PPT组成结构图库概要1.ppt

Scenario Development Sector Chart = $1 billion revenue, 2000 Company E Relative Market Share Real Annual Growth (%) -20% -10% 0% 10% 20% 30% 40% 0.02X 0.03X 0.05X 0.1X 0.2X 0.3X 0.5X 1X 2X 0.01X 1.5X Company F Company C Company B Company K Company A Company G Company H Company I Company J Company D Sector CAGR = 8.6% ABC Sector, 1996 - 2000 Strategy Articulation Map Battlegrounds Key initiatives Necessary competitive advantages Vision Strategy Articulation Traffic Light Charts JP Morgan/Chase CSPB Goldman Sachs Merrill Lynch Citigroup-SSB Brand Financial strength Scale/distribution capacity Cross sales leverage Management capability Open platform progress Adoption of technology Structured product capability Segment focus Service capability European wide intent European understanding Overall Deutsche PB HSBC ABN Amro Julius B?r Vontobel Lombard Odier Pictet Strong Weak Average Bar Empty Bars Compare Compare 2 Multi Factors Time Series 产能与需求增长速度对比 +9.1%p.a. +6.2%p.a. 单位：TEU 产能 需求量 +1.7%p.a. +18.9%p.a. +7.3%p.a. -6.4%p.a. 108万 机会成本 营运所产生的机会成本 产生的费用 管理人员所支出的费用 材料成本 费用 折旧 综合成本 成本 投入成本 机会成本 * This shows our implementation model for rapidly identifying the company’s needs, and developing and delivering solutions. Our methodology recognized that transforming HR to the internet is a big change for most organizations. A common cause for failure is not making changes “stick” – people go back to their old ways. Our methodology focuses on implementing new functionality in short cycles – 60 to 90 days. * * 4 * * Periodic Systems Assessments Database systems are constantly being improved as computer technology and the software that drives it are changed to incorporate innovations. The result of these macro trends is that installed systems such as the ABCM system need to be reassessed annually to determine if they are still the best fit for the organization. Periodic assessments consider a number of factors, including