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CONFIDENTIALFrequentlyUsedTemplateConceptualTemplateJune2002Thisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companyduringanoralpresentation;itisnotacompleterecordofthediscussion.TextTextTextTextTextTextTextTextTextText2X2CUBEDUnitofmeasure * FootnoteSource: Source2X2TOWERUnitofmeasure * FootnoteSource: Source5PSMARKETINGPlacePriceProductPackagePositioningpromotionProductofferingUnitofmeasure * FootnoteSource: SourceStrategySkillsSystemsStaffSharedvaluesStructureStyle7SUnitofmeasure * FootnoteSource: SourceARROW3DUnitofmeasure * FootnoteSource: SourceCUBES13DUnitofmeasure * FootnoteSource: SourceCUBES23DUnitofmeasure * FootnoteSource: SourceCUBES33DUnitofmeasure * FootnoteSource: SourceTextTextTextTextCUTOUT3DUnitofmeasure * FootnoteSource: SourceNewentrantSuppliersIndustrycompetitorsBuyersSubstitutesFORCESATWORKUnitofmeasure 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SourceThewaymanagerscollectivelybehavewithrespecttouseoftime,attention,andsymbolicactionsThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheprocessesandproceduresthroughwhichthingsgetdonefromdaytodayAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5SUnitofmeasure * FootnoteSource: SourceCustomerClientsDistributorsCompetitorsSuppliers3CSTRIANGLEUnitofmeasure * FootnoteSource: SourceSkillsSharedvaluesStrategyStaffStructureSystemsStyleAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetitionTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsTheprocessesandproceduresthroughwhichthingsgetdonefromday-to-dayThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.Somecompaniesperformextraordinaryfeatswithordinarypeople3S-4SUnitofmeasure * FootnoteSource: SourceStyleStructureStaffStrategySystemsSkillsSharedvaluesThewaymanagerscollectivelybehavewithrespecttouseoftime,attentionandsymbolicactionsCapabilitiespossessedbytheorganizationasawholeasdistinctfromtheindividuals.SomecompaniesperformextraordinaryfeatswithordinarypeopleThoseideasofwhatisrightanddesirable(incorporateand/orindividualbehavior)whicharetypicaloftheorganizationandcommontomostofitsmembersTheprocessesandandproceduresthroughwhichthingsgetdonefromday-to-dayTheorganizationchartandaccompanyingbaggagethatshowwhoreportstowhomandhowtasksarebothdividedupandintegratedThepeopleintheorganization,consideredintermsofcorporatedemographics,notindividualpersonalitiesAcoherentsetofactionsaimedatgainingasustainableadvantageovercompetition7SUnitofmeasure * FootnoteSource: SourceCompetitivepositionLowMediumHighProduct/marketattractivenessLowMediumHighBUSSPORTFOLIOUnitofmeasure * FootnoteSource: SourceChangevisionChiefExecutiveLeadershipgroupsDownthelineExternalconstitutionCHANGEBOARDUnitofmeasure * FootnoteSource: SourceDeltaPVisionandLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblemSolvingProcess Clientmanagers(particularlymiddlemanagement)haveskilltoleadprogramimplementation Changeinactualbehavior Actionplanssufficienttoachievegoals Agreementonobjectivesbylinemanagement Managementofhigh-involvementprocess Implementationornearimplementationofrequiredstructureandsystems Flowof2-waycommunications People’sunderstanding,beliefandcontributiontoactonvisionandactionplans Accuratemeasurementofactionandresults Clearaccountabilities EarlywinsVisibledemonstrationofnewvisionandvaluesbyclientleadershipDELTAPUnitofmeasure * FootnoteSource: SourceNaturalownerRelativeabilitytoextractvalueLowMediumValue-creationpotentialinbusinessunitHigh Corporatecenterskills Businessunitlinkages Taxation/valuationdifferences Industryattractiveness Competitiveposition Restructuring/rationalizationopportunities“Oneofthepack”RetainandgivetoppriorityRetainandgivepriorityRetainandmanageforcodeorliquidateProbablydivestDivestDivestorliquidateMACSUnitofmeasure * FootnoteSource: SourceBusinessStrategyManufacturingStrategyConfigurationSystemsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURINGSTRATEGYUnitofmeasure * FootnoteSource: SourceRestructuringframework15432PENTAGONUnitofmeasure * FootnoteSource: SourceBenefitPriceCompetitivedisadvantageCompetitiveadvantagePRICEBENEFITUnitofmeasure * FootnoteSource: SourceAppraiseperformanceandprospectsDevelopstrategyRedesignpivotaljobsDesigntheskillbuildingprocessAssesschangereadinessTopdownactionprogramsBottomupactionprograms12456783SMILECHARTUnitofmeasure * FootnoteSource: Source3.Createandpursueauniqueadvantage2.Resegmentthemarkettocreateaniche4.Exploituniqueadvantageindustrywide1.DomoreandbetterofthesameWhentocompeteSTRATGAMEBOARDUnitofmeasure * FootnoteSource: SourceStage1Stage2Stage3Stage4ValuesystemStrategicmanage-mentExternallyorientatedplanningForecastbasedplanningBudgetplanningMeetbudgetandschedulePredictthefutureThinkstrategicallyCreatethefutureSTRATMANAGEUnitofmeasure * FootnoteSource: SourceSellingmarginContributionSalesSellingrateSalesAvailablesellingtimeEffectivenessContributionAvailablesellingtimeProductivityContributionTotalsellingcostsEfficiencyAvailablesellingtimeTotalsellingcostsUtilizationAvailablesellingtimeTotalsalestimeSupportintensitySupportcostsTotalsellingcostsSupportleverageTotalsalestimeSupportcostsTREEPRODUCTIVITYUnitofmeasure * FootnoteSource: SourceMaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprovecorebusinessperformanceGrowthroughacquisitionand/ormergerAdoptsoundfinancingapproachVALUECREATIONUnitofmeasure * FootnoteSource: SourceRealPerceivedClient’srelativeabilitytoextractvalueCorporatecenterskillsLinkagesbetweenbusinessunitsFinancialownershipfitIndustryrestructureInternalcontrollerSharedresourcesTransferofcapabilityVerticalintegrationDifferencesintaxpositionExistenceofnon-casesobjectivesInefficienciesinfinancialmarketsDifferenceinvaluationtechniqueVALUESOURCESUnitofmeasure * FootnoteSource: SourceGANTT10<##><##><##><##><##><##><##><##><##><##><##>HeaderTextUnitofmeasure * FootnoteSource: SourceGANTT15HeaderText################################Unitofmeasure * FootnoteSource: SourceTextTextVENN2Unitofmeasure * FootnoteSource: SourceTextTextTextVENN3Unitofmeasure * FootnoteSource: SourceCONFIDENTIALFrequentlyUsedTemplateDataDrivenTemplateJune2002Thisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companyduringanoralpresentation;itisnotacompleterecordofthediscussion.Label1Label2Label3AREAUnitofmeasure * FootnoteSource: SourceLabel1Label2Label3Label4Label5BARUnitofmeasure * FootnoteSource: SourceLabel1Label2Label3Label4Label5Label1Label2Label3Label4Label5TitleUnitofmeasureTitleUnitofmeasureBAR2Unitofmeasure * FootnoteSource: SourceLabel1Label2Label3Label4Label5BARBUTTEDUnitofmeasure * FootnoteSource: SourceLabel1Label2Label3Label4Label5000000000000000SeriesSeriesBARSTACKEDSeriesUnitofmeasure * FootnoteSource: SourceLabel1Label2Label3Label4Label5000000000000000100%=SeriesSeriesBARSTACKED100%SeriesUnitofmeasure * FootnoteSource: 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SourceCONFIDENTIALFrequentlyUsedTemplateNamedObjectsTemplateJune2002Thisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companyduringanoralpresentation;itisnotacompleterecordofthediscussion.ARROWSUnitofmeasure * FootnoteSource: SourceDISCLAIMERSCLIENTThisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.Unitofmeasure * FootnoteSource: SourceDISCLAIMERSINTERNALThisreportcontainsinformationthatisconfidentialandproprietarytoMcKinsey&CompanyandissolelyfortheuseofMcKinsey&Companypersonnel.Nopartofitmaybeused,circulated,quoted,orreproducedfordistributionoutsideMcKinsey&Company.Ifyouarenottheintendedrecipientofthisreport,youareherebynotifiedthattheuse,circulation,quoting,orreproducingofthisreportisstrictlyprohibitedandmaybeunlawful.Unitofmeasure * FootnoteSource: SourceDISCLAIMERSPRESENTATIONThisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companyduringanoralpresentation;itisnotacompleterecordofthediscussion.Unitofmeasure * FootnoteSource: SourceLEGENDSUnitofmeasure * FootnoteSource: SourceMCKINSEYLOGOUnitofmeasure * FootnoteSource: SourceMISCüû–Unitofmeasure * FootnoteSource: SourceMOONSUnitofmeasure * FootnoteSource: SourceSTICKERUnitofmeasure * FootnoteSource: 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