLEL Text Text Text * Footnote 117 Source: Source
- 118. Unit of measure SPLIT Text Text Text Text * Footnote 118 Source: Source
- 119. Unit of measure SURROUND Text * Footnote 119 Source: Source
- 120. Unit of measure TWISTED Text Text * Footnote 120 Source: Source
- 121. Unit of measure UP & AWAY Text Text * Footnote 121 Source: Source
- 122. Unit of measure UP & DOWN Text Text * Footnote 122 Source: Source
- 123. Unit of measure 2S-5Speople inconsidered The organization, the in terms of corporate demographics, not individual The processes and personalities procedures through The way which things get Staff managers done collectively A coherent set behave with of actions aimed from day to day Systems Style respect to use at gaining a of time, sustainable Strategy Skills attention, advantage and symbolic over Capabilities Shared possessed by Structure actions competition Values the organization as a whole as Those ideas of what distinct from the The organization chart is right and desirable individuals. and accompanying (in corporate and/or Some companies baggage that show individual behavior) perform who reports to whom which are typical of extraordinary and how tasks are the organization and feats with both divided up and common to most of its ordinary people integrated members * Footnote 123 Source: Source
- 124. Unit of measure 3CS TRIANGLE Customer Distributors Clients Competitors Suppliers * Footnote 124 Source: Source
- 125. Unit of measure 3S-4S chart and The organization accompanying baggage that show who reports to whom and how tasks are both divided up and A coherent set of integrated actions aimed at The people in gaining a sustainable the organization, advantage Structure considered in Capabilities over competition terms of corporate possessed by demographics, not the organization individual Strategy as a whole as personalities distinct from Skills Staff Style the individuals. Shared Some companies values perform The way managers collectively extraordinary behave with respect to use of Those ideas of what is right Systems feats with ordinary time, attention and symbolic people and desirable (in corporate actions and/or individual behavior) which are typical of the The processes and procedures organization and common through which things get done to most of its members from day-to-day * Footnote 125 Source: Source
- 126. Unit of measure 7S The way managers collectively behave with Capabilities possessed by the respect to use of time, organization as a whole as attention and symbolic distinct from the individuals. A coherent set of Some companies perform actions actions aimed at Style extraordinary feats with gaining a sustainable ordinary people advantage over competition Strategy Skills Those ideas of what is right and desirable (in corporate Shared and/or individual behavior) values which are typical of the Staff Systems organization and common to most of its members The people in the organization, Structure The processes and and considered in terms of procedures through corporate which things get done demographics, not The organization chart from day-to-day individual personalities and accompanying baggage that show who reports to whom * Footnote and how tasks are both 126 Source: Source divided up and
- 127. Unit of measure BUSS PORTFOLIO High Competitive position Medium Low Low Medium High Product/market attractiveness * Footnote 127 Source: Source
- 128. Unit of measure CHANGE BOARD Commitment Capability Change vision Individual Enabling Conviction Courage activity devices Chief Executive Leadership groups Down the line External constitution * Footnote 128 Source: Source
- 129. Unit of measure DELTA Pof 2-way communications • Accurate measurement of action and results • Flow • People’s understanding, belief • Clear accountabilities and contribution to act on vision • Early wins and action plans Visible demonstration • Implementation or of new vision and near implementation values by client Performance of required structure leadership Communications and systems Measurement Vision and Organizational Leadership Delta P Infrastructure Problem • Action plans sufficient to People Solving achieve goals Development • Client managers Process • Agreement on objectives (particularly middle by line management management) have • Management of high- skill to lead program involvement process implementation • Change in actual * Footnote 129 behavior Source: Source
- 130. Unit of measure MACS •Industry attractiveness •Competitive position •Restructuring/rationalization opportunities Value-creation potential in business unit High Medium Low Relative ability to extract value •Corporate Retain and Retain and Retain and Natural give top give priority manage for owner center skills priority code or •Business liquidate unit linkages Probably Divest Divest or “One of the divest liquidate pack” •Taxation/ valuation differences * Footnote 130 Source: Source
- 131. Unit of measure MANUFACTURING STRATEGY Business Strategy Manufacturing Strategy Configuration Research Systems Focus Organization Labor Policy Make vs. Process Buy Product Design Design * Footnote 131 Source: Source
- 132. Unit of measure PENTAGON 1 2 5 Restructuring framework 3 4 * Footnote 132 Source: Source
- 133. Unit of measure PRICE BENEFIT Benefit Competitive advantage Competitive disadvantage Price * Footnote 133 Source: Source
- 134. Unit of measure SMILE CHART Appraise performance Bottom up and prospects action programs 1 8 Develop strategy 2 3 7 Top down action programs 4 6 Redesign Assess change pivotal jobs 5 readiness Design the skill building process * Footnote 134 Source: Source
- 135. Unit of measure STRAT GAMEBOARD 3. Create and pursue a unique 2. advantage 4. Resegment the Exploit unique market to create a advantage niche 1. industrywide When to Do more and compete better of the same * Footnote 135 Source: Source
- 136. Unit of measure STRAT MANAGE Stage 4 Stage 3 Stage 2 Stage 1 Forecast Externally Strategic Budget based orientated manage- planning planning planning ment Meet Predict the Think Create the budget and future strategically future schedule Value system * Footnote 136 Source: Source
- 137. Unit of measure TREE PRODUCTIVITY Selling margin Contribution Effectiveness Sales Contribution Available selling time Selling rate Sales Available selling time Productivity Contribution Utilization Total selling costs Available selling time Total sales time Efficiency Support leverage Available selling time Total sales time Total selling costs Support costs Support intensity Support costs * Footnote 137 Total selling costs Source: Source
- 138. Unit of measure VALUE CREATION Improve core Redeploy business assets performance Maximize shareholder value Adopt sound Grow through financing acquisition approach Grow and/or merger through cultural initiative * Footnote 138 Source: Source
- 139. Unit of measure VALUE SOURCES restructure Industry Corporate center skills Internal controller Shared resources Linkages between Transfer of capability Client’s relative business units Vertical integration ability to extract value Differences in tax position Real Existence of non-cases objectives Financial ownership fit Inefficiencies in financial markets Perceived Difference in valuation technique * Footnote 139 Source: Source
- 140. Unit of measure GANTT10 <##> Header <##> <##> <##> <##> <##> <##> <##> <##> <##> <##> Text * Footnote 140 Source: Source
- 141. Unit of measure GANTT15 ## Header ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## Text * Footnote 141 Source: Source
- 142. Unit of measure VENN 2 Text Text * Footnote 142 Source: Source
- 143. Unit of measure VENN 3 Text Text Text * Footnote 143 Source: Source
- 144. Frequently Used CONFIDENTIAL Template Data Driven Template June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
- 145. Unit of measure AREA 350 300 250 Label 1 200 150 Label 2 100 50 Label 3 0 1996 1997 1998 1999 2000 2001 * Footnote 145 Source: Source
- 146. Unit of measure BAR Label 1 50 Label 2 40 Label 3 30 Label 4 20 Label 5 10 * Footnote 146 Source: Source
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- 150. Unit of measure BAR STACKED 100% Series Series Series 100%= Label 1 45 90 50 000 Label 2 20 80 40 000 Label 3 30 70 30 000 Label 4 40 60 20 000 Label 5 50 50 10 000 * Footnote 150 Source: Source
- 151. Unit of measure Title BUBBLE Unit of measure 700 600 Label 5 500 Label 6 Label 4 400 300 Label 3 Label 2 200 Label 1 100 0 0 50 100 150 200 250 Title Unit of measure * Footnote 151 Source: Source
- 152. Unit of measure COLUMN 60 50 40 30 20 Label 1 Label 2 Label 3 Label 4 Label 5 * Footnote 152 Source: Source
- 153. Unit of measure Title COLUMN 2 Title Unit of measure Unit of measure 76 76 67 67 45 45 30 30 20 20 Label 1 Label 2 Label 3 Label 4 Label 5 Label 1 Label 2 Label 3 Label 4 Label 5 * Footnote 153 Source: Source
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- 156. Unit of measure COLUMN STACKED 100% 100%= 000 000 000 000 000 15 10 10 10 Series 20 10 10 15 20 Series 20 20 40 20 35 Series 30 60 50 35 40 Series 30 Label 1 Label 2 Label 3 Label 4 Label 5 * Footnote 156 Source: Source
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- 159. Unit of measure Title DUAL COLUMN LINE Title Unit of measure Unit of measure 200 1,000 176 180 900 160 150 800 140 700 120 600 100 100 500 85 80 70 400 60 300 45 40 30 200 20 10 100 0 0 1990 1991 1992 1993 1994 1995 1996 1997 * Footnote 159 Source: Source
- 160. Unit of measure Title DUAL LINE Title Unit of measure Unit of measure 200 1,000 180 900 160 800 140 700 120 600 100 500 80 400 60 300 40 200 20 100 0 0 1990 1991 1992 1993 1994 1995 1996 1997 * Footnote 160 Source: Source
- 161. Unit of measure LINE 600 Label 1 500 400 Label 2 300 Label 3 200 Label 4 100 0 1990 1991 1992 1993 1994 1995 1996 1997 * Footnote 161 Source: Source
- 162. Unit of measure PIE Label 5 10 Label 4 10 45 Label 1 Label 3 15 20 Label 2 * Footnote 162 Source: Source
- 163. Unit of measure PIE 2 Title Title Unit of measure Unit of measure Label 5 Label 5 10 10 Label 4 Label 4 10 10 45 Label 1 45 Label 1 Label 3 15 Label 3 15 20 20 Label 2 Label 2 * Footnote 163 Source: Source
- 164. Unit of measure RANGE HIGH LOW 250 200 150 100 50 0 1990 1991 1992 1993 1994 1995 1996 1997 * Footnote 164 Source: Source
- 165. Unit of measure SCATTER X & Y 300 250 200 150 100 50 0 0 50 100 150 200 * Footnote 165 Source: Source
- 166. Unit of measure WATERFALL BAR Label 1 50 Label 2 25 Label 3 45 Label 4 65 Label 5 185 * Footnote 166 Source: Source
- 167. Unit of measure WATERFALL COLUMN 80 20 20 20 20 Label 1 Label 2 Label 3 Label 4 Label 5 * Footnote 167 Source: Source
- 168. Frequently Used CONFIDENTIAL Template Named Objects Template June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
- 169. Unit of measure ARROWS * Footnote 169 Source: Source
- 170. Unit of measure DISCLAIMERS CLIENT This report is solely for the use of client personnel. No part of it may be * Footnote 170 circulated, quoted, or reproduced for distribution outside the client Source: Source organization without prior written approval from McKinsey & Company.
- 171. Unit of measure DISCLAIMERS INTERNAL This report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Company. If you are not the intended recipient * Footnote of this report, you are hereby notified 171the use, circulation, quoting, or that Source: Source reproducing of this report is strictly prohibited and may be unlawful.
- 172. Unit of measure DISCLAIMERS PRESENTATION This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This * Footnote 172 material was used by McKinsey & Company during an oral presentation; it is not Source: Source a complete record of the discussion.
- 173. Legend Unit of measure LEGENDS Legend Legend * Footnote 173 Source: Source
- 174. Unit of measure MCKINSEY LOGO * Footnote 174 Source: Source
- 175. Unit of measure MISC – * Footnote 175 Source: Source
- 176. Legend Unit of measure MOONS Legend Legend Low Medium High Low Medium High * Footnote 176 Source: Source
- 177. STICKER Unit of measure STICKER ILLUSTRATIVE CONFIDENTIAL PRELIMINARY DRAFT ESTIMATE EXAMPLE FOR DISCUSSION ONLY FOR DISCUSSION * Footnote 177 Source: Source
- 178. Unit of measure STICKER OTHER PRELIMINARY TO BE COMPLETED DISCUSSION DRAFT DRAFT BACKUP DISGUISED PRELIMINARY ESTIMATE HYPOTHESIS DRAFT FOR DISCUSSION CONFIDENTIAL STRAW MAN SAMPLE DISCUSSION DRAFT REVISED CONCEPTUAL DISGUISED CLIENT PROPOSED EXAMPLE ROUGH ESTIMATE * Footnote 178 Source: Source
- 179. Unit of measure WORLD MAP * Footnote 179 Source: Source
- 180. Frequently Used CONFIDENTIAL Template Text Template June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
- 181. Unit of measure Heading PPT TABLE 2 Heading Text Text * Footnote 181 Source: Source
- 182. Unit of measure Heading PPT TABLE 3 Heading Heading Text Text Text * Footnote 182 Source: Source
- 183. Unit of measure Heading Heading PPT TABLE 4 Heading Heading Text Text Text Text * Footnote 183 Source: Source
- 184. Unit of measure Heading Heading PPT TABLEHeading Heading 5 Heading Text Text Text Text Text * Footnote 184 Source: Source
- 185. Unit of measure Heading Heading PPT TABLE 6 Heading Heading Heading Heading Text Text Text Text Text Text * Footnote 185 Source: Source
- 186. Frequently Used CONFIDENTIAL Template SEO VA Template June 2002 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
- 187. Unit of measure • Text Text • Text Text • Text Text * Footnote 187 Source: Source
- 188. Unit of measure Title Title • Text • Text * Footnote 188 Source: Source
- 189. Unit of measure Title Title • Text • Text Text * Footnote 189 Source: Source
- 190. EXHIBIT TITLE Title • Text • Text Text • Text * Footnote 190 Source: Source
- 191. EXHIBIT TITLE Title • Text • Text • Text * Footnote 191 Source: Source
- 192. EXHIBIT TITLE Title Title • • Text • • Text • • Text * Footnote 192 Source: Source
- 193. Title EXHIBIT TITLE Title Title • • • Text • • • Text • • • Text * Footnote 193 Source: Source
- 194. 2 COLUMN Title Title • Text • Text * Footnote 194 Source: Source
- 195. 3 COLUMN Title Title Title • Text • Text • Text * Footnote 195 Source: Source
- 196. 4 COLUMN Title Title Title Title • Text • Text • Text • Text * Footnote 196 Source: Source
- 197. 5 COLUMN Title Title Title Title Title • Text • Text • Text • Text • Text * Footnote 197 Source: Source
- 198. 6 COLUMN Title Title Title Title Title Title • Text • Text • Text • Text • Text • Text * Footnote 198 Source: Source
- 199. Title 7 COLUMN Title Title Title Title Title Title Title Title • Text • Text • Text • Text • Text • Text • Text * Footnote 199 Source: Source
- 200. 8 COLUMN Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text * Footnote 200 Source: Source
- 201. 3-STEP Text Text Text • Text • Text Text • Text 201
- 202. 4-STEP Text Text Text • Text Text • Text • Text Text • Text 202
- 203. 5-STEP Text Text Text • Text Text • Text Text • Text • Text Text • Text 203
- 204. Unit of measure 3 HORIZONTAL Text Text Text • Text • Text • Text • Text • Text • Text * Footnote 204 Source: Source
- 205. Unit of measure 4 HORIZONTAL Text Text Text Text • Text • Text • Text • Text • Text • Text • Text • Text * Footnote 205 Source: Source
- 206. Unit of measure 5 HORIZONTAL Text Text Text Text • Text Text • Text • Text • Text • Text • Text • Text • Text • Text • Text * Footnote 206 Source: Source
- 207. Unit of measure 4-STEP Text Text • Text Text • Text Text • Text • Text * Footnote 207 Source: Source
- 208. Unit of measure FLOW 2 Header Header •Text •Text * Footnote 208 Source: Source
- 209. Unit of measure FLOW 2 TITLE Header Header •Text •Text Text * Footnote 209 Source: Source
- 210. Unit of measure FLOW 3 Header Header Header •Text •Text •Text * Footnote 210 Source: Source
- 211. Unit of measure FLOW 3 TITLE Header Header Header •Text •Text •Text Text * Footnote 211 Source: Source
- 212. Unit of measure FLOW 4 Header Header Header Header •Text •Text •Text •Text * Footnote 212 Source: Source
- 213. Unit of measure FLOW 4 TITLE Header Header Header Header •Text •Text •Text •Text Text * Footnote 213 Source: Source
- 214. Unit of measure FLOW 5 Header Header Header Header Header •Text •Text •Text •Text •Text * Footnote 214 Source: Source
- 215. Unit of measure FLOW 5 TITLE Header Header Header Header Header •Text •Text •Text •Text •Text Text * Footnote 215 Source: Source
- 216. Unit of measure HORIZONTAL FLOW 3 Title Text •Text •Text Text •Text Text * Footnote 216 Source: Source
- 217. Unit of measure HORIZONTAL FLOW 4 Title Text •Text •Text Text •Text Text •Text Text * Footnote 217 Source: Source
- 218. Unit of measure HORIZONTAL FLOW 5 Title Title Text •Text •Text •Text •Text Text •Text •Text Text •Text •Text Text •Text •Text Text * Footnote 218 Source: Source
- 219. Unit of measure HORIZONTAL FLOW 6 Title Title Text •Text •Text •Text •Text Text •Text •Text Text •Text •Text Text •Text •Text Text •Text •Text Text * Footnote 219 Source: Source
- 220. Unit of measure HORIZONTAL FLOW 7 Title Title Text • Text • Text • Text • Text Text • Text • Text Text • Text • Text Text • Text • Text Text • Text • Text Text • Text • Text Text * Footnote 220 Source: Source
- 221. Unit of measure FLOW WITH SHOCK 1 Title Header Header Header •Text •Text •Text •Text * Footnote 221 Source: Source
- 222. Unit of measure FLOW WITH SHOCK 2 Header Header Header Title •Text •Text •Text •Text Text •Text •Text •Text •Text Text * Footnote 222 Source: Source
- 223. FLOW WITH 3COLUMN Text Text Text • Text • Text • Text Text • Text • Text • Text Text • Text • Text • Text Text • Text • Text • Text Text • Text • Text • Text Text * Footnote 223 Source: Source
- 224. FLOW WITH 2COLUMN Text Text • Text • Text Text • Text • Text Text • Text • Text Text Text • Text • Text Text • Text • Text Text * Footnote 224 Source: Source
- 225. Unit of measure SQUARE FLOW Text Text • Text • Text Text Text • Text • Text * Footnote 225 Source: Source
- 226. Unit of measure FRAMEWORK Text Text • Text • Text Text Text • Text • Text * Footnote 226 Source: Source
- 227. Unit of measure Title Title • Text • Text * Footnote 227 Source: Source
- 228. Unit of measure Title Title • Text • Text * Footnote 228 Source: Source
- 229. Unit of measure Title Title • Text • Text Title Title • Text • Text * Footnote 229 Source: Source
- 230. Title Title • Text • Text xxxxx Title Title • Text • Text 230
- 231. Unit of measure Title Title Title • • • * Footnote 231 Source: Source
- 232. Unit of measure Title Title • Text • Text Title * Footnote 232 Source: Source
- 233. Unit of measure • Text Text Text Text Text • Text • Text * Footnote 233 Source: Source
- 234. Unit of measure • Text Text • Text • Text Text Text Text • Text • Text Text Text * Footnote 234 Source: Source
- 235. SCP External S tructure C onduct P erformance shock • xxxx • xxx • xxxx • xxxx * Footnote 235 Source: Source
- 236. Unit of measure Text Text Text Text • Text • Text • Text • Text Text • Text • Text • Text • Text Text * Footnote 236 Source: Source
- 237. Unit of measure Text Text Text Text Text • Text • Text • Text • Text Text • Text • Text • Text • Text Text * Footnote 237 Source: Source
- 238. Unit of measure Text Text Text Text Text Text Text • Text • Text • Text • Text • Text • Text Text • Text • Text • Text • Text • Text • Text Text * Footnote 238 Source: Source
- 239. Unit of measure Text Text Title Title Title Title Title • Text • Text • Text • Text • Text * Footnote 239 Source: Source
- 240. Unit of measure Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text * Footnote 240 Source: Source
- 241. Unit of measure Title • Text • Text Text • Text Text • Text • Text Text • Text * Footnote 241 Source: Source
- 242. Title Title Title Title • Text • Text Text • Text • Text Text Text • Text • Text Text * Footnote 242 Source: Source
- 243. TEAM STRUCTURE Title • Title Client McKinsey Expert group • • • • * Footnote 243 Source: Source
- 244. Unit of measure Text Text * Footnote 244 Source: Source
- 245. Unit of measure Text Text Text Text Text * Footnote 245 Source: Source
- 246. Unit of measure Title Title Title Title • Text • Text • Text Title Title * Footnote 246 Source: Source
- 247. Unit of measure Title Title Title Title Title • Text • Text • Text • Text Title Title * Footnote 247 Source: Source
- 248. Title Title Title Title • Text • Text • Text Title 248
- 249. Unit of measure Text • Text Text • Text * Footnote 249 Source: Source
- 250. Title Sub title Sub title • • • • • • Risk management 250
- 251. Unit of measure Text Text • Text • Text • Text • Text • Text • Text * Footnote 251 Source: Source
- 252. Unit of measure CYCLE 2 • Text • Text Text Text * Footnote 252 Source: Source
- 253. Unit of measure CYCLE 2 • Text • Text Text Text * Footnote 253 Source: Source
- 254. Unit of measure CYCLE 3 • Text Text • Text • Text Text Text * Footnote 254 Source: Source
- 255. Unit of measure CYCLE 3 • Text Text • Text • Text Text Text * Footnote 255 Source: Source
- 256. Unit of measure CYCLE 4 • Text • Text Text Text • Text • Text Text Text * Footnote 256 Source: Source
- 257. Unit of measure CYCLE 4 • Text • Text Text Text • Text • Text Text Text * Footnote 257 Source: Source
- 258. Unit of measure CYCLE 5 • Text • Text Text Text • Text Text • Text Text Text • Text * Footnote 258 Source: Source
- 259. Unit of measure CYCLE 5 • Text • Text Text Text • Text Text • Text Text Text • Text * Footnote 259 Source: Source
- 260. Unit of measure CYCLE 6 • Text • Text Text Text • Text • Text Text Text Text • Text Text • Text * Footnote 260 Source: Source
- 261. Unit of measure CYCLE 6 • Text • Text Text Text • Text • Text Text Text Text • Text Text • Text * Footnote 261 Source: Source
- 262. Unit of measure FORCES AT WORK Text • Text Text Text • Text • Text Text • Text Text • Text * Footnote 262 Source: Source
- 263. Unit of measure 2 BY 2 MATRIX High Text • Text • Text • Text • Text Low High Low Text * Footnote 263 Source: Source
- 264. Unit of measure 2 BY 3 MATRIX • Text • Text • Text High Text • Text • Text • Text Low Low Medium High Text * Footnote 264 Source: Source
- 265. Unit of measure 3 BY 3 MATRIX • Text • Text • Text High • Text • Text • Text Medium Text • Text • Text • Text Low Low Medium High Text * Footnote 265 Source: Source
- 266. Unit of measure 4 BY 3 MATRIX High • Text • Text • Text • Text • Text • Text • Text • Text Medium Text • Text • Text • Text • Text Low 1 2 3 4 Text * Footnote 266 Source: Source
- 267. Unit of measure 4 BY 3 MATRIX • Text • Text • Text • Text 4 • Text • Text • Text • Text 3 Text • Text • Text • Text • Text 2 • Text • Text • Text • Text 1 1 2 3 4 Text * Footnote 267 Source: Source
- 268. Unit of measure STUDY OBJECTIVE Text • Text • Text • Text • Text * Footnote 268 Source: Source
- 269. Unit of measure LEVEL 03 • Text Text • Text Text • Text Text * Footnote 269 Source: Source
- 270. Unit of measure LEVEL 04 • Text Text • Text Text • Text Text • Text Text * Footnote 270 Source: Source
- 271. Unit of measure LEVEL 09 • Text Text • Text Text • Text Text Text • Text • Text Text Text • Text • Text Text • Text Text • Text Text * Footnote 271 Source: Source
- 272. Unit of measure GANTT – 4 WEEK Text Text Text Text Text • Text • Text • Text * Footnote 272 Source: Source
- 273. Unit of measure Text Text Text Text Text Text Text • Text • Text • Text * Footnote 273 Source: Source
- 274. Unit of measure Text Text Text Text Text Text Text Text Text Text Text • Text • Text • Text * Footnote 274 Source: Source
- 275. Unit of measure Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text • Text • Text • Text * Footnote 275 Source: Source
- 276. Unit of measure Text Text Text Text Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 • Text • Text • Text * Footnote 276 Source: Source
- 277. Unit of measure Text Text Text Text Text Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 • Text • Text • Text * Footnote 277 Source: Source
- 278. Unit of measure Text Text Text Text Text Text Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 • Text • Text • Text * Footnote 278 Source: Source
- 279. Unit of measure Text Text Text Text Text Text Text Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 • Text • Text • Text * Footnote 279 Source: Source
- 280. Unit of measure Text Text Text Text Text Text Text Text Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 • Text • Text • Text * Footnote 280 Source: Source
- 281. Unit of measure Text Text Text Text Text Text Text Text Text Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 • Text • Text • Text * Footnote 281 Source: Source
- 282. Unit of measure Text Text Text Text Text Text Text Text Text Text Text 123 4 123 4 1234123 412 34 12 34 12 34 1234 1234 1 23 4 • Text • Text • Text * Footnote 282 Source: Source
- 283. Unit of measure Text Text Text Text Text Text Text Text Text Text Text Text Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 • Text • Text • Text * Footnote 283 Source: Source
- 284. Unit of measure Text Text 1 2 3 4 5 6 7 8 9 10 11 12 • Text • Text • Text * Footnote 284 Source: Source
- 285. Unit of measure Text Text Text 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 • Text • Text • Text * Footnote 285 Source: Source
- 286. Unit of measure Text Text Responsibility Mon Tue Wed Thu Fri • Text • Text • Text * Footnote 286 Source: Source
- 287. Unit of measure Text Text Text Responsibility M T W T F M T W T F • Text • Text • Text * Footnote 287 Source: Source
- 288. Unit of measure Text Text Label 1 50 Label 1 50 Label 2 40 Label 2 40 Label 3 30 Label 3 30 Label 4 20 Label 4 20 Label 5 10 Label 5 10 * Footnote 288 Source: Source
- 289. Unit of measure Text Text Label 1 50 Label 1 50 Label 2 40 Label 2 40 Label 3 30 Label 3 30 Text Label 4 20 Label 4 20 Label 5 10 Label 5 10 * Footnote 289 Source: Source
- 290. Unit of measure Text Text Text Label 1 50 Label 1 50 Label 1 50 Label 2 40 Label 2 40 Label 2 40 Label 3 30 Label 3 30 Label 3 30 Label 4 20 Label 4 20 Label 4 20 Label 5 10 Label 5 10 Label 5 10 * Footnote 290 Source: Source
- 291. Unit of measure Text Text Text Label 1 50 Label 1 50 Label 1 50 Label 2 40 Label 2 40 Label 2 40 Label 3 30 Label 3 30 Label 3 30 Text Label 4 20 Label 4 20 Label 4 20 Label 5 10 Label 5 10 Label 5 10 * Footnote 291 Source: Source
- 292. Unit of measure Text Text Text Text Label 1 50 Label 1 50 Label 1 50 Label 1 50 Label 2 40 Label 2 40 Label 2 40 Label 2 40 Label 3 30 Label 3 30 Label 3 30 Label 3 30 Label 4 20 Label 4 20 Label 4 20 Label 4 20 Label 5 10 Label 5 10 Label 5 10 Label 5 10 * Footnote 292 Source: Source
- 293. Unit of measure Text Text Text Text Text Label 1 50 Label 1 50 Label 1 50 Label 1 50 Label 1 50 Label 2 40 Label 2 40 Label 2 40 Label 2 40 Label 2 40 Label 3 30 Label 3 30 Label 3 30 Label 3 30 Label 3 30 Label 4 20 Label 4 20 Label 4 20 Label 4 20 Label 4 20 Label 5 10 Label 5 10 Label 5 10 Label 5 10 Label 5 10 * Footnote 293 Source: Source
- 294. Unit of measure Text Text Label 1 50 50 Label 2 40 40 Label 3 30 30 Label 4 20 20 Label 5 10 10 * Footnote 294 Source: Source
- 295. Unit of measure Text Text Text Label 1 50 50 50 Label 2 40 40 40 Label 3 30 30 30 Label 4 20 20 20 Label 5 10 10 10 * Footnote 295 Source: Source
- 296. Unit of measure Text Text Text Text Label 1 50 50 50 50 Label 2 40 40 40 40 Label 3 30 30 30 30 Label 4 20 20 20 20 Label 5 10 10 10 10 * Footnote 296 Source: Source
- 297. Unit of measure Text Text Text Text Text Label 1 50 50 50 50 50 Label 2 40 40 40 40 40 Label 3 30 30 30 30 30 Label 4 20 20 20 20 20 Label 5 10 10 10 10 10 * Footnote 297 Source: Source
- 298. Unit of measure EXHIBIT TITLE Title Title Title Measure Measure Measure Label 80 Label 80 Label 80 Label 70 Label 70 Label 70 Label 60 Label 60 Label 60 Label 50 Label 50 Label 50 Label 40 Label 40 Label 40 Label 30 Label 30 Label 30 Label 20 Label 20 Label 20 Label 10 Label 10 Label 10 Text Text Text * Footnote 298 Source: Source
- 299. Unit of measure Title Measure EXHIBIT TITLE Title Measure Label 1 60 Label 1 60 Label 2 50 Label 2 50 Label 3 40 Label 3 40 Label 4 30 Label 4 30 Label 5 20 Label 5 20 Label 6 10 Label 6 10 Title Title Measure Measure Label 1 60 Label 1 60 Label 2 50 Label 2 50 Label 3 40 Label 3 40 Label 4 30 Label 4 30 Label 5 20 Label 5 20 Label 6 10 Label 6 10 * Footnote 299 Source: Source
- 300. Unit of measure EXHIBIT TITLE Title Title Title Title Measure Measure Measure Measure Label 80 Label 80 Label 80 Label 80 Label 70 Label 70 Label 70 Label 70 Label 60 Label 60 Label 60 Label 60 Label 50 Label 50 Label 50 Label 50 Label 40 Label 40 Label 40 Label 40 Label 30 Label 30 Label 30 Label 30 Label 20 Label 20 Label 20 Label 20 Label 10 Label 10 Label 10 Label 10 Text Text Text Text * Footnote 300 Source: Source
- 301. Unit of measure EXHIBIT TITLE Text Text 60 60 50 50 40 40 30 30 20 20 Label 1 Label 2 Label Label 4 Label 5 Label 1 Label 2 Label Label 4 Label 5 3 3 * Footnote 301 Source: Source
- 302. Unit of measure EXHIBIT TITLE Text Text Text 60 60 60 50 50 50 40 40 40 30 30 30 Label Label Label Label Label Label Label Label Label Label Label Label 1 2 3 4 1 2 3 4 1 2 3 4 * Footnote 302 Source: Source
- 303. Unit of measure EXHIBIT TITLE Text Text Text Text 60 60 60 60 50 50 50 50 40 40 40 40 30 30 30 30 Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 * Footnote 303 Source: Source
- 304. Unit of measure EXHIBIT TITLE Title Title Measure Measure 60 60 50 50 40 40 30 30 20 20 Label Label 2 Label Label Label 5 Label 1 Label 2 Label Label 4 Label 1 3 4 3 5 * Footnote 304 Source: Source
- 305. Unit of measure EXHIBIT TITLE Title Title Title Measure Measure Measure Text Text Text 50 50 50 40 40 40 30 30 30 20 20 20 Label 1 Label 2 Label Label 4 Label 1 Label 2 Label Label 4 Label 1 Label 2 Label Label 4 3 3 3 * Footnote 305 Source: Source
- 306. Unit of measure EXHIBIT TITLE Title Title Title Title Measure Measure Measure Measure Text Text Text Text 50 50 50 50 40 40 40 40 30 30 30 30 20 20 20 20 Label 3 Label 3 Label 3 Label 3 Label 1 Label 2 Label 4 Label 1 Label 2 Label 4 Label 1 Label 2 Label 4 Label 1 Label 2 Label 4 * Footnote 306 Source: Source
- 307. Unit of measure Title Measure EXHIBIT TITLE Title Measure 90 90 80 80 70 70 60 60 50 50 40 40 30 30 20 20 Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Title Title Measure Measure 90 90 80 80 70 70 60 60 50 50 40 40 30 30 20 20 Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text * Footnote 307 Source: Source
- 308. Unit of measure Title (Measure) 80 90 70 60 50 40 30 20 Text Text Text Text Text Text Text Text Title (Measure) 80 90 Title 70 Measure 60 50 40 30 90 20 80 70 60 Text Text Text Text Text Text Text Text 50 40 30 Title (Measure) 20 80 90 70 60 50 40 30 Text Text Text Text Text Text Text Text 20 Text Text Text Text Text Text Text Text Title (Measure) 80 90 70 60 50 40 30 20 Text Text Text Text Text Text Text Text * Footnote 308 Source: Source
- 309. Unit of measure Title (Measure) 60 70 40 50 20 30 Title (Measure) Text Text Text Text Text Text 70 Title (Measure) 60 60 70 50 40 50 40 30 30 20 20 Text Text Text Text Text Text Title (Measure) Text Text Text Text Text Text Title (Measure) 60 70 40 50 20 30 70 60 50 Text Text Text Text Text Text 40 30 Title (Measure) 20 60 70 40 50 20 30 Text Text Text Text Text Text Title (Measure) Text Text Text Text Text Text 70 Title (Measure) 60 60 70 50 40 50 40 30 30 20 20 Text Text Text Text Text Text Text Text Text Text Text Text Title (Measure) 60 70 40 50 20 30 Text Text Text Text Text Text * Footnote 309 Source: Source
- 310. Percent ROIC TREE ANALYSIS Title 93.8 98.4 96.1 87.7 85.3 98 99 00 01 02 Title Title Title 13.6 3.1 2.6 1 .2 1 2.0 2.0 1.8 1.7 6.1 1.1 1.1 1.5 0.8 0.1 0.1 98 99 00 01 02 98 99 00 01 02 98 99 00 01 02 Title Title 23.4 Title 13.8 18.3 15.6 15.7 50.4 0.0 0.0 0.0 0.0 0.0 37.0 9.9 2.5 1.8 98 99 00 01 02 98 99 00 01 02 Title 98 99 00 01 02 Title Title 48.2 32.4 15.6 25.9 25.9 28.8 27.1 13.7 21.5 1 .4 1 9.7 10.6 6.9 -0.2 2.3 Title 98 99 00 01 02 10 .1 98 99 00 01 02 98 99 00 01 02 Title 0.30 0.30 43.3 0.04 Title -0.26 Title Title 23.9 6.9 62 60 27.8 -0.2 2.3 98 99 00 01 02 20.5 43 1.9 30 27 9.3 8.4 9.7 -1.5 -4.0 -5.2 -4.7 98 99 00 01 02 98 99 00 01 02 98 99 00 01 02 98 99 00 01 02 Title Title 7.9 7.5 8.0 18.8 12.1 13.7 13.5 5.5 -5.0 -4.2 98 99 00 01 02 98 99 00 01 02 310
- 311. Unit of measure EXHIBIT TITLE Text Text 100%= 000 000 000 000 000 100%= 000 000 000 000 000 15 10 10 10 15 10 10 10 Series 20 Series 20 10 10 10 10 15 20 15 20 Series 20 20 Series 20 20 40 20 40 20 35 35 Series 30 Series 30 60 60 50 50 35 40 35 40 Series 30 Series 30 Label Label Label Label Label Label Label Label Label Label 1 2 3 4 5 1 2 3 4 5 * Footnote 311 Source: Source
- 312. Unit of measure EXHIBIT TITLE Text Text Text 100%= 000 000 000 000 000 100%= 000 000 000 000 000 100%= 000 000 000 000 000 10 10 10 10 10 10 10 10 10 Series 15 Series 15 Series 15 20 20 20 10 10 10 10 10 10 20 20 20 15 15 15 Series 20 20 Series 20 20 Series 20 20 40 20 40 20 40 20 35 35 35 Series 30 Series 30 Series 30 60 60 60 50 50 50 35 40 35 40 35 40 Series 30 Series 30 Series 30 Label Label Label Label Label Label Label Label Label Label Label Label Label Label Label 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 * Footnote 312 Source: Source
- 313. Unit of measure Title Measure EXHIBIT TITLE Title Measure 100%= 000 000 000 000 000 000 000 000 100%= 000 000 000 000 000 000 000 000 Series 15 10 10 10 10 10 10 Series 15 10 10 10 10 10 10 20 20 10 10 10 10 10 10 10 10 10 10 15 20 15 20 Series 20 20 20 20 20 Series 20 20 20 20 20 40 20 40 20 35 35 Series 30 Series 30 60 60 60 60 60 60 60 60 50 50 Series 35 40 Series 35 40 30 30 Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Title Title Measure Measure 100%= 000 000 000 000 000 000 000 000 100%= 000 000 000 000 000 000 000 000 Series 15 10 10 10 10 10 10 Series 15 10 10 10 10 10 10 20 20 10 10 10 10 10 10 10 10 10 10 15 20 15 20 Series 20 20 20 20 20 Series 20 20 20 20 20 40 20 40 20 35 35 Series 30 Series 30 60 60 60 60 60 60 60 60 50 50 Series 35 40 Series 35 40 30 30 Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text * Footnote 313 Source: Source
- 314. Unit of measure Title Title Measure Measure 100% = xxxx 100% = xxxx Label 4 Label 4 Label 3 10 Label 3 10 10 10 Label 5 Label 5 45 45 Label 2 15 Label 2 15 20 20 Label 1 Label 1 * Footnote 314 Source: Source
- 315. Unit of measure Title Title Title Measure Measure Measure 100% = xxxx 100% = xxxx 100% = xxxx Label 4 Label 4 Label 4 Label 3 10 Label 3 10 Label 3 10 10 10 10 45 Label 5 45 Label 5 45 Label 5 Label 2 15 Label 2 15 Label 2 15 20 20 20 Label 1 Label 1 Label 1 * Footnote 315 Source: Source
- 316. Unit of measure Title Title Measure Measure 100% = xxxx 100% = xxxx Label 4 Label 4 Label 3 10 Label 3 10 10 10 45 Label 5 45 Label 5 Label 2 15 Label 2 15 20 20 Label 1 Label 1 Title Title Measure Measure 100% = xxxx 100% = xxxx Label 4 Label 4 Label 3 10 Label 3 10 10 10 45 Label 5 45 Label 5 Label 2 15 Label 2 15 20 20 Label 1 Label 1 * Footnote 316 Source: Source
- 317. Unit of measure Title Title Measure Measure 350 350 298 298 300 267 278 300 267 278 245 250 245 250 250 230 250 230 200 200 150 175 180 150 175 180 165 165 100 120 130 100 120 130 89 89 50 50 0 0 1990 91 92 93 94 1995 1990 91 92 93 94 1995 * Footnote 317 Source: Source
- 318. Unit of measure Title Title Title Measure Measure Measure 350 350 350 298 298 298 300 278 300 278 300 278 267 267 267 245 250 245 250 245 250 250 230 250 230 250 230 200 200 200 150 175 180 150 175 180 150 175 180 165 165 165 100 120 130 100 120 130 100 120 130 89 89 89 50 50 50 0 0 0 1990 91 92 93 94 1995 1990 91 92 93 94 1995 1990 91 92 93 94 1995 * Footnote 318 Source: Source
- 319. Unit of measure Title Title Measure Measure 325 325 350 298 300 350 298 300 267 250 278 267 250 278 300 245 300 245 230 230 250 250 200 200 220 220 150 195 150 195 165 175 180 165 175 180 100 130 100 130 120 120 50 89 50 89 0 0 1990 1991 1992 1993 1994 1995 1996 1997 1990 1991 1992 1993 1994 1995 1996 1997 Title Title Measure Measure 325 325 350 298 300 350 298 300 267 250 278 267 250 278 300 245 300 245 230 230 250 250 200 200 220 220 150 195 150 195 165 175 180 165 175 180 100 130 100 130 120 120 50 89 50 89 0 0 1990 1991 1992 1993 1994 1995 1996 1997 1990 1991 1992 1993 1994 1995 1996 1997 * Footnote 319 Source: Source
- 320. Unit of measure Title Measure 325 350 298 300 300 267 250 278 245 230 250 200 150 220 165 175 180 195 100 130 120 50 89 0 1990 1991 1992 1993 1994 1995 1996 1997 Text Title Measure 325 350 300 267 250 278 298 300 245 230 250 200 150 220 195 165 175 180 100 120 130 50 89 0 1990 1991 1992 1993 1994 1995 1996 1997 * Footnote 320 Source: Source
- 321. Unit of measure Title Measure 400 298 300 325 267 278 245 250 300 230 200 195 220 100 165 175 180 89 120 130 0 1990 1991 1992 1993 1994 1995 1996 1997 Title Measure 325 Title 350 298 300 Measure 267 278 300 245 250 400 325 230 278 298 300 250 245 267 250 300 230 200 220 200 150 180 195 220 165 175 100 175 180 195 100 165 130 89 120 130 120 0 50 89 1990 1991 1992 1993 1994 1995 1996 1997 0 1990 1991 1992 1993 1994 1995 1996 1997 Title Measure 400 298 300 325 267 278 245 250 300 230 200 195 220 100 165 175 180 89 120 130 0 1990 1991 1992 1993 1994 1995 1996 1997 * Footnote 321 Source: Source
- 322. Unit of measure Title (Measure) 400 298 300 325 245 267 250 278 300 230 200 100 195 220 89 120 130 165 175 180 0 1990 1991 1992 1993 1994 1995 1996 1997 Title (Measure) Title 400 298 300 325 245 267 250 278 Measure 300 230 325 200 350 298 300 100 195 220 278 89 120 130 165 175 180 300 267 245 250 0 230 250 1990 1991 1992 1993 1994 1995 1996 1997 200 220 Title (Measure) 150 180 195 165 175 100 400 298 300 325 120 130 245 267 250 278 50 89 300 230 0 200 100 195 220 1990 1991 1992 1993 1994 1995 1996 1997 89 120 130 165 175 180 0 1990 1991 1992 1993 1994 1995 1996 1997 Title (Measure) 400 298 300 325 245 267 250 278 300 230 200 100 195 220 89 120 130 165 175 180 0 1990 1991 1992 1993 1994 1995 1996 1997 * Footnote 322 Source: Source
- 323. STICKER AUTOMAKER EXAMPLE ESTIMATE BACK UP TENTATIVE STICKER AND OTHERS REVISED EXAMPLE ESTIMATE BACK UP TENTATIVE REVISED HYPOTHESIS HYPOTHESIS PROPOSED CONCEPTUAL ILLUSTRATIVE PROPOSED CONFIDENTIAL PRELIMINARY CONCEPTUAL ILLUSTRATIVE ROUGH ESTIMATE VERY PRELIMINARY PRELIMINARY CONFIDENTIAL TO BE COMPLETED WORK IN PROGRESS ROUGH ESTIMATE VERY PRELIMINARY ONLY FOR DISCUSSION TO BE COMPLETED ONLY FOR DISCUSSION WORK IN PROGRESS 323
- 324. High Medium Low 324
- 325. STICKER AND OTHERS Text Text Text 325
- 326.
- 327. Template INFRASTRUCTURE OFFER CUSTOMER PARTNER CUSTOMER NETWORK RELATIONSHIP CORE VALUE TARGET CAPABILITIES PROPOSITION CUSTOMER VALUE DISTRIBUTION CONFIGURATION CHANNEL COST FINANCE REVENUE STRUCTURE STREAMS a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams
- 328. describing a company’sbusiness model INFRASTRUCTURE PARTNER CUSTOMER CUSTOMER NETWORK RELATIONSHIP OFFER CORE TARGET CAPABILITIES portrays the network of explains the relationships CUSTOMER cooperative agreements a company establishes with other companies VALUE with its customers outlines the capabilities PROPOSITION describes the customers required to run a a company wants to offer company's business value to model DISTRIBUTION VALUE gives an overall view of a CONFIGURATION company's bundle of CHANNEL products and services describes the describes the channels to arrangement of activities communicate and get in and resources touch with customers sums up the monetary describes the revenue consequences to run a COST FINANCE REVENUE streams through which business model STRUCTURE STREAMS money is earned
- 329. describing a company’soffer OFFER VALUE PROPOSITION value proposition 1 value proposition 2 …
- 330. describing who acompany offers value to OFFER CUSTOMER VALUE TARGET PROPOSITION CUSTOMER value proposition 1 target customer 1 value proposition 2 target customer 2 … …
- 331. describing how acompany reaches its customers OFFER CUSTOMER VALUE DISTRIBUTION TARGET PROPOSITION CHANNEL CUSTOMER value proposition 1 distribution channel 1 target customer 1 value proposition 2 distribution channel 2 target customer 2 … … …
- 332. describing the relationshipsa company builds OFFER CUSTOMER VALUE CUSTOMER TARGET PROPOSITION RELATIONSHIP CUSTOMER value proposition 1 relationship type 1 target customer 1 value proposition 2 relationship type 2 target customer 2 … … …
- 333. describing how acompany makes money OFFER FINANCE CUSTOMER VALUE REVENUE TARGET PROPOSITION STREAM CUSTOMER value proposition 1 revenue stream 1 target customer 1 value proposition 2 revenue stream 2 target customer 2 … … …
- 334. describing what capabilitiesare required INFRASTRUCTURE OFFER CORE VALUE CAPABILITIES PROPOSITION core capability 1 value proposition 1 core capability 2 value proposition 2 … …
- 335. describing what activitiesare required INFRASTRUCTURE OFFER CORE VALUE VALUE CAPABILITIES CONFIGURATION PROPOSITION core capability 1 activity 1 value proposition 1 core capability 2 activity 2 value proposition 2 … … …
- 336. describing the partnersthat leverage the business model INFRASTRUCTURE OFFER CORE PARTNER VALUE CAPABILITIES NETWORK PROPOSITION core capability 1 partner 1 value proposition 1 core capability 2 partner 2 value proposition 2 … … …
- 337. describing the costsof a business model INFRASTRUCTURE FINANCE OFFER CORE COST VALUE CAPABILITIES STRUCTURE PROPOSITION core capability 1 cost account 1 value proposition 1 core capability 2 cost account 2 value proposition 2 … … …
- 338. APPENDIX 338
- 339. END OF DOC 339
- 340. Content Content Design Packaging Through the hands-on workshop that we conduct, you will Content Power be equipped to Design Delivery Workshop create visually appealing slides To receive this set of diagrams, visit www.figtree.com.sg/slideshare To read more articles on PowerPoint, visit www.figtree.com.sg/articles
- 341. Here Ok Here CEOs 10° Managers 60° Staff 360°
- 342. creating value requiresinfrastructure Partner Network Customer Relationship • food & beverages • personalized web profile • ticketing services • newsletter • promoters • team blog (RSS) • ad placement • VIP events with team • telecom operator • … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • team management • attractive soccer • stadium • fans (families, etc.) games • event management • 360º event (match, • POS networks • fan groups • brand management • venue management dining, shopping) • club website (+online TV) • companies • video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers • channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers management • renting out stadium • … • … • video crew •… •… Cost Structure Revenue Model • team & maintenance • Ticket fees & season tickets • infrastructure management • online TV subscription revenues • marketing • revenue sharing cable & mobile phone TV • video • renting out stadium for events • advertising revenues • merchandising revenues
- 343. customer partners relationships product selection content selling stuff mass Amazon.com management on the Web customer distribution warehousing Web2.0 Amazon S3 Internet API & distribution companies product search A9 product e-commerce data services Internet search sites Amazon.com data grid selling stuff IT infra data storage fees marketing search engine revenues
- 346.
- 349. COMMUNICATION ARCHITECTURE BRAND POSITIONING “Tagline” KEY SUPPORTING Image Development MESSAGES KEY MESSAGES SPECIFIC TO INTERNAL/EXTERNAL KEY SEGMENTS SEGMENTS SPECIFIC TARGET SEGMENT GROUPS EMPLOYEES
- 350. First: A ProperAssessment STRENGTHS WEAKNESSES Technology still an economic and Saturated market makes consumer darling differentiation increasingly difficult Web 2.0 tools and services seen as “useful” to consumers and businesses Skeptical media can be dismissive of tech and emerging media startups Emerging media and technology companies receiving massive Sustainability potential unproven in amounts of publicity many cases THREATS OPPORTUNITIES Journalist fatigue: “How is THIS Emerging media categories all social network different?” projected to grow over next few years Economic volatility may make VCs and advertisers gun shy, so Divergence making way for new establishing brand equity now is categories and brands critical Is there a bubble? Is there a bubble?
- 351. MindTree At AGlance Founded in 1999 ‘07 External Revenue Guidance : $186M 5,500+ MindTree Minds Spread Across The World In 18 locations P-CMM Level 5 (2003) & CMMi Level 5 (2004) Certifications Hybrid Delivery Model OneShore™ Top 30 Outsourcers: Fortune Magazine Safe Harbor Certain statements in this release concerning our future growth prospects are forward-looking statements, which involve a number of risks, and uncertainties that could cause our actual results to differ materially from those in such forward-looking statements. We do not undertake to update any forward-looking statement that may be made from time to time by us or on our behalf. Slide 351
- 352. IT Services » Banking » Capital Markets » Hi-Tech » Insurance » Manufacturing » Travel & Transportation » BI & DW » App Dev & Maintenance » Internet & Emerging Technologies » Consulting » IBM Technologies » Infra Mgmt & Tech Support » ERP/SCM » Product Development » Testing Slide 352
- 353. Knowledge Ecosystem Osmosis Communities Social Space Workspace Layout Proximity to Nature S S Val A ue CL Physical s Space Imagination Personal Development Action Mind Creative Thinking Joy Space Neuron Virtual Connected Minds Space Open Mind Project Space Slide 353
- 354. 5 Steps toBusiness Model Design & Renewal 1 VISUALIZE 2 ASSESS 3 RENEW 4 PLAN 5 IMPLEMENT → describe existing → assess → brainstorm on → turn new model → implement business model strengths and improvements & into a project project weaknesses opportunities roadmap roadmap
- 355. B2B Sales Management101 – Predicting The Future HubSpot HI-IQ SUSPECTS Marketing (HubSpot, WSG; PPC MVT) PROSPECTS (Email, URL, Source, HI-IQ Email Nurture) LEADS SalesForce.com (Phone #, Lead Conversion Event) Sales OPPORTUNITIES (Demo/Trial, 3 per day per rep) Customer Service NEW CUSTOMERS SalesForce.com (CC# and Authorization) Unsatisfied Satisfied CHI < 70 CHI > 70
- 356. RESOURCE OPTIMIZATION Allocating Most valuable customers communication channels according to the value of segments Most growable customers Marginal Media Unprofitable E-channels Direct mail Telemarketer In-person service reps Dedicated service reps Source: Peppers & Rogers Group
- 357. PERSPECTIVE 2020: KEYMESSAGES The decade in review An unparalleled impact on Indian economy in the last ten years Transforming business, Significant returns to all transforming India stakeholders Shifting customer needs and A large unfinished agenda delivery remains Global economic crisis will have a far-reaching and as yet An agenda for action uncertain impact 357
- 358. PERSPECTIVE 2020: KEYMESSAGES Demographic shifts will fuel the The decade in review growth of new sectors, markets and service lines The promise of technology to create Transforming business, new opportunities needs to be transforming India balanced by the risk of erosion in core markets India can become a global innovation hub and own business systems in at Shifting customer needs and delivery least three areas ICT-enabled solutions can drive socio- An agenda for action economic inclusion of 30 million citizens each year 358
- 359. PERSPECTIVE 2020: KEYMESSAGES The decade in review The industry landscape will be fundamentally altered Transforming business, transforming India There are several new business models for providers to consider Shifting customer needs and delivery A majority of incremental growth will be driven by opportunities that are untapped today An agenda for action 359
- 360. PERSPECTIVE 2020: KEYMESSAGES Success will rely on concerted action by The decade in review industry stakeholders (companies, NASSCOM, government) anchored on a five-fold vision • Catalysing growth beyond today’s core Transforming business, markets transforming India • Establishing India as a trusted global hub for professional services • Harnessing ICT for inclusive growth Shifting customer needs and • Developing a high caliber talent pool delivery of over 4 million people • Building India as a preeminent innovation hub An agenda for action 360
- 361. PERSPECTIVE 2020: KEYMESSAGES The decade in review Transforming business, transforming India Shifting customer needs and delivery An agenda for action 361
- 362. SERVICES INDUSTRY HASHAD AN Actual Aspiratio UNPARALLELED IMPACT ON THE n INDIAN ECONOMY Growth of Indian technology and business services exports US$ billion 47 50 18 8 2 1998 2002 2005 Mar Dec 2009 2008 Share of GDP* <1 4 Per cent Share of exports*** 4 16** Per cent * Total export revenues as a percentage of nominal GDP 362 on FY08 performance ** Based *** Technology and business service exports as a percentage of total exports (merchandise exports and service exports) Source: RBI Annual reports 1998 to 2008; WMM (Global Insight)
- 363. THE INDUSTRY HASHAD A RESONATING IMPACT IN THE Incremental jobs created BROADER SOCIETY Other areas of impact Million; FY 1994-2005 Share of total • Contribution to education: urban jobs* 6-7x fold increase in tertiary education capacity in states that 8.7 account for 90% of exports 45% • Diversity and global exposure: proportion of women in the 4.0 workforce estimated to be 30% in 2008 and increasing; around 30% of delivery outside India 2.9** Indirect 33% • Offset oil imports: Industry exports 1.1 Direct 12% offset close to 65 per cent of India’s cumulative net oil imports over past Total organized Technology/ decade, strengthening foreign urban jobs business reserves services * Total urban jobs in FY 1994 amounted to 81.8 million and 90.5 million in FY 2005 363 multiplier effect; for every direct job created 2.6 additional jobs created in indirect employment ** High Source: Institute of Applied Manpower Research; “The Rising Tide – Employment and Output Linkages of IT-ITES; February 2007”; “Indian IT/ITES Industry: Impacting Economy and Society 2007- 08”
- 364. WILL HAVE US EXAMPLE A FAR-REACHING AND AS YET UNCERTAIN IMPACT ON THE But… Historic data indicates a moderate impact IT spend as per cent of GDP INDUSTRY • Customer feedback is polarised 4.2 IT intensity 3.6 peaked in 2000 • Severity of the downturn is far 3.0 greater 2.4 • Political and Current IT 1.8 regulatory Trend at 2.9% intensity is pressures are 1.2 YoY increase much less escalating in IT intensity than at peak 0.6 levels 0 1970 1980 1990 2000 2007 364 Source: BEA; McKinsey analysis
- 365. ASIA (INCLUDING JAPAN)WILL BYPASS EUROPE IN THE GLOBAL ECONOMY BY 2020 Regional share of global GDP Per cent Share of global GDP* 1990 2020 100 Middle East & Africa 5% 7% Latin America 5% 5% 80 Asia (except Japan) 8% 20% 60 Japan 18% 10% Europe 31% 25% 40 20 North America 33% 33% 0 1990 ‘95 ‘00 ‘05 ‘10 ‘15 ‘20 2025 365 * Estimates ** Brazil, Russia, India, China Source: McKinsey Global Forces research
- 366. WORK FORCES WILLDECLINE AND AGEING POPULATIONS INCREASE IN SELECT DEVELOPED COUNTRIES Increase in retiree (60+ years) Decrease in working age (15-60 years) population: United States population: Japan Millions of people Millions of people 83 75 8 54 38 16 2008 2020 2008 2020 Current offshore base in India – 1.6 million 366 Source: UN population prospects, 2004; McKinsey Global Forces research
- 367. TODAY’S CORE SERVICELINES Highest risk of ARE AT RISK OF SHRINKAGE Service line Industry revenue erosion US$ billion, 2008 Traditional IT 3 • Automation of basic AD 14 services (e.g., testing, Tech- AM 4 level 1 AM) nology services SI 1 • Productivity gains IT Consulting 1 • Increasing standardisation Total 23 Rule based decision making 3 • Interactive voice recognition Basic voice 5 techniques Business Basic data 2 • New technologies services such as optical character reading High-end offshoring* 1 to automate data Total entry 11 367 * Includes specialised voice Source: NASSCOM data; McKinsey analysis; expert interviews
- 368. THE INDUSTRY CANTRANSFORM INDIA BY HARNESSING TECHNOLOGY TO Areas ENABLEofINCLUSIVE GROWTH Potential ICT solutions 50% of Indians do not have access to primary healthcare – Healthcare technology can provide it at half the cost 80% of Indian households are unbanked – technology can Financial enable access for 200 million families services India faces a 3-fold shortage in teachers – technology can Education address this through remote solutions India suffers from a leakage of 40-50% in public food Public distribution - technology can ensure transparency services 368 Source: Expert interviews; McKinsey analysis
- 369. 2020 WILL PRESENTA DRAMATICALLY ALTERED LANDSCAPE (1/2) Past decade 2020 Demand • Concentrated footprint • Significant opportunity outside – 75% with Fortune 500 today’s core markets – 80% from US/UK – SMB 1 Market – 75% from BFSI, Telco, – BRIC, GCC, Japan, ROW Manufacturing – Public sector and Healthcare – 60% from IT services • Predominantly private sector • Public sector, Government owned or influenced companies • Managing for cost, • Innovation, end-to-end 2 Customers productivity and quality transformation, risk & compliance • Labour arbitrage dominant • Access to talent and expertise value driver • Onshore/offshore mindset • Global delivery 369
- 370. 2020 WILL PRESENTA DRAMATICALLY ALTERED LANDSCAPE (2/2) Past decade 2020 Supply • India accounting for more than • Global people supply chain with 50% of the low cost workforce globalised recruiting and talent practices • Delivery centric management • Multiple management tracks, 3 Talent globalised expertise • Recruiting and training as key • Emphasis on learning, knowledge differentiators management, research spending • Trainable talent pool • Deployable talent pools 370
- 371. THERE ARE MULTIPLE“STEP-OUT” BUSINESS MODELS FOR PROVIDERS Players today TO CONSIDER “Step-out” plays NOT EXHAUSTIVE Multi-client 4 Solution approach How to compete (competitive advantage) services/ Low cost Saas enabled products product 3 Domain approach Domain Vertical expertise specialist 2 Customer-centric approach Customer intimacy Full-service provider 1 Delivery approach Delivery Low-cost BRIC excellence specialist Large enterprises SMBs Large SMBs (Fortune 1000) enterprises Developed markets New geographies (BRIC) Where to compete (customer segments) 371 Independent verification and validation * Source: McKinsey analysis
- 372. COMPANIES CAN EMERGEAS WINNERS THROUGH 4 ACTIONS Target transformative acquisitions Deepen end to end capabilities in select areas Ring fence talent and knowledge investments Target recession resilient Consider strategic sectors (Healthcare, BRIC, alliances for scale Make climate change) strategic Develop isolutions invest-ments Rebalance for domestic end- customer/ services customers portfolio Fundamentally Streng-then Segment customer base transform existing operations/ delivery for resiliency cost structure – 20 to 30% lower Adapt Create a portfolio of offering/sales “downturn” services approach Balance delivery foot- print to hedge against concentration and forex Invest in transformative big risk bets 372 Source: McKinsey analysis
- 373. AN AGENDA FORACTION ANCHORED ON A 5-FOLD VISION •Intellectual property framework (especially enforcement) •Winning through the downturn •Reinvented business models •Centers of Excellence •New verticals, geographies and •Entrepreneurship customer segments Building Catalysing India as a growth preeminent beyond innovation 5 1today’s core hub markets •Primary and Five •Improved Developing a Establishing tertiary 4 themes 2 infrastructure (e.g., education high caliber India as a satellite townships) quality and talent pool of 3 trusted global •Corporate scale up over 4 million hub for governance •Curriculum people Harnessing professional •National security and faculty services development ICT for inclusive •Robust domestic growth demand •Global branding •ICT solutions for healthcare, education, financial services, public services •Connectivity and access (e.g., broad-band rollout) 373 •Soft infrastructure (e.g., IT literacy)
- 374. PERSPECTIVE 2020 PAINTSTHE WAY TO “TRANSFORM BUSINESS, TRANSFORM INDIA” What has lead to the success of the industry thus far? What will be the altered landscape of 2020, including growth engines and industry revenue potential? How can the Indian industry lead the way in innovation-led transformation of global business and technology-led inclusive growth of the nation? What are internal and external threats to India’s leadership and how can it sustain and improve its competitiveness in 2020? What is the industry vision for 2020, and resulting imperatives and actions for industry stakeholders (companies, NASSCOM, the government)? Report release in March 374
- 375. THERE IS ANINCREASING NEED Social and environmental trends TO ADDRESS CLIMATE CHANGE BACKUP ESTIMATES AND ICT IS EMERGING AS A KEY Select ICT- enabled abatements ENABLER ICT can play a role in abatement of a potentially dramatic rise in global greenhouse emissions by 2020 Greenhouse gas emissions GtCO2e 52 30 ICT enables at least 35% of global 12 abatement 40 22 potential 8 22 Emissions Incremental Emissions Potential Emissions in in 2002 emissions in 2020E abatement 2020 with abatement 375 Source: McKinsey analysis
- 376. Energy efficiency/climate change NOT EXHAUSTIVE OPPORTUNITIES EXIST ACROSS A BROAD SET OF APPLICATIONS AND ARE BACKUP NOT LIMITED TO THOSE TRADITIONALLY ASSIGNED TO ICT Abatement potential, GtCO2e Industrial motor Efficient logistics 0.68 1.52 optimisation and supply chain Industrial process Private transport 0.29 Industrial 0.50 automation optimisation processes 0.25 Dematerialization* efficiency 0.16 Efficient vehicles Traffic flow monitorin 0.10 planning simulation Efficient ICT Efficient building efficiency transpor s t Smart 1.68 2.03 Smart grid buildings Tele- Efficient Combined heat 0.26 0.40 commuting power and power (CHP) generatio 376 * Excluding telecommuting n Source: McKinsey analysis
- 377. Slide 10 WHAT DO THEY DO Transaction (purchasing) behaviour: Frequent shoppers/ flyers, bulk buyers, occasional shoppers, declining custom etc. Motivation-based behaviour: Impulse buyers, early adopters, bargain hunters, status seekers. Lifestyles: Often mixed with demographics, indicate needs through preferences manifested in everyday behaviour (a number of popular templates and commercial databases of pre-scored population). B2B: Order consolidators, end-of-quarter (end-of-year) buyers etc.
- 378. Slide 5 SEGMENT MANAGEMENT Acquisition Business goals: Segment 1 Retention Development Get customers Keep customers Grow customers Acquisition Segment 2 Retention Development Overall objectives Acquisition translate to different Segment 3 Retention priorities in each segment. Development
- 379. Slide 7 WHY NEEDS? Fundamentals: The Link to Value: Any business In satisfying needs a business provides value. only exists if it has customers. Products and services represent value to the one Customers with needs (the Customer). have specific needs that (see Added Value concepts in economic theory, have to be supply/demand concepts etc.). satisfied. In the process of satisfying needs value ‘changes hands’. A business only exists to satisfy (see Value Migration concept in strategy models and theories). specific needs.
- 381.
- 387. Spectrum of Solutions • Most companies build their businesses through multiple brands. Architecture solutions range on a spectrum from ‘branded house’ to ‘house of brands’. Linked Brands Independent brands, Single parent brand each maximizing its House of Branded spans a set of impact on the market. Brands House offerings. Reinforce a global organization mindset Build equity in multiple brands Build brand equity in master brand Target multiple customer segments Maximize synergies among business units Minimize risk of bad publicity 387
- 388. Branded House Description: One flagship/driver brand, applicable to all customer segments, serves as the umbrella and primary point of reference for all product and service offerings Master Brand Consumer Business Use generic descriptors, rather than brand names at this level Product 1 Product 1 Product 2 Product 2 Etc. Etc. Example: Virgin Group successfully extended the brand into multiple, disparate markets and categories based on the lifestyle brand that Richard Branson has built Travel and Transportation Entertainment House and Home Business and Finance 388
- 391. Title Category 1 Category 1 Category 1 Category 1 Category 1 Item 1 Item 2 Item 3 Item 4 Item 5 Item 6 Item 7
- 392. Operating Profit (%) Area Chart 10% 15% 0% Company A Company B Market Share (%) Company C Company D 100%
- 394. Harvey Balls andHarvey Ball Chart Template Harvey Ball Chart x Category A Category B Category C Category D x Metric 1 Segment I Metric 2 Metric 3 Metric 4 Metric 5 Segment II Metric 6 Metric 7 Metric 8 Segment III Metric 9 Metric 10 Metric 11
- 395.
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- 397. Title Objective A Objective B Lorum Factor 1 Lorum Lorum Factor 2 Lorum Lorum Factor 3 Lorum
- 398. •Malesuada quis, egestas • Malesuada quis, egestas •Donec ac sapien. Ut orci. Duis • Donec ac sapien. Ut orci. Duis •ltricies, metus a feugiat porttitor • ltricies, metus a feugiat porttitor •mauris convallis est, quis mattis • mauris convallis est, quis mattis • Malesuada et • Malesuada et • Malesuada et • Donec ac sapi. • Donec ac sapi. • Donec ac sapi. Ut orci. Duis Ut orci. Duis • Malesuada et Ut orci. Duis • Donec ac sapi. • ltricies, metus a Ut orci. Duis feugiat porttitor • ltricies, metus a • mauris convallis feugiat porttitor est, quis mattis • Malesuada et • Malesuada et • mauris convallis • Donec ac sapi. • Donec ac sapi. est, quis mattis Ut orci. Duis Ut orci. Duis • Malesuada et • Malesuada et • Donec ac sapi. • Donec ac sapi. • Malesuada et Ut orci. Duis Ut orci. Duis • Donec ac sapi. • ltricies, metus a Ut orci. Duis feugiat porttitor • Malesuada et • mauris convallis • Donec ac sapi. est, quis mattis • Malesuada et • Malesuada et Ut orci. Duis • Donec ac sapi. • Donec ac sapi. • ltricies, metus a Ut orci. Duis Ut orci. Duis feugiat porttitor • mauris convallis est, quis mattis • Malesuada quis, egestas • Malesuada quis, egestas • Donec ac sapien. Ut orci. Duis • Donec ac sapien. Ut orci. Duis • ltricies, metus a feugiat porttitor • ltricies, metus a feugiat porttitor • mauris convallis est, quis • mauris convallis est, quis
- 399. Title TOMORROW TODAY Lorum Lorum Lorum Lorum Lorum Lorum
- 400. 7 (8) segmentinterconnecting diagram with centre 7 3 Lorem ipsum Lorem ipsum dolor sit dolor sit amet, amet, consetetur consetetur sadipscing sadipscing elitr elitr 1 2 8 Lorem ipsum Lorem ipsum dolor Lorem ipsum 6 sit amet 4 dolor sit dolor sit amet, amet, consetetur consetetur Lorem ipsum Lorem ipsum sadipscing sadipscing dolor sit dolor sit elitr elitr amet, amet, consetetur consetetur sadipscing sadipscing elitr elitr 5 Lorem ipsum dolor sit amet, consetetur sadipscing elitr
- 401. Emerging Markets -BRIC 26.5 32.9 24% 15.6 84.5 22.5 132.3 44% 57% 9.4 14.1 50% 15.6 22.5 1.0 44% 1.3 33% World 2000 = 151 million 2010 = 221 million Increase: 46% Zimmet P et al. Nature. 2001;414:782.
- 402. FREE 60-DAY TRIAL Toedit this 3D image, get the plug-in here: perspector.com/slidescoop
- 403. Timeline Lorem NOV 07 DEC 07 JAN 07 FEB 07 MAR 07 APR 07 MAY 07 JUN 07 Sed diam Sai des nonumy ut Sed diam Constetur mySuccess Version 1.0 Dkies es dolor nonumy ut Ksie lsi Iesl sqz d Sed diam Sed diam Lorem ipsumdolor nonumy ut nonumy ut Local Media Available / Begins Sed diam Lorem ipsum dlor ksa nonumy ut ipus d wila Sed diam Consetetur lorem insa Lorem consetut insa slaid nonumy ut lorem ipsum dore Djkdjkj isd loren Loeman elitr sad awod
- 404. Slide Title Placeholder This sticky note graphic is perfect for outlining tips, highlighting rules or framing pull quotes. Text placeholder for your note
- 405. World Map –Fully Customizable Countries with > 20% Market Share Countries with < 10% Market Share
- 406. Industry Overview Extensive and Complex Ecosystem Ad Platforms Extract Substantial Profits Total Revenue: $111B, Total Op Profit: $90B 20% $10B $100B Operating Profit% 15% Content Web2.0 Platform Advertising Providers Providers Providers Networks 10% Operating Profits OP $85B $5B Google Blogs Digg Facebook 5% $1B OP $0.5B 0 Revenue Ad Networks Content Providers Platform Providers Advertising Networks Content Providers Web2.0 Providers Platform Providers Hold industry power Key suppliers to Ad Increasing power in the Opportunity to move up Control profit pool Networks value chain value chain as new control Own end customer Completely reliant on Ad Increasingly depends on point in Ecosystem IT leverage to reduce CPM swings cooperation with Increased competition and costs New entrants driving Platform owners and Ad new entrants (Opensocial) Introducing revenue prices downward networks Need ad delivery capability generating services Act as both competitor & to offer attractive CPMs to partner to Web2.0 developers Providers
- 407. Process“Lorem” Chart Flow (5 Sub-Segments) Lorem Ipsum Dolor Lorem ipsum dolor sit Lorem ipsum dolor sit Lorem ipsum dolor sit amet, consetetur amet, consetetur amet, consetetur sadipscing elitr, sed diam sadipscing elitr sadipscing elitr, sed diam Level of Aspiration: Lorem Lorem (consetetur) Lorem ipsum dolor sit amet, consetetur ” Lorem Lorem Ipsum Lorem ipsum dolor Lorem ipsum dolor (consetetur) sit amet, sit amet, consetetur consetetur Dolor Lorem Lorem (consetetur) Lorem ipsum dolor Lorem ipsum dolor sit amet, sit amet, consetetur consetetur 407
- 408. Waterfall Chart 14 120 269 45 45 30 15 Cat 1 Cat 2 Cat 3 Cat 4 Cat 5 Cat 6 Total
- 409. Company Name End-to-End Experience • At vero eros et accumsan et iusto Add Text odio dignissim qui blandit praesent luptatum • At vero eros et accumsan et iusto odio Add Text • At vero eros et accumsan et iusto odio • At vero eros et accumsan et iusto odio • At vero eros et accumsan et iusto odio Add Text • At vero eros et accumsan et iusto odio Add Text Add Text Add Text
- 410. Growth • Lorem ipsum is the fastest growing “Lorem ipsum consetetur sadipscing dolor sit amet, consetetur sadipscing consetetur sadipscing “Lorem ipsum elitr, sed dolor sit amet, diam.” consetetur sadipscing “Lorem ipsum elitr, sed dolor sit amet, diam.” consetetur sadipscing “Lorem ipsum elitr, sed dolor sit amet, diam.” consetetur sadipscing “Lorem ipsum elitr, sed dolor sit diam.” amet, constur sadipscing “Lorem ipsum dolor elitr, sed dim.” sit amet, consetetur sadipscing elitr, sed “Lorem ipsum dolor diam.” sit amet, consetetur sadipscing elitr, sed diam.”
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- 412. Factors affecting innovationstrategy Internal environment Generative mechanisms Integrative mechanisms Corporate Organisational Strategy context Innovation Strategy Technology National , evolution Regional & Industry context External environment
- 413. Underlying Drivers inGrowth Markets Technology Adoption Strategies Pragmatists: Conservatives: Stick with the herd! Stick with what‟s proven! Visionaries: Get ahead of the herd! Skeptics: Just say No! Techies: Just try it!
- 414. Cisco Systems and The Category Maturity Life Cycle Internet Routers • Core • Edge Advanced • Access Technologies Internet Switches Non-Internet • VOIP • Modular Protocol Support • Security • Stackable • SNA • Wireless • ATM Frame Relay • SAN switches • Novell Netware Home Networking • Etc. • Wireless networks • VOIP adapters C B D A E Sector Futures Problem Children • Data Center Virtualization • Optical network equipment • Service Provider Triple Play • Service Provider access • The Networked Home
- 415. Complex Systems Model Target Customers Solution Sales Consulting & Integration Services Solution Architecture 3rd party Element Element Element 3rd party element #1 #2 #3 element Technology Architecture Integration Platform Legacy System Legacy System Legacy System Legacy System
- 416. Volume Operations Model Brand Advertising Consumers Consumers Consumers Offer Offer Consumers Offer Offer Technology Consumers Offer Offer Consumers Offer Offer Shared Infrastructure Consumers Distribution Consumers Channel Promotions
- 417. Fractalization in MatureMarkets 1 2 3 PC 4 5 6
- 418. Fractal Markets: The nth Device The Example of Telephones VOIP Video Phone Phone Security Fax Broadband System Line Speaker Office Bedroom Baby Phone Phone Phone cam Kitchen Phone Email Cell Cordless Intercom Device Phone Phone Car Phone WiFi PDA Phone Emergency Game Phone Phone
- 419. Innovation Types forFractal Markets Customer intimacy Line Extension adds value at the surface Innovation Enhancement Innovation Marketing Innovation Experiential Innovation PC Value Engineering Innovation Integration Innovation Process Innovation Value Migration Innovation Operational excellence extracts resources from the substrate
- 420. Core Becomes ContextOver Time The End of Core is Commoditization Video games & downloads Camera functionality SMS messaging Color screens Fashionable accessories Longer battery life Subsidized cell phones Cellular Telephony Example
- 421. The Five LeversModel Extracting Resources from Mission-Critical Context 1. Centralize. Bring operations under a single authority to reduce overhead costs and create a single decision-making authority to manage risk 2. Standardize. Reduce the variety and variability of processes Core Context delivering similar outputs to further reduce costs and minimize risks. 3. Modularize. Deconstruct the system into its component subsystems and standardize interfaces for future cost reductions. 4. Optimize. Eliminate redundant steps, automate standard sequences, streamline remaining operations, substitute lower-cost resources, and instrument the process for monitoring and control. 5. Outsource. Drive processes out of the enterprise entirely Requires to further reduce overhead, variabilize costs, and minimize specialized future investment. Incorporate monitoring systems into support Service Level Agreement
- 423. A Sequenced PositioningMatrix SmartDraw Positioning EASY SmartDraw PrintShop BUSINESS ARTISTIC DIFFICULT Adobe Illustrator Visio PhotoShop In order to see this animation you will need to play this as a presentation in PowerPoint, or use the animation preview button.
- 424. Budget and ResourceManagement Strategy Map 2008-09 BRM MISSION Provide: Decision support and resource management services to the UCSF enterprise to optimize the acquisition, management, and effective utilization of resources while safeguarding University assets and assuring compliance with policies laws and regulations. BRM VISION We strive to provide excellent resource management and decision support services while safeguarding University assets and assuring compliance with policies, laws and regulations. CUSTOMER FINANCIAL SERVICE PERFORMANCE Provide Trusted Improve Customer & Maximize Value of & Responsible Stakeholder Satisfaction Unit Resources Stewardship Through C.A.R.E. Promote a Culture of PROCESSES Target & Deliver High INTERNAL Fairness, Quality, High Value Services Transparency & Accountability Attract & Retain a LEARNING & Improve Critical Diverse, High-Quality GROWTH Strengthen Supportive Management and Workforce Work Environment Staff Skills FAS Strategy Map 0809 (08626).ppt
- 425. Virtual Server Roadmap 2007 R2 SP1 RTM 2006 R2 SP1 Beta 2005 Virtual Server MOM Management Pack R2 Virtual Server 2005 R2
- 426. Virtual Server Roadmap 2007 R2 SP1 RTM 2006 R2 SP1 Beta 2005 Virtual Server MOM Management Pack R2 Virtual Server 2005 R2
- 427. Analysis Framework First moveradvantages Company Analysis Perceptual mapping Marketing Myopia Competitor Customer Analysis Analysis Positioning Segmentation Marketing Strategy Marketing Orientation Branding Product Pricing process Product Line Strategy Pricing and innovation (ODI) Price (Cambridge) Promotion Place Going to market Direct marketing (Goodyear) (Calyx) Market
- 429. The McKinsey Seven-SModel “Structure Strategy follows strategy” Style Structure Shared Values Skills Staff Systems “Get the right people on the bus.”
- 430. Multinational Company Investmentin Developing Economies has Increased Rapidly in the Past Decade Inflows U.S. $ Billions Main drivers Liberalization and privatization Decline in transport and communication cost * Based on estimates from OECD 2000 segmentation of total FDI (developed and developing countries); excludes “resource seeking” FDI (e.g., for petroleum) Source: OECD; McKinsey Global Institute; WDI
- 431. A Broad FactBase Provides Range of Insights China India Mexico Brazil Auto Consumer electronics Food retail Retail banking IT/BPO* * Information technology/business process offshoring (IT/BPO); completed individual case studies for IT and BPO, thus bringing the total studies completed to 14
- 432. Most Economies ClearlyBenefit from Foreign Investment Very Positive positive or very positive * impact in 13 out of 14 cases Positive across Overall FDI impact ** sectors Neutral Nega- tive Pure market-seeking Tariff-jumping Efficiency-seeking Motive for entry * BPO ** IT Source: McKinsey Global Institute
- 433. Production and ExcessCapacity in Brazil Auto 1994-2001 3,100 Thousand vehicles per year 3,000 2,750 2,500 2,300 1,399 1,283 2,125 1,173 1,900 141 Total capacity 1,700 1,800 799 1,213 162 Excess 263 200 capacity 1,984 Actual 1,738 1,597 1,717 1,701 1,500 1,537 1,501 production 1,287 1994 1995 1996 1997 1998 1999 2000 2001 2002 Utilization 88 75 91 93 65 51 57 57 55 Percent Note: Exports are usually 20-24% of production (only 16% in 1995-1996). Capacity figures reported are for end of year. Total capacity numbers are rough estimates, and depend on each OEMs’ assumptions about shift lengths, etc. Source: Anfavea; CSM Worldwide; Lafis; Just-auto.com; McKinsey global institute
- 434. Largest FDI impactComes Through Induced Competition Labor productivity* 84 356 156 144 100 38 Productivity Improve- Improve- Exit of Entry of Productivity in 1992-93 ments at ments at PAL New in 1999-00 HM Maruti players Indirect impact of Direct impact FDI driven by competition of FDI * Equivalent cars per equivalent employee; indexed to 1992-93 (100) Source: McKinsey Global Institute
- 435. ROUGH ESTIMATE Large Benefitsfrom Informality in Brazil Indexed to formal sector net margin = 100 176 Mexico 100 36 26 14 Key advantage for informal retailers in Brazil, but not Mexico 345 Brazil 40 55 100 150 Formal player VAT and Social Income tax Informal net income special taxes security evasion player net evasion payment income evasion Note: Analysis modeled for a representative supermarket – informal sector assumption is that 30% net sales and employee costs go unreported Source: McKinsey analysis
- 436. Priorities among multipleobjectives Similar emphasis EXAMPLES Benefits to Efficient Proceeds for Universal Attract Networked Country customers industry government service investments readiness Germany France Developed countries U.K. (1) U.K. (2) Broadly favored Sweden market efficiency U.S. and competition Australia New Zealand Japan South Korea Argentina (1) Argentina (2) Compromised Brazil between Emerging countries Chile (1) Chile (2) efficiency, privatizat Mexico (1) ion proceeds and Mexico (2) teledensity Czech Republic Hungary Poland Russia Malaysia South Africa Promoted tele- Developing China countries density and India Indonesia additional Philippines 436 investments
- 437. Measurable dimensions • Teledensity Universal access • Price levels Benefits to consumers • Incumbent performance Proceeds to government * Footnote Source: Source 437
- 438. Proceeds to Government Change in performance and relative value of incumbent % median values At flotation Flotation + 3 years P/E premium over main stock EBITDA EBIT market index 51 46 41 Countries with 30 32 priority on proceeds to 21 Government 53 Countries with no 43 priority on 26 28 27 proceeds to 17 Government 438
- 439. 4 McK HighEfficiency Time Management How to make a scheduling table Remember to have a summary on your table everyday; The last step to finish the table; It is not artwork The Key is content Any styles you want Through the Be simple; Either on a notebook table, Find the shortest The more Either on your PDA… path to the success complicated table Through the Either a chart, or an is, the worse effect table, self-examination Excel… will be. on your work. The content of the table: perspective of the future as well as the control of present Precondition: INSISTENT 439
- 440. 4 McK HighEfficiency Time Management STEP 1: One Day one Table • The advantages of scheduling daily life with a table Tables make us clear with the Tables save time Tables enhance enthusiasm purpose anytime – Goals are important to the success; – Sometimes, we heard: “God, how – Tables make the goals more clear; time flies!”, “It’s not urgent, leave it – When you finish the work a – Goals cannot be settled one time. tomorrow”. “I’m sorry, I’m late”.... It should be evaluated/modified along day, you could check which you’ve the time passing; – Tables arrange things according to done, which you haven’t done and priorities; which you could have done better so – Tables make the goal to be that your enthusiasm can be touchable and actual that avoids – Time is equal to people whether he is success or not. enhanced; wasting time aimlessly; – Key points: Priorities – A Table each day will make – E.g.: Try use 10 minutes everyday complicate things simple and keep to write down the current goals. One you in passion; week later, you will have dozens even hundreds of achievable goals. – Key words: passion – Key words: Enforce 440
- 441. 2 Do theimportant things rather than urgent things Do things urgently, then the things not urgent Directly Result in Lower Effectiveness People with lower Effectiveness spend 80% time and energy on the urgent things. In their mind: Things ‘MUST’ be done today Most Urgent Things ‘SUPPOSE ’ to be done today Quite Urgent Things ‘CAN’ be done today Not Urgent The more urgent a task is, the less important it will be. Examples: Long term planning, personal medical check are sometimes delayed by ‘Most urgent’ issues: telephone meetings, reporting forms 441
- 442. AN $800 BILLIONESTIMATE IS REASONABLE IN A MILD RECESSION Estimated cumulative credit losses: today’s crisis Estimated cumulative credit losses: past crises $ Billions % of GDP 2,000 35.0% 35 Components of credit loss 30 • Residential mortgages • Commercial real estate • Credit cards and auto loans 25 • Commercial and industrial loans 1,280 • Corporate bonds 1,156 20 945 15.0% 800 15 625 500* 10 400* 319 5.9% 5 4.0% 0 Write-offs Jan Merrill Lynch* McKinsey McKinsey IMF Goldman McKinsey Allianz US Savings McKinsey Japan Emerging to date Hatzius** (Bounce Back (mild Sachs (End of an Era Dresdner and Loans (mild banking markets scenario)** recession scenario)** (1986-95) recession crisis banking crisis scenario)** scenario)** (1990-99) (1997-98) % of 2.4% 3.0% 3.7% 4.6% 5.9% 7.0% 8.6% 9.6% 14.8% $B $275 $800 $750 $400 GDP * U.S. residential mortgages only ** Note: Mild recession scenario assumes little or no real economic growth in 2008 and economic recovery begins in early 2009. Bounce Back scenario assumes Bounce Back begins in late 2008. End of an Era scenario NYO-AAA123-20080607- 442 assumes little or no growth in 2008 and through the first half of 2009 with recovery beginning in the second half of 2009. Sources: McKinsey analysis, IMF, Goldman Sachs, BEA U.S. Dept. of Commerce
- 443. LOSSES ARE LIKELYTO COME FROM RESIDENTIAL AND COMMERCIAL $ Billions MORTGAGES 68% of total 130 800 130 120 280 140 Subprime Non subprime Commercial Consumer credit* Corporate Total residential residential mortgage credit*** Goldman 330** 170** 183 223 251 1,157 Sachs (3/7) IMF 375 188 240 20 120 945 * Losses incremental to normal expected losses NYO-AAA123-20080607- 443 ** Assuming that two-thirds of residential mortgage losses are from subprime mortgages *** Including high yield bonds and leveraged loans
- 444. HOW FAR DOWE HAVE TO GO? THE BANKS ARE NOT THERE YET! Impact on global banks 3 year estimate (2008-2010); Capital, $ billions Total book equity Corresponds to $80 of the top 400 US ~80 billion in assets sold commercial banks ~165 ~$1.3 trillion ~132 500-600 Possible actions going forward ~550 (2007) ~232 • Reduce capital through 300-350 retained earnings* ~8 • Cut dividends further • Continue raising capital • Reduce assets on balance sheet to free up capital Capital impact Shortfall for Capital required Tax shield Total capital Capital raised Capital freed up Capital shortfall of expected total 3 years future due to SIV’s/ reduction from shortfall since Jan-07 through assuming return write-down loan origination conduits added to write downs financial to on balance since Jan-07 given shutdown of balance sheet asset sales sheet structure securitization markets Estimated based Estimated Assuming a McKinsey Bloomberg Banks have been Could increase further on projected based on $1.6 30% blended estimates estimates of able to unload due to MBS, ABS and Trillion in SIV’s and tax rate ~$80 B in • Capital capital raised by CDO demand conduits added to assets, freed requirement banks since from credit banks balance capital assumed increases Jan-07 worthy sheets (~$800 B based on 10% • Need to reduce borrowers, whic from US banks and capital leverage ratios** h cannot be met ~$800 B from requirements European banks) * Retained earnings expected to be a total of $330 billion for 2008-20010, assuming a reduced dividend payout ratio at 2001 level (~40%, cf. 2006 average payout ratio of 55%) over net income of top commercial banks worldwide, estimated to be similar to 2001 to 2003 net earnings ($550 billion) NYO-AAA123-20080607- 444 ** Reducing leverage ratios back to 2002 values would require an additional $100-200 billion in capital Note: Total assets of top 400 largest banks in U.S. amount to ~$22 trillion Source: IMF; Bloomberg; SNL financial database; team analysis
- 445. Our Value Proposition Business Value Innovation Frontier • Wireless Applications Enhancement • Bluetooth • IT Strategy Consulting • Business Intelligence • Process & Change Utility • Collaborative Commerce Management Consulting • Mobile Enhancements • Consumer Portals • Infrastructure Management • Dealer Management System • eSecurity Competitive • SCM/CRM Advantage Focused • ERP Applications • Employee Self Service Portals Effectiveness Focused Efficiency Focused Relationship Complexity
- 446. Defining moments “From thefirst day in dealing with Wipro, there's been nothing but quality ,character, highest integrity, highest quality work. As a Joint Venture, you wouldn't find a better partner. As a supplier, you wouldn't find a higher quality partner.” Jack Welch GE “ Our vision for the future is everything for the internet …. By providing all of the communication processes for that technology. Wipro is right there in the center of that vision .” Patrick Burke Director, Global Development, Compaq “... when I ask them (Wipro) to do a difficult task and they stand up and say they will do it, they'll move heaven and earth to make sure the job's done. The integrity and personal commitment that's been proved to me is extremely gratifying” Jim Shields Director International Carriers Division Nortel Networks.
- 447. India – TheDestination of Choice for Outsourcing “Two out of every Five Fortune companies outsource to India.” NASSCOM - 2001 “Vendors rate India as the number 1 choice for offshore outsourcing” World Bank “India is the most mature region for offshore outsourcing” IDC - 2001 “India has 80% of the US outsourcing market” Giga Information Group –2000
- 448. India – TheDestination of Choice for Outsourcing India is one of the hottest locations for offshore outsourcing with software exports to the tune of $6.2 bn in 2000-01 and a CAGR of 62.3% for the last five years* During 2000, 185 of the Fortune 500 companies outsourced their software requirements to India* According to a Mckinsey-Nasscom study, the potential for software services exports from India will be USD 50 billion by 2008 India Vendor Sophistication Philippines (Number, Quality) Cost China India CIS Low Cost High Quality Development Mexico People Sophistication Quality of Supply (Number, Cost, Language Skills) (Resource Availability, CMM Level, Cultural Fit) Source: Mckinsey-NASSCOM
- 449. Quality Excellence –Setting International Benchmarks PCMM • Well-defined skill sets, role based competency mapping, ease of replaceability • The world’s first PCMM Level 5 company in Dec 2001 Level 5 • Reinforcing our technical competence with this quality standard for Telecom TL 9000 • World’s first Software Services company to be certified in Nov 2001 • Sustaining Continuous process improvements by eliminating causes of defects Six Sigma • Started in 1997. 1000+ projects initiated till date SEI-CMM • For driving in-depth and Continuous process improvements Level 5 • The World’s 1st IT Services Company Achieved in 1998 ISO 9001 • Built the basic framework for the processes • Achieved in 1995
- 450. Integration planning framework Strategy • Strategic priorities • Go to market strategy • Portfolio • Channel strategy Measures Structure & process • Customer satisfaction • Organization structure • Financial • Systems & processes • Employee satisfaction • Information flows and • Operational excellence decision making process • Recognition and reward • Financial & information systems systems architecture People & culture • One common culture • Retention of top talent • New competencies for our people • Roles and responsibilities Managing a Smooth and page 450 August 23, 2009 Successful Integration
- 451. Culture integration planning framework Sample input Structure • Newco exec Strategies culture session & process • HP historical • CPQ historical • New HP brand Corporate • Competitive objectives environment • Customer Metrics & Behaviors Values rewards Sample output • Vision & governance for new company • Balanced scorecard & pay metrics • Leadership selection • Formation & start-up Policies & of new teams practices • Customer (quality) initiatives Managing a Smooth and • FastStart program page 451 August 23, 2009 Successful Integration
- 452. The new worldof HP IT Mailboxes Weekly email volume 229,000 Number of countries 24 million >160 Number of desktops Accounts 220,000 232,632 Sites networked # of network 1193 devices 39,000 Applications Hits/day >7000 on @hp employee portal # of daily calls IT professionals >2 million (IT help 10,000 centers) 8000 Managing a Smooth and page 452 August 23, 2009 Successful Integration
- 453. Five Stages ofChange Management Managing a Smooth and page 453 August 23, 2009 Successful Integration
- 454. Overview: HP’s PeopleStrategy Best Place to Work Energize High Performance Workplace Mobilize New HP Foundation Stabilize Managing a Smooth and page 454 August 23, 2009 Successful Integration
- 455. and heating needswill increase substantially Electrical capacity requirement forecast Summer peak load, MW New York City population forecast 14,700 Millions of residents 11,400 +29% 9.1 8.2 +11% 2005 2030 Electrical consumption forecast Millions of MWh per year 72 50 +44% 2005 2030 2005 2030 Heating fuels demand forecast + Million MMBtu per year Increased use of appliances and air conditioning 422 480 +14% 2005 2030
- 456. Overview of NYCCO2 emissions reduction plan 1 AVOIDED SPRAWL 15.6 MIL TONS/YR 2 CLEAN POWER (30%) 3 10.6 MIL TONS/YR EFFICIENT BUILDINGS (50% 4 16.4 MIL TONS/YR EFFICIENT TRANSPORTATI (20%) 6.1 MIL TONS/YR Source: Mckinsey Team analysis
- 457. key areas fortargeted incentives Incremental monthly residential Average cost Payback to avg. (HH) to participant participant City to lead by example: 30% reduction in energy charge* School: $400k 10 yrs 1 Institutional & use by 2017 (retro-fits, lighting upgrades, O&M) $0.18 EX Governmental All major institutional buildings Hospital: $265k 4-6 yrs (medical, spiritual, educational) challenged to Large commercial buildings – efficiency upgrades to match the city’s targets Large: $340k 3 yrs 2 Commercial & centralized systems and upgrade lighting $0.61 EX Industrial Small commercial and retail – upgrade lighting at Small: $7k 3 yrs change of occupancy or major rehab Efficiency upgrades to centralized systems in large Large: $50k 3-4 yrs residential buildings with >50 units EX 3 Residential $0.32 Immediate Direct install program of compact fluorescent lights Small: $0 in all residential units New buildings required to be 20% better than 4 New Energy Code $0.12 Cost neutral Immediate construction Graduated rewards system for applying ambitious payback energy efficiency standards in new buildings Market transformation through incentives along 5 Appliances supply chain $0.45 Cost neutral Immediate Work at state and federal level to steadily improve payback standards for appliances and electronics Outreach, trai Education of the public * ning and Training for building professionals quality Certification of energy efficiency professionals control * Assumptions: ratepayer funds spread over 8.5 yrs; contribution to SBC funds from residential segment at 31%; ~18% funding overlap of existing DSM programs and new initiatives Source: NAESCO, team analysis
- 458. Why we targetInstitutions and Government for 1 accelerated action. Key factor: Result: They have the most • Institutions and government are long-term Longer paybacks/ life-cycle to gain building owners analysis make sense • The same entity that pays the capital Investments will result in costs, pays for energy consumption and repairs savings to the investor (aligned incentives) • The size of institutional building portfolios/ It’s worth taking on the campuses makes the intellectual capital learning curve involved in energy savings more cost-effective • The missions of institutions and government CO2 reduction is good for the are aligned with the public good image of governments and institutions They will have a • Institutions and government account for 18% 5% reduction in CO2 from large impact of the city’s building-related CO2 emissions NYC buildings in 10 yrs • Work on this scale could help transform the Creation of a large trained market workforce and codifying best practices in efficiency Universities may have a particular role to play in critiquing and codifying the discipline of Building Efficiency
- 459. Achievements …. Expected: 35 Client- First major client Execs, 100 support & signed up 900 Professionals Founded & 22 Client-Execs, 78 EVS-Shanghai Commenced Acquired the IP of support & 450 Research Centre Will CommNOW in USA Operations Professionals be Operational 12-’00 07-’01 03-’02 12-’02 12-’03 12-’04 06-’05 08-’05 12-’05 Achieved 12 Client-Execs, 23 support 26 Client-Execs, 94 profitability & 205 Professionals support & 650 Professionals After achieving profitability, EVS has been doubling every year and hopes to do so until December 2006! Goal: To have 5,500 billable professionals by December 2010.
- 460. Management Team Alok Aggarwal Marc Vollenweider • Chairman • President & CEO • PhD, Johns Hopkins in EECS • MBA, INSEAD • BTech (Elec) IIT Delhi • Masters in Telecommunications • Ex-Director of IBM (16 years, US/India) Engineering, ETH Zurich • Ex-Partner at McKinsey Robert Daigle Ashish Gupta • VP Marketing and Sales • COO & VP Operations • IBM Marketing & Sales Executive • MBA, Carnegie Mellon • Managed worldwide B2B Sales Group • BTech (Mech.) IIT Delhi • Managed worldwide Supply Chain • Ex-Engagement Manager, McKinsey & Sales Group Co.
- 461. Truly Global North America Europe Marketing and Sales, Front- • Dr. Alok Aggarwal, NY • Marc Vollenweider, AT & CH end on client projects • Robert G. Daigle, ME • Mike Taylor, UK • David E. Cooley, CT • Amie Stark, UK • Andrew Adelson, MA • Ollie Snelling, UK • Donald Kruszenski, CA • Geoff Simmons, UK • Edmund Voyer, NY • Prajeet Patel, Nordic • George Sawyer, CA • Tomas Backman, Nordic • Marty Perelstein, CA • Hedda P Moller, BENELUX • Mahesh Bhatia, CA • Jean Francois Lengelle, France • Ravi Prakash, CA • Reinhard Lorek, Switzerland • Sumathi Pundit, Canada • Urs Dommann, Switzerland Evalueserve Asia-Pacific Israel India • Daniel Sadhu, Singapore • Holding company registered at • Laurence Neumann • Ashish Gupta, Delhi-Gurgaon • William Kemmery, Australia Bermuda • 650 professionals Brazil • Infrastructure, HR, IT, Finance, Lo gistics • José Edson Bacellar, Brazil Operations, Service Back-end Offices
- 462. Unemployment Rates Shortages Global Labour for Key Economies Global Labour Shortages Netherlands Sweden Canada 5.6% Germany 6%* 6.4% 10.6% United Kingdom Japan 5.3%* France 2.4% 10.1% United States Austria Portugal 4.4% 4.7% 6.5%* Australia Brazil 4.6% 11.5% Note:Periods vary Source: Quickseek (August New Zealand 2006) 3.6%*
- 463. Education – Helpingyoung people achieve their potential through effective business-education links Understand Identify best practice; develop portfolio of Support activity: education- member activities; to fill gaps, analyze, test Enterprise, Employability, Leadershi business link and define activity p & Management Members’ Business-Education link activity supported by BITC & partners Help and inspire young people to Most companies are committed to supporting education, and they wish to do so in the most efficient and effective ways to make achieve their maximum impact. BITC provides support and guidance in making the business case for their involvement, and tailors its support to potential, thereby reflect its understanding that companies have different needs, and that involvement takes place at different levels: the Board and senior fulfilling BITC’s management, the CSR department, and staff. Companies’ involvement takes the form of corporate support, and voluntary activities by charitable their employees, particularly in schools in challenging circumstances. purposes Corporately: Employee volunteering; For example, forming partnerships with schools, and sponsorship; Pupil support: e.g. careers advice, role models, work experience; Supporting Producing curriculum resources; Development of qualifications & learning: e.g. literacy and numeracy, languages, enterprise; School skills; Apprenticeships; Diplomas; Training for teachers; Pupil and Management: e.g. Governors, specific advice and expertise on areas such as teacher visits; Guidance to suppliers. finance, property planning and sustainability. BITC – Research and development BITC Member services – Engagement and support In education: Looking at what other organisations are doing, the education Encouraging companies to do, to keep doing, to do more, with an emphasis on system as a whole, education policy and schools’ needs. activity in schools operating in challenging circumstance Developing new In business: Looking at what BITC members and non-members are doing and programmes, leading to more effective engagement by companies and their what their business needs are employees. . In education-business links: identifying opportunities, developing and Collaborating with members and partner organisations. Harnessing experience testing new activities, concepts and engagement models, and evaluating and expertise to inform policy development and campaigning impact. Research Analysis Recommending a portfolio Thought leadership Advisory services Awards, profile and Benchmarking Identifying best practice of activities Policy development Training and seminars marketing Measuring impact Reporting Programme development Programme management Networking and events Campaigning Piloting Brokerage Lobbying Feedback – measuring impact
- 464. The challenge ofglobal logistics PRODUCT MARKET LINE DIVERSITY PRODUCTION CONCENTRATION DISPERSION Techno- Custo- logy / dev- mer elopment Parts / Marketing Components Inbound Physical /retailing supply Assembly distribution • Shorter product • Concentrated life cycles demand • Product / model • Price erosion proliferation • Global sourcing • Focused factories Page 464
- 465. Cause and effectanalysis No Stock Lead-Time Available Too Short Materials Supply Problem Failure to Inflexible Achieve Plan Systems Forecasting Capacity Problems Failure to Constraint Deliver on Time Inadequate Communications Poor Process Control Inadequate Supplier Poor Management Scheduling Carrier Quality Performance Problems Page 465
- 466. VALUE DRIVER BREAKDOWNCHART Key source of value for the acquirer 1 … • Ability to maximize the speed and recovery of … 2 Processes • Ability to … processes • Ability to integrate and rationalize … and other channels 3 Distribution Cost savings 4 Infrastructure • Ability to combine corporate/regional infrastructure 5 IT • Ability to upgrade overall technology 6 Operations • Ability to quickly centralize operations 7 Product/Segments • Ability to upgrade product range and increase cross-sell Revenue enhance- ment • Ability to ensure geographic growth and synergy 8 Geographies 9 Interest Expense • Ability to reduce cost of funds Treasury improve- ment Interest Income • Ability to leverage scale and improve trading income 10 466
- 467. GE Multifactor PortfolioMatrix Industry Attractiveness High Medium Low Protect Invest to Build selectively Position Build High Selectively Limited Build selectively manage for expansion or earnings harvest Invest/Grow Medium Selectivity /earnings Protect & Manage for Divest refocus earnings Low Harvest /Divest
- 468. 10 Best Practicesunder the SCRM best practices. following categories: • RM Programs’ Coordination with Partners • Supply Chain Risk Identification • Sourcing Risk Mitigation Strategies Configure to Reduce Risk : • Supply chain Risk Monitoring • Crisis Communication Planning • Supply Chain Business Rules • Supply Chain Risk Assessment • Supply Chain Information • Supply Chain Network Visibility and Coordinated Risk Quantification of • Supply Chain Risk Management Risk Management Formal Risk Supply Chain Management Designed for Risk Best Practices Supply Chain Risk Management SCOR 9.0 for Risk Management Training 468
- 469. Defining Supply ChainRisk Management Supply chain risk management is the systematic identification, assessment, and quantification of potential supply chain disruptions with the objective to control exposure to risk or reduce its negative impact on supply chain performance. Potential disruptions can either occur within the supply chain (e.g. insufficient quality, unreliable suppliers, machine break-down, uncertain demand etc.) or outside the supply chain (e.g. flooding, terrorism, labor strikes, natural disasters, large variability in demand etc.). Management of risk includes the development of continuous strategies designed to control, mitigate, reduce, or eliminate risk. Copyright © Supply Chain Council. 469 2007. All rights reserved.
- 470. Value-At-Risk 1 Value-at-risk (VaR) is a category of risk metrics that describe probabilistically the market risk of a trading portfolio. 2 Value-at-risk is widely used by banks, securities firms, commodity merchants, energy merchants, and other trading organizations. 3 Such firms could track their portfolios' market risk by using historical volatility as a risk metric. They might do so by calculating the historical volatility of their portfolio's market value over a rolling 100 trading days. 4 The historical volatility would illustrate how risky the portfolio had been over the previous 100 days. Source: www.riskglossary.com Copyright © Supply Chain Council. 470 2007. All rights reserved.
- 471. Accenture example 6. Embedding People Developer Mindset among Line Managers • Mindset/Culture • Need to have the right attitude towards developing people Comprehension Capability • Need to understand what it takes to • Need to have the tools and be a People Developer capabilities to deliver the correct People Developer behaviours Building Leaders as People Developers Capacity Commitment • Need the time and support to • Need the motivation to deliver actually absorb and deliver People Developer behaviours People Developer behaviours . 471
- 472. World Labor Supplies(Projections for 2020) -2 -1 -6 0 -3 UK Czech Republic Russia Ireland 2 -17 -3 France 2 Germany -10 -9 Spain Italy Turkey US -3 3 China Israel Iraq Japan Pakistan 5 Mexico -2 India Bangladesh 7 Egypt 0 Vietnam 19 4 47 5 4 1 Philippines 3 Malaysia -0.5 Australia 5 Indonesia Surplus or shortfall is calculated keeping the ratio of working population (age group 15-59) to total population constant Source: U.S. Census Bureau; IBM 472
- 473. Sustained Worldwide Growth Russia 6.5 Sweden 4.4 Poland 5.8 Spain 3.8 Mexico Czech Rep. 5.8 4.6 Denmark 3.8 Hungary 3.6 US 3.5 Austria 3.3 Canada 1.4 Belgium 3.1 UK 2.8 China 10.4 Germany 2.8 India 9.2 Netherland 2.6 Singapore 7.2 Switzerland 2.4 Hong Kong 6.8 France 1.9 Malaysia 5.8 Venezuela 10.2 Indonesia 5.5 Italy 1.7 Argentina 8.7 Taiwan 5.0 Colombia 3.7 Philippines 4.8 Thailand 4.7 Brazil 3.2 Korea 4.6 Chile 2.9 Japan 2.7 Australia 2.2 473
- 474. The Transformation Journey StreamliningHR alone does not yield the full value of Human Resources. Transformed HR Strategic solutions, High Performing Workforce • Increased revenue per FTE • Improved employee satisfaction • Reduced voluntary turnover • Increased retention of key talent • Improved workforce performance Challenge Continues Effectiveness Improvement Evolved HR (Strategic HR Workforce) Reorganized, proactive services • Increased ability of HR to focus on strategic tasks • Reduced cost per hire • Reduced time to proficiency • Increased customer satisfaction levels • Lower HR influenced costs Streamlined HR Reduced cost to serve • Reduced HR operating costs per FTE Traditional HR Decreased manager time per HR transaction Most companies Rules & compliance • Decreased cycle time per HR transaction focused, manual, back making progress office function Efficiency Improvements (Technology-enabled Service Delivery) 474
- 475. Morgan Stanley Requirements for Success Importance of Culture “Despite leaner times, Morgan Stanley has been one of the most successful European banks and was the first major tenant at Canary Wharf, helping to build the area‟s success.” “After September 11, hotlines and counselling sessions were used heavily. As one employee wrote: “Morgan Stanley showed its true character and strength during the tragedy.” The Sunday Times, 100 Best Companies to Work for 2002 (March, 2002) “By general consensus in the investment banking community, there is something special about Morgan Stanley's London office” “…what keeps them here is a team culture, a sense that this is a meritocracy…” Fortune, Best Companies to Work for – 10 Great Companies in Europe (February 4, 2002) “…[Morgan Stanley‟s] recent success has been nothing short of sensational.” “Several employees in our survey praise Morgan Stanley for being a meritocracy.” The Sunday Times, 50 Best Companies to Work for 2001 (February, 2001) 23
- 476. Levels of StrategicPlanning Copyright © Houghton Mifflin FIGURE 2.3 2 | 476 Company. All rights reserved.
- 477. Growth-Share Matrix Developedby the Boston Consulting Group Source: “The BCG Portfolio Matrix” from the Product Portfolio Matrix, © 1970, The Boston Consulting Group. Reproduced by permission. FIGURE 2.4 Copyright © Houghton Mifflin 2 | 477 Company. All rights reserved.
- 478. Copyright © HoughtonMifflin 2 | 478 Company. All rights reserved.
- 479. Organizing the MarketingUnit Alternatives for Organizing the Marketing Unit Centralized Marketing Product Geographic Customer or Functions Groups Regions Types Decentralized Copyright © Houghton Mifflin 2 | 479 Company. All rights reserved.
- 480. The Marketing ControlProcess FIGURE 2.5 Copyright © Houghton Mifflin 2 | 480 Company. All rights reserved.
- 482. AN $800 BILLIONESTIMATE IS REASONABLE IN A MILD RECESSION Estimated cumulative credit losses: today’s crisis Estimated cumulative credit losses: past crises $ Billions % of GDP 2,000 35.0% 35 Components of credit loss 30 • Residential mortgages • Commercial real estate • Credit cards and auto loans 25 • Commercial and industrial loans 1,280 • Corporate bonds 1,156 20 945 15.0% 800 15 625 500* 10 400* 319 5.9% 5 4.0% 0 Write-offs Jan Merrill Lynch* McKinsey McKinsey IMF Goldman McKinsey Allianz US Savings McKinsey Japan Emerging to date Hatzius** (Bounce Back (mild Sachs (End of an Era Dresdner and Loans (mild banking markets scenario)** recession scenario)** (1986-95) recession crisis banking crisis scenario)** scenario)** (1990-99) (1997-98) % of 2.4% 3.0% 3.7% 4.6% 5.9% 7.0% 8.6% 9.6% 14.8% $B $275 $800 $750 $400 GDP * U.S. residential mortgages only ** Note: Mild recession scenario assumes little or no real economic growth in 2008 and economic recovery begins in early 2009. Bounce Back scenario assumes Bounce Back begins in late 2008. End of an Era scenario NYO-AAA123-20080607- 482 assumes little or no growth in 2008 and through the first half of 2009 with recovery beginning in the second half of 2009. Sources: McKinsey analysis, IMF, Goldman Sachs, BEA U.S. Dept. of Commerce
- 483. LOSSES ARE LIKELYTO COME FROM RESIDENTIAL AND COMMERCIAL $ Billions MORTGAGES 68% of total 130 800 130 120 280 140 Subprime Non subprime Commercial Consumer credit* Corporate Total residential residential mortgage credit*** Goldman 330** 170** 183 223 251 1,157 Sachs (3/7) IMF 375 188 240 20 120 945 * Losses incremental to normal expected losses NYO-AAA123-20080607- 483 ** Assuming that two-thirds of residential mortgage losses are from subprime mortgages *** Including high yield bonds and leveraged loans
- 484. BANKS ARE EXPECTEDTO INCUR ~$550 BILLION IN CREDIT LOSSES, MORE THAN HALF OF WHICH HAVE BEEN REALIZED ~$550 billion in credit losses expected for banks, out of ~$800 billion total losses for financial institutions* So far banks have realized more than ½ of their losses Expected total write-downs for financial institutions Current write-downs per bank $ Billions $ Billions, April 30, 2008 Citigroup 41 UBS 38 ~800 ~120 Other Merrill Lynch 32 250 financial ~130 institutions Bank Of America 15 ~130 RBS 15 Morgan Stanley 13 550 Banks HSBC 13 ~420 JPMorgan Chase 10 Credit Suisse 10 Resid. Com. Cons. Com. Total Other 124 Real Credit Credit Real Estate Estate Total 309 *NYO-AAA123-20080607- Losses for global financial institutions from U.S. borrowers 484 Source: Company reports, IMF estimates, Goldman Sachs estimates; Bloomberg; team analysis
- 485. ASSET WRITEDOWNS ANDLOSSES AT BANKS AND SECURITIES FIRMS KEEP Cumulative asset writedowns and credit Cumulative asset writedowns and credit losses USD billions RISING losses by fiscal quarter* to date by institution** Citigroup 38 43 UBS Merrill Lynch 37 HSBC 20 379 IKB Deutsche 16 Bank of America 15 Royal Bank of Scotland 15 Morgan Stanley 13 JPMorgan Chase 10 Credit Suisse 10 Washington Mutual 9 Deutsche Bank 8 Wachovia 7 Credit Agricole 7 HBOS PLC 7 208 Total losses to date: USD 379 Fortis 7 Bayerische Landesbank 7 bn, including ING 6 • ~USD 320–330 bn in Mizuho 5 asset writedowns CIBC 4 • ~USD 50–60 bn in Wells Fargo 4 credit losses Societe General 4 WestLB 4 Dresdner 4 49 Lehman Brothers 3 E*Trade 3 Natixis 3 4 Barclays 3 Lloyds 3 2Q 07 3Q 07 4Q 07 1/2Q 08 Bear Stearns 3 Nordbank HSH 3 National City 3 Goldman Sachs 3 Others 54 NYO-AAA123-20080607- 485
- 486. HOW FAR DOWE HAVE TO GO? THE BANKS ARE NOT THERE YET! Impact on global banks 3 year estimate (2008-2010); Capital, $ billions Total book equity Corresponds to $80 of the top 400 US ~80 billion in assets sold commercial banks ~165 ~$1.3 trillion ~132 500-600 Possible actions going forward ~550 (2007) ~232 • Reduce capital through 300-350 retained earnings* ~8 • Cut dividends further • Continue raising capital • Reduce assets on balance sheet to free up capital Capital impact Shortfall for Capital required Tax shield Total capital Capital raised Capital freed up Capital shortfall of expected total 3 years future due to SIV’s/ reduction from shortfall since Jan-07 through assuming return write-down loan origination conduits added to write downs financial to on balance since Jan-07 given shutdown of balance sheet asset sales sheet structure securitization markets Estimated based Estimated Assuming a McKinsey Bloomberg Banks have been Could increase further on projected based on $1.6 30% blended estimates estimates of able to unload due to MBS, ABS and Trillion in SIV’s and tax rate ~$80 B in • Capital capital raised by CDO demand conduits added to assets, freed requirement banks since from credit banks balance capital assumed increases Jan-07 worthy sheets (~$800 B based on 10% • Need to reduce borrowers, whic from US banks and capital leverage ratios** h cannot be met ~$800 B from requirements European banks) * Retained earnings expected to be a total of $330 billion for 2008-20010, assuming a reduced dividend payout ratio at 2001 level (~40%, cf. 2006 average payout ratio of 55%) over net income of top commercial banks worldwide, estimated to be similar to 2001 to 2003 net earnings ($550 billion) NYO-AAA123-20080607- 486 ** Reducing leverage ratios back to 2002 values would require an additional $100-200 billion in capital Note: Total assets of top 400 largest banks in U.S. amount to ~$22 trillion Source: IMF; Bloomberg; SNL financial database; team analysis
- 487. CLO STRUCTURE ISEXPECTED TO CHANGE GOING FORWARD Typical CLO structure prior to crisis Potential CLO structure going forward Asset Liability Asset Liability 65-70% AAA BB 65-75% 70–75% AAA BB 60-80% 5-7% AA 5-7% A 10-20% AA B 2-4% BBB 10-20% 5-10% ≤BBB Second 2-4% BB lien B 20-40% 5-15% 6-8% Equity 10-15% Equity Expected changes • Higher quality underlying assets • Tranche consolidation • Larger equity tranche • More protective covenants NYO-AAA123-20080607- 487 Source: Interviews; McKinsey
- 488. New York’s CO2emissions differ from the rest of the country. Buildings dominate. 9% Other 8.5% Methane 23% Transportation 27% 10% NYC’s CO2 emissions reduction strategy will have to Industry concentrate on the 23.5% building sector…in 69% particular the Non- existing buildings. industrial 32% buildings Methane USA NYC -2%
- 489. But as NYCgrows, power and heating needs will increase substantially Electrical capacity requirement forecast Summer peak load, MW New York City population forecast 14,700 Millions of residents 11,400 +29% 9.1 8.2 +11% 2005 2030 Electrical consumption forecast Millions of MWh per year 72 50 +44% 2005 2030 2005 2030 Heating fuels demand forecast + Million MMBtu per year Increased use of appliances and air conditioning 422 480 +14% 2005 2030
- 490. New York Citywill keep electrical consumption flat, increase supply efficiency, and reduce heating fuel demand ESTIMATES Targets, expressed as change based on 2005 Power supply Power Heating levels CO2 intensity demand demand Business as usual changes by 2015 -2% reduction +17%* growth +3% growth A Incentivize displacement of dirty -13 to - B NYC plants with ~2-3 GW of new Diversify and expand NYC’s 17%** -0% Tactical steps for C builds (1.5 GW ahead of need) Enable clean distributed generation natural gas supply, -1% City to enable D and demand responserenewable Foster the market for -0% E Fast-track 6 demand management energy 1) Institutional/Government initiatives across: -1% -6% now 2) Commercial/Industrial -6% -2% 3) Residential -4% -1% 4) New construction -0% -2% 5) Appliances -2% 6) Smart metering -1% Interim subtotal (2015) -16 to - +3% -8% Business as usual changes 2015-30 -2% 20% +27%* +11% long-term Potential monitor Deploy alternative technology -14 to - steps to (nuclear/wind/solar) Long-term demand reduction (add’l 18% -30% -20% PlaNYC goal penetration, etc.) -34% 0% -17% Source: Mckinsey Team analysis
- 491. Overview of NYCCO2 emissions reduction plan 1 AVOIDED SPRAWL 15.6 MIL TONS/YR 2 CLEAN POWER (30%) 3 10.6 MIL TONS/YR EFFICIENT BUILDINGS (50% 4 16.4 MIL TONS/YR EFFICIENT TRANSPORTATI (20%) 6.1 MIL TONS/YR Source: Mckinsey Team analysis
- 492. Percent of totalEnergy (Btu) Energy consumption in New York City What we use energy for Heat Hot water LightingAppliances* Cooling** ther Total O 1-4 family res7.6% 2.6% 1.7% 2.2% 0.6% 0.0% 14.7% % of City’s total Multi-family 7.4% 7.4% 3.0% 3.9% 1.2% 0.0% 22.7% % of City’s Where We Use residential total Commercial8.5% 2.8% 10.2% 4.5% 4.5% 0.9% 31.4% % of City’s Energy total Industrial 2.6% 2.1% 4.0% 3.3% 1.1% 0.2% 13.2% % of City’s total Institutional/Gov 6.3% 4.0% 3.6% 1.7% 1.4% 0.9% 17.9% % of City’s ernment total All 32.4% 18.9% 22.5% 15.5% 8.7% 2.0% 100% types * Appliances includes plug loads: electronics, refrigerators and appliances **Cooling includes ventilation as well as air conditioning Source: ConEd, KeySpan, NYSERDA. Additional assumptions for sector breakdowns for NYS from EIA (DOE) website and US Census NYC Housing survey; Components of sector breakdowns from National data on EERE (DOE) Website
- 493. Efficiency - Prioritizefive key areas for targeted incentives Incremental monthly Average Payback to residential cost to avg. City to lead by example: 30% reduction (HH) School: participant participant 10 yrs EX 1 Institutiona in energy use by 2017 (retro- $0.18 charge* l& $400k Hospital: 4-6 yrs fits, lighting upgrades, O&M) Governme All major institutional buildings $265k Large commercial buildings – efficiency Large: 3 yrs 2 ntal Commercial (medical, spiritual, educational) and upgrades to centralized systems $0.61 EX & Industrial challenged to match the city’s targets $340k $7k Small: 3 yrs upgrade lighting Small commercial and centralized Efficiency upgrades to retail – upgrade Large: $50k 3-4 yrs EX 3 Residential lighting at change of occupancy or systems in large residential buildings $0.32 Immediate major rehab with >50 units Small: $0 Direct install program ofto be 20% better New buildings required compact 4 New fluorescent lights in all residential than Energy Code $0.12 Cost neutral Immediate constructio Graduated rewards system for applying units payback n ambitious energy efficiency standards Market transformation through 5 Appliances in new buildings supply chain incentives along $0.45 Cost neutral Immediate payback Outreach, Work at state and federal level to training steadily improve standards for Education of the public * appliances and electronics and quality Training for building professionals control * Assumptions: ratepayer funds spread over 8.5 yrs; energy efficiency Certification of contribution to SBC funds from residential segment at 31%; ~18% funding Source: NAESCO, team analysis professionals overlap of existing DSM programs and new initiatives
- 494. Why we targetInstitutions and Government for 1 accelerated action. Key factor: Result: They have the most • Institutions and government are long-term Longer paybacks/ life-cycle to gain building owners analysis make sense • The same entity that pays the capital Investments will result in costs, pays for energy consumption and repairs savings to the investor (aligned incentives) • The size of institutional building portfolios/ It’s worth taking on the campuses makes the intellectual capital learning curve involved in energy savings more cost-effective • The missions of institutions and government CO2 reduction is good for the are aligned with the public good image of governments and institutions They will have a • Institutions and government account for 18% 5% reduction in CO2 from large impact of the city’s building-related CO2 emissions NYC buildings in 10 yrs • Work on this scale could help transform the Creation of a large trained market workforce and codifying best practices in efficiency Universities may have a particular role to play in critiquing and codifying the discipline of Building Efficiency
- 495. 2 We arepursuing a multi-pronged strategy for the 3 commercial/ residential sectors Key Actions: Status: Regulatory package • NYC Energy Code/ Removal of 50% loophole 4 Bills almost ready to be introduced for efficiency • Benchmarking large buildings Partnership with EPA: NYC schools benchmarking; New benchmarking • Audits/ retrofits required for large buildings category – multifamily res. • Lighting upgrades required for renovations Greening of the • Extensive review of all City Codes and Underway; report due to Mayor Codes regulations affecting buildings and Speaker in April • Led by local chapter of USGBC; pro-bono involvement of approx. 150 local experts • 8-month effort; 9 technical committees; Industry Advisor Committee; > 70 meetings Incentives and • Partnership w NYSERDA and Utilities Doubling of funding thus far Training • Active involvement w/ PSC proceedings Enlarged NYC NYSERDA office Delayed action by PSC Lighting Center • Partnering with NRDC to launch not-for Business Plan Complete profit Lighting Resource Center in NYC Establishing Founding Board focusing on 16% of our CO2 footprint Seeking Funding
- 496. Supply induces demandfor healthcare services MRI procedure volumes 29 2005 27 2004 25 • Self-referring 23 2003 physicians order 21 two to eight times 2002 R2 = .948 more scans than 19 2001 average, probably 17 due to high cost of 15 acquisition 5 6 7 8 9 10 11 MRI Scanners • NIA* audit CT procedure volumes Installed base, thousand concluded that 30% 60 2005 to 40% of 55 diagnostic imaging 2004 is inappropriate or 50 2003 noncontributory 45 2002 40 R2 = .9996 2001 35 30 23 23 24 24 25 25 26 26 CT Scanners * National Imaging Associates. 496 Installed base, thousand Source: Frost and Sullivan; Pennsylvania Health Care Cost Containment Council; MGI analysis
- 497. Drivers of higherinput costs $ Billions, 2003 Inputs (costs to the system) • Labor ($100) – Physicians ($50) – Nurses and technicians ($50) $206 • Drugs ($66) • Other supplies* ($40) • EBITDA ($75) $75 * Durable medical devices, hospital disposable supplies, blood 497 products, hospital equipment, etc. Source: Company reports; MGI analysis
- 498. Trends and discontinuitiesto frame the US healthcare reform discussion Fundamental trends Potential discontinuities Demand growth will accelerate State level reform is successful • Aging population with • Medicaid consuming State increasing number of budgets necessitating reform longevity related diseases • California is successful and • Changing lifestyles resulting others follow Handicap in a global economy in increased disease burden New disruptive technology • Employers will not be willing causes step-change in demand / able to continue to absorb costs and ongoing cross- • Either productivity or Misaligned incentives will drive impossible to afford clinical subsidization ever-increasing system costs activity New coalitions change the • Supply created demand politics and public perception • Fee-for-service reimbursement without Pandemic occurs effective value consciousness Single-payor is not emerging as • High variability • Current system unable to the solution respond effectively 498
- 499. Sharply focus onvalue creation Pre-close merger integration team structure Central program management office (cPMO) Businesse Imaging and printing Personal systems Enterprise systems Services systems group group group s go-to-market go-to-market go-to-market go-to-market Supply chain Customer to cash team (CRM, OM, PDM) Information technology Horizontal processes Finance Human resources (includes organizational design and selection) Brand architecture Communications – organization HP labs Real estate CTO e-inclusion and community engagement .com/e-commerce Government affairs Culture Closing/antitrust (legal) Global functions infrastructure Program specific Communications – merger communications & messaging Shared go-to-market Value capture Managing a Smooth and page 499 August 23, 2009 Successful Integration
- 500. Integration planning framework Strategy • Strategic priorities • Go to market strategy • Portfolio • Channel strategy Measures Structure & process • Customer satisfaction • Organization structure • Financial • Systems & processes • Employee satisfaction • Information flows and • Operational excellence decision making process • Recognition and reward • Financial & information systems systems architecture People & culture • One common culture • Retention of top talent • New competencies for our people • Roles and responsibilities Managing a Smooth and page 500 August 23, 2009 Successful Integration
- 501. Integration team focus before completing the merger Organization & GTM structure Product roadmaps • Level 1-3 leadership • Base model revenue, market share • Top 100 accounts • Product lines as they exist today • Contingency plan • Go-forward product lines and sub- • Organizing principles brands • Go-to-market structure and planning • Phase-out set of products • Supply chain partners • Hand-off to master brand team Financial plan Launch plan • Historical model • Touch programs • Base case and target model • Advertising/brand launch • Headcount, restructuring, discretionary • Web launch spending targets • Account plan process • Accountability and operational metrics • Training Managing a Smooth and page 501 August 23, 2009 Successful Integration
- 502. THE ‘HOW TO’OF PRACTICAL STRATEGIC SEGMENTATION Evolving segmentation: V1 - From historic to predictive value and from revenue to profit-based individual customer value V2 Starting simple could mean few, expenditure-based value segments. Introducing any known costs leads to a V3 better, profitability-oriented differentiation. Using non- linear predictive models allows managing future, lifetime value. -From broad, proxy-based needs segments to V4 precise, true need clusters -Early needs-driven segmentation schemes often start from a market (macro) segmentation, using proxies like V5 basic demographics or transaction behaviours. As companies learn to interpret the true needs behind such N1 N2 N3 N4 proxies, more complex needs clustering replaces the macro segments and allows linking individual needs to value growth, retention and targeted, profile-based acquisition.
- 503. December 2006, TechChoices “The Forrester Wave™: Service Parts Optimization, Q4 2006” Introduce the Q406 — Service Parts Optimization Wave Results
- 504. BDMs rank industry-specificWeb sites as one of the top 2 digital resources they rely on at their jobs – far ahead of general business web sites “Of the digital B2B media that you use on your job, which 3 do you rely on the most:” Base Industry-specific magazine Web sites 70% 485 Email or electronic newsletters 70% 666 Vendors‟ Web sites 64% 582 Web portals (e.g. Google) 53% 500 Web-based events 45% 458 Specialized business Web sites (e.g. IT Toolbox) 43% 354 General business magazine Web sites 39% 395 B2B blogs 32% 273 Online forums, communities, or social networks 30% 304 Product listings/ads in online directories 29% 291 Online videos or rich Internet applications 24% 348 Mobile/wireless devices 24% 296 Podcasts 19% 174 Syndicated content feeds published via RSS 16% 166
- 505. Morgan Stanley Morgan Stanley’s European Presence UK (1977) France (1990) Germany (1987) Ireland (1998) Italy (1989) Luxembourg (1989) Netherlands (1997) Portugal (2000) Russia (1994) Spain (1993/1999) Sweden (1999) Switzerland (1986) Israel (2001) South Africa (1994) 2
- 506. Morgan Stanley European Revenues 1996 and 2001 Global and European Revenues 1996 2001 Europe 12% Europe 18% Global Revenues $12,023MM Global Revenues $21,896MM European Revenues $1,429MM European Revenues $3,986MM Source Morgan Stanley 10-K Filings and Morgan Stanley 3
- 507. Morgan Stanley Corporate Issuance - 2001-2002 YTD(1) Rating Distribution in Euros Rating Distribution in Sterling Rating Distribution in USD (%) (%) (%) AAA AAA AAA 6% 8% AA AA BBB 14 % BBB 7% 9% 30% 28% AA 16 % BBB A 56 % 30% A A 39% 55% 2001 2001 2001 AAA AAA BBB 17% BBB AAA 19 % 30% 2 7% 2 7% BBB 4 5% AA AA 11% AA 17% 8% A A A 2 5% 3 5% 38% 2002 YTD 2002 YTD 2002 YTD Source Capital Bondware Source Capital Bondware Source Thomson Financial Note 1. As of 31 October 2002 10
- 508. Morgan Stanley Morgan Stanley Investment Management • Morgan Stanley SICAV (Societe d'Investissement a Capital Variable) receives 26 prestigious investment performance awards from Standard & • Largest foreign mutual fund Poor‟s in 2002 manager in Italy • 2nd Place European Funds – larger Amsterdam managers over 5 years category by • 3rd largest foreign fund Standard & Poor‟s Chicago company in Spain London New York Tokyo San Francisco Philadelphia Houston Mumbai Singapore • 6th largest fixed income manager in the US • Top 20 institutional manager in the US • Top 10 foreign asset manager in Japan • 1st foreign manager to be awarded Enhanced Fund Manager status Source Morgan Stanley Investment Management, Pensions & Investments, InvestorForce, Nelson Marketplace 17
- 509. The Value Chainfor a Differentiation Strategy Firm Infrastructure – Highly developed MIS to capture customer preferences, firm-wide focus on high-quality products. Human Resources: Compensation encourages creativity, subjective performance measures, superior training. Technology: strong capability in basic research, investment in technologies that allow for production of highly differentiated products. Procurement: procedures to find the highest quality inputs, purchase of highest quality replacement parts, strict standards for suppliers. Inbound Operations Outbound Marketing Service Logistics Consistent Logistics & Sales Extensive buyer Superior production of Accurate and Extensive training to handling toattractive responsive granting of assure max. minimize products. order credit buying. value from damage Rapid response processing. Product. and to customers‟ Extensive improve production Rapid and personal quality. timely relationships demands. deliveries. with buyers.
- 510. New York Citywill keep electrical consumption flat, increase supply efficiency, and reduce heating fuel demand ESTIMATES Targets, expressed as change based on 2005 Power supply Power Heating levels CO2 intensity demand demand Business as usual changes by 2015 -2% reduction +17%* growth +3% growth A Incentivize displacement of dirty -13 to - B NYC plants with ~2-3 GW of new Diversify and expand NYC’s 17%** -0% Tactical steps for C builds (1.5 GW ahead of need) Enable clean distributed generation natural gas supply, -1% City to enable D and demand responserenewable Foster the market for -0% E Fast-track 6 demand management energy 1) Institutional/Government initiatives across: -1% -6% now 2) Commercial/Industrial -6% -2% 3) Residential -4% -1% 4) New construction -0% -2% 5) Appliances -2% 6) Smart metering -1% Interim subtotal (2015) -16 to - +3% -8% Business as usual changes 2015-30 -2% 20% +27%* +11% long-term Potential monitor Deploy alternative technology -14 to - steps to (nuclear/wind/solar) Long-term demand reduction (add’l 18% -30% -20% PlaNYC goal penetration, etc.) -34% 0% -17% Source: Mckinsey Team analysis
- 511. THERE ARE FOURSOURCES OF COMPETITIVENESS IN SKILL INTENSIVE MANUFACTURING Levers Examples Lower capital • Re-engineer equipment for 30-40% lower capital costs 1 • Manage medium volume, high variety systems through the costs right labour-capital trade-offs • Eliminate/innovate process steps through process re- 2 Process Design engineering • Speedy and flexible implementation of outsourced components and processes • Leverage low cost, high quality engineering talent to design 3 Product design new products Quality of • Leverage higher operator capability and supervisor skills 4 operating and Total Quality mindset manpower 511
- 512. POISED FOR SIGNIFICANT GROWTH OVER THE NEXT Component segment India’s potential DECADE share of Indian industry could potentially grow to addressable market US$33-40 billion by 2015 Per cent US$ billion, 2015 CAGR Exports India has advantage Domestic over other LCCs 11 33-40 India competes equally with other 16% 7 LCCs Emerging 27% 10.8 competitiveness 1 6.7 India’s competiti- veness is low vs. 0.3 2004 2006 2015 other LCCs 512 Source: ACMA; McKinsey analysis
- 513. MARKET WILL GROWBY 3% PER ANNUM TO2015) Global auto component market (USD billions, USD1.65 TRILLION BY 2015 Size by vehicle type CAGR 1,650 3% Two/ Three 160 7% wheeler 270 2% 1,200 Heavy commercial 70 vehicles 200 1,220 2% Light passenger 930 vehicles 2003 2015 513 Source: Global Insight; MEMA; OESA; McKinsey analysis
- 514. MARKET WILL GROWBY 3% PER ANNUM TO2015) Global auto component market (USD billions, USD1.65 TRILLION BY 2015 Size by geography CAGR 3% 1,650 190 0% 340 1% 1,200 Japan 185 Western Europe 350 1% 310 North America 320 770 6% Rest of world 385 2003 2015 514 Source: Global Insight; MEMA; OESA; McKinsey analysis
- 515. COMPONENT MARKET IS ADDRESSABLE BY INDIAN AUTO USD billions; 2015 COMPONENT INDUSTRY 1,650 425 525 700 Total auto Primarily done Practical difficulties Theoretically component by OEMs in • Not stackable addressable by market home countries •Fragile India – body in white •low savings •Domestic and engine market assembly •Amenable to global sourcing Per cent 26 32 42 515 Source: HAWK report; McKinsey analysis
- 516. EVERYTHING SEEMS TOBE AVAILABLE BUT WHAT IS MISSING… engineering Superior skills • Process Global Mindsets • Capital • Product Capacity Growing and large potential domestic (Human and Capital) demand Availability of key raw materials (e.g., steel) Emerging supply base Beyond low wage with high quality rates suppliers 516
- 517. Truly Global North America Europe Marketing and Sales, Front- • Dr. Alok Aggarwal, NY • Marc Vollenweider, AT & CH end on client projects • Robert G. Daigle, ME • Mike Taylor, UK • David E. Cooley, CT • Amie Stark, UK • Andrew Adelson, MA • Ollie Snelling, UK • Donald Kruszenski, CA • Geoff Simmons, UK • Edmund Voyer, NY • Prajeet Patel, Nordic • George Sawyer, CA • Tomas Backman, Nordic • Marty Perelstein, CA • Hedda P Moller, BENELUX • Mahesh Bhatia, CA • Jean Francois Lengelle, France • Ravi Prakash, CA • Reinhard Lorek, Switzerland • Sumathi Pundit, Canada • Urs Dommann, Switzerland Evalueserve Asia-Pacific Israel India • Daniel Sadhu, Singapore • Holding company registered at • Laurence Neumann • Ashish Gupta, Delhi-Gurgaon • William Kemmery, Australia Bermuda • 650 professionals Brazil • Infrastructure, HR, IT, Finance, Lo gistics • José Edson Bacellar, Brazil Operations, Service Back-end Offices
- 518. Prediction: Global off-shoring opportunity in business processes Non- IT Services – 2008 (non- IT) will be $141 Billion by 2008 429 Customer interaction services 33 Finance & accounting 15 Translation, transcription, etc. 1 288 Engineering & design 5 141 HR services 44 Data search, integration & 18 management Current cost Savings Price of Remote education of all generated procuring 15 business by new the service elements business from a low 1 Legal content & services with remote models cost location location Medical content & services 1 potential such as 8 Others (Pharma, R&D etc.) India Total 141 Source: NASSCOM-McKinsey Report, 1999
- 519. Examples of twoindustries – low end to high end Programming and Project Package System IT-led- IT Industry Busines Maintenance Implement Implementa Integrati Services ation tion ons s Strategy Contact Insurance Claims Underwrit Knowledge Process Centers & Processin Customer ing & Operations: Domain Industry g & Policy Asset Support Servicing Expertise required Managem ent 100% off-shoring possible 80:20 or (100-x) : x delivery model
- 520. Influences on RegulatoryStrategy External Influences Competitive Products Technology Regulatory Strategy Patients Patient Advocacy Groups Etc. Regulatory Influences Regulatory Authorities Guidelines Standards Organizations Etc. Internal Influences Regulatory Affairs Product Development Manufacturing Etc.
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- 523. THIS… Edward Fidgeon-Kavanagh
- 581. Go where thereis no path and leave a trail
- 585.
- 586. The Drivers ofUS Healthcare Reform Lenny Mendonca and Bob Kocher, MD November 30, 2007 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organisation without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
- 587. The United Statesspends more money on 2003 healthcare than on food… 2005 $1,679 billion • The U.S. spent 16% of its GDP on healthcare $925 billion • 16% uninsured • Suboptimal clinical outcomes Healthcare Food* * Excludes alcoholic beverages ($121 billion) and tobacco products ($88 billion) Source: Krugman, Paul and Willin, Robin. The Health care Crisis and what to do about it. The New York Review of Books, V. 53 (5) 587 March 23, 2006 available at http://www.nybooks.com/articles/18802
- 588. Four drivers ofhigh cost and the need for reform 1. Aging population 2. The growing impact of a changing lifestyle 3. Employers acting as financial intermediaries 4. Increasingly powerful incentives driving rational decision- making on the part of participants at the expense of the system 588
- 589. Longevity-induced disease isgrowing in prevalence U.S. Population Millions 2000-05 CAGR For 85+ population 420 0.8% 59% have 392 21 3.3% hypertension 364 15 336 10 66 1.5% 59% have 65 arthritis 309 7 62 282 6 47 42% have 85+ 4 34 Alzheimer’s 65-84 31 28% have osteoporosis 20% have cancer 20% require 312 333 0.6% nursing 15% have 282 292 269 diabetes home care 0-65 247 at an average cost of $60,000 per year 2000 2010 2020 2030 2040 2050 589 Source: Census; NIH; Medicare current beneficiary survey
- 590. Among all ages,deterioration of underlying health status due to lifestyle Percent of adults age 20-74 who are obese 35 Humana reports that 30 obese members consume $1,680 more in healthcare costs each 25 year than healthy-weight members 20 Obese Americans 15 accounted for approximately 27% of the 10 growth in real per-capita healthcare 5 spending from 1987-2001 0 1960-62 1971-74 1976-80 1988-94 2001-02 2003-04 Source: Centers for Disease Control; Thorpe et al, “The Impact of Obesity on Rising Health Care Spending,” Health Affairs 2004 590
- 591. In aggregate, theUS is sicker than peer Annual cost per capita** – 2004 U.S. Dollars countries % of diseases for which U.S. prevalence is higher Cost between Cost below $3,600 $3,600-$6,600 Cost above $6,600 10 Obesity class III Malignant Prostate Anxiety melanoma – cancer – U.S. Prevalence/Average prevalence of peer countries* stage IV Stage I 1 Multiple Bladder Hepatitis B myeloma cancer stage I 47% 58% 53% The disease mix in the United States is responsible for ~$25- 35 billion in additional 0.1 costs to List of diseases the system * Average of Japan, Germany, France, Italy, United Kingdom, and Spain ** Annual cost per capita to treat the condition in the U.S. 591 Source: MEPS; Decision Resources; MGI analysis
- 592. Healthcare costs area handicap in the global economy: most wage growth is consumed by healthcare costs Increase from 2000-06 145 137 Percent Worker health Without 61 48 insurance expense growth Workers’ outpacing 20 earnings income by 4X With 89 84 insurance Average worker contribution for 84 family health coverage 2001 2006 The workforce increased by 7.5 million workers but 4.5 million fewer workers have insurance 592 Source: KFF/HRET Survey of Employer-Sponsored Health Benefits 2001-06
- 593. Supply induces demandfor healthcare services MRI procedure volumes 29 2005 27 2004 25 • Self-referring 23 2003 physicians order 21 two to eight times 2002 R2 = .948 more scans than 19 2001 average, probably 17 due to high cost of 15 acquisition 5 6 7 8 9 10 11 MRI Scanners • NIA* audit CT procedure volumes Installed base, thousand concluded that 30% 60 2005 to 40% of 55 diagnostic imaging 2004 is inappropriate or 50 2003 noncontributory 45 2002 40 R2 = .9996 2001 35 30 23 23 24 24 25 25 26 26 CT Scanners * National Imaging Associates. 593 Installed base, thousand Source: Frost and Sullivan; Pennsylvania Health Care Cost Containment Council; MGI analysis
- 594. As a result,we spend far more on $ PPP, 2003 healthcare than other countries… 13 countries with detailed data Healthcare spend per capita All OECD countries 7,000 R2 = 0.951* United States 6,000 5,000 Switzerland 4,000 Germany 3,000 Norway Luxembourg 2,000 Finland 1,000 0 0 10,000 20,000 30,000 40,000 50,000 60,000 GDP per capita * Includes OECD countries that report broken-down data; excludes United States 594 Source: OECD; MGI analysis
- 595. Accounting for thehigher spending $ Billions, 2003 Inputs (cost to the system) Delivery processes Three categories account for $526 billion in cost 53% discrepancies 28% • Cost of inputs and private nature of providers • Operational inefficiencies/ complexities • Multi-stake system and private nature of providers Intermediation 19% * Durable medical devices, hospital disposable supplies, blood 595 products, hospital equipment, etc. Source: Company reports; MGI analysis
- 596. Drivers of higherinput costs $ Billions, 2003 Inputs (costs to the system) • Labor ($100) – Physicians ($50) – Nurses and technicians ($50) $206 • Drugs ($66) • Other supplies* ($40) • EBITDA ($75) $75 * Durable medical devices, hospital disposable supplies, blood 596 products, hospital equipment, etc. Source: Company reports; MGI analysis
- 597. Drivers of higherdelivery process costs $ Billions, 2003 Delivery processes • Hospitals ($57) • Outpatient ($48) • Non-clinical labor $147 ($42) • Long-term care (-$85) • Other outpatient costs ($17) * Durable medical devices, hospital disposable supplies, blood 597 products, hospital equipment, etc. Source: Company reports; MGI analysis
- 598. Drivers of higherintermediation costs $ Billions, 2003 Intermediation • Public and private $98 payors ($98) • Public investment in health ($19) * Durable medical devices, hospital disposable supplies, blood 598 products, hospital equipment, etc. Source: Company reports; MGI analysis
- 599. For reform toachieve sustainable benefits, it should address both supply and demand Major drivers Aging population Actively manage demand for Creating a US healthcare health system that products and promotes Changing lifestyle services equity, quality, co st effectiveness and patient service in a Ensure that the Handicap in the sustainable supply of global economy manner healthcare matches the Incentives driving quantity, price system costs and quality demanded by the market Manage the “system” to effectively couple supply and demand while minimizing dead- weight economic loss and aligning 599 Source: McKinsey Global Institute incentives
- 600. Trends and discontinuitiesto frame the US healthcare reform discussion Fundamental trends Potential discontinuities Demand growth will accelerate State level reform is successful • Aging population with • Medicaid consuming State increasing number of budgets necessitating reform longevity related diseases • California is successful and • Changing lifestyles resulting others follow Handicap in a global economy in increased disease burden New disruptive technology • Employers will not be willing causes step-change in demand / able to continue to absorb costs and ongoing cross- • Either productivity or Misaligned incentives will drive impossible to afford clinical subsidization ever-increasing system costs activity New coalitions change the • Supply created demand politics and public perception • Fee-for-service reimbursement without Pandemic occurs effective value consciousness Single-payor is not emerging as • High variability • Current system unable to the solution respond effectively 600
- 601. Actions that theSEIU could pursue to move the debate forward •Leverage your scale and innovate •Encourage productivity and quality breakthroughs •Shape the debate as information provider and convenor •Model surprising new behavior 601
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- 603. The additional spendingis pervasive $ billion, 2003 across the system Above ESAW* Below ESAW* 1.679 561 Gap as a % of cost base 224 488 178 212 57 85 150 120 477 20 14 98 128 19 Total health care Hospital Outpatient Drugs Long-term and Durable medical Health Public expenditure care care home care equipment administration investment and insurance in health 28% 40% 36% 27% -57% -70% 82% 15% * Estimated spending according to wealth. 603 Source: OECD; MGI analysis
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- 618. Hot Tip • Howdo I incorporate my logo to a slide that will apply to all the other slides? – On the [View] menu, point to [Master], and then click [Slide Master] or [Notes Master]. Change images to the one you like, then it will apply to all the other slides.
- 619. Diagram Title Add your text ThemeGallery is a ThemeGallery is a Design Digital Content & Design Digital Content & Contents mall developed Contents mall developed by Guild Design Inc. by Guild Design Inc.
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- 631. Block Diagram Add Your Title Add Your Title Add Your Title Title Click to add text Click to add text Click to add text Title Click to add text Click to add text Click to add text Title Click to add text Click to add text Click to add text Title Click to add text Click to add text Click to add text Title Click to add text Click to add text Click to add
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- 638. Management Team Alok Aggarwal Marc Vollenweider • Chairman • President & CEO • PhD, Johns Hopkins in EECS • MBA, INSEAD • BTech (Elec) IIT Delhi • Masters in Telecommunications • Ex-Director of IBM (16 years, US/India) Engineering, ETH Zurich • Ex-Partner at McKinsey Robert Daigle Ashish Gupta • VP Marketing and Sales • COO & VP Operations • IBM Marketing & Sales Executive • MBA, Carnegie Mellon • Managed worldwide B2B Sales Group • BTech (Mech.) IIT Delhi • Managed worldwide Supply Chain • Ex-Engagement Manager, McKinsey & Sales Group Co.
- 639. Truly Global North America Europe Marketing and Sales, Front- • Dr. Alok Aggarwal, NY • Marc Vollenweider, AT & CH end on client projects • Robert G. Daigle, ME • Mike Taylor, UK • David E. Cooley, CT • Amie Stark, UK • Andrew Adelson, MA • Ollie Snelling, UK • Donald Kruszenski, CA • Geoff Simmons, UK • Edmund Voyer, NY • Prajeet Patel, Nordic • George Sawyer, CA • Tomas Backman, Nordic • Marty Perelstein, CA • Hedda P Moller, BENELUX • Mahesh Bhatia, CA • Jean Francois Lengelle, France • Ravi Prakash, CA • Reinhard Lorek, Switzerland • Sumathi Pundit, Canada • Urs Dommann, Switzerland Evalueserve Asia-Pacific Israel India • Daniel Sadhu, Singapore • Holding company registered at • Laurence Neumann • Ashish Gupta, Delhi-Gurgaon • William Kemmery, Australia Bermuda • 650 professionals Brazil • Infrastructure, HR, IT, Finance, Lo gistics • José Edson Bacellar, Brazil Operations, Service Back-end Offices
- 640. However, only 39%of the total off- shoring opportunity is likely to be • realized even by 2010 According to Evalueserve, global off- shore BPO (non-IT) revenue in FY 2003 Offshoring Opportunity and Realized Revenues (bn USD) was $8.9 Billion and this industry will grow at 30% CAGR (during 2004-2010). $141 • According to NASSCOM- McKinsey report, the BPO (non-IT) opportunity for 2008 is $141 Billion but Evalueserve estimates that only $54.6 Billion will be realized by 2010, and 2.12 million people in low-wage countries will be $54.6 thereby employed. Billion • About 1.07 million of these people will be employed in India by 2010. Total Offshoring Opportunity Realized Revenue
- 641. Other Growth Areas Exports from $1 billion/year to $25 Exports to grow from $12 billion/year to $30 billion/year by 2015 billion/year by 2010 Pharmaceuticals Specialty Chemicals – $10 billion domestic market Civil, Instrumentation, Others growing at 6% per year – $4 billion export market growing 100 at 20% per year 70 68 Piping and Packaging – Investment opportunities driven by CR&Ms (contract research & manufacturing) – India has the largest number of Equipment US FDA approved plants outside USA China India the US Source: Made in India, A CII-Mckinsey Report, Oct 2004 CR & MS opportunity of $5 billion over Exports to grow from $2 billion / year to $14 the next 5 years billion / year by 2015
- 642. PRESENTATION SEE Data HarmonizationInitiative A data analysis and recommendations for a regional cross-border data harmonization initiative Belgrade 22 November, 2007 This document is confidential and is intended solely for the use and information of the client to whom it is addressed.
- 643. Contents Introduction Approach and Objective Findings and Recommendations
- 644. import/export processing todayis a Introduction Customs-led Single Window to Citizen/ enhance import/export regulatory Business Single Window Conceptual Architecture Overview Government Incl. foreign Cross-border data exchange platform such as those provided processes and services Traveler community countries by the Pan-Asian Alliance on e-commerce (PAA) - Cross-border data transmission C2G B2G G2G - Mutual recognition of digital certificates - Cross-border tracking Access Channels Web VAN Counter Mobile etc. Standards and web-service to enable the delivery of service through multiple channels - Converts messages into standard format - Provides protocol and syntax checks Service Delivery Platform Processes and technologies to enable data sharing and Message Syntax and access between Authorities Conversion Protocol Checks - Routes requests based on pre-defined rules - Manages access to information sources - Provides identity management - Allows for single payment Single Window Services Management Information System Shared Data Access Rights Workflow Solution Mgmt Routing Cargo Selectivity Payment Refund System and Business Admin Declaration Handling and Authentication Risk Management e-payment Tracking and Validation Goods Guarantee Release Accounting Declaration Management Lead Agency Integrated Trader Special Examination Tariff Registration regimes Agricultur Environm … Health Trade Customs Duty, tax, fee e . Valuation Appeals Audit Assessment Source: Booz Allen Hamilton analysis
- 645. An Import ExportSingle Window (IES) Introduction is a critical driver for economic growth in a country IES Purpose and Importance What is IES? Who uses IES? IES provides the required All participants in international trade information and application such as carriers, and importers platform to manage the will use IES to accomplish all international movement of goods import/export formalities in and to and from the state of Qatar accordance to applicable laws and the clearance of international and policies travelers Improve IES? Why Citizens/travelers as well as This includes the declaration and A 2007 Transparency & Trade Post-Reform Impactuse Tradeto find businesses will on IES Growth examinationstudy of the 21 Facilitation of goods, the information about import and Post-reform verification of permitsof the Asia- member economies and export rules and regulations licensesEconomicfor import and Pacific required Co-operation Customs and other authorities to +31% export, the payment of trade in (APEC) estimated that use information generated by IES duties, fees and taxes and the the APEC region would gain by Pre-reform to perform required tasks tracking of the whereabouts of the 7.5% of baseline trade of 2004 or cargo from greater $148Bn Year 0 Year 1 Year 2 Year 3 (1) Matthias Helble, Ben Shepherd, and trade transparency John S. Wilson, “Transparency & Trade Facilitation in Asia Pacific: Estimating the Gains from Reform,”, World Bank Development Research Group, September 2007 facilitation. (1)
- 646. VALUE DRIVER BREAKDOWNCHART Key source of value for the acquirer 1 … • Ability to maximize the speed and recovery of … 2 Processes • Ability to … processes • Ability to integrate and rationalize … and other channels 3 Distribution Cost savings 4 Infrastructure • Ability to combine corporate/regional infrastructure 5 IT • Ability to upgrade overall technology 6 Operations • Ability to quickly centralize operations 7 Product/Segments • Ability to upgrade product range and increase cross-sell Revenue enhance- ment • Ability to ensure geographic growth and synergy 8 Geographies 9 Interest Expense • Ability to reduce cost of funds Treasury improve- ment Interest Income • Ability to leverage scale and improve trading income 10 646
- 647. GE Multifactor PortfolioMatrix Industry Attractiveness High Medium Low Protect Invest to Build selectively Position Build High Selectively Limited Build selectively manage for expansion or earnings harvest Invest/Grow Medium Selectivity /earnings Protect & Manage for Divest refocus earnings Low Harvest /Divest
- 648. Attributes of successfulmergers • Bring like businesses together, aren’t forays “Indeed, we found the market apparently prefers deals that are part into new businesses of an ‘expansionist’ program, in which a company seeks to boost its market • Help achieve clear share by consolidating, by moving into market leadership new geographic regions, or by adding new distribution channels for existing • Are stock only and products and services. The market seems to be less tolerant of provide a stronger ‘transformative’ deals, post-merger balance those that seek to move companies into new lines of business or to remove sheet a chunk of an otherwise healthy • Result in significant business portfolio.” cost savings Deals that Create Value • Use a strong, central McKinsey Quarterly 2001 Number 1 planning effort Managing a Smooth and page 648 August 23, 2009 Successful Integration
- 649. New HP visionand merger integration team purpose New HP vision We create a great new company that is a leader in our chosen fields and is positioned to be the leading overall IT solutions provider Merger integration team purpose: • Provide effective overall leadership for the planning and execution of the integration of HP and Compaq • Assure effective linkages with the business line managers, functions, regions, the integration steering committee and HP’s Executive Council • Assure that the value captured is maximized and exceeds public expectations • Assure the new HP is set up to achieve long-term growth objectives Managing a Smooth and page 649 August 23, 2009 Successful Integration
- 650. Integration planning framework Strategy • Strategic priorities • Go to market strategy • Portfolio • Channel strategy Measures Structure & process • Customer satisfaction • Organization structure • Financial • Systems & processes • Employee satisfaction • Information flows and • Operational excellence decision making process • Recognition and reward • Financial & information systems systems architecture People & culture • One common culture • Retention of top talent • New competencies for our people • Roles and responsibilities Managing a Smooth and page 650 August 23, 2009 Successful Integration
- 651. Integration team focus before completing the merger Organization & GTM structure Product roadmaps • Level 1-3 leadership • Base model revenue, market share • Top 100 accounts • Product lines as they exist today • Contingency plan • Go-forward product lines and sub- • Organizing principles brands • Go-to-market structure and planning • Phase-out set of products • Supply chain partners • Hand-off to master brand team Financial plan Launch plan • Historical model • Touch programs • Base case and target model • Advertising/brand launch • Headcount, restructuring, discretionary • Web launch spending targets • Account plan process • Accountability and operational metrics • Training Managing a Smooth and page 651 August 23, 2009 Successful Integration
- 652. The new worldof HP IT Mailboxes Weekly email volume 229,000 Number of countries 24 million >160 Number of desktops Accounts 220,000 232,632 Sites networked # of network 1193 devices 39,000 Applications Hits/day >7000 on @hp employee portal # of daily calls IT professionals >2 million (IT help 10,000 centers) 8000 Managing a Smooth and page 652 August 23, 2009 Successful Integration
- 653. Value capture planningframework Integration planning Implementation post-closing Value capture team Corporate planning – Monitors and tracks revenue, cost • Drive overall top-down corporate and synergy capture over time planning process to achieve full value of the merger by 2004 Groups – Responsible for revenue, owned cost – Provides top-down baseline, and synergy targets forecasts, synergy targets – Execute on synergy capture for day- – Consolidates integration team to-day operations submissions Functions – Execute on synergy capture on Integration teams owned costs for day-to-day – Verify and refine top-down baseline, operations forecasts and synergy targets with Management compensation tied to bottom-up data achieving value capture goals Kick-off of group and functional teams Integration starts Time page 653 Deal close August 23, 2009 Managing a Smooth and Successful Integration
- 654. EMEA High LevelIntegration Structure Implemented • Strong central design management – Clean Room & IPORs plus clear targeting • There are 2 main elements to the integration structure implemented; » Cross Business Group / Infrastructure » Business Group Specific PSG IPG ESG HPS Cross BG Infrastructure (HR, Fin, IT etc) • The cross Business Group structures focussed on integration elements that touched multiple Business Groups page 654 are They run at regional and country levels2009 • Managing a Smooth and August 23, Successful Integration
- 655. Ahead of planon four key areas Key area of focus Milestones/targets • $550 million direct procurement synergies Procurement/supply • $250 million indirect procurement synergies chain • $125 million manufacturing facilities closure • 10,000 by end of 2002 Headcount reduction • 17,900 by 2003 • $1.5 billion synergies Administrative • 21% reduction in total square footage facilities closures • $250 million administrative facilities closure • Complete integration of key systems IT integration • Reduce current application portfolio • Transform IT innovation into competitive advantage Managing a Smooth and page 655 August 23, 2009 Successful Integration
- 656. Overview: HP’s PeopleStrategy Best Place to Work Energize High Performance Workplace Mobilize New HP Foundation Stabilize Managing a Smooth and page 656 August 23, 2009 Successful Integration
- 657. Building the NewHP Foundation org design total & selection rewards & MRU benefits design Fast Start workforce culture reduction cornerstone s – job titles – job levels – pay/bonus mix organization – structures implementation & benefits effectiveness – retirement – time-off – health Managing a Smooth and page 657 August 23, 2009 Successful Integration
- 658. Five Stages ofChange Management Managing a Smooth and page 658 August 23, 2009 Successful Integration
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- 731. How to buildLoyalty? Framework of building Loyalty Degree of Drivers Phased Elements Relationship Improving Customer Attitude, Core Products/Service Satisfaction not Action Innovation of Channel Mgmt. Reward Program Repurchase Action, not Affinity Customer CRM /Continuing Campaign Cross-selling / (Artificial Loyalty) Loyalty Recognition Trust/ (CR Strategy) of Relationship, Intimacy Referral
- 732. 4 characters todifferentiate 4 Attributes (Accomplishment) (Continuity) (Attraction) (Acquisition) • Points acquisition • Not for short term eventsBased on customer needs acquiring • • For • Reward offering cycle•and Induce repurchase for offering rewards new customer Getting Reward gifts • Offering diverse • For acquiring custo Reward options from competitors
- 733. Welcome ! Our Firm … Ourselves … Percent • Dr Jacques Bughin is a partner at McKinsey & 100% = 700 studies 2000-to date, media Company, and a core leader of its Media & Entertainment practice Others • He has worked intensively in all slivers of media from television to newspapers and magazines 26 Print & Publishing • He is a frequent speaker at media 42 42 conferences, including IBC, NAB, MIDEM and the INMA 32 Jacques Bughin Broadcasting • Henrik Poppe is an Associate Partner at McKinsey 100% = sample of 50 media advertising sales & Company affiliated with the Media & Entertainment Practice Internet • He has worked on many media-related Multiple 8 engagements, while recently focusing on print and media publishing, serving key Scandinavian newspaper 10 clients 36 Newspapers Bocks 10 16 Henrik Poppe Television 18 BRU_ZXR401(JB)_20040213_C 733 Magazines EOSource: FPIS; McKinsey analysis Workshop (color)
- 734. The common viewis that format change may boost a newspaper franchise Newspaper components Circulation (copy sales and subscriptions) Advertising • More compact format will boost circulation • Prices per column meter might increase if as the majority of newspaper readers would one believes the market premium of tabloid Revenue prefer a compact format vs. broadsheet • Compact format will especially attract teens • However, price per column meter will likely and women. Usually, those two segments are be not enough to compensate for reduction underpenetrated by newspapers in average size of space • Further price increase may however be justified as a result of boost in circulation • Final cost of paper will depend on thickness of tabloid format and color page printing Cost • Editorial costs will depend on throughput • Positive impact of format change if – Circulation significantly increases following format change EBIT – Circulation revenue is the mainstream of the newspaper revenue (e.g., more Europe than the U.S.) – Format change leads to uplift in segments with over-demand by advertisers – Advertisers demand increases in proportion to format change BRU_ZXR401(JB)_20040213_C 734 EO Workshop (color)
- 735. The reality ishowever more mitigated than the ANALYSIS OF 12 common wisdom EUROPEAN CASE STUDIES Percentage of cases Advertising revenue Circulation Subscription Subscription churn Increase 20 35 35 Neutral 10 Effect observed 70 80 after change to more 40 compact 70 Decrease 70 format 20 20 25 10 10 00 Sample Net Decrease in revenue Net Increase of 6 to 8% Boost in new sales of 5 Churn increase of 3 to median / in the range of 7 to 12% for the first year, but at to 10% 5%, mostly from old average rare exception, format segment change did not stop the long-term trend of newspaper circulation decline BRU_ZXR401(JB)_20040213_C 735 EO Workshop (color) Source: McKinsey analysis
- 736. Format change mustbe combined with editorial change to secure circulation impact* Disguised example, newspaper A Factors that influence the decision to subscribe Correlation coefficient Satisfaction with Newspaper A’s 0.989 editorial content Satisfaction with Newspaper A’s 0.055 sectioning Satisfaction with Newspaper A as an 0.092 Probability for a advertising paper household to Satisfaction with subscribe to Newspaper A’s Newspaper A next -0.005 year presentation of material/lay out Satisfaction with Newspaper A’s format -0.010 Satisfaction with Newspaper A’s price -0.044 BRU_ZXR401(JB)_20040213_C * Example: subscription 736 EO Workshop (color) Source: Market survey; McKinsey analysis
- 737. If any, "market"price premium will not compensate for ad revenue at risk when moving to a more compact "tabloid" format Index 100 = ad revenue under broadsheet format • Average gap in advertising revenue may prevail even after considering "market premium" price for more compact format • Hence, necessity to manage advertisers carefully to ensure the gap is filled, even that ad revenue can increase 100 100 10-15 -20 5-10 Gap Ad revenue Benchmark at risk* "market price" premium tabloid vs. broadsheet format of same circulation Current Same ad revenue "broadsheet" target after format format and change revenue BRU_ZXR401(JB)_20040213_C * Depends on advertising segments, and microeconomics of demand / supply of subscribers flows, see after 737 EO Workshop (color) Source:McKinsey analysis
- 738. Ad revenue challengewill be crucially dependent on microeconomics of advertising segments Ad revenue components National advertisers Full page Quarter of a page or less Local advertisers Full page Quarter of a page or less • De facto reduced • – • De facto reduced • – Average size advert • Increased willingness to • Large increase in frequency • Reduced size can lead to • Limited increase in frequency Number of ads increase volume as more page available arbitrage for direct mail – • Small ads for local real estate • Frequency however is mostly especially for real estate are substitutable to the guided by the restraint of the internet and direct mail multi-media plan, and the competition in medium term with other national media, e.g., TV / radio • Reduction in average size per • Danger of large reduction in • N/A ad compensated by price price if increase in number of • Likely price increase per ad as Price per average increase per meter pages leads to excess supply consequence of format size change Total revenue • Inelastic demand for • Danger of excess supply of • Inelastic demand for • Danger of excess supply of Typical double-page tabloid advertising space leading double-page tabloid advertising – space microeconomic • Inelastic frequency of to price deflation • Danger of substitution • Danger of substitution for advertising challenge advertisings based on towards direct mail real on-line multi-media campaign estate BRU_ZXR401(JB)_20040213_C 738 EO Workshop (color) Source: McKinsey analysis
- 739. TODAY’S CORE SERVICELINES Highest risk of ARE AT RISK OF SHRINKAGE Service line Industry revenue erosion US$ billion, 2008 Traditional IT 3 • Automation of basic AD 14 services (e.g., testing, Tech- AM 4 level 1 AM) nology services SI 1 • Productivity gains IT Consulting 1 • Increasing standardisation Total 23 Rule based decision making 3 • Interactive voice recognition Basic voice 5 techniques Business Basic data 2 • New technologies services such as optical character reading High-end offshoring* 1 to automate data Total entry 11 739 * Includes specialised voice Source: NASSCOM data; McKinsey analysis; expert interviews
- 740. AN AGENDA FORACTION ANCHORED ON A 5-FOLD VISION •Intellectual property framework (especially enforcement) •Winning through the downturn •Reinvented business models •Centers of Excellence •New verticals, geographies and •Entrepreneurship customer segments Building Catalysing India as a growth preeminent beyond innovation 5 1today’s core hub markets •Primary and Five •Improved Developing a Establishing tertiary 4 themes 2 infrastructure education high caliber India as a (e.g., satellite quality and talent pool of 3 trusted global townships) scale up over 4 million hub for •Corporate •Curriculum people Harnessing professional governance and faculty services •National security development ICT for inclusive growth •Robust domestic demand •ICT solutions for •Global branding healthcare, education, financial services, public services •Connectivity and access (e.g., broad-band 740 rollout)
- 741. OPPORTUNITIES EXIST ACROSSA Energy efficiency/climate change BROAD SET OF APPLICATIONS NOT EXHAUSTIVE BACKUP AND ARE NOT LIMITED TO THOSE Abatement potential, GtCO2e TRADITIONALLY ASSIGNED TO ICT logistics Industrial motor 0.68 1.52 Efficient optimisation and supply chain Industrial process Private transport 0.29 Industrial 0.50 automation optimisation processes 0.25 Dematerialization* efficiency 0.16 Efficient vehicles Traffic flow monitorin 0.10 planning simulation Efficient ICT Efficient building efficiency transpor s t Smart 1.68 2.03 Smart grid buildings Tele- Efficient Combined heat 0.26 0.40 commuting power and power (CHP) generatio 741 * Excluding telecommuting n Source: McKinsey analysis
- 742. ? ! Social CRM Functional Architecture and Interactions flow Building long-lasting links with customer through innovative experience and co-generating value with them Fabio Cipriani July-2009
- 743. For Social CRMoverview and introduction, please browse my previous presentation available on SlideShare.net Concept Comparison with traditional CRM Benefits Approach for adoption How to put it to work This is what you’ll see now: Why Social CRM? Functional Architecture Flow and Value of Interactions What are CRM vendors doing to promote Social experience Pre-requisites and business questions
- 744. Why CRM shouldstart to think Social? Because we live in a social world… • We are inserted in and surrounded by social communities, • We establish relationships based on conversations, • We struggle to be accepted by other groups, • We share our insights with like-minded peers and friends, • We make decisions based on suggestions from like-minded peers and friends. … and because customers are, more than everything else, PEOPLE “By 2010, more than 60% of Fortune 1.000 companies will have some form of online community deployed for CRM purposes” – Gartner Group 1
- 745. Social CRM functionalarchitecture Social Media should be seen as a communication channel with customers where Socially-enabled Marketing, Sales and Customer Service processes are performed to generate value Market Own Social Content Types of Existing Social Media Market-aimed (Corporate (Facebook, MySpace, Twitter, Social Tools Blogs, Forums, Branded or Linkedin, etc.) unbranded Social Networks, etc.) Social Channel Interface Traditional Website Letter Face to face Channel Interface Phone / E-mail SMS Internal Social Tools Fax (Internal blogs, wikis, sharing platforms, social Internal POS Business networks, innovation portal, etc.) Collaboration tools Partner Social CRM Capability Socially-enabled Socially-enabled Socially-enabled Layer Marketing Sales Service Traditional CRM Processes Marketing Sales Service
- 746. Types of interactionsin the Social CRM landscape Customer-generated Social CRM Social Market reactions on brand Questions & or industry These spontaneous Service complaints interactions happens Market-centered at the market side social Social Market among customers Sales Information interactions (C2C), competitors and (outside-to-outside) business partners Social Customer Marketing Preferences Market Own Social Content Existing Social Media Corporate These interactions (Facebook, MySpace, Twitter, Blogs, Forums, Branded or Linkedin, etc.) includes the company unbranded Social Networks, etc.) performing Social CRM involved in at least one Business- side of the centered social communication flow. Customer-facing interactions employee They are B2B, B2C, C2B Monitoring / (inside-to-outside Data Mining and internal inside-to-inside) Internal Social Tools interactions (Internal blogs, wikis, sharing platforms, social networks, innovation portal, etc.) Socially-empowered employees
- 747. Business-centered interactions in Social CRM Own Social Content consists of social platforms May be exploited by actively generating content such as a marketing campaigns or creation of specific created and owned by the company. They can be pages in existing social platforms, also by being branded or unbranded. Content is present on these social environments to answer monitored, published and updated by specific market requests or complaints and even by employees according to the company’s social connecting to people in search of new business strategy opportunities Market Own Social Content Existing Social Media All interactions and Corporate Internal Social Tools (Facebook, MySpace, Twitter, brand-related Blogs, Forums, Branded or connects employees to Linkedin, etc.) references are unbranded Social themselves and is an monitored and its Networks, etc.) open channel to share contents may be insights and stimulate converted in specific collaboration. Via customer experience / tagging and ranking Customer-facing needs reports. This the most valuable employee Monitoring / activity includes not information is put in Data Mining only interactions evidence and may help resulted from company Internal Social Tools to address issues and efforts, but also (Internal blogs, wikis, sharing platforms, social shape new personal content networks, innovation portal, etc.) strategies, innovations generated by the or even improve company’s employees current processes in their personal blogs, for example Socially-empowered employees
- 748. Market-centered interactions inSocial CRM Customer-generated Social Market reactions on brand CRM or industry These social actions are Social Questions & Service complaints These reactions happen triggered by rewards or spontaneously and are happen spontaneously. Social Market performed by customers They are performed by Sales Information and the market in general. customers, ex-customers The cause of these and non-customers helping reactions could be the the company to spread Social Customer result of a good or bad market messages, identify Marketing Preferences customer experience with leads via referrals and Market Own Social Content your company or support customers on Existing Social Media Corporate competitors, or could have product issues and (Facebook, MySpace, Twitter, Blogs, Forums, Branded or no specific cause at all. questions. These actions Linkedin, etc.) unbranded Social They serve as basis for very contribute positively to Networks, etc.) important customer your company’s reputation insights and, depending on and results. Company the content they have, it actions on Social CRM help may affect positively or to amplify the negatively your company’s reverberation of this Monitoring / reputation and results behavior Data Mining Listen. Stay informed about what people are saying and look for trends. By monitoring and analyzing the conversation about your company you can understand why customers are complaining or complimenting you. The next step is to join the conversation and get more insights on your customer’s experience.
- 749. Value generation fromSocial CRM interactions Benefit from spontaneous reactions from the Customer-generated Social CRM Social Market reactions on brand Questions & or industry community by connecting Service complaints like-minded peers Social Market Improve customer intelligence Sales Information by gathering additional information from the market Social Customer Improve customer education Marketing Preferences Improve customer experience and expertise Market responsiveness Make use of a low-cost strategy Own Social Content Existing Social Media Enhance customer needs and Corporate (Facebook, MySpace, Twitter, wants understanding Blogs, Forums, Branded or Linkedin, etc.) Stimulate “interest” based unbranded Social Networks, etc.) marketing & advertising Develop new revenue streams Extend your reach within the Efficient knowledge Customer-facing social media channel management employee Monitoring / Attract new talent from the Increase internal collaboration Data Mining market Establish new business Internal Social Tools connections (Internal blogs, wikis, sharing platforms, social Encounter internal talent networks, innovation portal, etc.) Increase retention through strong morale and commitment Socially-empowered employees
- 750. integrate web 2.0features and data into their CRM product portfolio. This generates value to several company R&D Focused on internal use for collaboration areas Use of tags to “label” the customer (e.g. tag=golf for executives who play golf) Content sharing capabilities (e.g. sales presentations) Virtual collaboration (e.g. wikis, CEO blogs, teams blogs, micro-messaging) Marketing Rating content (e.g. rating customers, leads, shared content, etc.) Focused on connecting external parties Idea/Insights capturing (e.g. idea management system platform) Customer support via forums (e.g. message board platform) Sales teams Tagging, rating and reviewing products in companies' e-shops Blogs for sales force (followed by their customers) Connection with 3rd party social networks (e.g. convert Facebook friends as contacts, access a Facebook page directly from the application, obtain relevant Customer information provided by the customer itself in Facebook: About Service me, Activities, Favorite Movies, Favorite Books, Favorite Music, Interests, etc., Amazon’s reviews, ratings, etc.) Connection with Twitter for running campaigns directly from the CRM platform and listening and support current customers Knowledge Mgmt
- 751. drawing the linebetween going with the flow and extracting real CRM value from Social Media. These are just a few of Are all of your social Are your social media efforts Do you know how them… media efforts integrated with your part of a broader Social CRM / Social Media strategy or is it “social” are your employees? CRM system? just an random project? Have your “social” Are your processes and business rules adapted to employees received encourage social behavior? proper training? Is your front line Are you able to track Have you assessed all productivity under benefits and return on Corporate Security control? investment effectively? concerns?
- 752. Becoming Social: SocialCRM demands a Social transformation of your Is imperative to understand the social influence on all CRM Building Blocks … business Social influence changes the traditional CRM building blocks, its supporting processes, IT infrastructure and Social demands companies to work towards a Strategy influence Social CRM vision composed by: Operations •Social Strategy, •Social Operations and, •Social Organization Organization “By 2010, more than half of companies that have established an online community will fail to manage it as an agent of change, ultimately eroding customer value. Rushing into social-computing initiatives without clearly defined benefits for both the company and customer will be the biggest cause of failure” – Gartner Group1
- 753. However, to successfullyadopt and generate value with Social CRM, there are a few pre-requisites that should be • Understand Social CRM and Social tools, its characteristics, risks and business taken into account case • Develop a proper Social Strategy comprising tools (wikis, social networks, twitter, etc.) and scope (monitor, engage conversations, get customers to collaborate, spread viral messages, etc.) • Have a effective traditional CRM system in place • Have processes mapped and well documented Strategy • Have a project portfolio management in place to put all social initiatives linked together Operations • Have the CRM philosophy and its objectives already spread and well-known among employees • Evaluate the organization’s readiness to embrace the principles of online collaboration Organization • Executive buy in and support Even though the pre-requisites fulfillment and the current CRM maturity might affect the resulting roadmap to Social CRM deployment, it is always possible to identify quick wins on one or more CRM areas that can be implemented right away
- 755. 50 templates forPresentations Personal selection jean.luc.niezette@gmail.com
- 756. jean.luc.niezette@gmail.com see PowerPoint Tips& Tricks & PowerPoint 100 pictures comments are welcome ! Jean-Luc
- 757. 1 Title Actions needed Actions needed •action : description •action : description •action : description •action : description •action : description •action : description •action : description •action : description Actions needed •action : description •action : description •action : description Actions needed Actions needed •action : description •action : description •action : description with action •action : description without action •action : description •action : description •action : description •action : description Actions needed •action : description •action : description • action : description
- 758. 2 Title 6. Description 1. Description •action : … •action : … •action : .. •action : .. •action : … •action : … •action : … •action : … 5. Description 2. Description •action : … •action : … •action : .. Key domain •action : .. •action : … •action : … •action : … •action : … 4. Description 3. Description •action : … •action : … •action : .. •action : .. •action : … •action : … •action : … •action : …
- 759. 3 Title Input 1 • description • description domain A Input 2 • description domain F domain B • description Input 3 key domain • description • description domain E domain C Input 4 • description • description domain D Input 5 • description • description
- 760. 4 Title domain A domain F domain B key domain domain E domain C domain D
- 761. 5 Title Input 1 • description • description domain A domain B domain C Input 2 • description • description Input 3 key domain • description • description Input 4 • description • description domain D domain E domain F Input 5 • description • description
- 762. 6 Title Category 1 Category 2 Category 3 domain A domain B domain C domain D domain E domain F key domain Description A Description C Description D Description F • description • description • description • description • description • description • description • description Description B Description E • description • description • description • description
- 763. 7 Title action 1 action 4 action 2 key action 3 domain A domain B domain C domain D domain action 5 action 6 domain E domain F
- 764. 8 Title description 2 input 2 description 2 description 1 Main input 1 output 1 output 2 output 3 description 1 domain description 3 input 3 description 3
- 765. 9 Title •Current status A •… Category A •New status A •… •… •… •Current status •… B Category B Category A •… •… •New status B •… •… •… •… •Current status Category B •… C Category C •New status C •… •… •… Current approach New approach Category C •… •… •… Evolution
- 766. 10 Title Domain 1 Domain 2 Domain 3 Domain 4 •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx 20xx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx 201xx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx 20xx •xxx •xxx •xxx •xxx
- 767. 11 Title Flow Responsible Main needs Actions needed Description 1 Action 1 Actor 1 • description • Action 1 • description • Action 2 • Action 3 Description 2 Action 2 Actor 2 • description • Action 4 • description • Action 5 • Action 6 Description 3 Action 3 Actor 3 • description •… • description Description 4 Action 4 Actor 4 • description • description
- 768. 12 Title FROM TO Description A Description A • description • description • description • description Description B Description B • description • description • description • description Description C Description C • description • description • description • description Description D Description D • description • description • description • description
- 769. 13 Title FROM TO Description A Description A Domain 1 • description • description • description • description Description B Description B Domain 2 • description • description • description • description Description C Description C Domain 3 • description • description • description • description Description D Description D Domain 4 • description • description • description • description
- 770. 14 Title Input 1 • Output 1 Input 2 • Output 2 Input 3 • Output 3 Input 4 • Output 4 Input 5 • Output 5 Key finding
- 771. 15 Title Status Finding & Actions •description •… •… •… •… Picture, graph, … •description •… •… •… •…
- 772. 16 Title Main component Component 1 Component 2 Component 3 Component 4 sub- sub- sub- sub- component 1 component 1 component 1 component 1 sub- sub- sub- sub- component 2 component 2 component 2 component 2 sub- sub- sub- sub- component 3 component 3 component 3 component 3 sub- sub- sub- sub- component 4 component 4 component 4 component 4 … … … …
- 773. 17 Title total Revenu total volume volume es revenu split s split es cat 1. xxx Key message cat. 2 cat. 1 xxx xxx xxx xxx Analysis • description cat 3. • description cat.2 xxx xxx cat. 3 xxx cat3. xxx Description Description • description • description • description • description
- 774. 18 Title xxx xxx xxx xxx xxx TO xxx FROM Key message
- 775. 19 Title Domains Issues Owner Action plan Timing xxx Issue 1 xxx xxx MM/YYYY xxx Issue 2 xxx xxx MM/YYYY xxx Issue 3 xxx xxx MM/YYYY xxx Issue 4 xxx xxx MM/YYYY xxx Issue 5 xxx xxx MM/YYYY key message
- 776. 20 Title KPI‘s 20xx ACTION PLAN 20xx 20xx MAIN xxx • Indicator 1 xxx xxx • Indicator 2 xxx SUB. xxx • Indicator 3 xxx Action plan Q1 Q2 Q3 Q4 xxx Domain 1 xxx xxx xxx Domain 2 xxx xxx Domain 3 xxx
- 777. 21 Title 20xx ACTION PLAN 20xx 20xx xxx • Indicator 1 xxx KPI‘s xxx • Indicator 2 xxx xxx • Indicator 3 xxx FROM TO •xxx •xxx •xxx •xxx Action •xxx •xxx plan •xxx •xxx
- 778. 22 Title FROM TO xx% xx% xx% xx% xx% xx% Description Description • description • description • description • description
- 779. 23 Title xxx 20xx 20xx 20xx xxx xxx xxx Phases xxx xxx xxx •xxx •xxx •xxx Main •xxx •xxx •xxx domain •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx Sub- •xxx •xxx •xxx domains •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx KPI’s •xxx •xxx •xxx
- 780. 24 Title Q1 Q2 Q3 Q4 Action 1 Action 2 Action 3 Action 4 Action 5 Action 6 Action 7 Action 8
- 781. 25 Title J F M A M J J A S O N D DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description Domain 1 DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description Domain 2 DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description Domain 3 DD/MM : action description DD/MM : action description DD/MM : action description DD/MM : action description
- 782. 26 Title Domain 4 Domain 2 Objective Domain 3 Domain 1
- 783. 27 Title Solution X Solution Y key message 1 xxx 2 xxx 3 xxx 4 xxx key message 5 xxx 6 xxx 7 xxx 8 xxx 9 xxx key message 10xxx
- 784. 28 Title Domain 1 + Domain 2 + Domain 3 + Domain 4 + Domain 5 = xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx
- 785. 29 Title Domain 1 Domain 2 1 xxx xxx 2 xxx 3 xxx xxx 4 xxx xxx xxx 5 xxx xxx
- 786. 30 Title Domain 1 Domain 2 Picture, graph, … Picture, graph, … •xxx •xxx •xxx •xxx •xxx xxx
- 787. 31 Title 1 xxx xxx 2 xxx xxx 3 xxx 4 xxx xxx 5 xxx 6 xxx xxx
- 788. 32 Title xxx xxx name xxx xxx xxx xxx xxx 4 name Name Name Name Name Name Name Name • role • role • role • role Name Name Name Name • role • role • role • role Name Name Name Name • role • role • role • role Name Name Name Name • role • role • role • role Name Name Name Name • role • role • role • role Name Name Name Name • role • role • role • role
- 789. 33 Title Key message xxx Main Domain xxx • xxx • xxx xxx Importance for xxx • xxx xxx • xxx xxx Other domains xxx • xxx • xxx • xxx • xxx Importance for yyy
- 790. 34 Title FROM TO domain 6 domain 6 domain 5 domain 1 domain 5 domain 1 domain 4 domain 2 domain 4 domain 2 domain 3 domain 3 • xxx • xxx • xxx • xxx • xxx • xxx Key message
- 791. 35 Title •xxx •xxx •xxx Domain 1 •xxx •xxx •xxx Main domain •xxx •xxx •xxx Domain 3 Domain 2
- 792. 36 Title 1. Description 2. Description •action : … •action : … •action : .. •action : .. •action : … •action : … •action : … •action : … Key message 4. Description 3. Description •action : … •action : … •action : .. •action : .. •action : … •action : … •action : … •action : …
- 793. 37 Title Domain 1 Domain 2 Domain 3 Domain 4 Description Description Description Description •action : … •action : … •action : … •action : … •action : .. •action : .. •action : .. •action : .. •action : … •action : … •action : … •action : … •action : … •action : … •action : … •action : … Key message
- 794. 38 Title xxx xxx • description • description • description • description xxx xxx • description • description • description • description Key message
- 795. 39 Title •xxx Title •xxx •xxx •xxx •xxx •xxx FROM TO Key message
- 796. 40 Title Domain 1 description 1 Domain 2 description 2 Domain 3 description 3 Domain 4 description 4
- 797. 41 Title Domain 1 Domain 2 Domain 3 Domain 4 -15% -10% Proposal 1 -5% 0% +5% Proposal 2 +10% +15%
- 798. 42 Title Domains Sub-domains Descriptions 1 Domain 1.1 xxx Description 1.2 xxx Description 1.3 xxx Description 1.4 xxx Description 1.5 xxx Description 2 Domain 2.1 xxx Description 2.2 xxx Description 2.3 xxx Description 2.4 xxx Description
- 799. 43 Title Output 1 Domain 1 • xxx • xxx Category 4 Category 1 Category 2 Category 3 Category 4 Domain 2 Output 2 • xxx • xxx Domain 3 • xxx Domain 4 Output 3 • xxx • xxx Key messages • xxx •xxx • xxx •xxx • xxx Output 4 • xxx • xxx • xxx • xxx
- 800. 44 Title Step 1 Step 2 Step 3 Step 4 Step 5 •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx •xxx Key message
- 801. 45 Title Title Analysis • xxx • xxx • xxx Main • xxx KPI’s • xxx • xxx Sub KPI’s Key message
- 802. 46 Title Chapter 1 title 1 • Description of chapter 1 Chapter 2 title 2 • Description of chapter 2 Chapter 3 title 3 • Description of chapter 3 Chapter 4 title 4 • Description of chapter 4 Chapter 5 title 5 • Description of chapter 5
- 803. 47 Title Chapter 1 title Chapter 2 title Chapter 3 title Chapter 4 title Chapter 5 title
- 804. 48 Title Domain 1 xxx Domain 2 xxx xxx xxx xxx Domain 3 xxx xxx xxx xxx xxx xxx Domain 4 xxx xxx
- 805. 49 Title Description •xxx •xxx •xxx Key message Main •xxx domain domain 2 domain 1
- 806. 50 Title Input Categories Domains Output Domain 1 xxx Cat eg Domain 2 ory A Output Category Domain 3 xxx B Domain 4 Category C Key message
- 807. Social Media Landscape Blogs rss 807 © 2009 Omniture Inc, Confidential & Proprietary
- 808. Travel Guides Mobile On-Site Tours Applications TRAVEL MARKET Web/Interactive Audio Guides Podcasts 02. MARKET OVERVIEW 808
- 809. CONSUMER INSIGHT • Customers have a pre-conceived notion of audio guides as something boring that does not connect them emotionally 03. CONSUMER INSIGHT & SEGMENTATION 809
- 810. SEGMENTATION Single Travelers Couples Small Group of Friends Medium to Large Group 03. CONSUMER INSIGHT & SEGMENTATION 810
- 811. AGE SEGMENTATION 29-34 years old 35-44 years old 22-28 45-49 years old years old 03. CONSUMER INSIGHT & SEGMENTATION 811
- 812. BRAND STRATEGY DEVELOPMENT INTERNAL EXTERNAL BRAND VISION BRAND PROMISE To be the best provider of We connect travelers to the quality travel content and a city in an emotional way by FIXED worldwide recognized providing unique brand. experiences. BRAND DELIVERY BRAND POSITIONING To provide unique, fun and For modern travelers, we VARIABLE entertaining audio and are a travel guide which travel content. provides emotional audio content that connects travelers to the city. 05. BRAND IDENTITY 812
- 813. POSITIONING For Whom? Why? Energetic, passionate, modern, untraditional To offer a new way of connecting people traveler who is searching for a unique travel with a city; Bringing out the soul of the city; experience; Travel alone or with few friends; A unique travel experience Travel without a packet Against Whom? When? Travel guides, podcast, interactive Weekend getaways, vacation, cultural trips applications and competitors that are not entertaining 05. BRAND IDENTITY 813
- 814. Guiding principles foracquisition integration Get the integration strategy right for Strategy the deal Design the programme around the Programme Design benefits case Successful Programme Provide shape and focus through Management outstanding programme management Integration Manage the risks to the business as Risk Management well as the programme People & Rapidly engage the people in both Communications organisations
- 815. Get the integrationstrategy right for Studies indicate that there is nodeal the ‘one approach’ for all acquisitions Spell out the rationale for the Determine the integration Have a clear view of the „end deal, the benefits sought, along with approach and strategy game‟ – along with the stages key complexity factors in the journey Benefits$ improvement Delivery Degree FTE Reduction Performance Extension of Level presence Bundling of of Pace / Revenue Growth capabilities involvement Depth Economy Time NO of scale GO The integration strategy is: ZONE Key stages in the journey need to be Cost Reduction How deeply will we integrate? defined in terms of the business How quickly will we integrate? model and the performance of the The integration strategy must be How many do we need to combined organisation. This enables driven by the strategic rationale for the involve in the process? success to be measured as the deal (i.e. achieving the „1+1=3‟) The approach may vary across integration progresses the organisation
- 816. Design the programmearound the Always keep sight of benefits case the benefits case - if you’re not keeping the score, you are unlikely to deliver Confirm the total value which Identify the areas that will Install strong leadership to must be extracted deliver the most value - ensure commitment to prioritise and focus efforts as achieving the benefits V alu e W aterfall H ead office savings Integration appropriate (N P V ) costs E conom ies of scale Leveraged sales channel H R costs Quick Win Opportunities Integration Programme M arketing synergies Loss of sales Breakthrough High Director alliances Steering S tream lined IT system s C apex Group Programme T o ta l N e t B e n e fits C ross-selling to existing Transition Manager custom er base Major players B ack office savings Programme Transform Size of Return (£) Office Benefit Bankers Time to deliver Business People & Systems Finance Real Estate Communicatio Commercial Integration Organisation ns Business Intrinsic D eal B enefits/synergies C osts Intrinsic time Integration Managers value costs value post Low deal Probability of Success Low High Value extraction targets should be IT will be either crucial or broken down and allocated to unimportant Clear governance and single individual projects Less obvious topics - e.g. real point accountability are key A robust cash-based benefits estate – can contribute up to 20% The integration delivery structure model is required – measuring of savings must be firmly tied to the things that make sense to Ruthlessly review existing projects „business as usual‟ structure operational staff. – Acquirer and Target. Not all projects need to be done at the same time
- 817. Provide drive andfocus through outstanding programme management Individual project managers cannot manage conflicting priorities by themselves On the road to Manage the work as an Deliver the benefits at the integration, priorities will integrated programme to micro level, monitor at the change as the programme maximise business benefit macro level progresses Planning & 0.70 Revenue Quick Wins Performance Theme: Directing Costs 0.60 0.50 Transition Programme Theme: Benefits 0.40 Controlling, Monitoring & 0.30 Communicating 0.20 Transformation Time 0.10 Theme: Coaching & Facilitating 0.00 -0.10 Time 100 days 300 days 3 years -0.20 Benefits (20-30%) (80%) (100%) 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 Business strategies Projects Projects Projects Year Stage Review Stage Review You must also change Current Future business business management styles - to reinforce desired behaviours Stage Stage Progress on the achievement of benefits benefits and embed the new culture Business operations the benefits case is the number You must stick at it long enough one agenda item for each Integration Implementation Programme Steering Group meeting to deliver the full range of benefits available.
- 818. Manage the risksto business as well as to the programme Inadequate resourcing is often the biggest risk Business Programme Rapidly gain control of the operational Identify the key risk areas for benefit business delivery Confidence Matrix Use a “smoke detector” of high frequency Ops Mngmt Integration Implementation System Systems Testing performance metrics to monitor business Control Elements Scope/Plans results Quality ? ? Resource ? Key indicator New customers per year (‘000) Benefits Reporting - Business Performance Dashboard MARKET SHARE Was Is (1998) (1999) 43.5 x Has to be (2000) x Revenue (£k) Key indicator GENERAL Was Is (1998) (1999) x x Has to be (2000) 3,000 Key indicator Sales Headcount SALESFORCE Was Is (1998) (1999) 1148 1140 Has to be (2000) 825 Communications ? ? ? Multisales (%) 2 x 5 Profit (£k) x x 1,400 API per salesman (£k) 40 44 63 % Salesforce above MESP 35 x x Customers buying this year (%) 4.4 D x 8 Non-Life Conversion Ratio (%) D x x 33 D Non-regulatory Complaints 900 x x Average number of products held 1 2 5 Target Average size of Sale (£API) 18 250 x 340 500 x Work Elements per customer Total number of policies (k) 388 Error-free Factfinds and Conversion Ratio (%) x x x 300 300 25 64 95 Proposals (%) SB.1998.DM2/2 Number of leads from Sales and x x 15 Sales force turnover rate (% p.a.) 34 25 7 Collections per month (k) Cumulative REVENUE By product Breakdown PERFORMANCE Key indicator Was Is (1998) (1999) Has to be (2000) Total Headcount HEADCOUNT Breakdown Establish formal risk management 50000 Head Office Headcount 869 733 561 processes Protection 45000 5000 Actual Investment 40000 Budget 35000 Sample Saving Average time to issue policy (days) 33 30 5 4000 Sales 30000 Pension £k 25000 Mortgage 3000 Collection 20000 Actual Average time to pay claim (days) 5.5 D 2.5 1.5 2000 15000 By segment Head 10000 Office Budget 5000 Target Cost of Head Office (£k) 60,609 x x 1000 0 Segments 0 J F M A M J J A S O N D Sample Non-target Cost of Overtime (£k) 1320 540 360 J F M A M J J A S O N D Segments Calls answered (%) 82 87 95 Risk Risk Risk Assessment LAPSES CHURN COLLECTIONS SERVICE LEVEL Control Identification & Value of Value of churn Was Is Has to be Cost savings realised lapses Key indicator (1998) (1999) (2000) x 20000 Head Office Framework Prioritisation Collections Headcount 2500 x 774 3 3 15000 Field Ops IB IB Sample Sample Total cost of collection (£k) Collections OB OB 43,200 x 29,000 Developin £k 2 2 10000 Debits collected (%) 96 x 100 g the Risk 1 1 Average number of calls per 33 x 60 5000 Risk Profile Project collector per day Review Modelling Categorisation Number of collectable households 1.2MM x 0.6MM 0 0 J F M A M J J A S O N D 0 J F M A M J J A S O N D M A M J J A S O N D J F M A M J J A S O N D & 1999 2000 Simulation Integrated Input to: Rate of return Monitor with the Risk Project Mitigation Contingency for business & report Planning Control Planning case Project strategy Cycle Expanding markets will present a Methods for project scoping Contingency particular challenge Take Action requirements
- 819. Rapidly engage thepeople in both organisations Taking advantage of the window of opportunity to make the big changes Select, build and incentivise Engage people throughout the Target communications the integration team - using organisation appropriately with all key staff from both organisations stakeholders to begin to build support Company Stakeholder Mapping A Company B Key Clients (degree of influence) Share of Voice Key Influencers Employees The New Suppliers Company Key Line Staff Buy-in (attitude to project) Owners and Corporate Project Teams Analysts and Press Identify and engage the key Produce an HR plan to ensure that stakeholders to understand their the right people are appointed to attitudes and personal „wins‟ jobs quickly - a task that is often Capture “hearts and minds” underestimated. through the communication Integration programmes don‟t For staff required on a temporary process fail through over- basis only, lock them in via Ensure cultural differences are communication. bonuses linked to activity recognised in the HR plan - even Communicate, communicate achievement – rather than time for apparently similar cultures. and communicate again
- 820. Overview of study Wehave completed the second step of the wider study – providing a framework for defining the solution to improve western access to Heathrow SCOPING STUDY – THIS REPORT – defining the problem FURTHER WORK solution identification WHAT – comprehensive assessment driven by Eddington and other transport policy • Governance, stakeholder involvement assessment • SINEI type assessment including • Problem definition • Full transport appraisal of selected packages agglomeration, environmental (CO2 emissions) • Evidence gathering and measures (cost benefit analysis, impact • Options analysis • High level analysis assessments, funding and financing • Consideration of funding issues modelling) • Detailed scheme specific design and delivery HOW – through a robust project framework and solid evidence base • Interviews with business and internal experts • Input from transport consultants and economists • Primary research • Stakeholder alignment • Discussions with well respected academics • Data analysis • Input from transport consultants and • Collaborative approach with DfT • Review of DfT guidance and economists • Stakeholder involvement literature (Eddington, DaSTS etc) 8 2 0
- 821. The Importance ofMECE Example Making Dinner: • Select menu Mutually Do any of the points overlap? • Buy ingredient Exclusive • Prepare courses MECE Mobile Phone Types: • Analog • Digital • GSM Collectively Have all possibilities been Reasons to acquire competitor ABC: • Complimentary customer base Exhaustive covered? • Superior technology • Digestible size Points across horizontal levels of the pyramid should be MECE (Mutually Exclusive, Collectively Exhaustive)
- 822. Estrategia • Aumento del número Para lograr los beneficios planteado identificamos un estrategia por fases que nos permita ir incorporando con pasos firmes los beneficios planteados de becarios basado en • Agosto Número Limitado de Marzo las experiencias del Agosto Becarios para el área 2005 • Continuación del FY05-06 2004 2005-... programa piloto de Tecnologías de Programa Programa de Becarios Becarios - Piloto • Incluir al programa las Programa • Organización de Información. IT Becarios restantes áreas de Universidad - Deloitte Seminarios de • Enfocado a Carreras de Consultoría consultoría Ingeniería de las actualización para los • Mayor promoción del consultores con Universidades más programa a través de importantes. Investigadores eventos organizados Universitarios. • Duración del programa por Deloitte para las 6 meses. • Participación de Universidades consultores en • Organización de un • Organización anual del evento para la Cátedras Universitarias evento para dar inicio • Planeación de selección de al programa de candidatos a formar Programas de becarios. Investigación parte del programa. • Utilizar la experiencia • Incorporar a un becario Conjuntos acumulada para lanzar de Inroads en el programas mismos proceso de complementarios Becarios
- 823. Plan de Trabajo Plane Planeació Evalua ación Preparació Ejecución del Deploy / n del ción del n del Piloto Piloto Go-Live Piloto Mayo 04 Sem 1 Jun Sem 2 Sem 3 Sem 4 Julio del Sept Progr 05 Agosto Marzo Jun Jun Jun Piloto ama • Planeación del Piloto • Planeación y Estrategia • Aprobación del Programa • Preparación del Piloto • Contacto con universidades • Envío listas de mejores promedios • Selección de candidatos (entrevista previa RH) • Promoción de evento de difusión • Planeación evento de difusión • Definición de agenda • Selección de instructores • Elaboración materiales • Definir logística del evento • Evento • Identificación de talento • Evaluación de candidatos • Selección de becarios • Planeación del Programa • Definición de proyectos • Asignación de becarios • Inducción
- 824. For Government tosuccessfully adopt Web 2.0 there are key considerations that need to be taken into account Doing the work alone is no longer an option, success requires shifting to a highly leveraged, collaborative model Role descriptions, organizational structure, and culture need to take into account an increased number of diverse unpaid and Organization volunteer positions Contribution, sharing and collaboration need to be part of the employee rewards system An entirely new set of online policies are unnecessary, extend current policies covering conduct in public gatherings Make it clear that employees are entrusted to represent government as a part of online communities Set the stage for appropriate usage early on, framing behavior around a governance framework that is transparent and easy to understand Model governance around established online communities. Policy and – allow users the power to immediately publish their own content, and give administrators power to modify/revert Governance – ensure that administrators/moderators are able to justify governance by hyper linking to the appropriate policies – use voting and/or point systems to promote unpaid volunteers to the administrator/moderator role, in effect creating a self- governing community Where possible, leverage the online community to manage the governance framework Web 2.0 should be apart of the overall communication strategy Web 2.0 has the ability to target specific networks of users at a low cost Leverage bloggers, publishers and online enthusiasts to spread the message for you Communication Don't treat online communities as a dumping ground, billboard style market-ware will alienate citizens Ensure active ownership, communication must be constant and content must be relative and up to date Don't open up unless you are ready; transparency, accountability, humility and most of all honesty are al prerequisites in all dealings with online communities Ensure accountability by clearly establishing the identity of all government community members Security and Pay particular attention to identity theft, there are numerous reports of Web 2.0 based impersonation Risk Audit trail of all community history needs to be secured Periodically review that the aggregation of data produced by mash-ups is not used maliciously
- 825. Web 2.0 thereare key considerations that need to be taken into account .. continued Don't underestimate the power of a focused and passionate community Community management will become increasingly important, a full time position in many cases Both marketing/communications as well as HR will require a dedicated community management strategy Governments must understand the community landscape sufficiently to understand communities to participate in, communities to watch, communities to lead, and communities to own. Not participating is not an option, communities are forming regardless of government involvement, there's an opportunity to Community better direct and influence these communities if action is taken now Many companies today (Procter & Gamble, etc.) are leveraging communities to do a wealth of "free" work – product testing – support – product/service innovation – marketing Open source is a prime candidate, major vendors have come late to the Web 2.0 game and do not have an equally compelling offering Lighten up the delivery approach, web 2.0 requires and enables an iterative, evolutionary software lifecycle Many of today's government hosted websites can be easily transformed into reusable services that can in turn be Technology assembled, reused, and "mashed up" Complete adoption of web 2.0 will require better integration into today's desktop, this is where significant work is still required Measure success by using easily quantifiable web based metrics (e.g. blog pulse, comments, contributions, page ranks, member activity) Value Set the objectives of any community early on, and continually revisit Participating in an increasingly connected world has its own intrinsic benefits, some of the value may not be quantifiable
- 826. 826 LATAM seems vulnerable: First, global context was key in the last 5 years LATAM: GDP Growth, World Commerce and LATAM: Terms of Trade Commodities Prices 140.0 World Commerce Growth 127.7 30.0% 7.0% 2008 Commodities Prices 130.0 25.0% LATAM Growth (sec. axis) 6.0% 20.0% 120.0 Index Base 2002 = 100 5.0% 15.0% 4.0% 110.0 102.5 1980 In % In % 10.0% 3.0% 100.0 5.0% 100.0 2.0% 2002 0.0% 90.0 1.0% -5.0% 80.0 0.0% 80.6 -10.0% 1988 70.0 -15.0% -1.0% 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 Source: Perspectiv@s based on IMF and CRB Source: CEPAL Terms of Trade and Trade Balance Exports Prices and Fiscal Revenue of Central In millions of USD Government 120,000 90,911 2006 22.0 Current Prices Exports prices 160.0 70,000 Average Prices 1980-2002 Fiscal revenue 20.0 140.0 20,456 43,882 Index base 2000 = 100 In millions of USD 20,000 2002 2008 120.0 18.0 100.0 In % GDP -30,000 16.0 80.0 -80,000 60.0 14.0 40.0 -130,000 12.0 20.0 -158,542 -180,000 - 10.0 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 1950 1953 1956 1959 1962 1965 1968 1971 1974 1977 1980 1983 1986 1989 1992 1995 1998 2001 2004 2007 Source: CEPAL
- 827. Audiencias para desplegarla información y lograr entendimiento y/o involucramiento hacia el proyecto Audiencia Porqué Cómo Facilitador Agentes de Cambio: Formar un vínculo de comunicación en la Juntas 4 Empresa , mediante contacto humano emiten y • Admon. del Cambio Informativas, cor Líderes informales elegidos retroalimentan los mensajes. reo electrónico por el personal del proyecto Usuarios Finales: Informar su participación en el proyecto y Reuniones • Agentes de Cambio 5 atender inquietudes informativas, foll • Admon. del Cambio Grupo de personas que harán etos, flyers, telec uso del onferencias sistema, operativamente o para labores de consulta. Informar temas generales del proyecto Carteles, circular • Admon. del Cambio 6 Todo el personal es Eventos masivos 827
- 828. Planeación de laComunicación Contamos con una estrategia estructurado de comunicación, la cual comprende los siguientes 6 pasos: Análisis Definición Programación Medición de la Identificación Análisis de de de Actividades efectividad de la y Análisis de Medios Eventos Mensajes de comunicación Audiencias Actuales Clave Comunicación Clave • Identificar • Identificar los • Extraer los eventos • Identificar qué • Planear las • Medir la grupos a los que medios de más importantes a lo es lo que comunicaciones efectividad de la irán dirigidos los comunicación más largo del proyecto, debemos para el corto plazo. comunicación. mensajes efectivos para que marcarán la comunicar a cada dependiendo del llegar a cada pauta para las audiencia. • Planear las • Evaluar si los impacto del audiencia. comunicaciones. comunicaciones en mensajes están proyecto. • Analizar qué es el transcurso del alcanzando a la ACTIVIDADES • Identificar el o los lo que debemos proyecto. audiencia • Analizar responsables del transmitir al deseada, son audiencias clave manejo de las personal para comprendidos y la para desplegar la comunicaciones generar respuesta es comunicación formales en la confianza, positiva. USPRH. motivación y compromiso. ¿A quién? ¿Cómo? ¿Cuándo? ¿Qué? ¿Cada cuánto? ¿Funciona? 828
- 829. Enfoque de Mensajes Lasacciones estructuradas de comunicación permiten disminuir la resistencia al cambio por desconocimiento y por percepciones negativas del proyecto, se resaltan los eventos positivos y se trabaja con los negativos, durante la asimilación del proyecto. • Planeación/Análisis/ Diseño Etapas de Asimilación del Cambio Institucionalización Abortando antes de la Construcción, Etapa de implantación Etapas del proyecto Capacitación y Aceptación Adopción extensiva Entrega Percepción Cambio no Etapa de implantado Diseño Positiva indefinición Entendimiento Percepción Negativa Conocimiento Etapa de Preparación Contacto Confusión Preparación Desconocimiento Tiempo 829
- 830. Enfoque de Mensajes (continúa) El enfoque hace referencia a la dimensión o tipo de información requerida de acuerdo a lo que se esperaría en cada grupo o audiencia, la siguiente gráfica ejemplifica la misma: Menor grado de Involucramiento Informar sobre la nueva soluci ó n, cu á l es su alcance y qu é elementos l a Mensajes generales / componen. Concientizar a Audiencia Amplia las personas de los beneficios del nuevo modelo de trabajo. Contacto Mensajes dirigidos a una Comunicar los avances del proyecto. Difundir los beneficios de la audiencia específica implantació n. Concientizar sobre el nuevo modelo de trabajo en equipo. Entendimiento Concientizar a las personas de c ó mo prepararse para el arranque. Audiencia de Generar entusiasmo para la implantación capacitación tanto en el usuario final como en el equipo de trabajo. Comunicar a detalle los esquemas de capacitación y soporte. Aceptación Informació n personalizada sobre el rol y las responsabilidades del personal involucrado. Compromiso Mayor grado de Involucramiento 830
- 831. Análisis de mediosde comunicación De acuerdo con los medios generales con los que cuentan los clientes, se analiza, aquellos que pueden ser más efectivos para el Proyecto: Canal Tipo Canal Tipo Presentaciones, eventos Carteles Impreso Presencial con los ejecutivos Juntas informativas Recibo/cheques Impreso con el grupo de trabajo Presencial de nómina Circulares /memos Juntas específicas flyers Impreso (entrevistas, grupos Presencial de enfoque, sesiones de visión, otras) Folletos Impreso Correos Electrónicos Electrónico Tableros de Avisos específicos Impreso Presencial / para el proyecto Teleconferencia Electrónico Nota: Como parte de esta propuesta se recomienda imprimir artículos promociónales para el Proyecto 831
- 832. Audiencias para desplegarla información y lograr entendimiento y/o involucramiento hacia el proyecto El plan de comunicación para las audiencias objetivo, se divide en 6 niveles. Estas audiencias nos ayudarán a permear la información a sus niveles de reporte, donde se da la comunicación vertical y en cascada en cada área. Audiencia Porqué Cómo Facilitador Tienen el poder de iniciar, Presentaciones • Administración de legitimar y demandar el Ejecutivas, Eventos, Cambio Estrato Superior: cambio, tienen autoridad Boletines 1 para fijar la dirección estratégica y ser Dueños, Junta ó Comité líderes del cambio entre los demás grupos Directivo,, Presidente, Vicep clave así como también ante los usuarios. residente, Director General) 2 Son personas que tienen • Administración del Estrato Medio: Presentaciones formales e cambio influencia, cercanía y reconocen su informales, masivas y en Director, Subdirector y Jefe responsabilidad para la implantación del grupos específicos de Departamento cambio. Grupos de Trabajo Los usuarios clave son parte de la Red de Técnicos: Juntas de avance, • Gerencia del Proyecto 3 Agentes de Cambio y es importante para reuniones de trabajo • Admon. del Cambio el desarrollo del proyecto, establecer correo electrónico (Consultores internos, medios de comunicación dentro del externos y responsables de equipo. los subsistemas que participan en el proyecto) 832
- 833. Eventos clave delproyecto, para definir requerimientos de comunicación Prep Diseño Const Capacitación Capacitación Entrevistas de Aplicación de Circular Primer Avances cambio encuestas comunicado Const Salida en vivo TEMAS POR AUDIENCIA: Estrato Presentar el Proyecto Superior Sesiones informativas Avances del Proyecto Principales Hallazgos Estrato y circulares Beneficios Medio Incrementar Compromiso Equipo Descripción del proyecto de trabajo Avances del Proyecto Comunicar Expectativas Sesiones informativas Agentes de y correo electrónico Cómo les afecta el proyecto Nivel de participación Cambio Preguntas frecuentes Principales resultados del proyecto Usuarios Sesiones informativas, carteles Beneficios Próximos pasos Finales y folletos Descripción del proyecto Toda la empresa Carteles y flyers Indicar el nivel de participación Comunicar avnacer Comunicar beneficios 833
- 834. Medición de laefectividad de la comunicación • A través de los mensajes clave se debe: – Generar un entendimiento común del proyecto en el personal involucrado – Informar a las audiencias involucradas los aspectos más relevantes proyecto La gente Objetivos Retroalimentación entiende • A partir de los resultados de los eventos clave se verifica del Plan de y describe si la gente está o no participando en el proceso de Comunicación los mensajes clave cambio • Motivo por el cual se realizan actividades como: – Verificar la comprensión de los mensajes clave Mensajes Evaluación – Evaluar qué tanto se recuerdan los mensajes y el impacto que clave tienen en la audiencia correspondiente, mediante la aplicación de mediciones de retroalimentación de la comunicación (personal, telefónica o vía correo electrónico) – La medición de la comunicación se realizará al posterior de la ¿Participación etapa de diseño Audiencias de las • Finalmente, para que el Plan de Comunicación sea una Eventos Audiencias? herramienta útil y exitosa que alcance sus objetivos es clave necesario: – Identificar y dar solución a las dudas de los involucrados. 834
- 835. Esempi di costidei conflitti ambientali C o s ti P a s s iv ità e C o s ti C o s ti d ire tti p o te n z ia lm e n te s o p ra v v e n ie n z e in te rn i n a s c o s ti p a s s iv e in ta n g ib ili m in o re d iffic o ltà d i c a lc o lo m a g g io re F e d e ltà d e lla C o sti d i g e stio n e , clie n te la, C o sti d i g e stio n e , e in ve stim e n ti ch e F u tu ri ad e g u am e n ti p e r b e n e sse re d e i e in ve stim e n ti in d ire ttam e n te co n fo rm ità alle lavo rato ri, re lazio n e e sp licitam e n te p o sso n o e sse re asp e ttative d e g li co n sin d acati e d e stin ati alla co n n e ssi alla d isp u ta stake h o ld e rs co m u n ità lo cali, g e stio n e d e lla (e s.: ritard i (e s.: m od ifich e im m ag in e azie n d ale d isp u ta n e ll’attu azion e d e l p rog e ttu ali) (e s.: te m p i/co sti p e r (e s.: sp e se le g ali) b u sin e ss p lan ) o tte n im e n to n u o va au to rizzazio n e ) Fonte: modificato da EPA, 1995 © 2003 RG & Associati Srl. All rights reserved.
- 836. Alcuni strumenti disponibili Depliant Campagne Conferenze stampa e TV stampa Seminari Conciliazione Informazione Codici (Mediazione) Brochure Etici Bilanci sociali … Comitati misti Convegni ? Rapporti Negoziazione sostenibilità “Educazione” Visite on site … Forum di Rapporti … mediazione Ambientali SA8000 Gruppi di lavoro Informazione con Concertazione Workshop retroazione Dibattiti EMAS-ISO14000 … Panel Corporate Social … Incontri esperti Responsibility formali Focus Consultazione group Incontri … © 2003 RG & Associati Srl. All informali rights reserved.
- 837. Analisi statistica conindicatori, indici Lo schema logico Analisi statistica con Indicatori Semplici e complessi. Priorità Analisi di mercato Confronto criticità/risposte Analisi quadro legislativo e dell’organizzazione/ Confronto percepito/tecnico programmatico Scenario Analisi dello stato del conflitto Individuazione rilevanza potenziale e attuale stakeholders C’è il rischio di un conflitto? Esiste un conflitto? Quali sono gli SH? Quali sono favorevoli, contrari Quali sono i motivi? o ambigui? Che rilevanza hanno? Identificazione obiettivi comunicazione Quali sono gli obiettivi di comunicazione Matrice posizionamento corrispondenti alle possibili combinazioni tra stato/rilevanza “stato del conflitto” e “influenza” degli SH Influenza stakeholders “favorevoli” e “contrari” si prevalgono bilanciano decisamente i “contrari” prevalgono prevalgono i “contrari” i “favorevoli” Deve convincere Deve convincere Deve rassicurare Deve rassicurare tecnici e cittadini tecnici e cittadini tecnici e cittadini tecnici e cittadini Matrice strumenti/ Selezione strumenti di comunicazione alto Deve convincere Deve rassicurare Deve rassicurare Deve rassicurare obiettivi tecnici e cittadini tecnici e cittadini tecnici e cittadini tecnici medio Quali strumenti si devono adottare in accordo al obiettivi comunicazione Formale, non Deve rassicurare Deve rassicurare Deve rassicurare influenza la Stato del conflitto tecnici e cittadini tecnici e cittadini tecnici Deve convincere Deve rassicurare Deve rassicurare Deve rassicurare Formale, non influenza la decisione tecnici e cittadini tecnici e cittadini tecnici e cittadini tecnici partecipazione decisione basso livello do partecipazione necessario? livello tipo azioni target azioni target azioni target azioni target azioni target Pass. S P Informazione u pi Formale, non Formale, non b e Deve rassicurare Deve rassicurare bl g influenza la influenza la ic a tecnici e cittadini tecnici a r e decisione decisione Pass. zi s Elevar o c e ni “ el Educazione conos D F t cenze o if e latente unilaterale Modifi f r e care u m d attegg si a e iamen o z ci ti n i si o e o Attiva n vi ni C e a Informazione- in a retroazione c m p o a n g tr Piano d’Azione n i e s e Interat. n s Consultazione i b i l i z . bilaterale Interat. Concertazione Come si possono organizzare i diversi interventi Interat. Negoziazione (event. assistita) © 2003 RG & Associati Srl. All potenziali di comunicazione? rights reserved.
- 838. Il piano d’azione obiettivi obiettivi Esempio Livello strumenti specifici potenziali partecipazione generali terget Deve Studenti informazione Suscitare reazioni Campagne di “rassicur Universitari, con are” Ricercare consenso Sensibilizzazione Opinion Leader retroazione (Valore sociale, tecnici Persuadere Forum Multi SH) e cittadini Elevare conoscenze “Formazione” Deve Tecnici Modificare Comunali (Manualistica, rassic atteggiamenti informazione Workshop) urare i tecnic i Pubblicazioni e Formale, Spiegare Cittadini, Incontri non scelte e informazione influenza Sindaci (Report, convegni) decisioni la decision e 1 Area 1 4 Area 4 2 Are 2 © 2003 RG & Associati Srl. All 5 Area 5 rights reserved. 3 3 Area 6 Area 6
- 839. Kurumsal Yönetim Hissedarlar Üst Yönetim • Koruma • Bağımsızlık • Haklar • Sorumluluk • Katılım • Mali haklar Denetçiler Gözetim Organı • Bağımsızlık Kurumsal • Sorumluluk Yönetim • Sorumluluk • Bağımsızlık Organizasyon • İç kontrol ve risk yönetimi • Bilginin şeffaflığı ve ulaşılabilirliği • Güç dağılımı 839
- 840. Propuesta de trabajo- Programa ABC de Gobierno Corporativo (por fases) Cultura de • Acuerdos de Familia e Integración del Consejo Familiar / Directivo y Comités gobierno • Diagnóstico preliminar • Programa de trabajo del consejo (agenda anual en corporativo prioridades) • Revisión de estrategia y políticas y metas de dirección • Integración de plan de sucesión, código de conducta , • Pláticas de Sensibilización / Actualización de Consejeros y Dirección Conocimiento del Compromiso, • Sistema de seguimiento de negocio y riesgos logro y seguimiento compromisos • Indicadores de operación claves • Sistema de supervisión (autocontrol) • Análisis procesos críticos – recomendaciones de mejores prácticas con • Coordinación y efectividad de retroalimentación de consejeros auditoría interna, auditoría externa, • Mejoras al Sistema de Control Interno integral contraloría y administración de • Seguimiento de quejas, fraudes y servicio a clientes riesgos • Análisis de principales principios, criterios y movimientos contables • Reporte al consejo de directores y • Aseguramiento del cumplimiento regulatorio y fiscal asamblea • Análisis de riesgos en alternativas de finanzas corporativas (ej. ventas, compras, fusiones e inversiones)
- 841. Inhoudsopgave rapportage 1. Inleiding 2. Visie en definities op weerstandsvermogen 3. Resultaten risicoanalyse 4. Conclusies en aanbevelingen Bijlagen: A. Aanpak risicoanalyse B. Risicomodel KONOT C. Risico-overzicht KONOT D. Brondocumenten
- 842. 2. Visie endefinities Relevante definities Risico De kans dat een gebeurtenis zich voordoet die het realiseren van de doelstellingen op strategisch, (algemeen) tactisch of operationeel niveau in zowel positief als negatief opzicht kan beïnvloeden. Risico (relevant Een risico waarvoor (a) geen voorzieningen zijn gevormd, (b) die niet door het treffen van voor weerstands- maatregelen wordt beheerst en die (c) bovendien van materiële betekenis is voor de organisatie. vermogen) ‘(Risico’s ter zake van )Verplichtingen en verliezen waarvan de omvang op de balansdatum onzeker Voorziening is doch redelijkerwijs te schatten of kosten welke volgend boekjaar worden gemaakt met een oorsprong in het boekjaar of voorgaande boekjaar, waarbij kosten gelijkmatig verdeeld worden Weerstands- Het vrij aanwendbare deel van het eigen vermogen om niet structurele financiële tegenvallers op vermogen te kunnen vangen om de taken ongestoord voort te kunnen zetten. Bestemmings- Door het bestuur afgezonderd deel van het eigen vermogen ten behoeve van een daarvoor reserve aangewezen bestedingsdoel. Reserve Al het eigen vermogen van de stichting anders dan het stichtingskapitaal
- 843. 2. Visie endefinities Relatie risico’s en financiering Beheers- maat- regelen Kwanti- Voorziening/ ficeer- bestemmings- Organisatie baar reserve Bruto- Reguliere doelstel- risico’s risico Van geringe lingen Niet goed betekenis Netto- kwanti- risico ficeer- baar Van materiële Weerstands- Niet- betekenis reguliere capaciteit risico’s Kwanti- Voorziening/ ficeer- bestemmings- baar reserve
- 844. 3. Resultaten risico-analyse Overzicht top 6 grootste risico’s • Op basis van de analyse die heeft plaatsgevonden in de groepsinterviews is een top 6 gemaakt van de grootste netto risico’s. Voor deze risico’s zijn onvoldoende maatregelen of ineffectieve maatregelen getroffen door de Stichting KONOT. Planning & Personeel controlcyclus Naleving en TVB’s borging Toprisico’s Veranderings- KONOT Onderhoud school- vermogen gebouwen Belemmering voor het bereiken van de strategische doelstellingen van KONOT
- 845. Identificadores ST yDT en los pedimentos de exportación Identificador Aplicación 9b Se deberá de determinar en el pedimento de retorno el pago del impuesto general de importación a que se encuentren sujetos los insumos no originarios y el pago se deberá de efectuar a través de pedimento complementario, sin aplicar la exención por el pago efectuado en el país de destino 10 Los insumos no originarios se encuentran exentos del impuesto general de importación , en el pedimento de retorno se deberán determinar las contribuciones correspondientes, no se aplica la exención del pago efectuado en el país de destino y no se está obligado al pago de los impuestos 11 Señala que se efectúa el retorno de mercancía importada temporalmente a países distintos de Estados Unidos y Canadá, por lo tanto no se sujeta al artículo 303 del TLCAN 12 Señala que se efectúa el retorno de mercancía importada temporalmente que regresa en su misma condición, por lo que no se sujeta al artículo 303 del TLCAN Aplicación correcta de tasas de 845 importación
- 846. El inicio: ProgramaABC del Gobierno Corporativo Sensibilización y cultura de gobierno corporativo Operación de los Organos de Gobiérno Infraestructura de compromiso, Retroalimentación sobre logro y seguimiento condiciones críticas del negocio 846 ©2003 Deloitte/Galaz, Yamazaki, Ruiz Urquiza, S.C. Todos los Derechos Reservados
- 847. Cuales son losÓrganos del Consejo? Consejo Coincidencia Directivo Internacional / Nueva Propuesta LMV Comité de Comité de Gobierno Auditoría ~ Corporativo * (Pract. Societ) Organos previstos en el Código de Mejores Comité de Operaciones Comité de Nominaciones / Partes Relacionadas * y Remuneraciones * Prácticas Comité de Comité de Planeación Auditoría ~ y Finanzas ~ Otros organos Comité Fiscal / Comité de Administración frecuentemente Legal ~ de Riesgos ~ establecidos 847 Servicios de Gobierno Corporativo
- 848. Ámbito de responsabilidaddel Comité de Auditoría Prácticas Exigidas Prácticas Recomendadas • Evaluación de procesos • •Calidad en auditorias interna, Calidad en auditorías interna, críticos y sistemas externa yyseguimiento externa seguimiento • Evaluacion de informacion • Estrategia, planeación, • Evaluación de información financiera objetivos, metas financiera • Funcionamiento partes relac. , • Estructuras, políticas de Comité de Auditoría compensaciones, operaciones • Funcionamiento partes relevantes relacionadas, + dirección, códigos de = de alta contribución conducta y valores •compensaciones, operaciones Cumplimiento regulatorio relevantes • Admon. de recursos • Sistemas de control interno y riesgos humanos/ facultades • Cumplimiento regulatorio • Quejas y fraudes • Planes contingencia y sistemas • Sistemas de control interno y de seguridad riesgos • Asuntos legales, fiscales de • Quejas y fraudes finanzas corporativas • Indicadores de gestión autocontrol, supervisión 848 Servicios de Gobierno Corporativo
- 849. How the projectwill support the council’s aims A B e tte r P la c e A B e tte r P la c e fo r L e a rn in g , fo r E x c e lle n t Ac h ie ve m e n t P u b lic S e rvic e s a n d L e is u re A B e tte r P la c e A B e tte r P la c e fo r C re a tin g a n d fo r L ivin g W e ll S h a rin g P ro s p e rity A B e tte r P la c e fo r L ivin g S a fe ly
- 850. Drivers How project will What we would The response What the future The stage of the for change support the like the project to these drivers will look like programme council’s aims team to do
- 851. Programme Plan 2005 2006 2007
- 852. Drivers How project will What we would The response What the future The stage of the for change support the like the project to these drivers will look like programme council’s aims team to do
- 853. These are thenext steps we need to take as a team 1 2 3 4 To be successful, we need you to engage with the programme and drive the transformation through your directorate.
- 854. Il modello VSP-Brevetto depositato Valore economico Componenti del valore Fattori guida Migliore Motivazione Qualità Prestazioni Benchmark reputazone Volontariato I ottimali diminuzione rischi Beneficiari Dipendenti Utenti Fornitori Concorrenti Attori Collettività e istituzionali media Corporate Social Responsibility Ruoli e Misurazione Missione Programmi Azioni responsabilità prestazioni © 2003 RGA Srl. All rights reserved.
- 855. Il modello VEP– la piramide del valore Valoreper l’azionista Valore per l’azionista Dividendi & Prezzo dei titoli Elementi del valore Elementi del valore Crescita Gestione fatturato Stanziamenti dei costi di capitale “Driver del valore” “Driver del valore” Strategia e Salute visione operativa Soddisfazione dei gruppi Prodotti di interesse e servizi
- 856. Il modello VEP– le fasi operative stima dei benefici analisi dello analisi del individuazione individuazione stima dei stima del tasso stima dei stato business e stima dei e stima dei parametri di benefici ambientale plan costi fattori guida del valore attualizzazione netti © 2003 RGA Srl. All rights reserved.
- 857. Communications Action Plan Goal Actions • Regular communications (e.g. memo) from the SCIOs/CCIO on service 1. Provide information on consolidation planning, delivery impacts as they are expected to occur timeline, impacts, progress, and performance • High-level overview of the scope and expected timeline of the project - measurement to staff, key stakeholders, shared using existing media government officials, and the public to build an • More detailed information posted on a Secretariat-specific wiki page understanding of the consolidation effort • Progress reports delivered to government officials and published internally and externally • Semi-annual Town Meetings to build IT community, share expected impacts, and provide updates 2. Build an IT community at both the Commonwealth • Informal, but regular, communications (e.g. newsletter, blog, weekly email) and Secretariat-levels to develop staff buy-in in the from the SCIO and CCIO to foster community building consolidation service delivery model • Functional groups and/or centers of excellence to allow staff working in the same functions to network and share ideas • Highlight the role consolidation plays in the Commonwealth’s overall IT strategy 3. Emphasize the importance of the consolidation • Interactive sessions (e.g. webinars or conference calls) on relevant topics, effort and encourage staff participation to with time for staff to weigh in and provide feedback establish ownership of the consolidated approach • Information on how staff input and feedback was used to guide and improve the consolidation process • Website (on Wiki and Mass.gov) devoted to sharing leading practices and 4. Highlight consolidation success stories and centers of excellence that currently exist at Secretariats benefits (e.g. efficiency gains) to maintain • Regular reports on the benefits achieved (i.e. efficiency, effectiveness, and momentum and build external support security) through consolidation • Teaming with the Governor’s efficient government efforts
- 858. Common Mistakes CommonMistakes in Transformation Projects Related Goal Communications Goals Allowing too much complacency 2, 3 Failing to create a sufficiently powerful ‘guiding coalition’ 2 1.Provide Information or group of influential staff (at all levels) who will drive communications at the Secretariat-level Underestimating the power of vision 3, 4 2.Build an IT Community Under communicating the vision by a factor of 10 3, 4 3. Emphasize the importance of the Permitting obstacles to block the new vision 3, 4 consolidation effort and encourage participation Failing to create short-term wins 4 4. Highlight consolidation Neglecting to anchor changes firmly in the corporate success stories and 2 culture benefits
- 859. Solution Care Management Healthcare Work.Life. Portal Health On-site Assessment INDIVIDUAL Programs Medication Clinical Utilization Outcomes Screenings/Tests 859
- 860. Data Integration Model Diabetes Program SCREENINGS/ HEALTH WEIGHT WEIGHT RISK RISK MEDICATIONS CARE MGT COMMUNITY EXERCISE TESTS COACHING LOSS MAINTENANCE REDUCTION MAINTENANCE EDUCATION Compliance Education Behavior Outcomes POINTS ISSUED FOR VARIOUS INCENTIVE ACTIVITIES THROUGH POINTS PLATFORM POINTS REDEEMED FOR REWARDS 860
- 861. Integrated Incentive Components Reward value matched to activity value Flexibility: To support diverse programs, audiences and incentive rules Broad Reward Portfolio: Monetary Rewards (premium/HRA/HSA) Non-Monetary Rewards (gift cards, etc) Award and Points Solutions Tracking and Reporting Offline and Online Components 861
- 862. The Incentives Standard Different incentives have varying influence on participation Incentives Preventive Care Exercise Diet Key Levers Key Levers Key Levers Discounts • Above the $200 • Greatest impact above • Impact is always less (Health Care threshold $200 than cash Premiums) Cash • Above the $200 •Above the $200 threshold • Greatest impact above threshold • Avoid levels below $100 $100 • Avoid levels below $100 Non-monetary •Above $50 threshold • Raffles can have impact • Gift cards have a greater Incentives than cash below $100 impact than discounts •Avoid levels below $100 below $100 Penalties* • Miniscule impact -- -- • Co-payment increases * The analysis of the impact of penalties on exercise and diet failed to meet traditional levels of statistical significance. Sources: WELCOA, Benefits Roundtable Health Behaviors Survey 862
- 863. SOX SUB-CERTIFICATION METHODS May 6, 2009 Issue—Type of sub- Question Type of Sub-Certification Mode Used certification model, number 1) Which sub-certification model does your company follow % of Respondents of sub-certification models (please indicate the relevant option number as your answer)? a) mirroring the language of the CEO/CFO certification Mirroring the Key Takeaways b) mirroring the language of the external auditor's letter of language of the representation external • 7 out of 14 respondents follow c) other (please specify) auditor's letter of sub-certification model mirroring Mirroring the representation the language of the CEO/CFO 2) How may sub-certifications (number of people) does your language of the 7% certification. company collect each quarter from business units / support CEO/CFO functions (please indicate the relevant option number as your certification • 4 out of 14 respondents collect answer)? 50% more than 20 sub-certifications. a) None Other • 9 out of 14 respondents agree b) <5 29% that sub-certifiers (designated by c) 5-14 the certifiers) require an d) 14-20 N/A additional layer of formal e) >20 14% N=14 representations from individuals 3) Do the above sub-certifiers (designated by the certifiers) within business units / support require an additional layer of formal representations from functions. individuals within business units / support functions? Number of Sub-Certifications Collected a) Yes % of Respondents b) No None or N/A 21% More than 20 29% 5-14 21% 14-20 29% N=14 © 2009 The Corporate Executive Board Company. All Rights Reserved. Click here to access the discussion thread 863
- 864. UTILIZATION OF TECHNOLOGYTOOLS March 31, 2009 Issue— Utilization levels of Answers from Our Clients Question technology tools such as To what extent do you utilize technology tools like TeamMate and TeamMate and AutoAudit AutoAudit for the following audit activities? Please rate this on a •Resource Allocation 1 (Hewlett-Packard's for various Internal Audit scale of 1 to 3 (1 = Fully Utilize, 2 = Partially Utilize, 3 = Do not utilize) Project and Portfolio • Resource Allocation Management) activities. • Workpaper Management • Issue Tracking • Risk Assessment • Time and Expense Management •Workpaper Management 1 (TeamMate) Key Takeaways • Audit Scheduling • Reporting • Others (please specify) •Risk Assessment 1 (Hewlett-Packard's • While 93% of the respondents Project and Portfolio Management) fully utilize technology tools (like TeamMate and Auto Audit) for •Audit Scheduling 1 (Hewlett-Packard's workpaper mangement, only 14% Project and Portfolio Management) fully utilize these tools for risk Technology Tools Utilization Levels •Issue Tracking 3 (Moving towards using assessment. % of Respondents • Further, 45% of the respondents (Hewlett-Packard's Project and Portfolio do not utilize TeamMate or Auto 100% Management) 7% 7% 7% 7% 7% 7% Audit for resource allocation. 90% 24% •Time and Expense Management 1 80% 31% 38% 38% (Hewlett-Packard's Project and Portfolio 70% 45% 62% Management) 60% 21% 21% 50% 93% •Reporting 2 (Hewlett-Packard's Project 40% 28% 24% 41% and Portfolio Management) 30% 48% 20% 41% 31% •Others 3 (periodic performance reviews 24% 28% 10% 14% utilize Hewlett-Packard's Project and 0% Portfolio Management) t t en g ng en n g t en ti n ti o in em ki em ul sm or Senior Executive | Fortune 500 ca ac ed ag ag ep llo es Tr ch an R an A ss e tS M e su M A rc di Is E k er ou Au is & ap R es T kp R or W Fully Utilize Partially Utilize Do Not Utilize N/A N=29 © 2009 The Corporate Executive Board Company. All Rights Reserved. Click here to access the discussion thread 864
- 865. COPIES AND COPYRIGHT As always, members are welcome to an unlimited number of copies of the materials contained within this handout. Furthermore, members may copy any graphic herein for their own internal purpose. The Corporate Executive Board requests only that members retain the copyright mark on all pages produced. Please contact your Member Support Center at +1-866-913-8102 for any help we may provide. The pages herein are the property of the Corporate Executive Board. Beyond the membership, no copyrighted materials of the Corporate Executive Board may be reproduced without prior approval. LEGAL CAVEAT The Audit Director Roundtable has worked to ensure the accuracy of the information it provides to its members. This report relies upon data obtained from many sources, however, and the Audit Director Roundtable cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, the Audit Director Roundtable is not engaged in rendering legal, accounting, or other professional services. Its reports should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate professional. Neither the Corporate Executive Board nor its programs are responsible for any claims or losses that may arise from a) any errors or omissions in their reports, whether caused by the Audit Director Roundtable or its sources, or b) reliance upon any recommendation made by the Audit Director Roundtable . www.adr.executiveboard.com Washington, D.C. | London | New Delhi | San Francisco | Chicago | Sydney
- 866. The TPM Process TradePromotion Management (TPM) is defined as the process of planning, budgeting, presenting and executing incentive programs which occur between the manufacturer and the retailer to enhance sales of specific products. To provide a better understanding, we have outlined a typical trade promotions cycle: See Appendix for Process Step Details
- 867. Promotion Programs •Thefollowing diagram provides listings of many of the types of incentives and programs that are run. – Promotion programs vary widely from account to account • discounts on each product sold • payments of a fixed sum of money • other special programs – Incentive programs are based on corporate strategy and account objectives Costs Performance Benefits Manufacturers Offer Incentives … In Return for Performance… … To Generate Consumer Sales… to trading Partners… • Off-invoice allowances • Incremental Sales and Profits • Favorable payment terms At Headquarters At Retail • Market development funds • Plan Merchandising • Merchandising • Sell-through • Buy in advance of • Ads guarantees/failure fees demand • Display • Reduced prices • Co-op advertising • Set prices • Coupons • Bracket allowances • Authorize new items • “Everyday Low Prices” • Shelving • Space • Configuration • Location • Stock Rotation
- 868. Types of TradePromotions •Trade Promotion Management (TPM) is the configuration and management of three types of promotions. Corporate Promotions Discretionary Promotions Account Promotions • Company-wide promotions of • After a discretionary • Based on a corporate a product or a brand in which promotion has been created, it promotion or a discretionary accounts can participate. is saved as a template. promotion. • They are run for a specific time • The promotion templates that • A plan is a group of account period and contain the can serve as the basis of an promotions that depicts the objective of the promotion, account promotion. aggregate results of account suggested tactics, and other promotions, such as spending information. • Other key account managers and volume. • For example, a beverage can use templates of existing company decides to promote a promotions when establishing new product with the promotions at their accounts. recommended tactics of a temporary price reduction (TPR) and in-store displays.
- 869. Who Manages TPM? The National Sales Director leads the sales force, and gives direction in terms of merchandising priorities, product assortment, revenue targets, products focus (new and established), budget and The key account manager is responsible for thresholds for key metrics such as account and promotion planning, category National Sales promotion ROI. management, new product introductions. Director The Controller is responsible for the accurate recording of promotional results, customer payments, rebates and the tracking of free product. Customer P&L, Key Account Product P&L Manager Controller The demand planner captures customer orders, and tracks their progress The Brand Manager is responsible for providing strategic direction for brand growth and managing the P&L. She develops the consumer plan and provides guidelines on brand priorities and price Demand Planner points to the sales force. Brand Manager
- 870. The Trade PromotionEnvironment Most CPG companies have to plan and manage Trade Promotions in an environment where they have little control, poor visibility, limited data, and few analytical tools, resulting in trade spending ineffectiveness and inefficiencies. Powerful, demanding customers High dissatisfaction with promotion Deal-conscious efficiency consumers RETAILERS CONSUMERS Not satisfied with Declining share of trade spend consumer pass- Pressure to deliver through volume/$$$ targets Execution at Multiple, disparat variance from plan e data sources Focus on temporary Simplistic, home- price reductions grown analytical tools Misalignment of performance SALESFORCE INFRASTRUCTURE objectives
- 871. The Changing Market Retail competition is intensifying, consolidation is accelerating, leaders are emerging and the pressure on suppliers is increasing. The near future will see the emergence of 3-5 dominant global retailers with room for niche players. The primary issue, however, is that we are some way off from seeing global retailers manage the business in a truly global fashion.
- 872. Dynamics of theTrade Relationship Although retail competition is intensifying and consolidation is accelerating, the fundamentals of the trade relationship remain the same. What display location What is my Was compliance produces the strongest ROI? achieved? How often should I results? promote Product X? Manufacturer Retail Buyer Should or how do I extend a promotion What is the Did my trade What was the Did my Product X across regions of my residual impact monies get passed on my other impact of Product promotion drive chain? along to the X on Category Y? other market basket brands? consumer? sales? • The trade relationship is becoming information and insight hungry
- 873. Dynamics of theConsumer Relationship Similarly, the fundamentals of the consumer relationship with both the manufacturer and the retailer have remained the same as in the past. Why do I want a relationship with a retailer or Consumer manufacturer? Who are my highest What is my ROI? What is the best value shoppers? mix of consumer and trade How can the spending? manufacturers’ consumer insights be Manufacturer Retail Buyer used to improve category What insights can we management? gain from retailer Who are my How do we position How do we increase customer loyalty highest value our Private Label shopper loyalty and programs? consumers? products? shopper rings? •A challenge for the consumer relationship is better integration of and insight into the ever increasing amount of consumer data available
- 874. Trade and ConsumerManagement Overview Of these key activities, Deloitte believes there are four umbrella challenges in Trade & Consumer Management that are of highest priority to CPG manufacturers. • How can we focus marketing • Which type and level of account are investments on our highest value the most profitable and how should consumers? we prioritize customer investments? • How should we leverage • How do we incorporate lessons information from retailer loyalty Account learned from past activities into programs to jointly market to the future planning? consumer? Planning Direct to Trade & Account Consumer Consumer Management Marketing Solutions • How should we collaborate with • What types of promotional events the retailer to improve demand Collaboration & and tactics are most effective? forecasts? Exchanges • How can we get visibility to the • What supply chain productivity quality of in-store execution? gains can be achieved by linking supply forecasting with CRM information?
- 875. TPM Benefits •TPM, if implemented correctly and efficiently, has a number of benefits that can be felt across an entire organization. • Fully understanding the costs of promotions to facilitate running smarter promotions in the future (what works and what doesn’t) by focusing promotion dollars on what will increase profits, rather than just increasing gross revenues. • Ability to forecast with greater accuracy over a longer time horizon to a lower level of detail than a manual approach would yield. Forecasting affects: • Promotions • New Product Development • Seasonal (Xmas / Easter / Public Holidays) • Contribute to an accelerated, more precise budget creation process • Ability to compare promotion effectiveness during planned and unplanned scenarios (e.g. weather, holiday season, stock market fluctuations, etc.) • Assist in long range business and capital planning • Quick, accurate, and appropriate application of market cannibalization* and the associated phasing-in and phasing-out Market cannibalization is the impact a new product has on the sales performance of a company's existing, related products. EXAMPLE: Coca ColaTM puts out a new product called Coke2TM. Market cannibalization is where customers buy Coke2 instead of regular Coke.
- 876. Typical TPM TechnicalStrategies To address these CRM ailments, most CPG companies are aligning their business solutions around three fundamental technology strategies. Strong Integration Breadth of Offering Depth of Functionality Point Solution for Trade ERP-based Solution Enterprise Front-office Suite Promotions (e.g., SAP) (e.g., Siebel) (e.g., CAS, MEI, Vista) • Aggressively invests in • Provide for complete CRM vision, • Deepest support CPG. Characteristics CPG offering to complete yet supports an evolutionary path to • Some companies using as a short- proposition. rollout. term, “throw-away” solution. • Single data repository for • Broad and deep functionality. • Can drive near term results in master data and business • Fewer points of integration and narrowly focused areas. transactions – clean synchronization then ERP based • Designed with CPG sales person in Advantages integration solutions. mind. • Leverages prior • Supports multiple modes/ channels. • Lower software license investment. investment and skills. • CPG functionality needs to • May not be “best in class” in any • Requires multiple solutions to be completed. area. complete CRM picture, difficult to • Remote, untethered usage • License investment can be upgrade versions. Challenges is new and relatively substantial. • Multiple data repositories must be untested in CPG. synchronized. • Long-term vendor viability has to be evaluated. • Integration with back-office • Standard connectivity is available • Some products have standard ERP Impact on should be easier given one but integration will have to be integration tools, others require Back-office vendor providing the suite achieved with at least two software substantial effort. of technology. products.
- 877. The TPM Process TradePromotion Management (TPM) is defined as the process of planning, budgeting, presenting and executing incentive programs which occur between the manufacturer and the retailer to enhance sales of specific products. To provide a better understanding, we have outlined a typical trade promotions cycle: See Appendix for Process Step Details
- 878. Don’t Delete –Editable Version. CPG Industry Distribution Network High Consumers Collaboration Complexity Retailers / Wholesalers Distributors & Brokers Suppliers Low Low Collaboration Value High
- 879. Don’t Delete –Editable Version. 100% Leading- Edge Best Practices Required to do Business Working Capital Reduction Brand Strategy SKU e-Procurement Rationalization CPC Outsourcing eCRM Advertising Effectiveness Adoption Rate Sales Force Redesign Trade Promotions Management SAP Beverage Solutions VMI Mergers & Acquisitions (multi-partner) Multi-tier Channel Value Based Management CPFR Strategy Multi-tier Design collaboration 0% Emergent Mature Strategic Advantage Cost Improvement/ / Competitive Parity Custom “Home-Grown” Applications “Packaged” Applications
- 880. Don’t Delete –Editable Version. Financial To succeed financially, how should we appear to our stakeholders (Regulators, Customers, etc.)? Internal Process Customer To satisfy our stakeholders and How do existing and potential customers customers, what business processes must view us? How do we continue to provide we excel at? value? Learning & Growth To achieve our vision, how will we sustain our ability to change and improve?
- 881. Don’t Delete –Editable Version. • Sales Quota by Corporate Trade Marketing Internal/External Account Commitment Organization Collaboration • Overall Spending Budgets • Historical Sales Data Monitor • Historical Revise • Final Consumption Data Plan Promotion Allocate Plan • Past Promotions Sell-in Evaluate Budget Create Plan Results Plan Effectiveness Accounts • Marketing Plan Execute Plan • Promotion • Promotional Strategy Results • Account Plan • Historical Account Activity • Customer Promotion Promotion Calendar Internet/ Wireless Management ERP Integration enabled System See Appendix for Process Step Details
- 882. Coarse-grained Distributed ComputingSolution Functionality : • Queue Jobs MATLAB Distributed • Dynamically license Computing Engine workers Task Client CPU1 Worker Result MATLAB Distributed Job Task CPU2 Worker Computing Toolboxes Toolbox Job Result Result Task Manager CPU3 Worker Result Functionality: Task • Create Jobs CPU4 Worker • Create Tasks Result • Pass data • Retrieve results
- 883. Why Should ITExecutives Care? network Network IT typically represents 30 percent to 12-15% and growing switching 40 percent of a company‟s energy consumption. A recent study found HVAC Loss that energy consumed by servers and related infrastructure equipment around the world doubled between Servers & 2000 and 2005** Storage Lighting energy costs Energy Costs expected to rise 3.1% in 2008-combined with consumption increase of 1.3%, leading to a cost increase of 4.4%. Wages are only expect to rise 3.2%* Commercial electricity costs continue to rise (source: EIA) 883 Source: *Energy Information Administration; **Deloitte Consulting - Green IT. The Fast-track to Enterprise Sustainability
- 884. The Electric Billis Not Tied to the Price of Oil This keeps the CFO, CIO, Facilities people up at night Interest in Energy Efficiency is driven by increasing electric bills 884 884
- 885. Standards & LegislationEvolving energy star legislation 1-2007 US President signs Executive Order 13423 Section 2 (h) of E.O. 13423 requires that Federal agencies: Awareness of When acquiring an electronic Converged Networks and product to meet its requirements, Energy meets at least 95 percent of Efficiency those requirements with an does not exist Electronic Product Environmental Assessment Tool (EPEAT)- registered electronic product, unless there is no EPEAT standard for such product. 885
- 886. Advances in ASIC/ChipDesign • Significant advances in chip design – Increased density, performance & energy efficiencies • Moving toward 45nm Node Process – high-K dielectrics prevent leakage – thinner wafers Products that leverage these new chip designs have better operational metrics 886
- 887. Cumulative Effect ofEnergy Savings Additive Effect of Saving 1 watt +.10 W here 2.84 W +1.07 W here Switchgear / transformer +.14 W here 2.74 W HVAC/ Cooling Save +.53 W here 1.67 W UPS 1 W saved here 1.53 W = Total Saved DC - DC .18 W 1W AC - DC .31 W IP Phones Power LAN Switches .04 W Distribution Call Servers Additive Effect: NAC $1 Saved = $2.84 Saved by the CxO Contact Center Conversely – every 1 watt wasted costs 2.84 watts Routers 1 Watt saved on the network gear results in savings of about 2.84 W Source: Emerson Electric 887
- 888.
- 889. Infrastructure Optimization Where isthe Opportunity? Data Server/storage Compute Center hardware resources 55% IT 70% 30% 20% Idle Time Load Resource Power Power CPU 80% usage and 45% supply, mem rate Cooling ory, fans, dri ves Data source: Creating Energy-Efficient Data Centers, U.S. Department of Energy , Data Center Facilities and Engineering Conference, May 18, 2007 ...Each requires a focus and together their results contribute to Greening IT 889
- 890. Video Conferencing & Telepresence immersive telepresence For every 3 meetings held by video conference instead of flying cross-country, it would be like taking a car completely off the road for an entire year.* A mid-sized 21 mpg car driving 12,000 miles/year will create about 6.6 tons of CO2/year. It will take 33 trees 12 months to offset this CO2 emission Source: Carbonify.com 890
- 891. Why Video ConferencingServices? • Fact… Visual is an essential part of human- Visual collaboration leads to human communications better business performance: • But… – Travel consumes time, is a hassle Market 20% higher market share – Workers & customers are Share geographically-diverse – How can a company be greener? Customer 16% higher CSat Satisfaction – Legacy video: low reliability, poor quality Employee 67% higher ESat • Yet… with the proper service… Satisfaction Video leads to higher results! Revenue / 83% higher Rev/Employee Employee Brockmann & Company, 2008 891
- 892. ERM programs aredeveloping — and so are IT counterparts “Does your company have an initiative Percentage of CIOs who have implemented underway in the area of risk management or are actively implementing IT’s own processes and compliance?” for risk management and compliance Unsure of the term 29% Yes 59% 62% No 25% 9% Base: 221 CIOs at North American companies Source: March 7, 2005, Trends “CIO Confidence Poll: Q1 2005”
- 893. The COSO framework Objectives Components 1) Operational Control environment Provides the foundation for internal control, including efficiency and discipline and structure. effectiveness Risk assessment 2) Financial Identification and analysis of relevant risks to achieve the reporting business objectives. reliability Control activities Includes approvals, verifications, reconciliations etc. to 3) Compliance mitigate risks. with laws and regulations Information and communication Flow of information to enable people to carry out control actions. Monitoring Ongoing assessment — control deficiencies reported upstream, with serious matters reported to top mgmt.
- 894. From business requirementsto policy metrics Business requirements •Financial integrity •Business operations •Compliance •Exposure to liability •Intellectual property protection Policies Metrics
- 895. Establishing risk metrics 1.Define 2. Source • Establish metrics • Find metric team source • Define metrics • Understand and thresholds accuracy 4. Display and refine 3. Collect and enable • Report on results • Transform data • Revise metric • Create manual entry definitions tool, if needed
- 896. IT: A riskcentral nervous system Compliance Finance Audit IT Corporate Legal Policies Incidents security Assets Threat Risk Executives Insurance Business units/ operations
- 897. Building the ERMnervous system Trace and Find evidence. Business and process monitor modeling Alert Inform when a threshold is crossed. Framework architecture Content/document Aggregate Combine data from results. management Assessment — validation Correlate Identify the relationship between results. and remediation Training and awareness Reporting — business Synthesize Create a single view from multiple sources. intelligence Audit findings Compare Evaluate the difference between results. Enterprise integration Loss/incident tracking Summarize Present the calculated results. Identify key risk indicators Risk mitigation tracking Predict Model future outcomes. Risk transfer Risk acceptance Recommend Create an alternate transaction. Scenario analysis
- 898. Risk and compliancearchitecture Presentation layer CEO/CFO Finance Audit committee Business units Internal auditors Risk portal Investors External auditors Regulators Business process layer Application layer Security layer Internal control and risk Document Reporting and Financial mgmt. system mgmt. analytics systems Repository layer Compliance Message & records HR CRM ERP BPM documents archive
- 899. Improved profitability throughcost- efficient delivery • Working Capital is executing its strategy to structurally reduce its costs base through hubbing and off-shoring its processing activities EUROPE Processing / service centers CFA 22 2000 GTA 24 Client 20 Service APAC CFA 12 GTA 57 Client 12 Service AMERICAS CFA 6 INDIA GTA 39 CFA 13 Client GTA 2 10 Service Client 1 Service % FTE in hubs: CFA 11.3 %; GTA 0%; CS 0% % FTE in low cost sites: CFA 2.2%; GTA 2%; CS 19% 899
- 900. Improved profitability throughcost- efficient delivery • Hubbing will further enable the low cost volume growth necessary to grow margins and to deliver efficient service and reduced unit processing costs In order to stay close to the customer, EUROPE local touch points will be maintained Major processing / service quality CFA 1 in local markets centers (sqc) 2005 GTA 1 Client Service 1 Hub APAC CFA 0 GTA 0 Client Service 1 AMERICAS Hub CFA 1 INDIA GTA 2 CFA 1 Client GTA 1 Service 2 Hub Client Service 1 Hub % FTE in hubs: CFA 34 %; GTA 85%; CS 55% % FTE in low cost sites: CFA 25%; GTA 65%; CS 24% 900
- 901. Making client satisfactiona competitive differentiator US CEE • Working Capital has 2003 58 2003 75 established a process that carefully tracks how clients 2004 65 EMEA 2004 76 rate our performance 2003 55 • Annual and quarterly Surveys 2004 64 Asia • We have standardised service Latam 2003 67 processes to increase the 2003 72 2004 73 speed of responsiveness to 2004 75 requests • A differentiated service model for our 250 most important clients with dedicated service consultants Source: TRI*M index, NFO Worldwide" Capital’s ambition to become “best in class” service provider in wholesale banking It’s Working 901
- 902. IT Managers Agree Key storage management challenges for 2008? Enhanced backup & disaster recovery 59% File Archiving 57% Email Archiving 55% Database Archiving 42% Continuous Data Protection 26% Encryption of archived data 22% Storage Management / ILM 13% Based on Bridge-Head Software’s survey of 472 IT executives across North America. 9/2007 Custom Storage, Inc. 2008 902
- 903. Disaster Recovery PlanDevelopment Minimize application Maintaining a downtime and Low-cost cost impacts of disaster recovery disaster infrastructure Disaster Recovery Plan Planning, Availability, and Recovery processes Custom Storage, Inc. 2008 903
- 904. Disaster Recovery Drivers Symantec Annual IT Survey Results Custom Storage, Inc. 2008 904Published in IT News 9/9/2008 – Symantec Annual IT Survey
- 905. Which Technology? Remote Network-based Synchronous Replication Replication Snapshots Asynchronous Multihop Cascading ? Point-in-time Copy Host-based Clustering Disk Protection Replication Custom Storage, Inc. 2008 905
- 906. Determine Recovery Objectives days hours minutes seconds Continuous Operations Cost Hot Stand-by Vs Availability Mirroring Cost Cost Database Replication Remote Remote Journaling Vaulting Weekly Daily Backup Backup Currency of Data Source: Deloitte & Custom Storage, Inc. 2008 906 Touche
- 907. Software Architecture Continuous Operations LAN/WAN Clustering Synchronous Synchronous Replication Clusters MetroCluster Asynchronous Replication Synchronous Mirroring and Clustering Block Level Incremental Synchronous Mirroring Backups Asynchronous Mirroring Availability Cost Application Vaulting Recovery Off Site Backup Daily Backup Snapshots Low Level SLA Medium Level SLA High Level SLA Cost Custom Storage, Inc. 2008 907
- 908. Symantec Annual IT Survey September 2008 – Symantec Annual IT Survey •1000 businesses worldwide •500+ employees “34% of respondents were not able to successfully recover critical data and “33% of the organizations surveyed applications during data had to execute their recovery tests.” disaster recovery plans in the past year.” How is my DR Strategy going to measure up? Published in ITInc. 2008– 9/9/2008 Custom Storage, News 908
- 909. Digital Signage –Just Screens? • Communicative Approaches Grocery Retail – Branded Retail – Pharmacies – Self Service Out-of-Home – DIY / CE Retail – Apparel – Luxury Retail Banking – Restaurants – Airports – Department Stores Goods – Services Education – Stations – Public – Automotive – Bars, Hotels – Transport – C-Stores – Gas Clubs – Museums Public Sector Buildings – Stations – Gambling – Elevators Cinema Sales Shopping Experience Consumer Education Brand Awareness / Brand Building Targeting Purchase Targeted Detailed Service and Share of Voice Impact Experiences Information Convenience ISDS – Workshop Vermarktung Page 909 Research – Hamburg 2008
- 910. Putting principles intoaction Transaction Analysis New need to document processes Economic substance is paramount—and often involves considerations beyond accounting Documentation should be contemporaneous Accounting Research White papers will be needed to document the assessment Increased sensitivity to diversity in practice Decision Making The review process should include non-accounting professionals Increased emphasis on the appropriateness of assumptions Increased emphasis on disclosure U.S. GAAP Transaction analysis Accounting research Decision making IFRS Transaction analysis Accounting research Decision making
- 911. IFRS Conversion –Project Approach • Compare IFRS to US GAAP • Document differences Assessment of • Quantification of Differences • Redraft Policies Differences • Coordination with Auditors • Oversee the System & Process stream of work • Presentation of Financial • Assessment Systems & Financial Statements • Development of Roadmap • Disclosures • Short Term Solutions Process Statements • Adoption Release • Long Term Solutions • Investor information • Statutory Requirements • WebEx Presentation Communication / • Segment Presentations • Training and Communication needs identified Training through the system & process assessment • Launch and maintenance of website 911
- 912. Summary – ShareBased Payments Owner John Doe: Corporate Accounting Business Business Unit: Corporate Unit & Area Business Area: Share Based Payments There are a number of accounting changes which impact the calculation of Share Based Payments (SBP). These changes impact Stock Options, SARs, RSUs, PRSUs and PPRSUs. All of the changes for Share Based Payment impact at the corporate level, there is not direct impact on the Business Units. • Grade Vesting : This change has no implication on the process however [3rd Party Provider] will need to be informed of the change for the Fair Value calculations. (There will be change in the process as company will have to now calculate expense on accelerated method then straightl-ine method.) • Fair Value / Intrinsic Liability: The templates used for the SAR calculations will need to be updated to reflect the accounting change on conversion to IFRS. (not applicable to US company as USGAAP/IFRS has same treatment for liability plan) • Forfeiture – Actual vs. Estimated : For Stock Options and SARs currently the Company does not accrue for forfeiture estimate IFRS Process & and recognized as vested. Under IFRS, the Company will be required to estimate the number of equity instruments expected to Systems Impact vest and then revised estimate as required. This will add an additional process to the current workflow. (no difference between IFRS and US GAAP) • DTA : All SBP types are affected by this change. This results in an additional process and journal entry for the accrual. • Payroll Taxes : Currently payroll taxes are expensed as incurred, i.e. at the time of exercise. Under IFRS the Company should accrue for Payroll tax during the award life. The accrual process is additional step to the current workflow. 912
- 913. Implementation Plan –Share Based Payments • Spreadsheets containing the adjustments required for IFRS have already been developed. Further updates to the spreadsheets may be required to remove US GAAP as a step within the calculations. Overview • Third Party providers need to be informed of the calculated changes that are required, initial communication has already been held a formal communication should be made -2 m -1 m 0 +1 m +2 m +3 m +4 m Target Comments Date Validation of IFRS The Updated IFRS excel calculation Templates templates have already been developed x/x/xx Templates to be reviewed and Investigation into use of SBP Warehouse for automated approved by the Company for ongoing Technology calculations x/x/xx use Streamlining of IFRS template x/x/xx Potential to use the SBP Data Validation of IFRS Warehouse to automate processes to Templates x/x/xx be investigated. Determine need to dual run US GAAP Process Process investigation for SBP Warehouse & IFRS templates x/x/xx US GAAP Requirements x/x/xx No organizational impact is x/x/xx anticipated Template Training Communications are focused on Third Party corporate because of no impact on Organization x/x/xx Business Units Communication Formal communication required for third parties 913
- 914. Graded Vesting Example–Upward Sloping Volatility Inputs Volatility Term Structure Number of Tranches 3 70% Stock Price $10.00 Strike Price $10.00 60% Dividend Yield (%) 0.00% 50% Risk free rate (%) 3.33% Volatility 40% Volatility (%) 35.0% Contractual Term (Years) 10.00 30% 20% 10% Summary 0% 1 2 3 4 5 6 7 GAAP-123(R) Value $3.23 Expected Term (Years) IFRS 2 Value [1] $3.07 Difference ($) -$0.16 Difference (%) -5.06% Notes [1] Under IFRS 2, the expected term for plain-vanilla options is estimated for each individual tranche. The IFRS value shown is the weighted-average value of each of the individual tranches. The overall weighted-average expected life is set equal to the expected life assumed under GAAP. We have assumed that the expected life of each tranche is equal to a fixed amount of time plus the individual tranche's vesting period, such that the weighted-average expected life of the tranches is equal to the expected life under GAAP.
- 915. Income Taxes Areas US GAAP IFRS Deferred tax Deferred tax is based on GAAP Deferred tax is based on expense expected tax deduction under applicable tax law Income Deferred tax benefit is recorded Deferred tax benefit is recorded statement as reduction in tax expense and as reduction in tax expense up to impact trued up (through APIC pool or IFRS expense times tax rate (limit P/L) when tax benefit is realized not applicable to liability awards) ISO and Cannot record a DTA based on Initial reaction is to follow FAS ESPP anticipated deduction 123R • Deductible amount, calculation methodology, and timing will need to be tracked for each jurisdiction at each reporting date • Tax expense will vary independently from book expense resulting in an increase in effective tax rate volatility
- 916. Overview of Differencesand Implications Potential Implications Key Potential Differences Financial Process/ Other Statement Systems Award Classification Differences in Process and data Program design due Share Based Payments timing, amount capture around to differences in and volatility in tranche-by-tranche classification, Measurement compensation measurement and measurement and expense expense financial performance Expense recognition amortization metrics Tax Accounting Differences in Process and data Impact on cash tax tax effects on capture for income deduction, balance sheet, and payroll tax chargeback and Payroll taxes income accounting based transfer pricing statement and on applicable law arrangements effective tax rate Tracking employee mobility for tax accounting
- 917. IFRS resources Tools and/orpublication Description IFRS Insights Newsletter Periodic newsletter covering a spectrum of key issues for U.S. companies related to IFRS. http://www.deloitte.com/dtt/article/0,1002,cid%253D214443,00.html Deloitte IFRS Courses IFRS e-learning modules, available online for free http://www.iasplus.com/dttpubs/elearning.htm IAS Plus Website Leading online IFRS resource. http://www.iasplus.com/index.htm IFRS in your Pocket 2008 Details information about the IASB, use of IFRS around the world, summaries of IFRS standards and other useful IASB information. http://www.iasplus.com/dttpubs/pocket2008.pdf Presentation and Disclosure Checklist incorporating all of the presentation and disclosure requirements of Standards. Checklist http://www.iasplus.com/fs/2007checklist.pdf Model Financial Statements Model financial statements illustrating the presentation and disclosure requirements of IFRS. http://www.iasplus.com/fs/2007modelfs.pdf First-Time Adoption: A Application guidance for the “stable platform” standards effective in 2005. Guide to IFRS 1 http://www.iasplus.com/standard/ifrs01.htm Share-Based Payment: A Guidance on applying IFRS 2 to many common share-based payment transactions. Guide to IFRS 2 http://www.iasplus.com/dttpubs/shbased.pdf Business Combinations: A Supplements the IASB‟s own guidance for applying this Standards Guide to IFRS 3 http://www.iasplus.com/dttpubs/ifrs3.pdf
- 918. Elements to OurKM Strategy Activities Objectives Outcomes Drivers Provide Common Knowledge is Easily Ability to Rapidly Enterprise-Wide Identifiable and Sense & Respond Accessible Build Technology Processes and Ready Knowledge Systems NG is a Knowledge Access Across Portfolio – Knowledge Depots Optimized Culture Enterprise – COPs NG Shares a Common Pursue Emerging Ability to Identify and – Expert Networks Language and Opportunities Governance Resolve Emergent Provide Common Issues Apply Technology NG has Embedded Enterprise-Wide Talent Knowledge Tools and Ability to Collaborate and Talent and Capabilities Processes Across Enterprise Management Solution Ability to Integrate Improve Able to Rapidly Stand Up Establish a Governance High Performing Teams Technologies Performance Solution Enterprise-Wide Access Seamlessly to to Capabilities Customer Solutions Put in Place a KM Highly Coordinated Ability to Leverage Technology Business Development Enterprise for Customer Infrastructure and Supplier Knowledge Opportunities Copyright 2004aNorthrop Developed at Cross-Sector Workshop facilitated by Hubert Saint-Onge 918 Grumman Corporation
- 919. KPMG Corporate Finance 51ülkede 120 ofiste 1,800‟den fazla kurumsal finansman alanında uzmanlaşmış profesyonel Avrupa, Orta Asya, Afrika 1,211 profesyonel 33 ülkede 69 ofis 2006 yılında toplam 27,443.7milyon dolar değerinde 281 anlaşma (deal) Amerika 188 profesyonel Asya Pasifik 6 ülkede 37 ofis 410 profesyonel 2006 yılında toplam 7,067.1.7milyon dolar 12 ülkede 22 ofis değerinde 57 anlaşma 3006‟da toplam 14.437 (deal) milyon dplar değerinde 96 anlaşma (deal) Source: Thomson Financial Securities Data, 3 January 2007 Completed deals based on Target Nation KPMG Global Corporate Finance Directory, November 2006
- 920. KPMG – advisorof the year 2006 Orta ölçekli işlemlere odaklanmış bir European Mid-Market danışmanlık firmasıyız… Global Advisor of the year 2006 Anlaşma Corporate Awarded by Thomson Financial‟s Sayısı Avrupa Finance Acquisitions Monthly for outstanding M&A financial advisory work on mid-market 1. KPMG Kurumsal Finansman 229 deals across Europe in 2005 2006 Anlaşma 2006 Sayısı 2. Goldman Sachs & Co 211 İngiltere KPMG Kurumsal 3. UBS 189 1. 150 Anlaşma Finansman 4. JP Morgan 189 2006 Sayısı 2. Rothschild 145 5. Rothschild 188 KPMG Kurumsal PricewaterhouseCoope PricewaterhouseCoope 1. 107 3. 98 6. 164 Finansman rs rs 4. Ernst & Young LLP 77 7. Morgan Stanley 159 2. PricewaterhouseCoopers 90 5. IMAP 76 8. Citigroup 152 3. Rothschild 89 6. JP Morgan 76 9. Credit Suisse 134 4. Deloitte & Touche LLP 68 7. Lazard 74 10. Merrill Lynch 123 5. Grant Thornton LLP 64 8. UBS 73 6. BDO Stoy Hayward 52 9. Goldman Sachs & Co 71 10. Deloitte & Touche LLP 70 6. Citigroup 52 8. UBS 48 Source: Thomson Financial SDC, 3 January 2007 European Source: Thomson Financial SDC, 9 January 2007 Source: Source Thomson Financial SDC, 9 January 9. Ernst & Young LLP Completed Advisor Ranking (Target or Acquirer) 47 European Completed Advisor Ranking 2006 2007 (Target or Acquiror Nation Region = Europe) Worldwide Completed Advisor Ranking 2006 Full to Target Advisor 10. Goldman Sachs & Co 46 Full to Target Advisor
- 921. Modelo de Negocios IT@Baja Organismos Centros de Investigación Consejo Consultivo Cámaras Academia Canieti Industria TI Clusters Anadic Sector Productivo Gobierno
- 922. Tworzenie usług biznesowych Użytkownicy końcowi Dyrektorzy jednostek biznesowych / Obszar biznesowy LOB Klienci Klienci Pojedynczy punkt Zarządzanie relacjami z biznesem (BRM) kontaktu Zarz. potrzebami, Zarz. poziomem usług, Zarz. finansowe, Zarz. wartością w IT Żądania, samoobsługa, scentralizowana interakcja z IT Potrzeba Potrzeba Potrzeba Dostawa Opłaty operacyjna taktyczna strategiczna Zgłoszenie Zgłoszenie Żądanie zmiany Zarządzanie usługami & Governance serwisowe inwestycji Zapotrzebowanie Dostawa Uzasadnienie Nowe i ulepszone Service Desk Katalog usług biznesowe usługi dla biznesu Zarządzanie Zintegrowane Zarządzanie zgłoszeniami zarządzanie zmianą portfelem usług serwisowymi Wydajność Aplikacje Projekty Software Dostępność SLA Ryzyka Finanse Produkcja CMDB Stacje Infrastruktura Sieć Systemy Zasoby robocze Bezpie- Pamięć Serwery Konfiguracje czeństwo masowa
- 923. CA Productivity Acceleratordla Clarity > Miejsce w harmonogramie wdrożenia Zapew- Architektura Konfig. Przygotowanie Definicja Integracja nienie Urucho- & Projekt Dok. & Gotowość Inicjacja wymagań & Konfiguracja jakości & mienie rozwiązania Backup testy Etap wstepny Standardowe szkolenie produktowe Szkolenie użytkownika Wsparcie aplikacyjne • Strategia edukacji • Za pośrednictwem instruktora • Dostosowane, prowadzone • Dostosowane, prowadzone przez • Najlepsze praktyki • Samodzielne (np. WBT) przez instruktora instruktora • Analiza budżetu • Szkolenie dopasowane do roli • Dostosowane, samodzielne • Dostosowane, samodzielne(WBT) (np..WBT) • W systemie pomocy kontekstowej aplikacji Doradztwo Szkolenie zespołu edukacyjne CA Productivity Accelerator wdrożeniowego Doradztwo edukacyjne
- 924. PMM Roadmap: CADevelopment & Services > Przykład z roku 2006 Poziom Poziom Poziom Poziom Lider w Dojrzałości 1 Dojrzałości 2 Dojrzałości 3 Dojrzałości 4 dziedzinie Nieustuktury- Podejście Wysoki stopień Dostarczanie Przewaga zowane Standardowe dostosowania wartości konkurencyjna CA CA za 12 – 18 miesięcy Optymaliza cja Optymalizacja Przekształc Integracja procesów obejmująca wszystkie rozwiązaniaIT eń CA CA Dziś dostarczania Pełna integracja Optymalizacja wartości Księgowość projektowa technologii CA z Modelowanie portfela zawartością poziomu 3 realizacji Identyfikacja i kontrola Zawiera poziom 4 programów i Dokładne raporty kosztów stałych dotyczące projektów i Zawiera poziom 3 Optymalizacja portfela programów zarządzania IT Identyfikacja inwestycji CIO Dashboard o wysokiej wartości Analiza wartości Ustandaryzowane wypracowanej Nie jest używana standardowa metodyka metodyki zarządzania Zarządzanie zasobami projektami i narzędzi Prototyp Portfela Niespójna realizacja wspierających (PLC) Brak standardowych Analiza ścieżki krytycznej Centralny system miar projektowych Zawiera poziom 2 informacji o wszystkich inwestycjach Start Czas Cel
- 925. Role & Expectationsof Private Sector The federal government has outlined expectations and guidelines for the private sector in pandemic preparedness. Role & Expectation Guidelines & Checklist The President’s National Strategy for Pandemic To help businesses develop a pandemic plan, the CDC Influenza describes the role of the private sector in developed the Business Pandemic Influenza Checklist. pandemic preparedness: The checklist provides a list of activities to help businesses prepare Establish an ethic of infection control in the workplace for a pandemic and examine impacts on their operations and Prepare contingency systems to maintain delivery of people. essential goods and services during sustained worker absenteeism Plan for impact of pandemic on business Establish mechanisms to allow workers to provide Plan for impact of pandemic on employees and customers services from home Establish policies to be implemented during a pandemic Establish partnerships with other private sector entities to Allocate resources to protect employees and customers during a provide support and maintenance of essential services pandemic Communicate to and educate employees Coordinate with external organizations and help communities Are We Ready? Although U.S. companies view an influenza pandemic as a real threat to the nation, two-thirds believe they have inadequately planned to protect themselves in the event of an outbreak. 66 percent of respondents said their company had not adequately planned to protect itself from a pandemic flu outbreak . 58 percent said they are not confident their company is prepared to manage a pandemic flu outbreak Source: Deloitte Center for Health Solutions , part of Deloitte & Touche USA LLP
- 926. Dimensions of BusinessContinuity Risk Business Continuity Management (BCM) seeks to mitigate to three dimensions of operational risk that impact both planning and investment decisions. Scope of Threat Assessment How do we enable business continuity, assuming an operational interruption has already occurred? Scope of Business Operational Disruption Infrastructure Deployment What threats are we Recovery What exposures exposed to, can we not and what predict, counter- requiring that measures are Threat Risk we transfer required to risk to an prevent an Avoidance Transfer insurance event from underwriter? occurring? Investment Decisions
- 927. A Framework forPandemic Planning and Preparation A pandemic would impact a business in its ability to mobilize its work force to create products and serve its customers. All three of these aspects of planning an preparedness must be addressed. Our approach supplements these by identifying key components of a Pandemic Plan and an approach to developing such a plan. Product Continuity Planning Preparedness Pandemic Preparation Vigilance Human Capital Response Continuity Customer Continuity Public/Private Partnerships ....... Communication Risk and Legal Teleworking ....... Key Components
- 928. Key Pandemic PlanningComponents The robust preparation strategy leverages ten key components which are critical to sustaining operations during a pandemic crisis Key Components Key Business Processes Develop policies and processes to maintain operational effectiveness during a pandemic Implement a Pandemic Planning and Coordination Unit (PPCU) as part of the existing Business Continuity Leadership/Decision Making Planning (BCP) function Increase awareness and knowledge about influenza prevention and treatment through clear, consistent, Education medically accurate information Develop and maintain valuable partnerships with trading partners and critical stakeholders such as unions Public/Private Partnerships and public health agencies Communicate the response plan and approach to employees and families, customers, suppliers, and Communication partners Identify organizational and technical infrastructure requirements to minimize the potential disruption Teleworking resulting from a pandemic Identify likely threats in order to decrease the risk of threat occurrence and contain damage Risk and Legal Develop risk mitigation policies and procedures HR Policies & Procedures Identify core staff and functions and establish policies and procedures during the pandemic Review demand, distribution, and production plans and link strategies with key trading partners to ensure Trading Partners that critical business processes are maintained Review contracts with health plans and provider networks to ensure coverage and provision of services such Employee Wellness as vaccinations and access to medical facilities
- 929. Methodology Deloitte’s Methodology for Planning & Preparing The Deloitte US Service Providers approach to Pandemic Planning builds on our experience with Business Continuity Planning and applies it to the unique requirements of the pandemic threat. PLANNING PREPAREDNESS RESPONSE Analyze Develop Implement Management Rollout and Succession Implementation Current State Assessment Pandemic Response Strategies Training Business Impact Analysis Testing Preparation VIGILANCE Continuous Improvement/Quality Assurance
- 930. Planning: Current State Assessment (cont’d) Organizations can maximize benefits by expanding enterprise-wide business continuity procedures to address pandemic preparation efforts Existing Business Continuity Plans However, there are critical differences in may be the basis for preparing planning for the response to a pandemic for a pandemic Critical resources necessary for the conduct of Human capital, rather than facilities and IT, are the business may be unavailable primary focus It will be necessary to determine: Personnel may not be able to report for work in – The priority of business functions normal workplaces for an extended time period – The minimum number of people required Alternate workspaces may be of little or no use – Whether they need to work together Availability of third parties will take on added – What resources they need to accomplish the importance function The outage may not have a clear beginning and end Training, testing and maintenance vehicles can and may last for a longer period of time be re-used – Outbreaks of illness may come in waves, over time Existing strategies can be applied (up to 18 months) – Cross-training – Some locations may be worse hit than others at any – Telecommuting given time – Outsourcing
- 931. Preparedness: Examples of keystrategies thatResponse Strategies (cont’d.) Pandemic may be considered for pandemic response. Categories Issues Potential Strategies Management Leadership Management succession Pandemic policies and Board responsibilities Management by executive committee Governance Effect on internal control Threshold levels of action Regulatory / Maintaining compliance Applying for waivers Industry Industry sustainability Accepting the penalties Compliance Working with competitors Working with industry groups to develop pandemic standards Communication with staff Web based communications systems Crisis Management Comm. with management Automated notification systems Comm. with external publics Pandemic Crisis Management Team Process Where people will work Functional distribution and teleworking Business Process/ Social distancing Cross-training Work Recovery Service level commitments Contingent outsourcing Supply chain viability Stockpile resources Third Party Essential service continuity (power, Diversify sources of materials and services Continuity telecom, transport) Develop workarounds Validate pandemic strategy Simulations, using current business continuity test processes Testing Validate tactical capabilities Sidelining personnel in production processes Identifying weaknesses Capacity testing for VPN remote access
- 932. Preparedness: Examples of keystrategies thatResponse Strategies (cont’d.) Pandemic may be considered for pandemic response. Categories Issues Potential Strategies Technology Centralized Lack of data center staff Implementing remote high-availability systems (active-active) Information Fixing application bugs Contingent outsourcing of operations and application support Technology Data loss and downtime Data replication (synchronous “real-time or asynchronous) Distributed Lack of local support staff Central or cross-trained support Information Fixing application bugs Contingent outsourcing application support Technology Data loss and downtime Maintaining local backups Laptop distribution Before-the-fact distribution Desktop VPN software distribution Distribution at the time of a pandemic, with pre-established distribution and Technology Application software pickup points Network resiliency Contingent outsourcing of network operations Data Internet stability/capacity Shift operations Communications Gateway capacity Distributed network operations Call center support Contingent outsourcing of network operations Voice Access to key personnel Virtual call center Communications Network resiliency Carrier diversity
- 933. Preparedness: Examples of keystrategies thatResponse Strategies (cont’d.) Pandemic may be considered for pandemic response. Categories Issues Potential Strategies Infrastructure Access to key files/data at closed Centralized automated backups Data/ facilities. Online imaging/workflow systems Vital Records Backup of key files/data Prioritized protection for critical data assets Quarantine of facilities Teleworking Facilities Outbreaks at co-tenants Process/Function re-distribution Unwillingness to report Sequestering of key staff People Staff understanding of roles during Current business continuity training processes Training pandemic response Staff mirroring and part-time role sharing Ability to do others’ work Alternate access permissions Treating ill workers Stockpiling and/or distribution of medications Health and Treating worker families Access to available vaccines Safety Keeping workers healthy Mandatory work-at-home policy Return to work protocols Health protocols at the job site
- 934. Reducing our ownfootprint '04 GHG Emissions (MM MT / yr) • > $100 MM savings '07 • 5,000+ projects 6.5 6.75 7 7.25 7.5 7.75 '04 GHG Intensity (MT / $MM Rev) '07 Lighting @ 46 plants 20 30 40 50 60 70 '04 Energy Intensity (MM Btu / $MM Rev) '07 250 300 350 400 450 500 550 '06 Fresh Water Use (Billion Gallons) $6.5MM, 59k tons CO2 '07 7.5 8 8.5 9 9.5 10 ’12 Commitment
- 935. Why Customer Insight? In saturated competitive markets, the economics of acquisition and retention becomes painfully obvious and requires a shift in the marketing mix from using the 4 Ps to the 4 Rs. 1 4 Ps 4 Rs Price Relationships: effective communication, trust, commitment, understanding customer needs Product Retention: targeted incentives, rewards, loyalty programs for specific segments Promotion Referrals: value selling, Communication Place Recovery: strong win-back programs, product and service development Acquisition determines how fast a company can grow. Retention determines whether a company will survive over time. 1. James G. Barnes book "Secrets of Customer Relationship Management" McGraw Hill copyright 2000, page 22-23 Copyright © 2006 Accenture All Rights 935 Reserved.
- 936. Levels Of Insight Variousanalysis types are employed to make sound decisions about corporate direction, acquisition and capital investments, retention, ups-sell or service. Level of Insight Illustrative Business Decisions ■ Mass media buys ■ Network Build Corporate Direction ■ Corporate Branding ■ New Market Entry ■ M&A/Alliance Strategy ■ IT project prioritization ■ Corporate Strategy ■ Supply Chain Strategy 5-10 Segments ■ Price Plans/Bundling ■ Promotions ■ Capital/Technology ■ New Business/Growth Investment Strategy Strategy ■ Acquisition campaigns ■ Store design/inventor Acquisition, capital ■ Network decisions ■ Accessory mix investments ■ Retail Strategy ■ Alliance prioritization ■ Channel Strategy ■ Marketing: 50-100 Cells ■ Product prioritization ■ The “P’s R’s” ■ POS technology ■ Bundles Retention, up-sell, or ■ Retention offers ■ Telesales calling lists service ■ Cross sell of value ■ Web site added services personalization ■ Differentiated customer ■ Lifecycle Millions of Customers service communication plan Copyright © 2006 Accenture All Rights 936 Reserved.
- 937. Approach Accenture implemented aphased approach for a successful Customer Insight Revenue Generation program. Phase 1 Phase 2 Phase 3 Phase 4 Leverage Results Tracking Value Targeting Value Capture Results to Entire & Monitoring Base 100% Establish Prove Improve ILLUSTRATIVE Growth Strategy Effectiveness Efficiency 80% Insight Obtainmentnsight Application I Sustained Customer Insight % of Potential Value Captured Develop tactical targeting tools Institutionalize insight throughout the 60% • Identify Apply test and control organization growth methodology to Ingrain new processes in the organization opportunities examine/generate hypotheses 40% Develop a Identify the customer data case requirements for enhancing Establish the effectiveness Insight Services Infrastructure 20% benefits Develop optimal campaign Prioritize program plan Extend/expand the Develop technology initiatives Develop long term road map scope of revenue based capabilities growth strategy to 0% include other channels, customer base -20% Copyright © 2006 Accenture All Rights 937 Reserved.
- 938. Case I: RevenueGeneration for a Major Wireless Company Company Description ■ A leading US provider of fully integrated, wireless communications services. ■ Focuses its products and service towards Business Customers ■ Leads the Industry in Customer Retention Client Situation ■ The Lifecycle Group is responsible for maximizing the lifetime ■ As these churn programs have matured, focus turned to value of the customer base proactively growing the revenue of existing customers ■ Their traditional focus has been retention. Team has had ■ However, the carrier lacked key infrastructure and capacity to significant success reducing churn and increasing the portion launch a comprehensive cross sell/up sell program of the base under contract BI Offerings Solution Results Value Targeting: − Identify, profile and analyze the segments − Assess market and identify opportunities − Develop portfolio of cross-sell and up-sell pilot opportunities Value Capture: Significant increases − Select opportunities and develop business case achieved for Increase − Create pilot launch plan and identify key metrics Revenue pilot, base, and lifetime − Prepare channels and launch pilots incremental revenue − Monitor pilots and create summary report of results Leverage Results to Entire Base − Design campaigns based on pilot results − Create launch plan and business case for campaigns − Launch campaigns Copyright © 2006 Accenture All Rights 938 Reserved.
- 939. Case I: GrowthSegmentation Analysis Framework Identify & Profile segments Separates customers The Revenue Change matrix is the tool we use to analyze the base to limit “noise” in 1 2 3 Undefined/Error 3 trend analysis H1 H2 H3 H 1 Rate Plan - 6 month subscriber Average Subscriber Charge Price Point 1 average of key charges. M1 M2 M3 M Rate Plan - 4 Price Point 2 L1 L2 L3 Cut-offs chosen to L split the base into roughly three parts -10% +10% Unstable Trend 2 Forecast change in revenue over 6 months based on a regression of 5 monthly subscriber charges to Subscriber Charge Trend Cut-offs chosen to show significant trends smooth month to month 6 Month in the movement of revenue and to split the variations base roughly into three parts Copyright © 2006 Accenture All Rights 939 Reserved.
- 940. Case Study II: Insight Driven Customer Strategy The wireless industry is exhibiting the telltale signs of a maturing and potentially unhealthy market. Annualized Subscriber Growth Decreasing Customer Value 250% Revenue Rev./User1 $46 $45 $46 Annualized Growth Rate 200% Yield2 $0.24 $0.18 $0.13 150% Cost 100% CPGA $286 $294 $340 50% Min. of Usage 188 249 343 Attrition 0% June 85 June 01 Churn 2.6% 2.7% 3.1% The Good News: The Bad News: ■ $80B industry with revenues with 12% Cost of Acquisition ■ Declining new subscriber growth ■ New products and services still compelling in value ■ Saturation of high profitability wireless users ■ Bundles are becoming increasing important ■ Market inefficiencies and gap between customer marketing and sales is ■ Convergence is bringing new opportunities to the market adding to declining margins ■ Market is at an inflection point ■ Largest remaining sources of growth are lower end ■ Focus is shifting from revenue growth to profitability ■ Switchers out number new entrants by 2:1 ■ LWNP is not an “if” but a “when” ■ Spectrum and network constraints abound ■ Untraditional entrants are shifting the value chain Note 1: Includes Consumer Post-Paid, Business, Resellers and Pre-Paid Subscribers. ■ Bottom-line economics are deteriorating Source: CTIA, Morgan Stanley, Client estimates Copyright © 2006 Accenture All Rights 940 Reserved.
- 941. Case Study II:Business Issues In this saturated market, the company was facing many key business questions that now can be answered with strong analytical support. • How do we maximize new product adoption? • How should we route calls and handle an individual customer contact? • How do we respond to a competitor price change? • Can we institute a customer loyalty • How do we better deploy Network program to reduce churn? capital to improve service and loyalty? • How do we handle Increasing volumes • What geographic areas should be our into the call centers? priority in rolling out? Sales • What is the likely reason thus customer is • Where can we invest to turn around calling and how can we best serve profitability issues? Customer profitably? Network Service • Which handsets are best for our bottom line (by customer)? Customer Insight • How do we prioritize IT • How do we determine inventory and Information infrastructure development to store shelf to best meet the needs of Supply Chain Technology optimize customer experience local customers? and our bottom line by segment? Product • Which new products are most likely to have fastest, Alliances Development profitable uptake and by which customers? • Which new products will attract new customers that look • Which potential alliance partners’ support our like our most profitable cells? customer strategy? • How do we launch a new product to maximize adoption? • Which alliances are most likely to attract and retain the “best” customers? On what terms? Copyright © 2006 Accenture All Rights 941 Reserved.
- 942. Case Study II:Approach The first step was to create a 360-degree view of the customer that incorporated factors from all key areas. Component of Segmentation Variable Category Sample of Fields • Access Charges Charges from the • Overage Charges Profitability billing system • Roaming Charges ~40 variables • Call Detail All Minutes Minutes of use – used as a proxy • Call Detail Home Minutes for cost to serve • Minutes of Use - Air Minutes of use • Call Detail All Minutes • Call Detail Home Minutes • Minutes of Use - Air Behavior ~130 variables Channel preferences • Channel (retail, agent, etc.) • Distribution (internet, etc.) • Product group Plan • Product subgroup • Price plan • Age Demographics • Income Demographics • Ethnicity • Marital Status ~400 variables • Occupation • Golf Lifestyle • Boating • Gardening Copyright © 2006 Accenture All Rights 942 Reserved.
- 943. Case Study II: Strategic Segmentation This analysis yielded five strategic segments and the decision was made to further analyze the cells below these for insights in many key decisions areas. Seg C Seg B Seg A Population Multiple Behavior Factors Segment D Seg E (Average) Top Level Strategic Segments Sources: Customer Data Value Factors Copyright © 2006 Accenture All Rights 943 Reserved.
- 944. Case Study II: Market Research Results Using primary research already performed, we were able to determine key product areas for top segments. Product Features1 Expressed Interested in the More Likely to Less Likely to Following Data Products2 Segment Have Have • International LD • Email • News • Cellular Insurance • Instant Messaging • GPS A • Mobile-To-Mobile • Internet Gaming • Enhanced Voicemail • File Transfer • Wireless Data • Internet Shopping • Cellular Insurance • Email • News • Mobile-To-Mobile • Instant Messaging • GPS B • Wireless Data • Internet Gaming • File Transfer • Internet Shopping • Cellular Insurance • Not Interested in Data Products C • Wireless Data • Cellular Insurance • Email D • Mobile-To-Mobile • News • GPS • Roadside Assistance • Cellular Insurance • Not Interested in Data Products E • Mobile-To-Mobile • Enhanced Voicemail • Wireless Data 1 Source: Client Data. Segments were at least 20% different from average to exhibit listed behavior. 2 Source: 2001 Convergence Audit. Segments were at least 20% more likely than average to exhibit listed behavior. Copyright © 2006 Accenture All Rights 944 Reserved.
- 945. Case Study II:Market Research In highly competitive industry with high churn rates, it was critical to identify the addressable market in each area, and to find out where those customers were if they were not in our base. Market Share By Segment Company 1 Company 2 Company 3 Company 4 Company 5 Company 6 Others1 Segment Total2 A 11% 19% 20% 18% 7% 6% 19% 100% B 12% 22% 14% 16% 10% 4% 23% 100% C 18% 22% 13% 11% 3% 7% 26% 100% D 17% 21% 16% 14% 3% 8% 21% 100% E 17% 23% 14% 7% 4% 7% 29% 100% Market Share Leader in Segment Note 1: Includes carriers such as Nextel, Rural Cellular, US Cellular and respondents who did not indicate a carrier. Source: 2001 Convergence Audit. Data is from response to question about, “who is your wireless carrier?”. Market versus Client comparison is made using Claritas data and should be used for relative Note 2: Adding values may not total exactly 100% due to rounding. comparison only. Data does not exactly reflect Client’s base. Copyright © 2006 Accenture All Rights 945 Reserved.
- 946. What is CustomerInsight? From our perspective, Customer Insight provides a holistic platform for the management, analysis, and application of information to drive business decisions across a corporation. Customer Insight Framework Customer Insight Gather & Manage Data Analyze Data/Draw Insight Apply Insight Data Enrichment Segmentation and Profiling and Adaptive Intelligent, Integrated and Refinement Value Analysis Propensity Modeling Campaign Insight Driven View of the Management Customer Interactions and Execution Close the loop so customer responses are quickly incorporated into future analytics Customer Insight is a capability that requires the integration of business processes to drive actionable strategies and tactics. Copyright © 2006 Accenture All Rights 946 Reserved.
- 947. RELATIONSHIP BETWEEN RESEARCHERSIN R&D AND GCI SCORE 6.0 Switzerland Denmark Sweden Finland Netherlands Japan Germany 5.5 Austria Iceland France Estonia Luxembourg 5.0 GCI Score 2006 Czech Republic Spain Malta Slovenia 4.5 Lithuania Poland TURKEY Romania 4.0 Brazil Bulgaria Macedonia 3.5 3.0 0 1000 2000 3000 4000 5000 6000 7000 8000 Researchers in R&D (per million people) R² = 0.719 Gündüz Ulusoy 947
- 948. Rising gas priceswill make electric vehicles a more affordable choice for Economic benefit of plug-in hybrid vehicle* consumers Retail gasoline price RMB/liter 20 Economic 15 Current 10 price* Not economic 5 15 30** 45 60 Initial incremental cost to OEM RMB thousands * In October 2008, the retail gasoline price in China ranged between 6.37 RMB/liter to 6.78 RMB/liter ** Projected incremental production cost for BYD's new plug-in hybrid versus its gasoline model Source: Press articles; McKinsey analysis 948 BVA-222301-166-20081107-GE2-v6
- 949. ThemeGallery is ThemeGallery is ThemeGallery is a Design Digital a Design Digital a Design Digital Content & Content & Content & Contents mall Contents mall Contents mall developed by developed by developed by Guild Design Inc. Guild Design Inc. Guild Design Inc.
- 950. CLIENTS ARE HIGHLYSATISFIED WITH OFFSHORING Highly dissatisfied Highly satisfied Client evaluation of performance by process group 1 Basic voice 4 Rules-based decisioning 2 Specialised 5 Knowledge voice services 3 Basic data 6 Research and analytics 950 Source: McKinsey 360º benchmarking
- 951. IT SERVICES CLIENTSARE PUSHING THE INDUSTRY UPSTREAM WHERE PRACTICES ARE BEING TESTED Practices Rising customer expectations pushing industry to . . . where practices are move towards end-to-end development models . . . relatively immature Per cent (disagree) Requirement Requirement gathering gathering Solution AD 31 design AM 14 Emerging model Detail design Traditional PIS 11 model Coding Solution design & Unit testing proposal writing Systems AD 27 testing AM 4 User testing PIS 12 951
- 952. IN GENERAL, CONSISTENTLYHIGH CASE STUDY OF PERFORMANCE ACROSS PROCESS BANGALORE BASED CENTRE GROUPS REMAINS ELUSIVE Below average Average Above average Metric Performance vis-à-vis industry Rules-based decisioning Basic data 1. Cost ($/FTE/hour) 2. SLA compliance (Per cent) 3. Ability to handle fluctuations over forecasted volumes (Per cent) 4. Annual productivity improvement (Per cent) 952 Source: McKinsey 360º benchmarking
- 953. POOR OUTCOMES AREA RESULT OF WEAK UNDERLYING Practice statements PRACTICES Disagree- ment RECRUITMENT EXAMPLE Respondent scores Per cent Clients Operating team Disagree-ment • Clear job description at a task 13 Outcome statements level incorporating process- specific skills 25 Per cent • Established hiring process with 16 • Sourced “right profile” 14 clear internal SLAs 24 22 • Dynamic sourcing model 31 enabling sourcing pools • Sourced “on time” 31 changes per requirements 20 27 • Regular meetings between 36 recruitment and operations to plan hiring requirements 35 953 Source: McKinsey 360º benchmarking
- 954. POLICY MAKERS CANIMPROVE MOBILE BROADBAND ECONOMICS USING KEY REGULATORY LEVERS (1/2) ▪ Ensure release of 3G license/spectrum at the earliest to trigger broadband acceleration Spectrum availability ▪ Make low-band spectrum (e.g.,700 Mhz) available to reduce base station cost ▪ Ensure allocation of sufficient contiguous spectrum (10 MHz) Infrastructure/ ▪ Promote active infrastructure sharing (BTS/backhaul) to reduce network cost spectrum ▪ Allow spectrum sharing to increase efficiency and reduce operational costs sharing ▪ Provide incentives for roll out (e.g., regulatory concessions) Coverage ▪ Encourage public-private partnerships or grant separate licenses for rural areas to drive obligations coverage ▪ Provide public funding for remote areas to achieve sufficient coverage Industry ▪ Encourage intra circle roaming to prevent overcapacity in the network while still structure maintaining the same competitive intensity ▪ High fees reduce operators’ resources that can be invested in infrastructure deployment or Spectrum/ more affordable price levels for broadband license fees 954
- 955. POLICY MAKERS CANIMPROVE MOBILE BROADBAND ECONOMICS USING KEY PERCENT REGULATORY LEVERS (2/2) From To Impact on cost to serve per Driver (Base case) (Supportive case) subscriber* 2.1 GHz 700 MHz Spectrum availability -40–50 Infrastructure/ No site/spectrum sharing Active site and spectrum spectrum sharing allowed sharing encouraged** -35–40 High coverage Staged coverage obligations Coverage obligations requirements -25–35 5 players 3 players Industry structure -20–30 Higher fee levels Limited fees in return Spectrum/license (USD 2.20 per MHz for roll-out -15–30*** fees per population) Total impact of up to 75% reduction in cost to serve * Individual effects if implemented stand-alone – combined effect is less than sum of individual effects ** Sharing of hardware and spectrum 955 *** Highly dependent on time of payment and cost of capital applied Source: McKinsey
- 956. 1 target is the Nearly 90% of change efforts with badly single tactic most tied to success Not ambitious/ stretching defined targets failed enough “Incremental” Wrong balance between “Here performance and health today, gone tomorrow” Lack of focus and “Unengaging, precision failure to mobilize” Slow pace of “No momentum, fail transformation to sustain” 956 Source: The discipline of leading transformations (Lecture by Giancarlo Ghislanzoni); PT tool kit
- 957. tactics are whenthey All transformations Progressive transformation are used together Defensive transformations Share of transformation described as very/extremely successful Percent of respondents, n = 2,994 100 80 Success rate of transformation 60 Percent 40 20 Used stretch-targets Used any 1 Used stretch-targets tactic plus any 2 Used all 6 Used none tactic tactic only others tactics Use of tactics 957 Source: McKinsey Quarterly Performance Transformation Survey, July 2008
- 958. Electric vehicles arethe best choice for Comparison of technological options on single-vehicle basis, standard segment Best China Worst Oil consumption Technological reduction TCO saving in 2030* Independent options Percent RMB innovation** Electric vehicle*** 100 25,760 Full hybrid 56 16,451 (Gasoline) CNG with 51 18,581 improvement Gasoline with 50 14,982 Improvement Diesel with 41 13,592 improvement * Incremental TCO from consumer perspective as defined earlier ** Opportunity that Chinese auto sector could independently develop core technologies *** Pure electric vehicle as example Source: McKinsey analysis 958 BVA-222301-166-20081107-GE2-v6
- 959. Global GHG abatementcost curve beyond 2030 BAU Global GHG abatement cost curve Cost of abatement below EUR 60 per tCO2e Note: This is an estimate of the maximum potential of all technical GHG abatement measures below EUR 60/tCO2e, if each lever was pursued aggressively, not a forecast of what role different abatement measures and technologies will play Source: Global GHG Abatement Cost Curve v2.0, McKinsey & Company
- 960. Life cycle emissionsof chemicals cover entire life cycle of products Extraction Production Disposal Total life (feedstock (direct and (incineration cycle and fuels) indirect w/ or w/o emissions of energy heat recovery, chemical emissions, recycling, products process landfill) emissions)
- 961. More than 100cases evaluated to assess savings from using products of the chemical industry Calculation scheme for the CO2e emissions from using a chemical industry product compared with a non-chemical industry product Chemical Non-chemi-cal Difference Gross products product in in-use emissions emissions emissions over emissions due savings over life life to per- cycle of cycle of non- formance chemical chemical difference product alternative between chemical and non-chemical product
- 962. Results presented intwo ways – Gross savings ratio or X : 1, and net emission abatement Gross savings (or X : 1) ratio Net emission abatement "Chemical industry saves X kgCO2e for "Global CO2e emissions would be Y Gt higher every 1 kg emitted" without chemical industry" Emissions, GtCO2e (2005 example) 1 46+Y 46 Y X Chemical Gross World World w/o industry savings as-is extensive emissions use of chemicals
- 963. Total life cycleCO2e emissions linked to the chemical industry GHG life cycle emissions of chemical products, 2005 GtCO2e amount to 3.3 Gt 3.3 0.4 0.5 2.1 0.3 Extraction Production Disposal High GWP Total gases* * HFC-23, HFC-32, HFC-125, HFC-134a, HFC-143a, HAFC-1521, HFC-227ea, HFC-236fa, HFC-4310mee, CF4, C2F6, C4F10, C6F14, SF6; GWP factors according to IPCC 1996 Source: IEA, EPA, IPCC, WEF (“Contribution of the chemical industry to greenhouse-gas reduction” December 2007); McKinsey analysis
- 964. Production emissions arecomposed of energy and process emissions Production emission methodology Production emissions Type of Chemical industry production emission Rationale Sources used emissions GtCO2e, 2005 • Fuel consumption required • IEA Direct for process to run 2.1 energy (excluding fuels for emissions feedstock purposes) 0.6 Overall Indirect • Electricity generated • IEA production energy off-site emissions emissions* 0.8 • N2O (adipic acid/nitric acid, • IPCC emission Process caprolactam) factors emissions • CO2 (ammonia, calcium • SRI/Tecnon 0.7 carbide, titanium dioxide, soda production ash, methanol, ethy-lene, values EDC/VCM, ethylene oxide, Production acrylonitrile, carbon black) • HCFC-22 • US EPA Source: McKinsey analysis
- 965. cLCAs* cover 8broad end-use areas and were all externally validated Number of Category Subcategory cLCAs • Automotive weight reduction 19 • Lubricants Transportation • Lower friction • Engine efficiency • Aviation weight reduction • Marine fuel reduction Insulation • Building insulation 19 • Fridge insulation • Construction material 10 Building • Piping All cLCAs • Windows • Feed supplements 17 externally • Fertilizer & crop protection reviewed by Agriculture the Öko Overall • Preservation abatement • Food production efficiency Institut potential Packaging • Food packaging 13 • Shopping bags • Electronic components 18 • House ware Consumer goods • Service wear • Textile • Low temp detergents • District heating 4 Power • Solar power • Wind power Lighting • CFL lighting 2 • LED lighting * cLCA = CO2e life cycle analyses
- 966. Extrapolations were madefor products/applications not covered by cLCAs Chemical industry emissions Assumption on savings Products* with alternatives Savings (positive or negative) calculated from available today and for detailed comparative cLCAs which cLCAs were calculated Products* with alternatives available Gross savings equal to life cycle emissions – today, but no cLCAs conservative compared to using average CO2e made savings from case studies Products* with no realistic alternative Zero savings (only emissions) – very conservative available today * Or applications
- 967. In a scenariowithout the savings from the fertilizer case the chemical industry saves 2.1 tons of CO2e per ton emitted, net abatement is 3.6 Gt Emission abatement of chemical industry GtCO2e Chemical industry Gross savings Net emission emissions (savings factor) abatement 3.30 Products with alternatives 1.05 available today and for 1.05 4.41 which cLCAs were calculated 5.46 (5.2) Products with alternatives available 1.40 1.40 0 today, but no cLCAs 1.40 (1.0) made with no Products 0.85 0 (0.0) realistic alternative 0.85 -0.85 available today 3.30 Total 3.56 6.86 (2.1) Source: ICCA/ McKinsey analysis
- 968. With the fertilizercase, the chemical industry saves 2.6 tons of CO2e per ton emitted. The net abatement of 5.2* Gt equals ~11% of 2005 global emissions Emission abatement of chemical industry GtCO2e Chemical industry Gross savings Net emission emissions (savings factor) abatement 3.30 Products* with alternatives 1.45 available today and for 1.45 6.01 which cLCAs were calculated Products* with 7.46 (5.1) alternatives available 1.00 1.00 0 today, but no cLCAs 1 (1.0) made Products* with no 0.85 0 (0.0) realistic alternative 0.85 -0.85 available today 3.30 Total 5.16 8.46 (2.6) * Includes savings from avoided CO2e emissions from land-use change enabled by fertilizer & crop protection use Source: ICCA/ McKinsey analysis
- 969. The main contributorsare insulation, fertilizer & crop Net abatement 2005 MtCO2e protection, and lighting Insulation 2,400 Lighting 700 Packaging 220 Marine antifouling 190 Synthetic textile 130 Automotive weight 120 Net Low-temp. detergents 80 abatement Engine efficiency 70 volume per Piping 70 Wind power 60 chemical District heating 60 application Green tires 40 Solar power 40 Other 230 Sub-total 4,410 Fertilizer & crop protection 1,600 Not explicitly Total 6,010 calculated 1:1 No realistic 0:1 850 alternative available Net 3,560 5,160 w/o fertilizer & crop Source: ICCA/ McKinsey analysis protection
- 970. Sensitivity analyses confirm Sensitivityanalyses of largest cLCAs Net savings Sensitivity Insulation MtCO2e conservative approach 2,400 Key assumptions • Life time Base case • 50 years Low • 40 years High • 60 years Percent of net savings 80 120 Lighting 700 • CFL lifetime • 7,000 h • 5,000 h • 9,000 h 71 129 Packaging 220 • Reduced food wastage • Included* • Not • Not 87 100 included assessed* Marine • Increase in fuel use • 29% • 20% • 40% 74 148 190 antifouling 63 Synthetic • Synthetic lifetime • 2 yrs • 1.5 yrs • 2.5 yrs 165 130 textile Automotive • Weight plastic: steel/alu/glass • 2.2/1.7/2.5 • 2.0/1.5/2.0 • 2.5/2.0/2.8 81 128 weight 120 • Lifetime • 150,000 km • 120,000 km • 200,000 km 79 135 reduction Low-temp. • User behavior hot/cold • 30/70 • 50/50 • 20/80 97 103 80 detergents • Detergent used vs. instruction • 100% • 120% • 70% 83 143 Engine • Efficiency gain • N/a • -25 percent • +25 percent 75 125 70 efficiency point points Piping 70 • No apparent uncertainty • N/a • N/a • N/a 100 Fertilizer • Yield gain • 50% • 40% • 60% 67 150 and crop 1,600 • Land use change emissions • USA grass • USA grass • W. average 100 235 protection * cLCA adopted very conservative assumption from GUA. The likely (large) upside was not assessed in this study Base case (100%) Source: ICCA/ McKInsey analysis
- 971. Developing regions with Higher carbon intensity intensity in Asia- Regional comparison of chemical industry CO2e intensity* Carbon strong growth Pacific (2005 and 2030) e/USD Total emissions and China KgCO sales 2 MtCO2e 2005 2030 2005 2030 Glob 2,092 4,507 0.81 0.76 al Asia- 836 2,299 1.03 0.84 Pacific North 475 684 0.67 0.51 America Regions Eastern 253 451 Europe 2.34 1.50 Western 272 365 0.41 0.30 Europe Middle East/ 129 436 1.11 1.03 Africa Latin 71 131 0.42 0.33 America Chin 621 1,900 2.17 0.86 a United Countries States 432 620 0.70 0.53 Switzerla 22 0.05 0.04 nd * Production emissions only, not including extraction and disposal emission Source: ACC production forecast (2005-17), SRI, Tecnon; McKinsey analysis
- 972. 2030 under 2030 BAU 2005 BAU assumptions (with the fertilizer Net abatement MtCO2e Insulati Lightin on Solar g case) 5,600 3,400 700 power Biofuels 500 Packagin Wind 450 g 450 Marine power Net abatement Synthetic 400 antifouling 300 volume per Automotive textile Engine 250 chemical weight 150 Green efficiency application Low-temp. 100 tires 100 Pipin detergents District 100 g 50 Oth heating Sub- 400 er 12,950 Fertilizer & crop total Tota 2,500 protection 15,450 Not explicitly 1: l calculated No realistic 0: 1 Net 1,700 alternative available 1 11,250 13,750 abatement w/o fertilizer & crop Source: ICCA/ McKinsey analysis
- 973. to geographic factors– this increase is reduced by half in the Calculated evolution of chemical industry emissions* 2005 abatement scenario 2030 BAU 2030 Abatement Chemical industry 50% is expected to double its output by 2030 6.5 1.6 1.5 2.0 5.0 3.3 0.5 3.3 Emission BAU Improve- Geogra- BAU Beyond Effect of Emission s, volume ment of phic shift emission BAU volume s after 2005 growth efficienc effect s, improve- growth abateme effect y 2030 ment beyond nt measure BAU measure s s * From extraction of feedstock and fuel, through production, to disposal Source: ICCA/ McKinsey analysis impleme
- 974. GHG abatement costcurve for Society view* Business view** EUR per tCO2e the chemical industry Process intensifi- cation level 3 CCS Direct energy Process intensification Fuel shift level 1 coal to Process 100 Catalyst biomass intensification optimization level 2 level 1 Motor systems 50 0 0 100 200 300 400 500 600 700 800 900 1,000 1,100 1,200 1,300 1,400 1,500 1,600 1,700 1,800 1,900 2,000 2,100 -50 CCS Ammonia Catalyst Catalyst -100 optimization optimization level 2 level 3 Fuel shift CHP Decomposition Ethylene oil to gas of N2O from adipic cracking and nitric acid Note: The curve presents an estimate of the maximum potential of all technical GHG abatement measures below EUR 60 per tCO 2e (society view) if each lever was pursued aggressively. It is not a forecast of what role different abatement measures and technologies will play * 4% interest rate, depreciation over life time of equipment ** 10% interest rate, depreciation over 10 years Source: ICCA/ McKinsey analysis
- 975. abatement could reach18.5 GtCO2e (with the fertilizer case) if the appropriate abatement 2005 2030 BAU 2030 Abatement ratio measures are taken Gross savings 2.6 : 1 3.1 : 1 4.7 : 1 (2.1 : 1) (2.7 : 1) (4.2 : 1) Without fertilizer 3.3 6.5 5.0 Own emissions and gross savings Without 6.9 17.3 20.7 fertilizer 8.5 20.3 23.5 18.5 13.8 Without 5.2 fertilizer 11.3 16.0 Net abatement 3.6 GtCO2e Source: ICCA/ McKinsey analysis
- 976. Additional 4.7 Gtabatement 2030 beyond BAU potential beyond 2030 BAU Net abatement MtCO2e BAU identified Insulati Lightin on 6,800 Solar 4,100 g 2,000 Biofue power Wind 1,000 ls 700 power CCS 600 Marine Net abatement Synthetic 400 antifouling 350 volume per Packagin textile Automotive 300 chemical g 300 Green weight 100 application Low-temp. tires 100 Engine detergents Pipin 100 efficiency 50 District g Oth 50 heating 200 Sub- er Fertilizer & crop 17,150 total 2,500 Tota protection Not explicitly 1: 19,650 l calculated No realistic 0: 1 Ne 1,200 alternative available 1 15,950 18,450 t w/o fertilizer & crop Source: ICCA/ McKinsey analysis
- 977. Exhibit A.II.1 GHG emissionslinked to the chemical industry – Direct energy GHG emissions (2005) Region Fuel consumption (MWh) * * Grand Total Emissions per fuel (MtCO2e)** Grand Coal Gas Oil Coal Gas Oil Total Brazil 1.972.087 24.018.103 30.956.781 56.946.971 0,7 4,9 8,7 14,2 Canada - 25.541.000 718.475 26.259.475 - 5,2 0,2 5,4 China 348.740.419 92.207.327 59.540.483 500.488.229 124,3 18,6 16,6 159,5 France 4.668.387 34.492.936 26.856.196 66.017.519 1,7 7,0 7,5 16,1 Germany 3.858.637 60.828.500 1.066.487 65.753.624 1,4 12,3 0,3 14,0 India 15.078.551 - 42.571.906 57.650.457 5,4 - 11,9 17,3 Italy 157.255 33.156.925 7.843.817 41.157.997 0,1 6,7 2,2 9,0 Japan 44.409.107 21.274.423 124.402.047 190.085.577 15,8 4,3 34,8 54,9 Mexico - 30.831.000 5.602.302 36.433.302 - 6,2 1,6 7,8 Middle East - 239.807.447 37.719.288 277.526.735 - 48,5 10,5 59,0 Rest of Africa - 6.480.500 300.926 6.781.426 - 1,3 0,1 1,4 Rest of developing Asia 317.580 13.830.752 31.943.377 46.091.709 0,1 2,8 8,9 11,8 Rest of Eastern Europe 1.448.960 13.005.392 5.632.932 20.087.285 0,5 2,6 1,6 4,7 Rest of EU27 31.675.003 149.514.065 23.089.848 204.278.916 11,3 30,2 6,5 48,0 Rest of Latin America 1.067.518 87.541.575 4.772.271 93.381.363 0,4 17,7 1,3 19,4 Rest of OECD Europe 2.769.300 13.155.488 20.344.184 36.268.971 1,0 2,7 5,7 9,3 Rest of OECD Pacific 4.910.910 12.073.699 19.359.251 36.343.859 1,7 2,4 5,4 9,6 Russia 180.144 91.899.548 2.696.474 94.776.166 0,1 18,6 0,8 19,4 South Africa - 11.107.500 - 11.107.500 - 2,2 - 2,2 United Kingdom 946.510 37.279.750 2.121.367 40.347.627 0,3 7,5 0,6 8,5 United States 65.282.818 478.667.250 101.197.100 645.147.167 23,3 96,8 28,3 148,3 Total 527.483.187 1.476.713.179 548.735.510 2.552.931.876 187,9 298,5 153,4 639,9 * Collapsed from over 15 different fossil fuels ** Emission factors - coal: 3.563x10-7 MtCO2e/MWh; gas: 2.0215x10-7 MtCO2e/MWh; oil: 2.7954x10-7 MtCO2e/MWh Source: IEA
- 978. Exhibit A.II.2 GHGemissions linked to the chemical industry‟s – Indirect energy GHG emissions (2005) Country Power consumption CO2 intensity of power CO2e emissions Brazil MWh 21.094 tCO2e/MWh 0,090 Mt CO2e 1,90 Canada MWh 19.503 tCO2e/MWh 0,220 Mt CO2e 4,29 China MWh 284.190 tCO2e/MWh 1,0900 Mt CO2e 309,77 France MWh 23.869 tCO2e/MWh 0,090 Mt CO2e 2,15 Germany MWh 54.765 tCO2e/MWh 0,650 Mt CO2e 35,60 India MWh 88.603 tCO2e/MWh 1,050 Mt CO2e 93,03 Italy MWh 19.015 tCO2e/MWh 0,500 Mt CO2e 9,51 Japan MWh 53.487 tCO2e/MWh 0,470 Mt CO2e 25,14 Mexico MWh 5.908 tCO2e/MWh 0,580 Mt CO2e 3,43 Russia MWh 39.970 tCO2e/MWh 1,010 Mt CO2e 40,37 South Africa MWh 10.081 tCO2e/MWh 0,750 Mt CO2e 7,56 United Kingdom MWh 23.162 tCO2e/MWh 0,520 Mt CO2e 12,04 United States MWh 254.338 tCO2e/MWh 0,640 Mt CO2e 162,78 Middle East MWh 2.293 tCO2e/MWh 0,770 Mt CO2e 1,77 Rest of EU27 MWh 81.509 tCO2e/MWh 0,470 Mt CO2e 38,31 Rest of OECD Pacific MWh 44.274 tCO2e/MWh 0,680 Mt CO2e 30,11 Rest of Africa MWh 2.296 tCO2e/MWh 0,650 Mt CO2e 1,49 Rest of developing Asia MWh 11.327 tCO2e/MWh 0,670 Mt CO2e 7,59 Rest of Latin America MWh 7.543 tCO2e/MWh 0,320 Mt CO2e 2,41 Rest of Eastern Europe MWh 11.432 tCO2e/MWh 0,790 Mt CO2e 9,03 Rest of OECD Europe MWh 14.987 tCO2e/MWh 0,230 Mt CO2e 3,45 Total MWh 1.073.646 tCO2e/MWh 0,747 Mt CO2e 801,7 Source: IEA
- 979. Exhibit A.II.3 GHG emissionslinked to the chemical industry’s – Process GHG emissions Global Emission factor Chemical production (kt) (kgCO2e/kg) Emissions (MtCO2e) Adipic Acid 2.549 10,97 28 Ethylene Oxide 14.074 0,90 13 Ethylene 92.949 1,65 154 Methanol 30.598 0,72 22 VCM 28.311 0,29 8 Nitric Acid 49.716 2,31 115 Caprolactam 3.415 2,79 10 Ammonia 142.239 1,40 199 Calcium Carbide 10.003 1,09 11 Titanium Dioxide 4.498 1,34 6 Soda Ash 41.844 0,14 6 Acrylonitrile 4.636 1,00 5 Carbon Black 8.788 2,62 23 HCFC-22 515 147,56 76 Total 674 Selection of chemicals based on IPCC assessment by which those 14 products “have significant contributions to global greenhouse gas emission levels” Source: IPCC, Tecnon
- 980. Exhibit A.III.1 GHG abatement cost curve for the Society view* Business view** chemical industry Process intensifi- CCS Direct energy EUR per tCO2e cation level 3 Process intensification Fuel shift level 1 coal to Process 100 Catalyst biomass intensification optimization level 2 level 1 Motor systems 50 0 0 100 200 300 400 500 600 700 800 900 1,000 1,100 1,200 1,300 1,400 1,500 1,600 1,700 1,800 1,900 2,000 2,100 -50 CCS Ammonia Catalyst Catalyst -100 optimization optimization level 2 level 3 Fuel shift CHP Decomposition Ethylene oil to gas of N2O from adipic cracking and nitric acid Note: The curve presents an estimate of the maximum potential of all technical GHG abatement measures below EUR 60 per tCO2e (society view) if each lever was pursued aggressively. It is not a forecast of what role different abatement measures and technologies will play * 4% interest rate, depreciation over life time of equipment ** 10% interest rate, depreciation over 10 years Source: ICCA/ McKinsey analysis
- 981. Exhibit A.IV.1 Key cost curve dimensions Each field represents one Abatement cost abatement lever or a set of EUR per tCO2e levers to reduce emissions Estimated cost in chosen year to reduce emissions by 1 tCO2e by this lever Abatement potential GtCO2e per year Annual GHG emission reduction potential in chosen year Levers are sorted by increasing costs for emission reduction Source: Global GHG Abatement Cost Curve v2.0
- 982. Exhibit A.IV.2 Abatement cost formula [Full cost of CO2e efficient alternative] cost of reference solution] [Full – Abatement cost = [CO2e emissions from reference solution] – [CO2e emissions from alternative]
- 983. Exhibit A.IV.3 Macroeconomic data: regional real Annual growth rates, Percent GDP and population growth rates GDP development 2005–15 2015–30 Population growth 2005–15 2015–30 North America 2.6 2.2 1.0 0.7 Western Europe 2.3 1.8 0.1 0.0 Eastern Europe* 4.7 2.9 -0.2 -0.3 OECD Pacific 2.2 1.6 0.1 -0.2 Latin America 3.8 2.8 1.2 0.9 Rest of developing Asia** 6.9 4.8 1.1 0.8 Africa 4.5 3.6 2.2 1.9 China 7.7 4.9 0.6 0.3 India 7.2 5.8 1.4 1.0 Middle East 4.9 3.4 2.0 1.5 * IEA nomenclature “Transition Economies” ** IEA nomenclature “Developing Asia” Source: IEA WEO 2007
- 984. India – TheDestination of Choice for Outsourcing India is one of the hottest locations for offshore outsourcing with software exports to the tune of $6.2 bn in 2000-01 and a CAGR of 62.3% for the last five years* During 2000, 185 of the Fortune 500 companies outsourced their software requirements to India* According to a Mckinsey-Nasscom study, the potential for software services exports from India will be USD 50 billion by 2008 India Vendor Sophistication Philippines (Number, Quality) Cost China India CIS Low Cost High Quality Development Mexico People Sophistication Quality of Supply (Number, Cost, Language Skills) (Resource Availability, CMM Level, Cultural Fit) Source: Mckinsey-NASSCOM
- 985. The Title IsSet in 26-Point Arial Bold (three lines max., reduce font size if more) Sub-title, 20-Point Arial Bold This Could Go to Two Lines Client/Capacity2000 Date—14 point bold
- 986. Contents Sub-title: Section One: 12 -- Sub-section, 14 point. 6 -- Sub-section Section Two: -- Sub-section 98 6
- 987. Agenda (with highlightbars) • Adjust highlight box to fit text • Following bullets in blue 98 7
- 988. Divider Page –24-point Arial Bold • Bullets are sometimes used for sub-section titles • Set in 18-point Arial bold 98 8
- 989. Sub-divider Page –18-pointArial Bold Italic • Bullets are sometimes used for sub-sub-section titles • Set in 14-point Arial bold 98 9
- 990. RUNNING HEAD: 10BOLD ALL CAPS Headline: 24-point bold (adjust to keep to 2 lines, no smaller than 18-point) Flush left subhead (no bullet), 18-bold italics: Bullet is 18-point bold and begins at the left margin: – A dash is 14-point non-bold, and indented once under a bullet (dash icon is an N-dash): • A sub-bullet is 14-point non-bold, and indented once under a dash (with smaller icon than 18-bullets). Colons are used at the ends of bullets that are followed by dashes: – And at the ends of dashes followed by sub-bullets: • Full stops are used for all lines of six words or longer. Kicker text 14-point bold italic. Centre single line; make two or more lines flush left. Box is always 7.25” wide and grows vertically. Margins: 0.15 and 0.10, both boxes checked, anchored to middle. Ends with full stop. Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 99 0
- 991. Text boxes withgreen lines, no fill, green box for heading Heading Heading Body Text Body Text – Second Level – Second Level • Third Level • Third Level – Fourth Level – Fourth Level • Fifth Level • Fifth Level 99 1
- 992. Useful icons inblue text text text text Strategy Dimensions of Growth Planning for Growth Implementation 99 2
- 993. Arrows and boxesgreen Hello Hello Hello Hello Hello 99 3
- 994. Bubbles and starsblue and orange Hello Hello Hello Hello Hello 99 4
- 995. Graphs 100 43.9 90 4th Qtr 31.6 90 20.4 80 100 45 70 3rd Qtr 34.6 60 46.9 90 45.9 90 43.9 45 38.6 90 50 46.9 34.6 31.6 30.6 2nd Qtr 38.6 27.4 40 27.4 20.4 20.4 80 30 45.9 20 1st Qtr 30.6 70 10 20.4 0 0 20 40 60 80 100 60 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr East 50 46.9 180 North 45.9 45 43.9 160 West 45 40 140 120 30 27.4 34.6 100 46.9 20.4 80 20.4 45.9 43.9 20 60 38.6 90 40 30.6 31.6 10 20 20.4 27.4 20.4 0 0 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 99 5
- 996. Value chain lightcolours with blue text except on blue background Text Text Text Text Text Text Text Text Text Text Text Text 99 6
- 997.
- 998. Agenda Date : 13 May 2000 Time : 08h00 Venue : MAC Consulting Training Room Item 1 AB 00h00 Item 2 CD 00h00 Item 3 EF 00h00 Item 4 GH 00h00 Item 5 IJ 00h00 Item 6 KL 00h00 Item 7 MN 00h00 Item 8 OP 00h00 Item 9 QR 00h00 99 8
- 999. Review Next Stepsof 9 March 1998 Activities 1. 99 9
- 1000. Bs and Csof 9 March 1998 Benefits Concerns • . • . • . • . • . • . 10 00
- 1001. ... Objectives Deliverables • ... • ... 10 01
- 1002. RACI Activities 1. 10 02
- 1003. To design alogistic system to provide the most efficienty service in the business Charter operation at the lowest possible cost Deliverables Deliverables Activities Deliverables • ... • ... • ... • ... 10 03
- 1004. Timeline F R F Timeline d T N & M R H M v S B J S J G 2/8 9/8 16/8 23/8 30/8 6/9 13/9 20/9 27/9 4/10 11/1018/1025/10 1/11 8/11 W D T Assemble team A R R Choose architecture A Data format R R A R R Data collection R A/R R R R Analyse data R R A/R Develop algorithms R R A/R Test algarithms in plant A/R R R R R Test algorithms in gasloop model A/R R R R I R Quantify constrains R A/R R R R R VPC A R R R R R Initial model development R R A/R R R R C Initial model testing R R A/R R R C Refine model A/R R R C Handover A R R C 10 04
- 1005. Timeline 2 October November Activity 30 1 2 3 4 7 8 9 10 11 14 15 16 17 18 21 22 23 24 25 28 29 30 31 1 4 5 6 7 8 11 12 13 14 15 18 19 20 21 22 ..... ..... 10 05
- 1006. Timeline 3 Timeline Activity Issues Involved Sept ‘96 Oct ‘96 Nov ‘96 Dec ‘96 Jan ‘96 Feb ‘96 Mar ‘96 Apr ‘96 May ‘96 June ‘96 7. Text goes here • ... (20/9) (25/11) 8. Text goes here • ... (28/3) 9. Text goes here • ... 10 06
- 1007. Timeline 4 1997 1998 Activities J F M A M J J A S O N D J F M A M J Micro organisation proposal ABC analysis KPI process complete Kit lists process 2-bin process Reconditioning process VMI auditing process Other inventory management processes complete 10 07
- 1008. Generic Blocks, Circlesand Arrows - Copy/Paste the Objects Below or Use the Paint Brush on the Formatting Toolbar to Copy Colors onto Other Objects Preferred Colors Standard Dark Blue Standard Light Blue Green RGB Code: 51 - 102 -153 RGB Code: 222 - 211 - 182 RGB Code: 153 - 204 - 000 1 1 1 10 08
- 1009. All charts inthis document comply to this global PowerPoint palette To be used as an accent or highlight color only Primary colours R=9 R = 221 R = 156 G = 29 G = 210 G = 209 B = 93 B = 181 B=0 To be used as a background color behind charts and graphs only The color palette has been adjusted in PowerPoint to allow for better onscreen projection Highlight colors using standard PowerPoint palette (charts & diagrams) R = 151 R = 220 R = 87 R = 84 R = 161 R = 89 R = 102 R = 145 G = 115 G = 130 G = 125 G = 156 G = 61 G = 110 G = 51 G = 125 B = 174 B = 64 B = 61 B = 181 B = 58 B = 110 B = 104 B = 74 10 09
- 1010. Agenda 1. Structured text 2. Graphs 3. Pictures 4. Service Line Charts 10 10
- 1011. Text Blocks -Unrelated List ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 11
- 1012. Text Blocks -Causes and Effects Subtitle comes here ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 12
- 1013. Text Blocks -Matrix Subtitle comes here ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 13
- 1014. Text Blocks -Cause and Effect Subtitle comes here ..... ..... ..... ..... 10 14
- 1015. Text Blocks -Sequence of Causes and Effects Subtitle comes here ..... ..... ..... ..... ..... ..... 10 15
- 1016. Text - SequentialVertical Subtitle comes here • ..... ..... • ..... • ..... ..... • ..... • ..... ..... • ..... • ..... ..... • ..... 10 16
- 1017. Text - MakingPoints Subtitle comes here • ..... ..... • ..... • ..... ..... • ..... ..... • ..... • ..... 10 17
- 1018. Text - Bullits Subtitle comes here ..... ..... ..... ..... ..... 10 18
- 1019. Text Blocks -Influencing Subtitle comes here … … … ..... … … … 10 19
- 1020. Text Blocks -Leading to Subtitle comes here ..... ..... ..... ..... ..... 10 20
- 1021. Text - EnvelopingElements Subtitle comes here ..... ..... ..... ..... ...... ..... ..... ..... 10 21
- 1022. Text Blocks -Elements Leading To Subtitle comes here ..... ..... ..... ..... ..... ..... ..... … ..... ..... ..... 10 22
- 1023. Text Blocks -Resulting From Subtitle comes here … … … … ..... … … … 10 23
- 1024. Text - Interrelations Subtitle comes here ..... ..... … ..... … ..... ..... 10 24
- 1025. Multiple Boxes ..... ..... ...... ...... ...... ...... ...... ...... ..... ..... ...... ...... ...... ...... ...... ...... ..... ..... ...... ...... ...... ...... ...... ...... 10 25
- 1026. Org Chart Subtitle comes here ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 26
- 1027. Logic Tree -One Level Plus Text Subtitle comes here • ...... .... • ...... • ...... • ...... ..... • ...... • ...... ..... • ...... ..... • ...... • ...... • ...... ..... • ...... • ...... 10 27
- 1028. Logic Tree -Two Levels Subtitle comes here ..... ..... ..... ..... ..... ..... ..... 10 28
- 1029. Logic Tree -Vertical Subtitle comes here ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 29
- 1030. Driver Tree -Arrows Showing Trend Subtitle comes here ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 30
- 1031. Driver Tree -Arrows Showing Base Trends Subtitle comes here ...... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 31
- 1032. Driver Tree -Moons Showing Base Trends Subtitle comes here ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... strong weak 10 32
- 1033. Driver Tree -Text with General Trends Subtitle comes here ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 33
- 1034. Driver Tree -Expanded Text ..... ..... ..... ..... • ..... • ..... ..... • ... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 34
- 1035. Range of possibleoutcomes Subtitle comes here Uncertainties Range of Outcomes ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 35
- 1036. Standard Table -bulleted cells Subtitle comes here Column Column heading Column heading Column heading heading •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text •Enter text 10 36
- 1037. Standard Table Layout Subtitle comes here Column heading Column heading Column heading Column heading 10 37
- 1038. Agenda 1. Structured text 2. Graphs 3. Pictures 4. Service Line Charts 10 38
- 1039. Bar Chart -Stacked Charttitle comes here North West East 0 50 Units 100 150 200 Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 39
- 1040. Bar Chart -Two Stacked Charttitle comes here Charttitle comes here North North West West East East 0 50 100 150 200 0 50 100 150 200 Units Units Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 40
- 1041. Bar Chart -Three Stacked Charttitle comes here Charttitle comes here Charttitle comes here North North North West West West East East East 0 50 100 150 200 0 50 100 150 200 0 50 100 150 200 Units Units Units Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 41
- 1042. Bar Chart -Four Parallel Charttitle comes here Charttitle comes here Charttitle comes here Charttitle comes here E E E E D D D D C C C C B B B B A A A A 0 10 20 30 0 10 20 30 0 10 20 30 0 10 20 30 Units Units Units Units Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 42
- 1043. Bar Chart -Paired Charttitle comes here North West East 0 20 Units 40 60 Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 43
- 1044. Bar Chart -Two Paired Charttitle comes here Charttitle comes here North North West West East East 0 20 Units 40 60 0 20 Units 40 60 Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 44
- 1045. Column Chart -Stacked Charttitle comes here 200 150 Units 100 50 0 East West North Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 45
- 1046. Column Chart -Two Stacked Charttitle comes here Charttitle comes here 200 200 150 150 Units Units 100 100 50 50 0 0 East West North East West North Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 46
- 1047. Column Chart -Paired Charttitle comes here 60 40 Units 20 0 East West North Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 47
- 1048. Column Chart -Two Paired Charttitle comes here Charttitle comes here 60 60 40 40 Units Units 20 20 0 0 East West North East West North Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 48
- 1049. Column Chart -Multiple Charttitle comes here E D C 10 B 4 A 11 31 Units 32 32 3 1 1 0 5 0 1 3 18 0 17 45 17 37 31 34 32 33 23 21 0 0 2 14 0 1 0 1 0 10 0 1 7 6 5 4 6 2000 2001 2002 2000 2001 2002 2000 2001 2002 2000 2001 2002 2000 2001 2002 Country Country Country Country Country 10 49
- 1050. Pie Chart Charttitle comes here 22 20 31 46 Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 50
- 1051. Radar Chart Charttitle comes here Variable 1 Criteria 1 Variable 2 5 Variable 3 4 Variable 4 3 2 Criteria 5 Criteria 2 1 0 Criteria 4 Criteria 3 10 51
- 1052. Line Chart Charttitle comes here 100 Straight Line Green Line Units 50 Dotted Line 0 0 1 2 3 4 5 6 Units Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 52
- 1053. Line Chart -Two Charttitle comes here Charttitle comes here 100 100 Straight Line Straight Line Green Line Green Line Units Units 50 50 Dotted Line Dotted Line 0 0 0 2 4 6 0 2 4 6 Units Units Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 53
- 1054. Waterfall Chart Charttitle comes here 40 10 35 5 10 30 15 5 Units 20 15 10 10 0 A +B +C = Subtotal -E -F -G = Total Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 54
- 1055. Wave Chart Charttitle comes here Initiative High Initiative Wave 1 Initiative Initiative Benefits Wave 2 Wave 3 Initiative Initiative Low Low High Ease of Implementation Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 55
- 1056. Driver Tree Chart/ Dupont Chart ..... Subtitle comes here 27% 31% 30% 26% 15% 1999 2000 2001 2002 2003 ..... - ..... /- 4% 5% 6% 7% 3% 2% 2% 2% 2% .... -16% 129% 1999 2000 2001 2002 2003 1999 2000 2001 2002 2003 24% 53% 36% - ..... -140 % X /- 22% 24% 21% 29% 17% 1999 2000 2001 2002 2003 ..... 25 1999 2000 2001 2002 2003 6.7 8.2 5.3 8.5 1999 2000 2001 2002 2003 Source: The source should be 8-point, non-bold. Punctuate sources: Use semi-colon between sources in the series and always end with a full stop. Note: Text is anchored to the bottom, enabling deletions or additions without having to move the box; box margins 0/.03; 0.10 before paragraph spacing. a. Use lower-case alpha characters for footnote references; call-out for footnotes should be 12 point using superscript. 10 56
- 1057. Agenda 1. Structured text 2. Graphs 3. Pictures 4. Service Line Charts 10 57
- 1058. Moons Subtitle comes here strong weak 10 58
- 1059. Traffic Lights Negative Subtitle comes here Neutral Positive 10 59
- 1060. Arrows Subtitle comes here Positive Neutral Negative 10 60
- 1061. Donuts Subtitle comes here strong weak Company A Company B Company C Company D 00 01 02 03 00 01 02 03 00 01 02 03 00 01 02 03 Criterium .. Criterium .. Criterium .. Criterium .. Criterium .. Criterium .. Criterium .. 10 61
- 1062. Timeline Subtitle comes here Week number Starts on Milestone Milestone Milestone Milestone 10 62
- 1063. Value Chains -Loose Arrows Subtitle comes here ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 63
- 1064. Value Chains -Touching Arrows Subtitle comes here 10 64
- 1065. Interrelated Stages Subtitle comes here ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 10 65
- 1066. Movements Subtitle comes here ..... ..... ..... ..... ..... 10 66
- 1067. Circle - OverlappingArrows Subtitle comes here Virtuous Vicious ...... ...... 10 67
- 1068. Circle - IntegratedArrows Subtitle comes here Virtuous Vicious .... .... .... .... .... .... ..... .... .... ..... .... .... .... .... 10 68
- 1069. Closed Loop Subtitle comes here .... .... .... .... .... 10 69
- 1070. Process Ending ina Closed Loop Subtitle comes here 10 70
- 1071. Wheel of Fortune Subtitle comes here 10 71
- 1072. Puzzle - FourPieces Fitting Together Subtitle comes here 10 72
- 1073. Puzzle - FivePieces Fitting Together Subtitle comes here 10 73
- 1074. Puzzle - PiecesNot Fitting Together Subtitle comes here 10 74
- 1075. Puzzle - PiecesMight Fit Together Subtitle comes here 10 75
- 1076. Quotes Subtitle comes here 10 76
- 1077. Circles of Influence Subtitle comes here 10 77
- 1078. Eggs Subtitle comes here ..... ..... ..... .......... ..... ..... ..... 10 78
- 1079. Circles - Interrelated Subtitle comes here ..... ..... ..... 10 79
- 1080. Circles - Overlapping Subtitle comes here 10 80
- 1081. Expansion Subtitle comes here .... • .... • ..... .... • .... .... • ..... • .... .... • ..... • .... • ..... 10 81
- 1082. Cube Subtitle comes here 10 82
- 1083. Maps - Netherlands Subtitle comes here 10 83
- 1084. Maps - WesternEurope, The World Subtitle comes here [ ungroup to select countries ] 108 4
- 1085. Life Cycle -Generic Subtitle comes here Product D Product C Units sold Product B Product A Time since launch 108 5
- 1086. Life Cycle -Countries Subtitle comes here U.K. Sweden Netherlands France Germany Italy Emerging Development Mature Stage 1086
- 1087. Cost Curve Subtitle comes here ..... Cost/unit ..... ..... ..... Cumulative Volume 1087
- 1088. Downward and upwardslopes Subtitle comes here 1 3 2 2 1 3 Time Time 1088
- 1089. Of Research Recognition Recognition For Teaching 1089
- 1090. Funnels Subtitle comes here 1090
- 1091. Building blocks Subtitle comes here 1091
- 1092. Spectrum Subtitle comes here ..... ..... ..... ..... ..... ..... ..... Low High 1092
- 1093. Balance Subtitle comes here ..... ..... 1093
- 1094. Cross Subtitle comes here ..... ..... ..... ..... 1094
- 1095. Pyramid Subtitle comes here ..... ..... ...... 1095
- 1096. History Subtitle comes here x x x x x 2005 1096
- 1097. Trackers - Placein Top Right Corner of Slide Subtitle comes here 1097
- 1098. Agenda 1. Structured text 2. Graphs 3. Pictures 4. Service Line Charts 109 8
- 1099. Generic Strategy DevelopmentFramework - English Subtitle comes here Business Environmental Strategic Options Strategy Imperatives Analysis Analysis Implementation Crea- tivity Implement Business External Strategic Action Definition Analysis Options Plans Future Business Key Strategic Actie- Industry Imperatives Insights Direction plannen Scenarios Monitor Business Internal Risk and Action Constraints Analysis Reward Plans Reassess the Business Imperatives Interviews and Desk Research Business Plan Workshops and Analyses Workshops and Interviews Writing 1099
- 1100. Generic Strategy DevelopmentFramework - Dutch Subtitle comes here Bepaling Externe en Strategische keuze Implementatie uitgangspunten interne analyse Creati Missie en Externe -viteit Strategi- Plannen Visie Analyse sche opties Future Uitgangs- Actie- Inzicht Scenarios Industry Strategie punten plannen Scenarios Rand- Rende- Interne Meet- voorwaar- ment en Analyse punten den risico’s Heroverweeg de uitgangspunten Interviews en Desk research en Uitwerking Workshops en analyses workshops interviews plannen 1100
- 1101. Strategy Development -The Fish Subtitle comes here Commercial Market Market Competitive Attractiveness Position Strategic Position Projects & Resources Scope Scenarios & Context & Options Chosen CSFs Insight Strategy & KPIs Strategic Creativity Issues Monitoring Financial Position Economic Growth Profitability Capital Market 1101
- 1102. Strategy Development -The Loop Subtitle comes here Dynamic Strategy STRUCTURE & COMMERCIAL MARKET RESOURCES Market Attractiveness Competitive Position Organizational Architecture Chosen Strategic Position Strategic Position Strategy Projects & Resources Scope & Context Insight Scenarios & Options Value Strategic Issues Creativity Creation Financial Position Critical Success Factors & Key Performance Indicators Economic Profitability Growth Performance Monitoring & Incentive Compensation MANAGED CAPITAL MARKET PERFORMANCE Strategy Formulation Strategy Execution 1102
- 1103. Backward Strategic PlanningFramework Subtitle comes here Mission: Why are we in business? Vision: Where do Values: What are we want to be our enduring in 2010? principles and beliefs? GOAL Strategy: How do we get there? Actions driven by strategy Where are we now? TIME 1103
- 1104. Incremental versus DynamicStrategic Planning Framework Incremental Planning Process Dynamic Strategic Planning Process Vision of where we need to be five years from now Where can we be next year? GOAL GOAL Versus Actions driven by Actions taken in strategy Where we response to Where are are now? circumstances we now? TIME TIME Incrementalism Focus [One reason why companies stagnate] [One reason why companies grow] 1104
- 1105. Strategic Disciplines Subtitle comes here ..... … ..... ..... 1105
- 1106. Activity Map -Generic Advantaged Subtitle comes here Neutral Disadvantaged ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 1106
- 1107. Activity Map -Very Detailed Food Processing Food packaging Other New business Pumps Valves Plate heat Tubular heat Ohmic heaters Separators Dryers Evaporators Tanks Homogenisers Cartoning Canning Bottling Labelling Air treatment Thermal & Customised Standard Global energy strengths exchangers exchangers technology Standard Filling lines Sealing Wrapping Freezers Aseptic & Filtration Blow Conveyer systems Automation Control Refrigerators processing equipment moulding systems systems equipment Installed base Cartoning Canning Bottling Labelling Pumps Valves Plate heat Tubular heat Ohmic heaters Separators Dryers Evaporators Tanks Homogenisers strengths exchangers exchangers Filling lines Sealing Wrapping Freezers & Aseptic Filtration Blow Conveyer systems Automation Control Refrigerators processing equipment moulding systems systems equipment Strong position System design Average /Application engineering Sub-systems Weak position Systems No position Installation Project Subcontractor management management Service Own 3rd party Customer Upgrades/ Contract Time/material Spare maintenance maintenance DIY modifications parts Liquid Hybrid Dry Processed End use Industry Dairy Brewing Soft drinks Juices Cheese Ice Cream Soups/sauces Baked Snacks/ Cereals Baby Food Oil/fats/marg Convenience food Confectionery arines Distribution System Sales force OEM Direct Independent Agent channel Customer MNC Regional National Geographic N.America L.America W.Europe E.Europe Middle East Asia & Japan Australasia markets Africa 1107
- 1108. Activity Map -Competitor Overview Subtitle comes here ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... Advantaged Neutral Disadvantaged 1108
- 1109. Activity Map -Synergy Analysis Subtitle comes here A B Advantaged Average ..... ..... ..... ..... ..... Disadvantaged ..... NM ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... 1109
- 1110. Activity Map -Synergy Summary Subtitle comes here Advantaged Average A B NewCo Disadvantaged ..... NM ..... ..... ..... ..... + = ..... ..... ..... ..... 1110
- 1111. Activity Map -Ranges of Activities Across Value Chain Subtitle comes here Stage .. ..... ..... ..... ..... ..... ..... ..... Stage .. ..... ..... ..... ..... ..... Stage .. ..... ..... ..... ..... Stage .. ..... ..... ..... Stage .. ..... ..... Stage .. ..... ..... ..... ..... 1111
- 1112. Activity Map -Competitive Groups Subtitle comes here Competitive Group Competitive Group (sample companies) (sample companies) Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Competitive advantage • ... • ... • ... • ... Competitive Group Competitive Group (sample companies) (sample companies) Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Competitive advantage • ... • ... • ... • ... 1112
- 1113. Five Forces Subtitle comes here Strong Moderate New Entrants Weak Competitors Suppliers Customers Substitutes 1113
- 1114. Document Control -For Internal Use Only Document Title Timesaver 2005 Document Owner Randy Jagt Approver(s) Vincent Oomes, Bert Vries Date of Approver(s) Comments on Major Changes from Version Writer Release (if relevant) Previous Release 1 26-1-2005 Randy Jagt Vincent Oomes Fonts and colors in new global template 2 30-1-2005 Randy Jagt Vincent Oomes Change of colors 1114
- 1115. Press clippings/quotes 2 PK Shapes Libarry – Charts Bar
- 1116. Combined pie charts(labeled) Chart Title Hints: 1 Insert columns/rows as required Graph 1 (each slice will adopt a different color) 2 Edit and add (if necessary) graph names manually 43.9 45.9 Graph 2 31.6 30.6 Graph 3 20.4 20.4 27.4 90 34.6 38.6 45 Label A 46.9 Label B Label C Label D PK Shapes Libarry – Charts Bar
- 1117. Combined pie charts(non-labeled) Hints: 1 Insert columns/rows as required (each slice will adopt a different color) 2 Edit and add (if necessary) graph names manually Graph 1 Graph 2 Graph 3 Label A Label B Label C Label D PK Shapes Libarry – Charts Bar
- 1118. Doughnut chart Hints: 1 Insert columns as required (each slice will adopt a different color) Label A 2 Edit “Total“ manually 14% Label D 36% Label B Total: 21% 100% Label C 29% PK Shapes Libarry – Charts Bar
- 1119. Balance 1 Text Text Text PK Shapes Libarry – Charts Bar
- 1120. Balance 2 Text Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1121. Balance 3 Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1122. Balance 4 Title PK Shapes Libarry – Charts Bar
- 1123. Balance/Imbalance 1 Balance Imbalance PK Shapes Libarry – Charts Bar
- 1124. Balance/Imbalance 2 PK Shapes Libarry – Charts Bar
- 1125. Imbalance PK Shapes Libarry– Charts Bar
- 1126. Fragile balance Title PK Shapes Libarry – Charts Bar
- 1127. Balancing steps PK Shapes Libarry – Charts Bar
- 1128. Rethinking Text Text Text Text PK Shapes Libarry – Charts Bar
- 1129. Barriers/Obstacles 1 Text • Text • Text • Text Text PK Shapes Libarry – Charts Bar
- 1130. Barriers/Obstacles 2 Text Text Text Text Text Text • Text • Text • Text Text Text PK Shapes Libarry – Charts Bar
- 1131. Barriers/Obstacles 3 Text Text PK Shapes Libarry – Charts Bar
- 1132. Penetrable barrier Text Text Text PK Shapes Libarry – Charts Bar
- 1133. Resistance Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1134. Breakthrough Text Text • Text • Text • Text • Text • Text • Text Text PK Shapes Libarry – Charts Bar
- 1135. Factors 1 Text Text • Text • Text • Text • Text • Text • Text Text Text Text • Text • Text • Text • Text • Text • Text PK Shapes Libarry – Charts Bar
- 1136. Factors 2 Text • Text • Text Text Text Text • Text • Text • Text • Text • Text • Text • Text • Text • Text Text • Text • Text PK Shapes Libarry – Charts Bar
- 1137. Factors 3 Text Text • Text Text Text • Text • Text Text PK Shapes Libarry – Charts Bar
- 1138. Factors 6 Text Text • Text •Text • Text •Text • Text Text •Text • Text • Text Text • Text Text • Text •Text • Text •Text • Text •Text PK Shapes Libarry – Charts Bar
- 1139. Components 1 Text Text • Text • Text • Text • Text • Text • Text Text • Text • Text • Text Text PK Shapes Libarry – Charts Bar
- 1140. Components 2 Text • Text •Text Text • Text • Text Text • Text • Text • Text Text • Text • Text • Text • Text Text • Text • Text • Text • Text PK Shapes Libarry – Charts Bar
- 1141. Components 3 Text • Text •Text • Text Text • Text • Text Text • Text • Text • Text Text • Text • Text • Text Text • Text • Text • Text • Text PK Shapes Libarry – Charts Bar
- 1142. Interrelationship Text Text • Text • Text • Text • Text • Text • Text PK Shapes Libarry – Charts Bar
- 1143. Cube 2x2x2 Text Text • Text • Text • Text • Text Text • Text • Text Text Text • Text • Text • Text • Text Text • Text • Text Text Text PK Shapes Libarry – Charts Bar
- 1144. Cube 2x2x4 Text Text Text Text • Text • Text • Text • Text • Text • Text • Text • Text • Text • Text • Text • Text Text Text Text Text • Text • Text • Text • Text • Text • Text • Text • Text • Text • Text • Text • Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1145. Cube 3x3x4 Text Text Text Text Text • Text • Text Text Text Text Text • Text • Text Text • Text • Text PK Shapes Libarry – Charts Bar
- 1146. Segmentation Text Text Text Text PK Shapes Libarry – Charts Bar
- 1147. Direct 1 Text Text Text PK Shapes Libarry – Charts Bar
- 1148. Direct 2 Text PK Shapes Libarry – Charts Bar
- 1149. Alternative effect Text • Text • Text • Text Text • Text • Text • Text PK Shapes Libarry – Charts Bar
- 1150. Interlocking circles 5 Text Text Text Text PK Shapes Libarry – Charts Bar
- 1151. Components Text Text PK Shapes Libarry – Charts Bar
- 1152. Circular flow 9 Text Text PK Shapes Libarry – Charts Bar
- 1153. Circular flow 11 Text Text PK Shapes Libarry – Charts Bar
- 1154. Iterative flow 1 Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1155. Dual iterative flow Text Text Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1156. Impacted flow 1 Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1157. Influenced Action/Reaction Text Text PK Shapes Libarry – Charts Bar
- 1158. Paradox PK Shapes Libarry– Charts Bar
- 1159. Advantages/Disadvantages The text inthese boxes is intended to cover the +/- signs in the background Advantages Disadvantages • Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1160. Comparison The text in these boxes is intended to cover the +/- signs in the background Advantages Disadvantages • Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Option 1 • Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Advantages Disadvantages • Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Option 2 • Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1161. Scoring 1 -Harvey Balls Tip: Keep “Harvey Ball” outside the slide to quickly copy and replace these shapes Options Criterion 1 Criterion 2 Criterion 3 Criterion 4 • Comment • Comment • Comment • Comment Option 1 • Comment • Comment • Comment • Comment • Comment • Comment • Comment • Comment Option 2 • Comment • Comment • Comment • Comment Criteria Option 1 Option 2 Option 3 Option 4 • Comment • Comment • Comment • Comment Criterion 1 • Comment • Comment • Comment • Comment • Comment • Comment • Comment • Comment Criterion 2 • Comment • Comment • Comment • Comment Excellent Good Satisfactory Poor Very poor Very high High Medium Low Very low PK Shapes Libarry – Charts Bar
- 1162. Comparison The text in these boxes is intended to cover the +/- signs in the background Advantages Disadvantages • Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Option 1 • Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Advantages Disadvantages • Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text Option 2 • Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text Text • Text Text Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1163. Pressure 4 Text PK Shapes Libarry – Charts Bar
- 1164. Forces 2 Text Text • Text Text Text • Text • Text Text PK Shapes Libarry – Charts Bar
- 1165. Forces 6 Text Text • Text • Text • Text • Text • Text • Text Text Text • Text • Text • Text • Text • Text • Text PK Shapes Libarry – Charts Bar
- 1166. Factors 2 Text Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1167. Goal-setting 1 Text Text Text Goal Text Text Text PK Shapes Libarry – Charts Bar
- 1168. Goal-setting 2 Goal Text Text Text Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1169. Increase Text Text Text PK Shapes Libarry – Charts Bar
- 1170. Feedback 3 Text Text • Text • Text • Text • Text • Text • Text Text PK Shapes Libarry – Charts Bar
- 1171. Linear flow 2 Text Text Text Text • Text • Text • Text • Text • • • • • • • • • • • • • • • • • • • • PK Shapes Libarry – Charts Bar
- 1172. Linear flow 3 Text Text Text Text Text • Text • Text • Text • Text • Text • • • • • • • • • • • • • • • • • • • • • • • • • PK Shapes Libarry – Charts Bar
- 1173. Linear flow 15 Text Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1174. • xxx Credential template Business Problem: xxx Solution: xxx Benefits: xxx PK Shapes Libarry – Charts Bar
- 1175. PK Bios PK Resources – Project Lead, etc. • Introduction………. Name Title (or picture) Experience: • Xxx • Xxx Education: • Xxx • xxxx PK Shapes Libarry – Charts Bar
- 1176. Breakdown PK ShapesLibarry – Charts Bar
- 1177. Puzzle Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1178. Torn-up page PK Shapes Libarry – Charts Bar
- 1179. Separation 1 Text Text Text Text Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1180. Separation 2 Text Text • Text • Text • Text • Text • Text • Text Text • Text • Text • Text PK Shapes Libarry – Charts Bar
- 1181. Puzzle pieces 1 Text Text Text Text PK Shapes Libarry – Charts Bar
- 1182. Puzzle pieces 2 PK Shapes Libarry – Charts Bar
- 1183. Pyramid components 2 Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1184. Factors - hexagonal1 Text Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1185. Factors - hexagonal2 Text Text Text Text Text Text Text PK Shapes Libarry – Charts Bar
- 1186. Consequences/Conclusion 6 • text,text, (Arial 14 bold) 1 • text, text, (Arial 14 bold) Text - text, text, (Arial 14 plain) - text, text, (Arial 14 plain) • text, text 2 Text • text, text - text, text - text, text 3 Text • text, text 4 Text • text, text - text, text - text, text • text, text 5 Text • text, text - text, text - text, text 6 Text PK Shapes Libarry – Charts Bar
- 1187. Press clippings/quotes 2 PK Shapes Libarry – Charts Bar
Editor's Notes
- #346 …and when that happens, they can now share that warmth with others…
- #387 Because, let’s be honest, people aren’t listening to the old ‘information’ messages as much as they were… firstly because we get our information from the internet, or from the 200 friends we have at the end of an instant communication device… and secondly because, well, the interesting stuff people are sharing with each other is more interesting
- #424 Note: Play this
- #743 1 - The Business Impact of Social Computing on CRM – Gartner Report, Feb/2009Gartner says: “Social applications offer a great opportunity for CRM practitioners to improve customer experience and influence the customer, particularly in an economic downturn when companies are trying to keep customers and increase wallet share. Investments should focus primarily on the customer online buying process where it can offer a direct return on investment (ROI) in terms of sales, awareness and customer loyalty.”
- #744 Market means not only customers, but also partners and even competitors.Social Media is purely media being generated in the internet. When social media (or tools) are used to convey company messages to the market, then it should be treated as a channel. It should be part of the current channel strategy and have skilled personnel interfacing the flow between brand and market as in any other traditional channel.The Social Media capability layer is not exclusively composed by brand-new processes on the top of the current Marketing, Sales and Service initiatives. Rather, is a combination of new social-administrative/coordination processes plus a sequence of new additional steps in the current processes performed by socially-empowered employees (from a new or even old workforce) – which means new roles and responsibilities in the workforce. This adds more value to the traditional approach with customers. Current traditional CRM process should be reviewed and adapted to this new reality.
- #745 The customer-facing employee may be any of your current Socially-empowered employees. In a company we may have 2 types of Socially-empowered employees: Employees officially part of a social initiative responsible to post information, monitor and respond to market requests. Employees that maintain its personal social connections via personal blogs, social networks and online contributions to wikis.A 3rd type of employee, not using any of current web social tools, may exist, but they eventually will be Socially-empowered because of the internal social tools to share insights and collaborate with others.Your company should have norms and policies covering social media usage by your employees. Your company should also be aware of which kind of content your employees are generating in their personal blogs, networks, wikis, etc, that may contain sensitive (positive or negative) information about your company. Is necessary to understand how connected to your brand are your employees’ reactions on their personal pages. Examples of Social CRM natural or rewarded market reactions (done without active company involvement):- Social Marketing: Word-of-mouth and Brand awareness by community discussions Social Sales: Friend referrals and positive customer review Social Service: Self-supporting communities where customers help each other on product issues or questions
- #747 Examples of Social CRM natural or rewarded market reactions (done without active company involvement):- Social Marketing: Word-of-mouth and Brand awareness by community discussions Social Sales: Friend referrals and positive customer review Social Service: Self-supporting communities where customers help each other on product issues or questions
- #749 1 - The Business Impact of Social Computing on CRM – Gartner Report, Feb/2009