我常用的Ppt工具（综合版）

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7. Project name or document title (max. two lines) Type of document Client name (max. two lines) Location, date of presentation (month day, year) Project name or document title|Date (month day, year) 8. Content Page

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This document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not be passed on to third parties except with the explicit prior consent of RittenHouse & Partners. 9. A.Chapter page (after chapter point: 4 "space bars") 10. Action/reaction

11. Action/reaction 12. Action/reaction 13. Against the tide/with the tide Against the tide With the tide ... ... ... ... ... ... 14. Balance/imbalance

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17. Bar chart Graph Title 18. Chances/risks

19. Change of direction Moment of directional change 20. China map

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Box Title 21. Circulation (2 factors) 22. Circulation (3 factors) 23. Circulation (4 factors) 24. Circulation (5 factors) 25. Circulation (6 factors) 26. Circulation (7 factors) 27. Circulation (8 factors) 28. Client types Unsure" Hesitant" Successful" Hopeless" Drowning" Struggling" Ensure survival in short term Restructuring or search for partners Actively initiate structural change Growing and positioning project Secure future Strategy project Startout toward the future Specific imple-mentation project Client type Need Project type $ 29. Columns and tables Column Title 1 Category 1

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Category 1 Category 2 Category 3 31. Columns and tables Category 1 Category 2 Category 3 Category 1 Category 2 Category 3 Category 1 Category 2 Category 3 Category 1 Category 2 Category 3 32. Columns and tables Column Title 1 Item Item Item Item Item Item Item Item Item Column Title 1 Column Title 1 Column Title 1 Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number Number 33. Column chart Graph Title Unit CAGR ??% 34. Column chart Graph Title Unit CAGR ??% Top Level Label Top Level Label 0 100 200 300 400 500 600 Optional 35. Column chart Graph Title CAGR ??% You can put your points here in the header of the box 36. Column chart Graph Title Graph Title Unit Unit Header Header 37. Column chart Graph Title

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Unit Header 39. Column chart You can put your points here like conclusion Unit CAGR ??% 40. Column chart Category 4 Category 3 Category 2 Category 1 Column 1 000 000 000 000 000 Graph Title Category 5 000 Total Series 1 Column 2 000 000 000 000 000 000 Series 2 Series 1 Series 2 Unit 000 000 000 000 000 000 000 000 000 000 000 000 000 000 000 0 X,000 X,000 X,000 X,000 X,000 X,000 Label Label Label 000 000 000 41. Column chart Sub Title Sub Title Sub Title 000 000 000 000 000 000 000 000 000 Label Label Label 000 000 000 000 000 000 000 000 000 Label Label Label 000 000 000 000 000 000 000 000 000 Label Label Label 000 000 000 000 000 000 000 000 000 Label Label Label 000 000 000 000 000 000 000 000 000 Label Label Label 000 000 000 000 000 000 000 000 000 Label Label Label Sub Title Sub Title Sub Title Series 1 Series 2 Series 3 Dash Line 42. Conflict

43. Conflict ? 44. Consequences (2) ...

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48. Consequences (2)

52. Consequences 1 2 3 4 5 6 53. Consultants profil (English), [Firstname Lastname]

Position: .. Year of birth: .. Nationality: .. Languages

19901994

Education

Updated: MM/YY Professional experience Methodological competence

Since 10/1992

Industry competence Key projects

54. Cooperation 55. Cooperation 56. Cost breakdown chart Value Value Value Value Value Value Unit Gross Margin Cost Component (%) Component (%) Component (%) Component (%) Component (%) Component (%) 57. Dead end 58. Dependance 59. Development 60. Dice 61. Direction 62. Factors (2)

63. Factors (3) 64. Factors (3) 65. Factors (3) 66. Factors (4)

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70. Factors (6) 71. Factors (6) 72. Factors (8) 73. Factors (4) 74. Factors (5) 75. Factors (6) 76. Factors (4) Success factors 77. Factors (5) Success factors 78. Factors (6) Success factors 79. Factors (3)

80. Factors (4)

81. Factors (5)

82. Feedback

83. Feedback

84. Feedback 85. Feedback ? ! 86. Feedback 87. Filter

88. Filter Initial situation 1. Criterion 2. Criterion 3. Criterion Result 89. Flexibility 90. Flexibility Ability Intention Flexibilty 91. Flexibility 92. Focus expansion

93. Growth 94. Guidelines 95. Harmony 96. Hurdles and brakes

Company

97. Impact ... ... ... ... ... ... ... 98. Influence (1 factor)

99. Influence (2 factors)

100. Influence (2 factors) 101. Influence (4 factors) 102. Influence (4 factors) 103. Influence (6 factors)

104. Input/output

105. Interaction 106. Margin chart 100% ?%

Total in Value Index Label Label Label Label Label Label 000 000 000 ?% ?% ?% 000 ?% ?% 000 000 107. Matrix 108. Matrix 109. Matrix Dimension 2 Dimension 1 Scale Scale Scale Scale

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110. Matrix Label Label Label Label Dimension II Content Dimension I Label Label Content Content Content Content 111. Measures plan planned activities Overview: Activities Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Wk ... Comments

112. Measures plan planned measures Activity: As of: Objective: Results: Responsible: Support: Measures: ... ... ... ... ... ... ... ...

113. Measures plan planned individual steps Measure:... No. As of: 1. ... Individual steps Responsible Support Form of result Start Dura- tion Dead- line Pro- ject Com-pleted ... ... ... ... ... ... ... ... 114. Models

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Key Steps Sources 115. Moon chart Bar Ball Bar Arrow 1 1 116. Multipliers ... + + + ...

+ = Projektteams + + + + + 117. Multipliers 118. Mutuality 119. Mutuality

120. Obstacle 121. Obstacle

... 122. Obstacle 123. Organizational and flow chart Text Text Text Text Text Text Text Text Text Text Text Text 124. Organizational and flow chart Pantene Jiehua New Brand Rejoice Head & Shoulders Ulan Whisper Ariel Tide JV Brands Crest Professional Marketing Safeguard Zest Camay Assistant Brand Manager, 2-5 per Brand Media & Commercial Production Marketing Manager Dimitri Panayatapolous School Program Group Nurses for School Program Randall Beard Marketing Director Rene Co Marketing Director Ken Doi Marketing Director Robin Oxendine Marketing Manager Peter Foyston Marketing Manager Laundry Haircare Toothpaste/Soap Skincare/Paper Vacant General Manager Brad Casper General Manager* Vacant General Manager Virginia Lee Vice President* Marketing Organization 125. Organizational and flow chart Competitive Models Market Results

Feasible

Scenarios

Philippines

SuccessRequirements Bacardi Strategy Asia Whisky Opportunity Assessment

Market

Archetype

Sizing

Pricing

Bacardi StrategyOverlap Determine Whether to Proceed Further Execute Will whisky help to build Bacardi rum globally? Are thereopportunities for whisky in the rest of the world? Yes

Develop

Objectives &

Strategies

Financial Goals

Market Priorities

Acquisition or Organic Growth

Product/ Marketing/ Distribution Strategies

Process Map 126. Option 1 2 3 127. Option 1 2 3 4 128. Option quit develope 129. Penetration 130. Pie chart Chart Title Label % Label % Label % Label % Label % Series 1 Series 2 Series 3 Chart Title Label % Label % Label % Label % Label % 100%=XXXX 100%=XXXX Header Header 131. Pie chart Chart Title Label % Label % Label % Label % Label % Series 1 Series 2 Series 3

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100%=XXXX Header 132. Pie chart Chart Title Label % Label % Label % Label % Label % Chart Title Label % Label % Label % Label % Series 1 Series 2 Series 3 Chart Title Label % Label % Label % Label % Label % Chart Title Label % Label % Label % Label % 100%=XXXX 100%=XXXX 100%=XXXX 100%=XXXX 133. Plus/minus

... 134. Plus/minus

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... + 136. Plus/minus

137. Plus/minus 138. Plus/minus

139. Portfolio + + 140. Portfolio ++ + + ++ 141. Pressure 142. Pressure 143. Pressure 144. Prioritization Prioritization 145. Process 146. Process 1 2 3 4 1 2 3 4 5 147. Process decrease

1 2 3 4 5 148. Process increase

1 2 3 4 5 149. Progress 150. Project Phase I

Phase II

Phase III

151. Project weeks weeks Phase I Phase II

4 3 1 2

152. Project procedure Phases Time required Project features ... ... Phase I ... Phase II ... ... ... Phase III ... weeks weeks weeks

1 2 3 4 153. Puzzle 154. Puzzle (for color presentations) 155. Puzzle 3 parts 1 2 3 To apply color, ungroup the object,then regroup itafterwards = 156. Redesign (Cube) Redesign does not mean: But: Solving individual problems Creating a comprehensive solution 157. Redesign "Shot gun" "Marksman" "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 bulls eye after a few interactive shots!

Target solution Actual situation 158. Resistance ... ... 159. Restructuring

Improvement of liquidity

Cost reduction

Reduction in personnel

Structural change

Positioning on the market

Improvement of liquidity

Cost reduction

Reduction in personnel

Structural change

Positioning on the market

Restructuring does not mean ... But ... 160. Rethink 161. Separation

162. Separation ...

... ... 163. Separation

... ... 164. Spinning off parts of a company 165. Storyboard

166. Storyboard

167. Strengths/weaknesses

Strengths

Weaknesses

Strengths

Today Tomorrow 168. Table 169. Table 170. Table 171. Table

172. Table

173. Table 174. Target (1 factor)

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177. Team organization ... Client RittenHouse

... Client RittenHouse

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Phase I Phase Name (Title Case) Phase II Phase Name Box title Box title Box title Box title 193. Timetable Wk Month ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... Issues 194. Value-added chain Supplier Customer Development Production Sales Distribution Company 195. Vision Vision 196. Waste of resources problem

Problem 3

Problem 1

Problem 2

Problem 4

197. Waste of resources solution

Solution to problem 3

198. 199. China is a market of great potential for Geberit Favorable macro-economic environment RB&P expects a sales revenue of more than 150 million for Geberit China by year 2005 1): Economist Intelligence Unit

Driven by continued strong fixed investment growth, the real annual GDP growth will be maintained at above 7%

Product concept & standard

Brand new product concept

New industry standards and regulations are coming out to replace or modify the old ones

Business opportunities for concealed cistern will be generated because of fat-growing medium to high end sanitary market

First mover advantage

Promising market for concealed cistern Encouraging market potential for piping products

Construction industry will undergo a strong annual growth rate of 8%, which presents potential for Geberits piping products

200. As a short-term cash-cow, more public products are expected to be sole in contributing to the early break even

Project selling only

Purely import

Doesnt take up much corporate capacity

High unit price

High profit margin

Short-term sales-up potential

Strong Swiss brand with original import concept

Current sales of public products account for 38% of Geberit gross sales turnover

Source: Geberit, RB&P analysis

The market size for public products itself is limited and shrinking

Limited number of targeted high-end 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 projects has launched its own electronic products

Market size for Geberit public products is limited

Long-term prospect 201. Booz-Ball tables should be clean and organized, all of the same color, and individual circles should not be too large Breadth and Depth of Functionality Strength of Architecture Ability to Support Ease of Implementation Overall Strengthof Solution ACNielsen Information Resources, Inc. Kenosia Interactive Edge Demantra Mercari RW3 Tech Graph Title, Time Period Subtitle High Low Key: 202. Stacked bar graph 21 35 40 84 54 Axis Title Axis Title Source: Whats the source? Title, Time Period Subtitle 203. 100% stacked bar graph Axis Title Axis Title Source: Whats the source? Title, Time Period Subtitle Column 1 Column 2 Column 3 Column 4 Column 5 Key 204. Stacked column graph 21 35 40 84 54 CAGR 1995-1999 Totalxx% Axis Label Axis Label Dataset 5xx% Dataset 4xx% Dataset 3xx% Dataset 2xx% Dataset 1 xx% Source: Whats the source? Title, Time Period Subtitle 205. 100% stacked column graph Axis Label Axis Label CAGR 1995-1999 Dataset 5xx% Dataset 4xx% Dataset 3xx% Dataset 2xx% Dataset 1 xx% Source: Whats the source? Title, Time Period Subtitle 206. Waterfall chart, double step Axis Title Axis Title Title, Time Period Subtitle Dataset 1 Dataset 2 Source: Whats the source? 207. Tornado chart:back-to-back bar graphs Axis Title Category A Category B Category C Category D Category F Axis Title Category E Source: Whats the source? Title, Time Period Subtitle 208. Tornado chart:horizontal stacked chart Axis Title Category A Category B Category C Category D Category E Category F Category G Category H Source: Whats the source? Title, Time Period Subtitle 209. Combination line and column graph: dual-axis Axis Title Axis Title Dataset 1 Dataset 2 Axis Title Source: Whats the source? Title, Time Period Subtitle 210. Area graph: data labels inside Axis Label Axis Label Source: Whats the source? Title, Time Period Subtitle 211. Pie graph: labels on outside Title, Time Period Total = xx million Source: Whats the source? Order the pieces from largest to smallest, unless some other order is logically more appropriate. In general, the angle of the first slice should be set to zero degrees. 212. Gantt chart/timeline diagram Initial Project Timeline (In Weeks) Activities 1 2 3 4 5 6 7 8 Refine Approach Develop Hypotheses Conduct Marketscape Scans Interviews & Internal Assessment Identify Business Model Opportunities Develop Opportunity Profiles Develop Path Forward Key Milestones 213. Timeline

3rd Quarter, 1998

Stockholders vote to donate money to charity

2nd Quarter, 2000

Millennial riots and Y2K bug cause market shutdown

Startups go on sale and Company collects $200 million in bailout

1998 1999 2000 2001

1st Quarter, 1998

Company posts net profit of $20Mfor 1997

2nd Quarter, 1999

Bill Gates initiates hostile takeover of company

Company develops pie in face strategy

4th Quarter, 2001

20 Acres and a Digital Superhighway program wins stock blue-chip status

2002 Chart Title If Company leverages profits to enter new markets, it could emerge as an industry leader by 2002. 214. Porters five forces Threat of New Entrants Threat of Substitutes Bargaining Power of Suppliers Bargaining Power of Buyers Industry Rivalry 215. Three interlocking circles Label 1 Label 2 Label 3 Label A Label B LabelCNote: You can check Semi-transparent in the More Fill Colors dialog box to create the overlapping color effect (used on the Label A, B, C section). 216. Four-piece puzzle (assembled) 217. Focusing on revenue/profitability oriented business models have significant implications for supply chain design

Overall logistics costs

Channel service levels

Do it yourself

Focus on getting stuff out the door

Traditional Supply Chain Designs Supply Chain Design Innovations

Customer-level revenue/profitability

Customer-level service standards

Collaborate with supply chain partners

Focus on creating customer value

218. Our Evolutionary Masters have deftly managed supply chain complexity and relationships over the last decade

Managing Relationships

Integrate technologies to extend into suppliers and customers

Buy, build & borrow new capabilities from the best companies

Supply chain human performance-engaging your people

Build demand chain synchronization capabilities

Managing Complexity

Integrate and continuously improve: operational excellence

Compress the supply chain to eliminate wasted time and inventory

Create new reserves to allow flexible response to the unexpected

Ability to Manage Supply Chain Relationships Integration Collaboration Synchronization Value Creator Positioning Functional Complexity Enterprise Complexity Value Chain Network Complexity Ability to Manage Supply Chain Complexity = B2B web based world 219. We believe that success in the new economy lies in a seamless combination of capabilities across the extended supply chain The Supply Chain Continuum Relationships along the Supply Chain Scope of Impact Increasing Capabilities, Increasing Benefits Within Business Activities Traditional Optimization Integration Integrated Step 1: Integratefunctions of the existing supply chain Between Business Functions With Customers & Suppliers Collaboration Collaborative Step 2: Improvecollaborationand control with vendors, customers Across Alliance Partners Synchronization eSynchronization Step 3: Virtually Synchronizethe supply chain across players into one logical enterprise Web-Based Entrants Leader in the New Economy 220. Our vision of winning new business models in supply chain leverage the emerging exchange space, integrated with innovative supply chain planning and execution capabilities Procurement Supply Chain Planning 3rd Party Partners/Alliances/ Ventures eFulfillment Collaborative Manufacturing eCRM Virtual Synchronization eSupport Service/ Support/ Maintenance Material/procurement exchanges/auctions IP/product development exchanges Capability/service exchanges Supply Chain Ecosystem eDesign eCommerce Capabilities 221. What is a business model, anyway? Its an organizations core logic for creating value

What does it sell?

To whom?

Why do customers choose this company over others?

How does the company communicate distinctively with customers?

How does it price distinctively?

What are the Companys Revenue Streams? Operating Revenue What are the Companys value propositions? Non-Operating Revenue

How does it attract financial resources?

How does it maximize the value of its financial assets?

How does the Company manage its finances distinctively?

What role does it play in the value chain?

How is its cost structure distinctive?

What distinctive resources, assets, and capabilities does it leverage?

What distinctive relationships does it enjoy?

How does it structure and leads its organization to achieve world class performance?

How does the company make a profit? 222. Successful business models are driven by two key concepts revenue and profitability Business Model Design Concepts Design Concepts Think Global; Act Local Customer Revenue and Profitability Customer Service Requirements Channel Asset Leverage Collaborative ValueCreation Revenue/ Profitability Service Global Optima Customer (1) Customer (2) Customer (3) 223. 224. SOME ARGUMENT PATTERNS Success requires X X Success requires X X You are pursuing X X You thought X was a problem X Performance is not as expected You are not equipped to do X You are not focusing on X X Y would be better Y Further investigation shows it Y Y Underlying cause is X X Therefore, develop capability for X X Therefore, shift focus to X XTherefore, change direction to Y Y Therefore, shift focus to Y Y Therefore, take steps to fix X X 225. -23% -75% +15% +9% -23% 226.

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2002 800 2005 950

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241. 11% 5.5% 7% 34.6 80.4 147.9 196 234.8 289.6 345.9 400.0 10.4% 26.3% 85% 15% 242. 60-75 10 243. 280 / 1060 1550-1650 1550 32 1900 1600-1650 1480 2000 1405 1089 244. 245. 129 10 12.2 0.9 45.6 1.4 246. 3 3.4 65 1.9 35 2 2000 247. 4

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251. 10 10 252. 253. / 2003 2005 2001 2002 1998 2000 1993 1997 / 1.25 15 39 200 1997 254. Understanding buyer values helps prove or disprove current hypotheses as well as generate strategy solutions. Identify Buyer Value Segments Situation Assessment Hypothesis List Development Survey Collection Data Codingand Utility Calculation InstrumentDesign andTesting Sample Quota Design andList Pull Data Analysis MarketResearch & Visioning Conceptual Design Detailed Design & Pilot Implementation (phased) Systems Development/ Enhancement Field Administration Preparation 255. Organizational beliefs and strategy alternatives identified in the situation assessment are translated into hypotheses for testing. Situation Assessment Hypothesis List Development Survey Collection Data Codingand Utility Calculation InstrumentDesign andTesting Field Administration Preparation Sample Quota Design andList Pull Data Analysis 256. Identifying Buyer Value-Based segments creates the foundation for creating the distribution channel strategy and design.

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 ConceptualStrategy Design Understand Value Propositions Customer Migration Strategy 257. Value based segment strategies can produce incremental revenues of $700 million and reduce costs up to $150 million. Identify Buyer Value Segments - Quantifiable Benefits -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 $670 $309 The shareholder value effect can be significant. Year Branch and City Administration annual operating costs will be reduced by nearly $200 million . . . $MM ILLUSTRATIVE 258. Its critical to define what factors or attributes are important when consumers decide to purchase from one provider versus another. Automotive ExampleA Product is the Sum of its Attributes

Reliability :

Air bags

Steel construction

Roll bar

Speed :

Horsepower

Acceleration

Price :

Purchase price

Maintenance costs

Insurance

Style :

Body style

Comfort :

Leather interior

Stereo system

Leg room

259. With traditional research, when you ask how important any particular feature is individually, consumers tend to say each is very important. 1 2 3 4 5 6 7 8 9 10 Styling Price Speed Reliability Not at all important Very important 260. Based on answers to the tradeoff questions, buyer values are calculated and respondents are grouped by like values to help identify target segments. High Low High Low . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Buyer Value Segments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Channelists Rate / Speed

Note: 1) Each dot represents thousands of consumers

2) Analyses were run for all possible combinations to identify the best grouping of consumers and their values

. . . . . . . . . . . . . . . Speed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Liquidity / Access . . . . . . . . . . . Performance Price ILLUSTRATIVE Case Study 261. These groups or segments of consumers not only have different profit potentials... Investment Buyer ValueSegments % of Market (Consumers) Investment Buyer ValueSegments % of Market ($) Average Investment Balance Per Value Segment Source:Andersen Consulting National Buyer Values Study for Retail Financial Services Consumers Value Segment Channel Rate / Speed Liquidity / Access Sensitive Speed Avg.. Investment Balance $77,725 $92,264 $96,335 $68,212 Case Study Channelists Speed Liquidity / AccessSensitive 34% Rate / SpeedSensitive 16% Speed Liquidity / AccessChannel Rate / Speed 262. In summary, using value based segmentation is a powerful tool to improve a clients bottom line. $ Creates Revenue Opportunities

Retain most profitable customers

Improve profitability of other customers by fulfilling their values with lower cost structures

Generate new business

Identify revenue enhancement opportunities

Simplify and increase effectiveness of client s target market activities

Identifies Substantial Cost Reduction

Better manage utilization of client s delivery network

Focus on delivery on required service thresholds

Strip costs from non-value added processes

Don t have to build one delivery option that fits all

Better Positions Relative to Client s Competition

Increased customer satisfaction due to fulfilled value sets

Organization clearly understands goals and delivery expectations

Sets stage for adaptable organization better able to respond to competitive change

263. Based on Andersen Consultings investigation of the target markets, there is identifiable change in buyer preferences from window to split and cabinet air conditioners. --Product-- Yesterday Today Future trends Window and split account for the majority of the air conditioners possession before 1996. Split air conditionersaccount for the majority of sales.Cabinets sales begin to increaseand windows share of the market begin to decline (From distributors perspective)

Cabinet air conditioners will continue to grow

cabinet air conditioners show strong growth due to increasing size of homes and price cuts.Future sales growth will continue with improvements in residential power

Some customer segments (especiallyrural) regard air conditioners as a type of high-end furniture (whose secondary purpose is to cool).Cabinets, best meet this type of customers buyer value and will grow with this segment.

Split will remain stable, and even decline insome areas

Splits will keep the same market share

Compared to the cabinets, it will decline slightly in some areas because of installation difficulties

Generally, window air conditioners will decreasedramatically,

but still account for a certain proportion acting as a transition product for price conscious buyers in hot areas

Because of this income limitation, window air conditioners will still account for a large proportion of sales in economically developing markets (i.e. Changsha and Chongqing)

Windows will continue to sell well in markets such as Hangzhou as transition products for people who are waiting to move into new housing

Growth in Mini Central and Ceiling air conditioners

Mini-central or residential used ceiling ones will gain in popularityamongst people in large apartments and houses (especially as market awareness of product availability grows).

Breakdown of different types ofair conditioners (Before 1996)Current purchase preferences (1996-1998) Window 48% Split 48% Cabinet 9% Window 26% Split 53% Cabinet 21% 264.

Competition Today

Local Chinese manufacturers upgrade production technology to offer quality levels onpar with JV operations

Local Chinese manufacturers develop marketing capability/expertise

JV operations, crippled by ability to understand market and operate within local business cultures drop in position

JVs begin to compete more on price as perception of added value differentiation disappears.

Over the last three to four years, local air conditioner manufacturers have been able to reposition themselves successfully through combined advances in quality and marketing Perceived Added Value Price Low Low High High Low Low High High Meidi Kelon Chunlan Gree Perceived Added Value Price National Mitsubishi Sharp Hitachi Chunlan Gree National Mitsubishi Hitachi --Yesterday-- --Today--

Competition Yesterday

Local and JV manufacturers target two different market segments separated by price/quality trade off

JV operations target quality conscious upper end of market while local manufacturers target bottom end

Local manufacturers limited in terms of production quality capability and marketing experience

265. Consolidated results for the markets - from a market attractiveness perspective. - i.e. looking at market size, growth, competition, market entry (i.e. distribution opportunity) from a current and future perspective. EntryPriority High Medium-High Medium Medium - Low Low Market Size Strategic View DistributionOpportunity Competition Market Growth Source: AC market investigations Beijing Nanjing Hangzhou Jinan Changsha Chongqing 266. From the sales offices and warehouses established in these several markets, strategic nodes can be established to allow access to nearby markets. Source: AC market investigations High Priority Medium to High Priority Medium Priority Medium to Low Priority Cities to be coveredCities Requiring Investigation Year One Beyond Year One Beijing Jinan Nanjing Shanghai Hangzhou Changsha Shenzhen Chongqing Tianjin ShijiaZhuang (Hebei) Zhengzhou (Henan) Qingdao Hefei (Anhui) Suzhou Chengdu Shantou Xiamen Wuhan Xian (Shaanxi) Zhanjiang Guiyang Kunming 267.

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268. 1998 XX ( ) X XX 2000

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2000 154 151 X 40% XX

2000 7000 25 10%

271. /

272. 117 143 220 X 150 195 350 71 150 100 350 590 ( ) 273. CRM : CRM

cookie

Source: Roland Berger & Partners 274.

1995 www.aa.com

1998 1.7 1999 500

Earning miles :

( Cathay Pacific, Finnair, Iberia, Quantas Airlines, )

AA 3500 170

(Best Western, Holiday Inn, etc.)

Alamo, Avis, Hertz, etc.)

(Golf, Dining, etc.)

Using miles :

1998 : 170

Source: Roland Berger & Partners 276. CRM A B C

points of contact

information

/ / utilized

further points of contac t

( analysis results ) ?

( customer profiles ) ?

Source: Roland Berger & Partners 277. CRM CRM Source: Roland Berger & Partners

II/III

OEM CRM 278.

demand range many parts Address

partners /

own currency ( Miles", "Buxx")

Personalize offer

Internet ( )

2005 :

Personalized offer Source: Roland Berger & Partners

279. . CRM (1) Source: Roland Berger & Partners 280. CRM (2) 1

0,5 0,2 0,05 0,1 0,3 0,15 0,1 2 3 Source: Roland Berger & Partners 281. (31%) (35%) (34%)

ROI (6%)

/ (9%)

Source: Roland Berger & Partners 282. [ ] / Segment A B C D / / N Channels ( CRM ) CRM CRM

Source: Roland Berger & Partners / A B C D / / N 283. 6 1 2 3 4 5 6

Source: Roland Berger & Partners 284. CRM 1 2 3 Source: Roland Berger & Partners 285. Source: Roland Berger & Partners

1 2 3 286.

0.3 Source: Roland Berger & Partners

0.25 + o + o o ++ o ++ 287. / 3 E-fleetordering On-line service appointments 1 2 B2B 11.5 Flexible fleet 9 On-line testdrive booking 9.5 9 Source: Roland Berger & Partners 288. Source: Roland Berger & Partners CRM A CRM B CRM C CRM

289. smartcards Source: Roland Berger & Partners / IT

bonus program

Database-marketing

cardfunctions

card processes

card concept

( , , )

IT ( , , .)

Susan Sample Gold member 6653 1239 3976 290. Miles&More Source: Roland Berger & Partners

43 DM p.a.

: 6 DM/p.a.

Miles & More

291. CRM / / / / ET/ ...

Source: Roland Berger & Partners 292. D M 2001 2002

EDP ( / )

2000 2001 Source: Roland Berger & Partners 2000 293.

Q 1/00 Q 2/00 Q 3/00

2.1 E-Com

2.1.1.1

2.1.1.2

2.1.1.3 IT

2.1.1.4 DP

2.1.1.5

2.1.1.6

2.1.1.2

2.1.1.2.1

2.1.1.2.1.1

2.1.1.2.1.2

2.1.1.2.1.3 DAT streamer/

2.1.1.2.1.4

2.1.1.2.2

2.1.1.2.2.1

2.1.1.2.2.2

2.1.1.2.2.3

2.1.1.2.2.4

2.1.1.2.2.5 Java

2.1.1.2.2.6 DB2

2.1.1.2.2.7 PVCS

2.1.1.2.2.8

2.1.1.2.2.9

EX- MAK2

25,400.-

4,000.-

3,000.-

IT ... Source : Roland Berger & Partners 294. 7 / IT / / A BSource: Roland Berger & Partners 1 3 2 4 6 7 5 295. e-partnering

e-partnering

e-partnering : : : : : : / process

( IT )

1 2 3 4 Source: Roland Berger & Partners 296.

premium manufacturer CRM

( 2010 )

ACB/Drkop (Retailer Group)

Auto-By-Tel

Europcar

Infos Telematica

Johnson Controls

Mannesmann Autocom

Retailer Groups

Source: Roland Berger & Partners 297. : Joint acquisition with CC InfoCom and Lisbon office

Broad Vision

Siebel

External partners

/ 2 1 0 298. InfoCom CRM CRM /

CRM IT

CRM ( )

( IT )

InfoCom

Source: Roland Berger & Partners 299. IT ERP ERP Source: Roland Berger & Partners ( ( ) IT ( ) IT ( ) 300. 1) CRM

( , , OTC,

Source: Roland Berger & Partners 301. Source: Roland Berger & Partners 302. /

-- Source: Roland Berger & Partners 304. Source: Roland Berger & Partners 1 2 3 : : : ERP 305. Source: Roland Berger & Partners

Source: Roland Berger & Partners 307. / / Source: Roland Berger & Partners 308. Source: Roland Berger & Partners-analysis

Individual taylorized concepts

309. Having a powerful, high-tech telephone system is one of the prerequisites for a professional service center ALD

ALD Team North TeamNorth TeamNorth TeamNorth IT CT/

ACD ( )

C C )( Deut-scher Inkasso-dienst, Deutsche Bauspar)

Dt. Telekom

Nortel Dasa

Micrologica

Alcatel

Lucent Tech.

Nortel Dasa

Proposals submitted

Presentation

ALD, RB&P RB&P ALD, RB&P ALD, RB&P RB&P 1) CC = ? Source: Roland Berger & Partners 311. Deutsche Telekom Nortel Dasa Micrologica Interactively developed catalog of criteria Nortel Dasa RB&P

Source: Roland Berger & Partners 312. Source: Roland Berger & Partners-analysis

Abalon

Broadway & Seymor

Clarity

Chordiant

Corepoint

Pegasystems

Siebel

Allegis

Partnerware

Channel Ware

Webridge

Vantive

Clarity

Chadiant

Corepoint

Quintus

Siebel

Vantive

Natural Microsystems

Micrologica

Bendata

Broadvision

Microsoft

Art Technology

Engage Technology

Genesys

Brightware

E-Queue

Ergotech

General Interactive

Mustang

"Good people skills"

1 5 4 3 2 Source: Roland Berger & Partners 314. / AMD ( )ACD ( PredictiveDialing CTI-Agent Outcall ofemployees IWR ( ) IVR ( Source: Roland Berger & Partners Vision 315. Specialism eg Tax, Treasury : , Decision support Accounting operations

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