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国外商业PPT模板素材库简洁430页


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Consultant profile: [first name, last name]

Position: xxxxxxxxxxxxxxxxxxxxxxxx Education
xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx

Born: xxxx Professional experience
xxxx-xxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx

Nationality: xxxxxxxxxxxxxxxxxxxxx Key projects
? xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Industry competence
? xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Languages
? German ? xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Updated: mm/year

Methodological competence
? xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

1

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Organizational chart

2

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Organizational chart (including headcount)

....
...
... ... ...

...
... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

...
... … ... … ... … ... … ... … ... … ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...


... ... ...


... ... ...


... ... ...


... ... ...


... ... ...


... ... ...

3

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Lists – horizontal (variations)
1 2

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

3

4

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

Heading
? Details

4

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Lists – vertical (variations)
1 2



? …



? …



? …



? …



? …



? …

3

4



? …

.... ....



? …

.... ....



? …

....

5

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Schedule
1 2

Activities A.

1

Month 1 2 3

4

5

6

Month 2 7

8

9

10

Month 3 11 12

Activities A.

1

Month 1 2 3

4

5

6

Month 2 7

8

9

10

Month 3 11 12

B.

B.

C.

C.

6

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Sets of guidelines

1

Guidelines 1 Comments 1

2

Guidelines 2 Comments 2

3

Guidelines 3 Comments 3

4

Guidelines 4
Comments 4

5

Guidelines 5 Comments 5

7

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8

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Pyramid (3 or 4 levels)

9

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Pyramid (5 levels/centered)

10

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3 factors (interwoven)

1

2

3

....

....

....

11

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Common ground

12

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4 factors (1)

13

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4 factors (2)

14

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4 factors (3)

1

Factor 1

2

Factor 4
4

Factor 2

Factor 3
3

15

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4 factors (3a – weighted)

Factor 1

2

Factor 4
4

Factor 2

Factor 3
3

16

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4 factors (3b – dynamic)

Factor 1
2 1

Factor 2

Four dynamic factors
3

Factor 4

4

Factor 3

17

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6 factors (variation)

18

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Matrix/table (Horizontal/vertical comparison of data – variations)
1 2

3

4

19

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Special types of matrix – opportunities/threats
1 2

Opportunities
? …

Threats
? …
? …

Threats
? …

Opportunities 3 4

Opportunities
? …

Threats
? … ? …

Opportunities
? …

Threats

20

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Special types of matrix – pros and cons
1 2

? …

? …

? …

? …

3

? …

? …

21

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Special types of matrix – controversy
1 2

i

3

4

22

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Special types of matrix – conflict/tension (1)

23

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Special types of matrix – conflict/tension (2)

24

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Special types of matrix – bottom up/top down (1)

? ...

? ...

BOTTOM UP

TOP DOWN

25

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Special types of matrix – bottom up/top down (2)
1

TOP
? ... ? ...

DOWN

BOTTOM
2

UP

26

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Special types of matrix – equilibrium

? …

? …

27

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Special types of matrix – imbalance

28

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E.

Process (1) – Factors, steps

29

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Processes
1

2

3

30

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Process/phases
1
1 … 2 … 3 … 4 … 5 …

2

Phase 1

Phase 2

Phase 3

?



?



?



3
Phase 1 Phase 2 Phase 3

4
Phase 1 Phase 2 Phase 3

? …

? …

? …

? …

? …

? …

31

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Cycles (1) (color presentation)

32

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Cycles (2)

33

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Spirals (orthogonal)
1 2

34

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Hurdles

35

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Resistance/obstacles
1 2 3 4

5

6

7

36

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Filters
1 2 3

5 4

6

37

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Change of mindset/direction
1 2

3

4

38

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Nodes/interfaces
1

4

5

2

6

7

3

8

9

39

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Pressure
1 2

40

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Increase/decrease
1 2 3 4 5 6 7 8

41

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Various types of brackets (to be used instead of block arrows)

1

2

3

4

5

6

7

8

9

10

11

42

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F.

Process 2 – Factors, impact

43

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Consequences (1)



? ...



? ...



? ...



? ...



? ...



? ...

44

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Consequences (1a)



? ...



? ...



? ...



? ...



? ...



? ...

45

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Consequences (2)









? … ? …

? …

? …

? …

? …

46

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Consequences (3)

... ? …

... ? …

...

...

47

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Consequences (4)
1

...
? …

...
? …

2

... ? …

... ? …

48

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Impact (3 factors)

TIME

COST QUALITY
49

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Impact (4 and 6 factors)

50

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Impact (4 factors)

Factor 1

Factor 2

Generic description of the 4 factors

Factor 4

Factor 3

51

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Impact (5 factors)

Factor 1

Factor 5 Generic description of the 5 factors Factor 4

Factor 2

Factor 3

52

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Impact (6 factors)

Factor 6

Factor 1

Factor 5

Generic description of the 6 factors

Factor 2

Factor 4

Factor 3

53

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Impact (7 factors)

Factor 1

Factor 7

Factor 2

Factor 6

Generic description of the 7 factors

Factor 3

Factor 5

Factor 4

54

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Impact (8 factors)

Factor 8

Factor 1

Factor 7

Factor 2

Factor 6

Generic description of the 8 factors

Factor 3

Factor 5

Factor 4

55

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Impact and result (1)

6 success factors



56

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Impact and result (2)

5 success factors



57

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Vision

Vision

58

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Action/reaction















59

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Value chain

Company

Supplier

Customer

Development

Production

Sales

Distribution

60

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Action/reaction (1)

61

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Action/reaction (2) (transparent – color presentation)

62

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Interaction

1

2

3

63

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Jigsaw puzzle

64

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Spiral

65

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New Content design – Key changes regarding ?lean, linear, literal"
If boxes are used, …Do not use shading or borders Instead, use unframed colored shapes in shades of key blue, for emphasis only

…Do not use ovals
Instead, use AutoShapes with corners completely rounded off Do not use stickers with lines
Backup

Stufe 1

Stufe 2

Stufe 3

Instead, use upper case stickers (13 point), (key blue shade 1), positioned in the header area Do not put numbers in circles Instead, put them in squares (key blue shade 1), white lettering, bold Do not use block arrows Use variations instead

BACKUP

1

2

3

4

1

2

3

4

66

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New Content design – Key changes regarding ?lean, linear, literal"

Do not use speech bubbles

Instead, use AutoShapes/callouts/third row (you can use the arrow function!)

Arrow function can be switched on and off/ positioned to the side

Do not use big multicolored cartoons/ Clip Art Instead, use pictograms (if not available: convert Clip Art to linear monochrome versions)

There are obvious disadvantages to positioning text behind graphics

Do not position text behind graphics Position text to the side of graphics instead

Text is easy to read if not positioned behind graphics

Do not use miniature charts as navigators
4

Instead, use mathematical navigators (key blue shade 1), white lettering, bold, 13 point

1

2

3

4

67

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Unit of measure
+ x
– Title
÷
+ x –
÷

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Legend

例子

Legend

? Text – Text - Text

Text

– ? ?
Text Text
Text
68

High Low

Text

Text

Text

* 资料来源:

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2X2 CUBED

Text

Text

Text Text Text

Text

Text Text

* 资料来源:

69

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2X2 TOWER

* 资料来源:

70

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5Ps MARKETING

Product offering

Product

Package

Place

Price

Positioning promotion

* 资料来源:

71

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7S
Style

Strategy Shared values

Skills

Staff

Systems

Structure

* 资料来源:

72

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Unit of measure

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ARROW 3D

* 资料来源:

73

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Unit of measure

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CUBES1 3D

* 资料来源:

74

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CUBES2 3D

* 资料来源:

75

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CUBES3 3D

* Footnote 资料来源: Source:

*

76

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Unit of measure

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CUTOUT 3D

Text

Text

Text

Text

* 资料来源:

77

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FORCES AT WORK
New entrant

Suppliers

Industry competitors

Buyers

Substitutes

* 资料来源:

78

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Unit of measure

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JOINT

Text Text Text Text Text

Text Text Text Text Text

* 资料来源:

79

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LEVEL SEPARATE 4
Text

Text

Text

Text

* 资料来源:

80

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LINEAR A 3D

Text Text

Text

* 资料来源:

81

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Unit of measure

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LINEAR B 3D

Text

Text Text

Text

* 资料来源:

82

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Unit of measure

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LINEAR C 3D

Text

Text

Text

* 资料来源:

83

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Unit of measure

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LINEAR D 3D

Text Text

Text

* 资料来源:

84

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Unit of measure

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LINEAR E 3D

Text

Text

Text

Text

* 资料来源:

85

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Unit of measure

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LINEAR G 3D

Text
Text

Text

* 资料来源:

86

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Unit of measure

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LINEAR I 3D

Text

Text

* 资料来源:

87

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Unit of measure

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LINEAR J 3D

Text Text Text Text

* 资料来源:

88

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Unit of measure

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LINEAR N 3D

Text

Text

Text

Text

* 资料来源:

89

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LINEAR P 3D

Text

Text
Text

* 资料来源:

90

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LINEAR Q 3D

Text

Text

* 资料来源:

91

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Unit of measure

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LINEAR Q 3D

Text

Text

* 资料来源:

92

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Unit of measure

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LINKS 3

Plan

Implement

Support

* 资料来源:

93

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Unit of measure

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PERSPECTIVE 3D

* 资料来源:

94

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Unit of measure

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PROPELLER 3D

* 资料来源:

95

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Unit of measure

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RINGS 3D

* 资料来源:

96

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Unit of measure

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SCALE

Text Text

* 资料来源:

97

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Unit of measure

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SCALES

Text

Text

* 资料来源:

98

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Unit of measure

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SIZES IN
Text Text Text Text Text

Text

* 资料来源:

99

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Unit of measure

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SPIRAL1 3D

* 资料来源:

100

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Unit of measure

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SPIRAL2 3D

Brakes

Spiral

* 资料来源:

Tube in tube

101

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Unit of measure

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SPOTLIGHT

Text

Text

Text

Text

* 资料来源:

102

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Unit of measure

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STAIRCASE

Text
Text Text Text Text Text

* 资料来源:

103

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Unit of measure

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Stars 3D

* 资料来源:

104

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Unit of measure

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WIRE CUBES

Text

Text

* 资料来源:

105

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Unit of measure

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ARROWS

Text

Text

Text Text Text Text

Text

* 资料来源:

106

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Unit of measure

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LEVEL 1

Text

* 资料来源:

107

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Unit of measure

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LEVEL 2
Text Text

* 资料来源:

108

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Unit of measure

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LEVEL 3
Text Text Text

* 资料来源:

109

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Unit of measure

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LEVEL 4
Text Text Text Text

* 资料来源:

110

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Unit of measure

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LEVEL 5
Text

Text
Text Text Text

* 资料来源:

111

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Unit of measure

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LEVEL 6
Text Text Text Text Text Text

* 资料来源:

112

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Unit of measure

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FLOW 2
Header Text Header Text

* 资料来源:

113

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Unit of measure

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FLOW 2 TITLE
Header
Text Text

Header
Text

* 资料来源:

114

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Unit of measure

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FLOW 3
Header Text Header Text Header Text

* 资料来源:

115

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Unit of measure

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FLOW 3 TITLE
Header
Text Text

Header
Text

Header
Text

* 资料来源:

116

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Unit of measure

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FLOW 4
Header Text Header Text Header Text Header Text

* 资料来源:

117

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Unit of measure

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FLOW 4 TITLE
Header
Text Text

Header
Text

Header
Text

Header
Text

* 资料来源:

118

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Unit of measure

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FLOW 5
Header Text Header Text Header Text Header Text Header Text

* 资料来源:

119

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Unit of measure

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FLOW 5 TITLE
Header Text Text Header Text Header Text Header Text Header Text

* 资料来源:

120

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Unit of measure

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FLOW 6
Header Text Header Text Header Text Header Text Header Text Header Text

* 资料来源:

121

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Unit of measure

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FLOW 6 TITLE
Header Text Text Header Text Header Text Header Text Header Text Header Text

* 资料来源:

122

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Unit of measure

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BLADES

Text

Text

Text
Text * 资料来源:

123

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Unit of measure

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BOX

Text

Text

Text

Text

* 资料来源:

124

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Unit of measure

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BOX

Text

Text

Text

Text

* 资料来源:

125

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Unit of measure

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CYCLE 1
Text

Text

Text

* 资料来源:

126

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Unit of measure

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CYCLE 2

Text

Text

* 资料来源:

127

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Unit of measure

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CYCLE 3
Text

Text Text

* 资料来源:

128

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Unit of measure

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CYCLE 4

Text Text

Text Text

* 资料来源:

129

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Unit of measure

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CYCLE 5

Text

Text

Text Text

Text

* 资料来源:

130

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Unit of measure

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CYCLE 6

Text Text

Text

Text

Text Text

* 资料来源:

131

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Unit of measure

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CYCLE 7

Text

Text

Text Text

Text Text

Text

* 资料来源:

132

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Unit of measure

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CYCLE 8
Text Text

Text Text

Text Text

Text

Text

* 资料来源:

133

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Unit of measure

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INCOMING
Text Text

Text Text

Text Text

* 资料来源:

134

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Unit of measure

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RIBBON
Text

Text Text Text

Text

* 资料来源:

135

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Unit of measure

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RING

Text

Text

Text Text Text

* 资料来源:

136

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Unit of measure

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UPON 2
Text

Text

* 资料来源:

137

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Unit of measure

返回目录

CONTINUOUS

Text

Text
Text Text

Text
Text Text Text

* 资料来源:

138

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Unit of measure

返回目录

CUTOUT
Text

Text

Text

Text

* 资料来源:

139

图片素材
Unit of measure

返回目录

LINEAR A
Text Text

Text

* 资料来源:

140

图片素材
Unit of measure

返回目录

LINEAR B

Text

Text

Text

Text

* 资料来源:

141

图片素材
Unit of measure

返回目录

LINEAR C
Text

Text

Text

* 资料来源:

142

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Unit of measure

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LINEAR D

Text Text Text

* 资料来源:

143

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Unit of measure

返回目录

LINEAR E

Text

Text

Text

Text

* 资料来源:

144

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Unit of measure

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LINEAR F

Text Text Text

* 资料来源:

145

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Unit of measure

返回目录

LINEAR G

Text Text

Text

* 资料来源:

146

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Unit of measure

返回目录

LINEAR H

Text

Text

Text

Text

* 资料来源:

147

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Unit of measure

返回目录

LINEAR I

Text

Text

* 资料来源:

148

图片素材
Unit of measure

返回目录

LINEAR J

Text Text Text Text

* 资料来源:

149

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Unit of measure

返回目录

LINEAR K
Text Text Text Text Text Text

* 资料来源:

150

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Unit of measure

返回目录

LINEAR N

Text

Text

Text

Text

* 资料来源:

151

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Unit of measure

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LINEAR P

Text Text

Text

* 资料来源:

152

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Unit of measure

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LINEAR Q

Text

Text

* 资料来源:

153

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Unit of measure

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PROPELLER

* 资料来源:

154

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Unit of measure

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STEP 5
Text

Text

Text

Text * 资料来源:

Text

155

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Unit of measure

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2 ON 1

Text Text

Text

Text

* 资料来源:

156

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Unit of measure

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AGAINST
Text Text

Text

Text Text Text

* 资料来源:

157

图片素材
Unit of measure

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AT WORK
Text

Text

Text

Text

Text
* 资料来源:
158

图片素材
Unit of measure

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COUPLED HORIZ

Text

Text

* 资料来源:

159

图片素材
Unit of measure

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COUPLED VERT
Text

Text

* 资料来源:

160

图片素材
Unit of measure

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FOCUSED

Text

Text

Text

Text

* 资料来源:

161

图片素材
Unit of measure

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FORCES AT WORK
New entrant

Suppliers

Industry competitors

Buyers

Substitutes

* 资料来源:

162

图片素材
Unit of measure

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PARALLEL

Text

Text

Text

* 资料来源:

163

图片素材
Unit of measure

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SPLIT

Text

Text

Text

Text

* 资料来源:

164

图片素材
Unit of measure

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SURROUND

Text

* 资料来源:

165

图片素材
Unit of measure

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TWISTED

Text

Text

* 资料来源:

166

图片素材
Unit of measure

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UP & AWAY

Text

Text

* 资料来源:

167

图片素材
Unit of measure

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UP & DOWN

Text Text

* 资料来源:

168

图片素材
Unit of measure

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3Cs TRIANGLE
Customer

Distributors

Clients

Competitors

Suppliers

* 资料来源:

169

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3S-4S
A coherent set of actions aimed at gaining a sustainable advantage over competition

The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
The people in the organization, considered in terms of corporate demographics, not individual personalities Style The way managers collectively behave with respect to use of time, attention and symbolic actions

Capabilities possessed by the organization Strategy as a whole as distinct from Skills the individuals. Some companies Shared values perform extraordinary feats with ordinary people Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members * 资料来源:

Structure

Staff

Systems

The processes and procedures through which things get done from day-to-day
170

图片素材
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2S-5S

A coherent set of actions aimed at gaining a sustainable Strategy advantage over competition

The people in the organization, considered in terms of corporate demographics, not individual personalities The processes and The way procedures through managers which things get done Staff collectively from day to day behave with Systems Style respect to use of time, Skills attention, and symbolic Capabilities actions Shared possessed by Structure Values the organization Those ideas of what as a whole as is right and desirable distinct from the The organization chart (in corporate and/or individuals. and accompanying Some companies baggage that show who individual behavior) which are typical of the perform reports to whom and organization and extraordinary how tasks are common to most of its feats with both divided up and members ordinary people integrated
171

* 资料来源:

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BUSS PORTFOLIO
High Competitive position Low Medium

Low

Medium Product/market attractiveness

High

* 资料来源:

172

图片素材
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CHANGE BOARD
Change vision Chief Executive Leadership groups Down the line External constitution * 资料来源:

Commitment
Conviction Courage

Capability
Individual activity Enabling devices

173

图片素材 ? Accurate measurement Unit of measure of action and results DELTA P ? Clear accountabilities ? Early wins
Visible demonstration of new vision and values by client leadership

返回目录

? Flow of 2-way communications ? People’s understanding, belief and
contribution to act on vision and action plans

? Implementation or
Performance Measurement
Communications near implementation of required structure and systems

Vision and Leadership
Problem Solving Process

Delta

P
People Development

Organizational Infrastructure

? Action plans sufficient to
achieve goals ? Agreement on objectives by line management ? Management of high* involvement process 资料来源:

? Client managers
(particularly middle management) have skill to lead program implementation ? Change in actual behavior
174

图片素材
Unit of measure

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MACS

? Industry attractiveness ? Competitive position ? Restructuring/rationalization opportunities

Value-creation potential in business unit Relative ability to extract value

High
Natural owner Retain and give top priority

Medium
Retain and give priority

Low
Retain and manage for code or liquidate Divest or liquidate

? Corporate center skills ? Business unit linkages ? Taxation/ valuation differences

“One of the pack”

Probably divest

Divest

* 资料来源:

175

图片素材
Unit of measure

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MANUFACTURING STRATEGY

Business Strategy

Manufacturing Strategy Configuration Research Focus Labor Policy Make vs. Buy

Systems

Organization

Process Design

Product Design

* 资料来源:

176

图片素材
Unit of measure

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PENTAGON

1

2

5

Restructuring framework

3

4

* 资料来源:

177

图片素材
Unit of measure

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PRICE BENEFIT
Benefit Competitive advantage

Competitive disadvantage Price

* 资料来源:

178

图片素材
Unit of measure

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SMILE CHART

Appraise performance and prospects 1
Develop strategy

Bottom up action programs
8

2 3

7

Top down action programs

4 Redesign pivotal jobs 5

6 Assess change readiness

Design the skill building process
* 资料来源:
179

图片素材
Unit of measure

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STRAT GAMEBOARD
3. Create and pursue a unique advantage

2. 4. Exploit unique Resegment the advantage market to create a 1. industrywide niche Do more and better of the same

When to compete

* 资料来源:

180

图片素材
Unit of measure

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STRAT MANAGE
Stage 4

Stage 3

Stage 2

Stage 1
Budget planning Forecast based planning Externally orientated planning Strategic management

Meet Predict the Think Create the budget and future strategicall future schedule y Value system * 资料来源:
181

图片素材
Unit of measure

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TREE PRODUCTIVITY
Effectiveness Contribution Available selling time

Selling margin Contribution Sales Selling rate Sales Available selling time Utilization Available selling time Total sales time

Productivity Contribution Total selling costs

Efficiency Available selling time Total selling costs

Support leverage Total sales time Support costs Support intensity Support costs Total selling costs

* 资料来源:

182

图片素材
Unit of measure

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VALUE CREATION
Improve core business performance Maximize shareholder value Adopt sound financing approach Grow through acquisition and/or merger Redeploy assets

Grow through cultural initiative

* 资料来源:

183

图片素材
Unit of measure

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VALUE SOURCES

Corporate center skills

Industry restructure

Internal controller
Shared resources Transfer of capability

Client’s relative ability to extract value

Linkages between business units

Vertical integration
Differences in tax position

Real
Existence of non-cases objectives Financial ownership fit Perceived Inefficiencies in financial markets

Difference in valuation technique

* 资料来源:

184

图片素材
Unit of measure

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GANTT10
Header

<##> <##> <##> <##> <##> <##> <##> <##> <##>

<##> <##>

Text

* 资料来源:

185

图片素材
Unit of measure

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GANTT15
Header Text

## ##

##

##

##

##

##

##

##

##

##

##

##

##

##

##

* 资料来源:

186

图片素材
Unit of measure

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LEFT TO RIGHT
Text

Text

Text

Text

* 资料来源:

187

图片素材
Unit of measure

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STUDY OBJECTIVE
Text Sub-objectives Text Text Text Text

Process objectives Text

* 资料来源:

188

图片素材
Unit of measure

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TOP DOWN
Text

Text

Text

Text

Text

Text

Text

* 资料来源:

189

图片素材
Unit of measure

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2X2
Text Text Text

Text

Text Text

Text

Text Text * 资料来源:

Text

190

图片素材
Unit of measure

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2X2 CUBED

Text
Text

Text

Text Text

Text

Text

Text

* 资料来源:

191

图片素材
Unit of measure

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2X2 EXTENDED
Text

Text Text

Text

Text

Text Text

Text

Text

Text
Text

Text

* 资料来源:

192

图片素材
Unit of measure

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2X2 TOWER

* 资料来源:

193

图片素材
Unit of measure

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3X3
Text Text Text Text

Text Text Text

Text

Text

Text Text

Text

Text

Text

Text Text

Text

* 资料来源:

194

图片素材
Unit of measure

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3X3 EXTENDED
Text Text Text Text Text

Text Text Text

Text

Text

Text

Text Text

Text

Text

Text

Text

Text Text

Text

* 资料来源:

195

图片素材
Unit of measure

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DIFFRACTION

Text

Text

* 资料来源:

196

图片素材
Unit of measure

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FLOW DOWN
Text

Text

Text

* 资料来源:

197

图片素材
Unit of measure

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PASS THROUGH

Text

Text

* 资料来源:

198

图片素材
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AREA 350
300 250 200 150 100 50

Label 1

Label 2

Label 3
0 1996 1997 1998 1999 2000 2001

* 资料来源:

199

图片素材
Unit of measure

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BAR
Label 1 Label 2 Label 3 Label 4 Label 5
10 20 30 40

50

* 资料来源:

200

图片素材
Unit of measure
Title Unit of measure Label 1 Label 2 Label 3 Label 4 Label 5
10 20 30 40 50

返回目录

BAR 2

Title Unit of measure Label 1
50

Label 2 Label 3 Label 4 Label 5
10 20 30

40

* 资料来源:

201

图片素材
Unit of measure

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BAR BUTTED

40 50 55 30

Label 1

Label 2
20 30

40 50

Label 3
10

45

Label 4
5 15

25 30

Label 5 * 资料来源:

25
202

图片素材
Unit of measure

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BAR STACKED
Series Label 1 Label 2 Label 3
50

Series
23

Series
43

000

40

25

23

000
23

30

45

000 000

Label 4
Label 5

20

65

23

10

96

23

000

* 资料来源:

203

图片素材
Unit of measure

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BAR STACKED 100%
Series Series
90

Series
50

100%=

Label 1
Label 2 Label 3 Label 4 Label 5
20

45

000
000 000 000 000

80

40

30

70

30

40

60

20

50

50

10

* 资料来源:

204

图片素材
Title Unit of measure Unit of measure

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BUBBLE

700 600 500 400

Label 5

Label 6 Label 3 Label 4

300 200 100 0 0 50 100 150 200 250

Label 1

Label 2

* 资料来源:

Title Unit of measure

205

图片素材
Unit of measure

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COLUMN
50 40 30 20

60

Label 1

Label 2

Label 3

Label 4

Label 5

* 资料来源:

206

图片素材
Unit of measure
Title COLUMN 2
Unit of measure
76 67

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Title Unit of measure
76 67

45

45

30 20 20

30

Label 1 Label 2 Label 3 Label 4 Label 5 * 资料来源:

Label 1 Label 2 Label 3 Label 4 Label 5
207

图片素材
Unit of measure

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COLUMN BUTTED
70 60 50 40 30 20 30 40 40 50 50 60 60 70

80

Label 1

Label 2

Label 3

Label 4

Label 5

* 资料来源:

208

图片素材
Unit of measure

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COLUMN STACKED
000 000 000 000 Series Series Series Series
20 20 20 20 20 20 30 40 50 20 20 20 40 30 20 25

000
30

50

20

60

Label 1

Label 2

Label 3

Label 4

Label 5

* 资料来源:

209

图片素材
Unit of measure

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COLUMN STACKED 100%
100%= Series 000
20

000
15 15

000
10 10

000
10 20

000
10 10 20

Series

20 40 35 20

Series

30 60

Series

30

35

40

50

Label 1 * 资料来源:

Label 2

Label 3

Label 4

Label 5
210

图片素材
Unit of measure

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COMBO PIE SEGMENT COLUMN Title
Unit of measure Label 5
10

Title Unit of measure 100% = 000

Label 4

30

Series

10 45

Label 1
30

Series

Label 3 15
20

Series

20

Label 2

20

Series

Label 1
* 资料来源:
211

图片素材
Unit of measureTitle
300

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Unit of COST CURVE measure Label 5
250

Label 4
200

150

100

50

Label 1
0 0

Label 2
50

Label 3
100 150 200
212

* 资料来源:

Title Unit of measure

图片素材
Unit of measure

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ARROWS

* 资料来源:

213

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DISCLAIMERS CLIENT

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.

* 资料来源:

214

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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 of this report, you are hereby notified that the use, circulation, quoting, or reproducing of this report is strictly prohibited and may be unlawful.

* 资料来源:

215

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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 material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.

* 资料来源:

216

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Legend Legend Legend

LEGENDS

* 资料来源:

217

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McKINSEY LOGO

* 资料来源:

218

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MISC

? ? –
* 资料来源:
219

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MOONS
Very attractive Average Very unattractive

Very attractive Average Very unattractive

* 资料来源:

220

图片素材
Unit of measure

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STICKER

ILLUSTRATIVE
CONFIDENTIAL PRELIMINARY DRAFT ESTIMATE EXAMPLE FOR DISCUSSION ONLY FOR DISCUSSION

* 资料来源:

221

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STICKER OTHER

DISCUSSION DRAFT DISGUISED DRAFT FOR DISCUSSION

PRELIMINARY DRAFT PRELIMINARY ESTIMATE CONFIDENTIAL DISCUSSION DRAFT DISGUISED CLIENT EXAMPLE ROUGH ESTIMATE

TO BE COMPLETED BACKUP HYPOTHESIS STRAW MAN

SAMPLE
CONCEPTUAL PROPOSED

REVISED

* 资料来源:

222

图片素材
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WORLD MAP

* 资料来源:

223

图片素材

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Action/reaction





? …

? …





224

图片素材

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Action/reaction

225

图片素材

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Action/reaction

226

图片素材

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Against the tide/with the tide

Against the tide

With the tide

... ...

... ...

...

...

227

图片素材

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Balance/imbalance

? …

? …

228

图片素材

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Balance/imbalance

229

图片素材

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Balance/imbalance

? …

? …

230

图片素材

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Bar chart

Graph Title

Label 7

501

Label 6

432

Label 5

238

Label 4

189

Label 3

167

Label 2

130

Label 1

124

231

图片素材

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Chances/risks

? … ? …





232

图片素材

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Change of direction

Moment of directional change

233

图片素材

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China map
Box Title
Level 1 text ? Level 2 text

- Level 3 text

234

图片素材

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Circulation (2 factors)

……………

……………

……………

235

图片素材

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Circulation (3 factors)

…………… ……………

……………

……………

236

图片素材

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Circulation (4 factors)

……………

……………

……………

……………

……………

237

图片素材

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Circulation (5 factors)

…………… ……………

……………

……………

……………

……………

238

图片素材

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Circulation (6 factors)

…………… ……………

…………… …………… ……………

…………… ……………

239

图片素材

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Circulation (7 factors)

…………… ……………

…………… …………… ……………

…………… …………… ……………

240

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Circulation (8 factors)

…………… …………… …………… ……………

……………
…………… …………… …………… ……………

241

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Columns and tables

Column Title 1 Category 1 ? Type your phrases and sentences here ? Type your phrases and sentences here

Column Title 2 ? Type your phrases and sentences here ? Type your phrases and sentences here

Column Title 3 ? Type your phrases and sentences here ? Type your phrases and sentences here

Category 2

? Type your phrases and sentences here ? Type your phrases and sentences here

? Type your phrases and sentences here ? Type your phrases and sentences here

? Type your phrases and sentences here ? Type your phrases and sentences here

Category 3

? Type your phrases and sentences here ? Type your phrases and sentences here

? Type your phrases and sentences here ? Type your phrases and sentences here

? Type your phrases and sentences here ? Type your phrases and sentences here

242

图片素材

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Column chart

You can put your points here in the header of the box
Graph Title
600 500 432 400 300 238 200 124 100 0 Label 1 Label 2 Label 3 Label 4 Label 5 Label 6 Label 7 130 167 189

CAGR ??%

501

243

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Column chart

Header
Graph Title
Unit
189 167 130

Header
Graph Title
Unit
189 167 130

124

124

Label 1

Label 2

Label 3

Label 4

Label 1

Label 2

Label 3

Label 4

244

图片素材

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Column chart
Graph Title
Unit X,000 000 X,000 000 000 X,000 000 000 X,000 000 000 000 000 000 Total Category 1 Category 2 Category 3 Category 4 000 000 000 000 000 000 000 000 000 Series 1 000 Series 2 Column 1 Column 2

X,000

X,000

000 000 000 000 000 000 Label

000

Category 5

000

000

000

0 Label Label

Series 1

Series 2

245

图片素材

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Column chart
Sub Title
000 000 000 000 000 000 000 000 000 000 Label 000 Label Label 000 000 000 Label 000 000 Label Label Label 000 000 000 000 Label Label

Sub Title
000
000

Sub Title
000 000 000 000

Dash Line

000

Sub Title
000 000 000 000 000 000 000 Label Label 000

Sub Title
000 000 000 000 000

Sub Title
000 000 000 000

000

000

000
Label

000 000
Label

000 000

000 000 Label Label

000 Label Label

Label

Series 1

Series 2

Series 3

246

图片素材

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Conflict





? …

? …

247

图片素材

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Conflict

?

248

图片素材

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Consequences (2)

...

? ...

...

? ...

249

图片素材

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Consequences (3)

...

? ...

...

? ...

...

? ...

250

图片素材

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Consequences (4)

...

? ...

...

? ...

...

? ...

...

? ...

251

图片素材

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Consequences (5)

...

? ...

...

? ...

...

? ...

...

? ...

...

? ...

252

图片素材

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Consequences (2)





? …

? …

253

图片素材

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Consequences (3)







? …

? …

? …

254

图片素材

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Consequences (4)









? …

? …

? …

? …

255

图片素材

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Consequences (5)











? …

? …

? …

? …

? …

256

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Consequences

1



2



3



4



5



6



257

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Consultants profil (English), [Firstname Lastname]

Position: ………………..
Languages
? …

Year of birth: ………………..
Professional experience
Since 10/1992 …

Nationality: ………………..
Methodological competence
? …

Education
1990–1994 …

Industry competence
? … ? …

Key projects

Updated: MM/YY

258

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Cooperation

259

图片素材

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Cooperation

260

图片素材

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Cost breakdown chart

Unit Value Component (%) Gross Margin

Value

Component (%)
Component (%) Cost

Value

Value

Component (%)

Value Value

Component (%) Component (%)

261

图片素材

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Dead end

262

图片素材

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Dependance

263

图片素材

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Development

264

图片素材

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Dice

265

图片素材

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Direction

266

图片素材

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Factors (2)





? …

? …



267

图片素材

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Factors (3)



… … …

268

图片素材

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Factors (3)



269

图片素材

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Factors (3)







270

图片素材

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Factors (4)

? …

? …



? …

? …

271

图片素材

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Factors (4)





? …

? …



? …

? …





272

图片素材

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Factors (4)

? …

? …



? …

? …

273

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Factors (4)





? …

? …



? …

? …





274

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Factors (6)















275

图片素材

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Factors (6)















276

图片素材

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Factors (8)

… … …







… …



277

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Factors (4)











278

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Factors (5)



… …







279

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Factors (5)



? …

? …

? …

? …

? …

280

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Feedback

? …

? …



281

图片素材

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Feedback

? …



282

图片素材

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Feedback

283

图片素材

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Feedback

?

!

284

图片素材

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Feedback

285

图片素材

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Filter





? …

? …

286

图片素材

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Filter

Initial situation

1. Criterion

2. Criterion

3. Criterion

Result

287

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Flexibility

288

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Flexibility

Intention Flexibilty

Ability

289

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Flexibility

290

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Focus – expansion

… … … … … … … t

… … … … … … … t

291

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Growth

292

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Guidelines











293

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Harmony

294

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Hurdles and brakes



Company X

… … …

295

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Impact

... ... ...

...

...

...

...

296

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Influence (1 factor)

? …

297

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Influence (2 factors)

? …

? …

298

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Influence (2 factors)

299

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Influence (4 factors)

300

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Influence (4 factors)

301

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Influence (6 factors)















302

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Input/output

? … ? … ? ...

? … ? … ? ...

303

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Interaction

304

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Margin chart

Index 100% ?% ?% ?% 000 Total in Value ?% ?% ?% 000 000 ?% 000 ?% 000 ?% 000 ?%

Label

Label

Label

Label

Label

Label Label

Label Label Label Label

305

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Matrix











306

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Matrix











307

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Matrix

Scale

Level 1 text
? Level 2 text
- Level 3 text

Level 1 text
? Level 2 text
- Level 3 text

Dimension 1 Level 1 text ? Level 2 text
- Level 3 text

Level 1 text ? Level 2 text
- Level 3 text

Scale Scale Dimension 2 Scale

308

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Matrix

Content Label Dimension I

Content

Content

Label

Content Label

Content

Label

Label Dimension II

Label

309

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Measures plan – planned activities

Overview: … Activities
Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ...

Comments

? …

? …

310

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Measures plan – planned measures

Activity: … Objective: Results:

As of: …

? …

? …

Responsible: … Measures: …

Support: … ... ... ... ... ... ... ... ...

? …

311

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Measures plan – planned individual steps

Measure: ...
No.
1. ...

As of: …
Individual steps Responsible
... ...

Support
...

Form of result

Start
...

Dura- Deadtion line ... ...

Pro- Comject pleted ... ...

312

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Models
Key Steps

Sources

Step 1

? Type your phrases and sentences here

Level 1 text
? Level 2 text

Step 2

? Type your phrases and sentences here

Step 3

? Type your phrases and sentences here

Step 4

? Type your phrases and sentences here

313

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Moon chart

Bar

Bar

1

1 Arrow

Ball

314

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Multipliers

...

...

+

+

+
+ +

? …

+ + +

+

= Projektteams

315

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Multipliers

316

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Mutuality

317

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Mutuality





? …

? …



318

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Obstacle

319

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Obstacle

...

...

? …

? …

320

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Obstacle

321

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Organizational and flow chart

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

322

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Organizational and flow chart
Marketing Organization
Dimitri Panayatapolous

Haircare Brad Casper General Manager*

Toothpaste/Soap Vacant General Manager

Laundry Vacant General Manager

Skincare/Paper Virginia Lee Vice President*

Rene Co Marketing Director

Ken Doi Marketing Director

Robin Oxendine Marketing Manager

Randall Beard Marketing Director

Peter Foyston Marketing Marketing Manager Manager

Pantene

Jiehua

New Brand

Rejoice

Head & Shoulders

Crest

Professional Marketing

Safeguard

Zest Camay

Ariel

Tide

JV Brands

Ulan

Whisper

Media & Commercial Production

Assistant Brand Manager, 2-5 per Brand

School Program Group

Nurses for School Program

323

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Organizational and flow chart
Process Map

Market Archetype Model ? Sizing ? Pricing

Feasible Scenarios ? India ? China ? Philippines

Asia Whisky Opportunity Assessment

Competitive Models Success Requirements Market Results Bacardi Strategy Overlap Bacardi Strategy

Are there opportunities for whisky in the rest of the world?

Develop Objectives & Strategies ? Financial Goals Determine Yes ? Market Priorities Whether to ? Acquisition or Proceed Organic Growth Further ? Product/ Marketing/ Distribution Strategies

Execute

Will whisky help to build Bacardi rum globally?

324

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Option

1

2

3 …





325

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Option

1

2

3

4








326

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Option

quit

develope

327

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Penetration

328

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Pie chart

Header
Chart Title
Label % Label % Label %

Header
Chart Title
Label %

Label %

Label %

Label %

Label %

Label %

Label %

100%=XXXX
Series 1 Series 2 Series 3

100%=XXXX

329

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Pie chart

Chart Title
Label %

Header
Level 1 text ? Level 2 text - Level 3 text

Label %

Label %

Label %

Label %

100%=XXXX
Series 1 Series 2 Series 3

330

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Pie chart
Chart Title
Label % Label % Label % Label % Label % Series 1 Label % Label %

Chart Title
Label %

100%=XXXX

Label %

Label %

100%=XXXX

Series 2
Series 3

Chart Title
Label %

Chart Title
Label % Label % Label % Label % Label %

Label %

100%=XXXX

Label %

100%=XXXX

331

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Plus/minus

...

...

? …

? …

? …

? …

332

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Plus/minus

...

...

? …

? …

+
333



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Plus/minus

? …

? …

334

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Plus/minus

335

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返回目录

Plus/minus

? …



? …

336

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Portfolio

+





+
337

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Portfolio

++

+

– – + ++
338

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Pressure

339

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Pressure

340

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Pressure

341

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Prioritization

Prioritization

342

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Process













343

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Process

1 …

2 …

3 …

4 …

1 …

2 …

3 …

4 …

5 …

344

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Process – decrease

1 …

? …

2



? …

3



? …

4 …

? …

5 …

? …

345

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Progress

346

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Project

Phase I

Phase II

Phase III

? …

? …

? …

347

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Project

Phase I 1 … 2 … 3

Phase II



? …

? …

? …

4



? …

… weeks

… weeks

348

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Project procedure

Phases 1 ... Phase I

Project features 2 ...

Time required

? …

? …

...

… weeks

3 ... Phase II ...

? …

… weeks

4 Phase III ...

? …
...

… weeks

349

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Puzzle
3 parts

1

2

3

=

To apply color, ungroup the object, then regroup it afterwards

350

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Redesign (Cube)
Redesign does not mean:

Solving individual problems But:

Creating a comprehensive solution

351

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Redesign

Actual situation
"Shot gun" "Marksman"

Target solution
"Automatic pistol"

? Open fire in an uncontrolled manner ? Rather dissatisfactory result

? Lengthy sighting ? Good but rarely optimal result ? Not appropriate for dynamic environment and target

? Rapid sighting ? Swift feedback ? Hit bull’s eye after a few interactive shots!

352

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Resistance

...

...

353

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Restructuring

Restructuring does not mean ...

But ...

Improvement of liquidity Cost reduction Reduction in personnel Structural change Positioning on the market

Structural change

Reduction in personnel

Positioning Cost on the market reduction Improvement of liquidity

354

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Rethink

355

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Separation

? …

? …

? …

356

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Separation

...

? …

...

...

357

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Separation



? …

...

...

? …

? …

358

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Spinning off parts of a company

359

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Storyboard





? …

? …





? …

? …

360

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Storyboard







? …

? …

? …







? …

? …

? …

361

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Strengths/weaknesses

Tomorrow

Today

? … ? … ? … ? … ? ... ? … ? … ? ... Weaknesses Strengths

Strengths

? … ? ... ? … ? …

Weaknesses

? … ? …

362

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Table

363

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Table











364

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Table











365

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Table

366

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Target (1 factor)

? …

367

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Target (2 factors)



? …



? …

368

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Target (3 factors)



? …



? …



? …

369

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Team organization

...

Client

RittenHouse

? N. N. ? N. N.
... Client

? N. N. ? N. N.

RittenHouse

? N. N. ? N. N.

? N. N. ? N. N.

...

...

...

...

? ...

? ...

? ...

? ...

370

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Text blocks (2)

...

...

? …

? …

371

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Text blocks (3)

...

...

...

? …

? …

? …

372

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Text blocks (4)

...

...

...

...

? …

? …

? …

? …

373

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Text blocks (5)

...

...

...

...

...

? …

? …

? …

? …

? …

374

图片素材

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Text blocks (2)

...

? ...

...

? ...

375

图片素材

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Text blocks (3)

...

? ...

...

? ...

...

? ...

376

图片素材

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Text blocks (4)

...

? ...

...

? ...

...

? ...

...

? ...

377

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Text blocks (5)

...

? ...

...

? ...

...

? ...

...

? ...

...

? ...

378

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Text blocks (3 + 3)

...

...

...

? … …

? …

? …

? … …

? …

? …

? … …

? …

? …

379

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Text blocks (3 + 4)

...

...

...

...

? … …

? …

? …

? …

? … …

? …

? …

? …

? … …

? …

? …

? …

380

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Text in box

Box title Level 1 text ? Level 2 text - Level 3 text Level 1 text ? Level 2 text

Box title

- Level 3 text

Box title

Level 1 text
? Level 2 text - Level 3 text

381

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Text in box

Box title Level 1 text ? Level 2 text - Level 3 text

Box title Level 1 text ? Level 2 text - Level 3 text

Box title Level 1 text ? Level 2 text - Level 3 text

Box title Level 1 text ? Level 2 text - Level 3 text

382

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Text in box
Phase I Phase Name (Title Case)

Box title Level 1 text ? Level 2 text - Level 3 text

Box title Level 1 text ? Level 2 text - Level 3 text

Box title Level 1 text ? Level 2 text - Level 3 text

Phase II Phase Name

Box title Level 1 text ? Level 2 text - Level 3 text

383

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Timetable

Month Issues Wk

... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...

? …

384

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Value-added chain

Company

Supplier

Customer

Development

Production

Sales

Distribution

385

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Vision

Vision

386

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Waste of resources – problem

Problem 1

Problem 2

Problem 3

Problem 4

387

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Waste of resources – solution

Solution to problem 1

Solution to problem 2

Solution to problem 3

Solution to problem 4

388

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389

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As a short-term cash-cow, more public products are expected to be sole in contributing to the early break even
? Current sales of public products account for 38% of Geberit gross sales turnover ? Project selling only ? Purely import ? Doesn’t take up much corporate capacity

Long-term prospect

? The market size for public products itself is limited and shrinking
? High unit price ? High profit margin

Short-term sales-up potential

? Limited number of targeted highend hotels and buildings for Geberit ? Many competitors within the industry ? Lack of one-set solution ? Combined selling approach is becoming difficult (e.g. Kohler to whom Geberit used to provide electronic produces and sell in ? projectssize launched its public Market has for Geberit own electronic products products is limited

? Strong Swiss brand with original import concept

Source: Geberit, RB&P analysis

390

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第三篇

图例篇

391

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Federation through RADIUS proxies Can be used for centralized authentication services Domain membership not required

RADIUS Authentication
Great for DMZ placement

?

Corpnet
HTTP/SSL basic auth. HTTP/SSL request, sent to server

3

Web Client (Browser, HTTP client)

1
2 Back-end Server RADIUS Server (IAS)

Internet

Firewall Server

RADIUS request

392

ISA Server 2000 (Old) 图片素材 Networking Model

返回目录

Fixed zones ? “IN” = LAT ? “OUT” = DMZ, Internet Packet filter only on external interfaces Single outbound policy ? NAT always Static filtering from DMZ to Internet

Internet
Static PF

ISA 2000

DMZ 1

Internal Network
393

ISA Server 2004 图片素材 Networking Model

返回目录

Any number of networks VPN as network Localhost as network Assigned relationships (NAT/Route) Per-Network policy Packet filtering on all interfaces Support for DoD Any topology, any policy

Internet
ISA 2004

VPN

CorpNet_1 DMZ_1
Local Host Network

CorpNet_n Net A

DMZ_n

394

图片素材
Rule Structure & Policy Mapping
Allow Deny Any user Authenticated users Specific User/Group

返回目录

Destination network Destination IP Destination site

action on traffic from user from source to destination with conditions
Source network Source IP Originating user Published server Published web site Schedule Filtering properties

Protocol IP Port / Type
Basic ISA 2000 rules
? ? ? ? ? ? ? ? Protocol rules Site and Content rules Static packet filters Publishing rules Web publishing rules Selected filtering configuration Address translation rules Web routing rules

Firewall policy

Other ISA 2000 rules

Configuration policy
395

ISA Server 2004 Architecture 图片素材

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Application layer filtering
Web filter Web filter

Policy Store

Web Filter API (ISAPI) Web Proxy Filter SMTP Filter RPC Filter DNS Filter App Filter

Protocol layer filtering Policy Engine
2

Application Filter API
3

Firewall service

Kernel mode data pump: Performance optimization

User Mode Kernel Mode

TCP/IP Stack Firewall Engine
4

NDIS
1

Packet layer filtering

396

IIS 5 Request Processing 图片素材

返回目录

INETINFO.exe
FTP NNTP SMTP

Metabase

X

X

DLLHOST.exe

DLLHOST.exe

User mode Kernel mode

WinSock AFD TCP/IP

Request

Response

397

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返回目录

IIS 6.0 Request Processing
Inetinfo
FTP NNTP SMTP
User mode Kernel mode

WWW Service
Administration & Monitoring

Application Pools

XML Metabase

X



Queue

Cache

IIS 6.0

HTTP

TCP/IP

Request

Response

398

What is Remote Access Quarantine?

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Remote access client authenticates

RAS client placed in Quarantine

1. RAS client fails policy check 2. Quarantine timeout Reached

RAS client meets Quarantine policies

RAS client disconnected

RAS client gets full access to network
399

Detailed Quarantine Process 图片素材

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Quarantine RAS Client

Internet
RRAS Server
IAS Server

Connect
Authenticate Authorize Quarantine Access Policy Check Result Full Access
Quarantine VSA + Normal Filters

Remove Quarantine
400

ACS Architectural Overview 图片素材

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Management System

Monitored Clients
WMI

Real-Time Intrusion Detection Applications

Monitored Servers

Collector

SQL
Forensic Analysis

Events subject to tampering

Events under control of auditors
401

Exploit Timeline 图片素材

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Vulnerability reported

Security bulletin and patch released

Worm or virus code created

No Exploit Patch developed

Exploit Worm or virus launched; infects unprotected or unpatched systems

Patch reverse engineered

Begin race to protect and patch systems before attack is launched

402

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MSSecure.xml contains Security bulletin names Product-specific updates Version and checksum info Registry keys changed KB article numbers Etc.

MBSA – How It Works
1 Run MBSA on Admin system, specify targets Downloads CAB file with MSSecure.xml and verifies digital signature Scans target systems for OS, OS components, and applications Parses MSSecure to see if updates are available Checks if required updates are missing

Windows Download Center
MSSecure.xml

2

3

4

5

6 Generates time-stamped report of missing updates

MBSA Computer
403

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Defense In Depth

Using a layered approach ? Increases attacker’s risk of detection ? Reduces attacker’s chance of success

Policies, Procedures, & Awareness ACLs, encryption, EFS
Data Application Host Internal Network Perimeter Physical Security Application hardening, antivirus OS hardening, authentication, patch management, HIDS Network segments, IPSec, NIDS

Firewalls, Network Access Quarantine Control
Guards, locks, tracking devices Security documents, user education
404

Requirements For Successful Patch Management

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Project management, Patch management process

Effective Processes
Effective Operations

Tools and Technologies

Products, tools automation

People who understand their roles and responsibilities
405

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Patch Management Process 1. Assess 2. Identify 1.Assess ? Inventory computing assets 2. Identify ? Discover new updates ? Assess threats and vulnerabilities
? Determine the best source for information 1 about new patches ? Assess your software distribution infrastructure ? Assess operational effectiveness

? Inventory computing assets relevant to your environment 2 1 2 ? updates ? Discover new Obtain patch, confirm it is safe Assess Assess Identify ? Assess threats Identify and vulnerabilities
? Determine if patch is a normal

? Determine whether updates are

change or an emergency ? Determine the best source for? Determine whether updates are

1 2 information about new Assess relevant to your environment patches Identify ? Obtain patch, confirm it is safe ? Assess your software distribution 4 3 3 infrastructure Evaluate 3.?Evaluate and4Plan a normal Determine ifDeploy is Evaluate patch 1 Deploy 1 2 4. Deploy and 2 effectiveness Assess Identify Plan Assess and Plan ?4.Assess operational change or an emergencyIdentify Deploy 3. Evaluate and Plan 4 3

?

Evaluate Deploy ? Prepare for deployment ? and Plan ? whether the patch is Determine Determine whether the patch is Prepare for deployment
actually actually ? Deploy the patch to targeted requiredrequired ? Plan the release of the patch 3 4 4 3 ? Plan the release of the patch Review the deployment computers ? Build the release

? Deploy the patch to targeted computers ?

Deploy

Evaluate Deploy Evaluate ? Perform and Plan ? Review the deployment ? Build the releaseacceptance testing and Plan

? Perform acceptance testing

406

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SUS – How It Works
Windows Update
Firewall

Child SUS Server Parent SUS Server

Client Computers

Client Computers
407

SUS – Sample Deployment Scenario

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Windows Update
Firewall

Pilot SUS Server

Pilot Client Computers

Main Office SUS Server

Regional SUS Server

Regional Client Computers

Main Office Client Computers
408

Software Update Service SUS Deployment Scenario 1 图片素材

返回目录

1 2 3

SUS server downloads updates and metadata Administrator reviews, evaluates, and approves updates Automatic Update gets approved updates list from SUS server
Automatic Update downloads approved updates from Windows Update

Windows Update Service

Firewall

4

SUS Server

409

Software Update Service SUS Deployment Scenario 2 图片素材

返回目录

1
2 3 4

SUS server downloads updates and metadata
Administrator reviews, evaluates, and approves updates Automatic Update gets approved updates list from SUS server Automatic Update downloads approved updates from SUS server

Windows Update Service

Firewall

SUS Server

410

Software Update Service SUS Deployment Scenario 3 图片素材

返回目录

1

SUS server downloads updates

Windows Update Service

2
3

Administrator reviews, evaluates, and approves updates
Approvals and updates synced with child SUS servers Automatic Updates gets approved updates list from SUS server Automatic Update downloads approved updates from SUS server
Automatic Update downloads approved updates from Windows Update

Firewall

4 5
6

Child SUS Server

Parent SUS Server

Child SUS Server

411

Managing A Complex 图片素材 SUS Environment

返回目录

Centrally manage downloading and approving updates Use OU structure and GPOs to manage SUS update distribution ? Use the WUAU.ADM template file to configure AU client settings ? Assign GPOs to OUs

Domain

Member Server GPO

SUS Test GPO

Member Servers

SUS Test

HO GPO

HO Workstations

RO1 GPO RO1 Workstations

RO2 GPO RO2 Workstations

412

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Ages of Security

Stone Age

Bronze Age

Information Age
Advanced, automated tools

No decent tools No mythology, no guidance Very little information shared Global lack of awareness

Primitive Tools Primitive methodology Little sense of the big picture Information spreads slowly Awareness widespread, but expertise rare Survival mentality

Comprehensive methodology Widespread expertise Universal awareness Think integrated!

413

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SMS – What It Does

1 2

Setup: Download Security Update Inventory and Office Inventory Tools; run inventory tool installer Scan components replicate to SMS clients Clients scanned; scan results merged into SMS hardware inventory data

Microsoft Download Center

Firewall

3
4

SMS Distribution Point

Administrator uses Distribute Software Updates Wizard to authorize updates
Update files downloaded; packages, programs, and advertisements created/updated; packages replicated and programs advertised to SMS clients Software Update Installation Agent on clients deploy updates Periodically: Sync component checks for new updates, scans clients, and deploys necessary updates

SMS Clients

5
6 7

SMS Site Server

SMS Clients
SMS Clients
414

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Enumeration

返回目录

“OK”

? ?

?
?

?

Record of State

“Better”

? ?

?

?

?

Well-defined Standard Configurations

“Best”
415

Security图片素材 Policy Model

返回目录

Operations Documentation Implementation

Technology

Policy
Process
? Start with policy ? Build process ? Apply technology

416

图片素材
System = Programs + Servers +
Solutions + Services

返回目录

417

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Measuring Security Policy

Compare to standards and best practices

Security Policy

Documented Procedures

Operations

“What you must do”

“What you say you do”

“What you really do”
418

图片素材 Security Strategy

返回目录

Corporate Security Mission and Vision

Security Operating Principles

Risk-Based Decision Model

Tactical Prioritization
419

Mission图片素材

Mission and Vision

返回目录

Operating Principles

Risk Based Decision Model Tactical Prioritization

Prevent malicious or unauthorized use that results in the loss of Microsoft intellectual property or productivity by systematically assessing, communicating, and mitigating risks to digital assets

Assess Risk

Audit

Define Policy

Monitor

420

图片素材
Enterprise Risk Model

Mission and Vision

返回目录

Operating Principles

Risk Based Decision Model Tactical Prioritization

High

(Defined by Business Owner)

Impact to Business

Unacceptable Risk
Risk assessment drives to acceptable risk

Acceptable Risk Probability of Exploit
(Defined by Corporate Security)
421
High

Low Low

图片素材

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SolutionsCase studies at Landscape
http://www.microsoft.com/casestudies
? Expense Management ? Benefits Administration ? Account Planning ? Procurement ? Government Forms ?….

Formal Ad-hoc

Formal Workflow

Dept. & Vertical Workflow
? Team Survey ? Status Report ? Issue Tracking ?….

? Asset Mgmt ? Sales Reports ? Customer Service ? Healthcare Forms ? Project Mgmt ?…

Enterprise Applications

Task & Status Tracking

Department Applications Team Collaboration

Team
5-10 users

Department IT
Department users

Enterprise IT
Cross-enterprise users

422

Risk Analysis 图片素材 By Asset Class

Mission and Vision

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Operating Principles

Risk Based Decision Model Tactical Prioritization

Exploit of misconfiguration, buffer overflows, open shares, NetBIOS attacks

Host Application

Data sniffing on the Network wire, network fingerprinting

Assets

Unauthenticated access to applications, unchecked memory allocations

Account Compromise of
Trust

integrity or privacy of accounts

Unmanaged trusts enable movement among environments
423

Components Of 图片素材 Risk Assessment

Mission and Vision

返回目录

Operating Principles

Risk Based Decision Model Tactical Prioritization

Asset
What are you trying to assess?

Threat
What are you afraid of happening?

Vulnerability
How could the threat occur?

Mitigation
What is currently reducing the risk?

Impact
What is the impact to the business?

Probability
How likely is the threat given the controls?

+ =

Current Level of Risk
What is the probability that the threat will overcome controls to successfully exploit the vulnerability and affect the asset?

424

Risk Management 图片素材 Process And Roles

Mission and Vision

返回目录

Operating Principles

Risk Based Decision Model Tactical Prioritization

Corporate Security
Prioritize Risks Security Policy Compliance

1

2

5

Cross-IT Teams
Security Solutions & Initiatives Sustained Operations

3

4

Tactical Prioritization
425

Tactical Prioritization 图片素材 By Environment

Mission and Vision

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Operating Principles

Risk Based Decision Model Tactical Prioritization

Data Center
Client

Prioritized Risks

Unmanaged Client Remote Access Mobile

Policies and mitigation tactics appropriate for each environment

426

ACS Architectural Overview 图片素材

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Management System

Monitored Clients
WMI

Real-Time Intrusion Detection Applications

Monitored Servers

Collector

SQL
Forensic Analysis

Events subject to tampering

Events under control of auditors
427

图片素材

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802.1X over 802.11
Supplicant
Gotta get on! 802.11 association Calculating my EAPOL-start key… (Wow I just don’t understand EAP-request/identity this new math!) EAP-response/identity EAP-request

Authenticator
Access blocked

Authentication Server

Calculating this guy’s key… RADIUS-access-request RADIUS-access-challenge RADIUS-access-request RADIUS-access-accept EAPOW-key (WEP)

EAP-response (credentials)
EAP-success

Access allowed
428

图片素材

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Before authentication
Supplicant

Controlled port prevents supplicant LAN access Uncontrolled port allows authenticator to contact authentication server

The air

Authenticator

AuthN server

Directory

429

图片素材

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After authentication
Supplicant

Controlled port now permits supplicant to access LAN

The air

Authenticator

AuthN server

Directory

430


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