PRICEWATERHOUSE(OPER圈 附录三 Powerpoint制作工具及范本
附录三 PowerPoint制作工具及范本
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附录三：PowerPoint制作工具及范本 2 何时采用什么图形？ 线图 建议采用图形 时间序列 和多重数据、标准相比较 两组数据的相关性 频率 不同数据的比较 整体的一部分 要表达的数据和信息 饼图 垂直柱 水平柱 水泡 其他
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附录三：PowerPoint制作工具及范本 3 流程：线性 Text Text Text Text Text Text Text Text Text Text Text Text Text • Text Text • Text Text Text Text Text Text Text Text Text 流程: 圆周式 Te xt Te xt Te xt Te xt Te xt Te xt Te xt Te xt Text • Text • Text Text • Text • Text Text • Text • Text Text • Text • Text
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附录三：PowerPoint制作工具及范本 4 Text Text Text Text Text Text Text Text Text Text Text Text Text Text 影响因素： Text Text Text Text Text Text Goal Text • Text • Text • Text Te x t Text 互动/相互制约： Text Text • Text • Text • Text • Text • Text • Text • Text • Text • Text
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附录三：PowerPoint制作工具及范本 6 Text • Text • Text • Text Text • Text • Text • Text 矛盾： Text Text Text Text • Text • Text • Text Text Text Text Text Text Te xt 障碍/阻力： Text Text Text
Approach Identify Buyer Value Segments Understanding buyer values helps prove or disprove current ypotheses as well as generate strategy solutions Instrument esign an Testing Situation Hypothesis List Sample Quota Data Coding Assessment/ Development Collection ity ) Data Analysis List pull Calculation Field Administration Preparation 附录三: PowerPoint制作工具及范本
附录三：PowerPoint制作工具及范本 7 Approach Identify Buyer Value Segments Market Research & Visioning Conceptual Design Detailed Design & Pilot Implementation (phased) Systems Development/ Enhancement Situation Assessment Hypothesis List Development Survey Collection Data Coding and Utility Calculation Instrument Design and Testing Field Administration Preparation Sample Quota Design and List Pull Data Analysis Understanding buyer values helps prove or disprove current hypotheses as well as generate strategy solutions
Hypothesis Development Organizational beliefs and strategy alternatives identified in the situation assessment are translated into hypotheses for testing Instrume Testing Situation Hypothesis List Sample Quota Survey Data Coding Assessment/ Development Design and Collection and Utility) Data Analysis List Pull Calculation Field Administration Preparation 附录三: PowerPoint制作工具及范本 8
附录三：PowerPoint制作工具及范本 8 Organizational beliefs and strategy alternatives identified in the situation assessment are translated into hypotheses for testing. Hypothesis Development Situation Assessment Hypothesis List Development Survey Collection Data Coding and Utility Calculation Instrument Design and Testing Field Administration Preparation Sample Quota Design and List Pull Data Analysis
Sumnary-ldentify Buyer Value Segment Customer Migration Strategy Identifying Buyer Value-Based segments creates the foundation for creating the distribution channel strategy and design Understand Value Develop Conceptual Plan Propositions Strategy Design Develop Detailed Strategy Design Implementatio Develop Develop Product Pricing Strategy Migration Conceptual What products should we offer? Strategy Strategy Design .How should they be priced? · Based on what changes to our key Identify Buyer onsumers value Estimate Anticipated Value Segments hat is our strategic Customer Behavior How do we prepare To which channels will customers migrate? g our consumers and employees for these What do consumers types of products d changes? Determine distribution Network How do we actually How can we segment. Conceptually, what How do we change our branch and ATM get to where we consumers based on channels do we wantnetworks? want to be? these values? consumers to use? How many? Pilot plan where should they be located? Roll-Out plan Minimize business decision risk How will consumers react? How will this affect our bottom line? Develop Data Mining Opportunities How do we exploit buyer value insights to better target market segments? 附录三: PowerPoint制作工具及范本 9
附录三：PowerPoint制作工具及范本 9 Identifying Buyer Value-Based segments creates the foundation for creating the distribution channel strategy and design. Summary —Identify Buyer Value Segments Identify Buyer Value Segments • What do consumers value? • How can we segment consumers based on these values? Develop Conceptual Strategy Design • Based on what consumers value, what is our strategic direction? • Conceptually, what types of products do we want to offer? • Conceptually, what channels do we want consumers to use? Develop Migration Strategy • How do we communicate these changes to our key stakeholders? • How do we prepare our consumers and employees for these changes? • How do we actually get to where we want to be? – Pilot Plan – Roll-Out Plan Estimate Anticipated Customer Behavior • To which channels will customers migrate? Develop Product/Pricing Strategy • What products should we offer? • How should they be priced? Determine Distribution Network • How do we change our branch and ATM networks? – How many? – Where should they be located? Minimize Business Decision Risk • How will consumers react? How will this affect our bottom line? Develop Data Mining Opportunities • How do we exploit buyer value insights to better target market segments? iterative Plan Implementation Develop Detailed Strategy Design Develop Conceptual Strategy Design Understand Value Propositions Customer Migration Strategy
Identify buyer value segments Value based segment strategies can produce incremental revenues of $700 million and reduce costs up to $150 million Quantifiable benefits ILLUSTRATIVE Branch and City Administration annual operating These cost savings will be offset by the $52 costs will be reduced by nearly $200 million million increase in central delivery unit costs s1,000 oday Year I Yex 2 Year 3 Year 4 Year 2 Yer 3 Year4 By 1999, even after absorbing significant The shareholder value effect can be significant implementation/infrastructure costs, project can contribute over $700 million pre-tax annually s00 a Combined Revenue Benefis(incl impL) 附录三
附录三：PowerPoint制作工具及范本 10 Value based segment strategies can produce incremental revenues of $700 million and reduce costs up to $150 million. Benefits —Quantitative Identify Buyer Value Segments - Quantifiable Benefits - $0 $200 $400 $600 $800 $1,000 Today Year 1 Year 2 Year 3 Year 4 Other BUs Telephone Bank Operations These cost savings will be offset by the $52 million increase in central delivery unit costs... By 1999, even after absorbing significant implementation/infrastructure costs, project can contribute over $700 million pre-tax annually . . . $493 $67 0 $309 The shareholder value effect can be significant. Year ILLUSTRATIVE Branch and City Administration annual operating costs will be reduced by nearly $200 million . . . $MM $ 0 $200 $400 $600 $800 $1,000 Today Year 1 Year 2 Year 3 Year 4 City & State Admin Branch - DP, Equip, Oth Branch Occup Branch Sal & Ben ($200) $0 $200 $400 $600 $800 $1,000 $1,200 Contribution to Net Income Before Tax* ($1) $0.00 $0.50 $1.00 $1.50 $2.00 1 2 3 4 Expense Reduction (excl. impl. costs*) Expense Reduction (incl. impl. costs*) Combined Revenue and Expenses Benefits (incl. impl.)
