1、tion (2 factors) Doc. number to be entered by Header and Footer 23 Circulation (3 factors) Doc. number to be entered by Header and Footer 24 Circulation (4 factors) Doc. number to be entered by Header and Footer 25 Circulation (5 factors) Doc. number to be entered by Header and Footer 26 Circulation
2、 (6 factors) Doc. number to be entered by Header and Footer 27 Circulation (7 factors) Doc. number to be entered by Header and Footer 28 Circulation (8 factors) Doc. number to be entered by Header and Footer 29 Columns and tables Column Title 1 Category 1 Type your phrases and sentences here Type yo
3、ur 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 yo
4、ur 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
5、Type your phrases and sentences here Type your phrases and sentences here Doc. number to be entered by Header and Footer 30 Column chart You can put your points here in the header of the box Graph Title CAGR ?% Doc. number to be entered by Header and Footer 31 Column chart Header Graph Title Header
6、Graph Title UnitUnit Doc. number to be entered by Header and Footer 32 Column chart Category 4 Category 3 Category 2 Category 1 Column 1 000 000 000 000 000 Graph Title Category 5000 Total 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 LabelLab
7、elLabel 000 000 000 Series 1 Column 2 000 000 000 000 000 000 Series 2 Series 1 Series 2 Doc. number to be entered by Header and Footer 33 Column chart Sub TitleSub TitleSub Title 000 000 000 000 000 000 000 000 000 LabelLabelLabel 000 000 000 000 000 000000 000 000 LabelLabelLabel 000 000 000 000 0
8、00 000 000 000 000 LabelLabelLabel 000 000 000 000 000 000000 000 000 LabelLabelLabel 000 000 000 000 000 000000 000 000 LabelLabelLabel 000 000 000 000 000 000 000 000 000 LabelLabelLabel Sub TitleSub TitleSub Title Series 1Series 2Series 3 Dash Line Doc. number to be entered by Header and Footer 3
9、4 Conflict Doc. number to be entered by Header and Footer 35 ? Conflict Doc. number to be entered by Header and Footer 36 Consequences (2) . . Doc. number to be entered by Header and Footer 37 . . . Consequences (3) Doc. number to be entered by Header and Footer 38 Consequences (4) . . . . Doc. numb
10、er to be entered by Header and Footer 39 Consequences (5) . . . . . Doc. number to be entered by Header and Footer 40 Consequences (2) Doc. number to be entered by Header and Footer 41 Consequences (3) Doc. number to be entered by Header and Footer 42 Consequences (4) Doc. number to be entered by He
11、ader and Footer 43 Consequences (5) Doc. number to be entered by Header and Footer 44 Consequences 1 2 3 4 5 6 Doc. number to be entered by Header and Footer 45 Consultants profil (English), Firstname Lastname Position: .Year of birth: .Nationality: . Languages 1990 1994 Education Updated: MM/YY Pro
12、fessional experienceMethodological competence Since 10/199 2 Industry competenceKey projects Doc. number to be entered by Header and Footer 46 Cooperation Doc. number to be entered by Header and Footer 47 Cooperation Doc. number to be entered by Header and Footer 48 Cost breakdown chart Value Value
13、Value Value Value Value Unit Gross Margin Cost Component (%) Component (%) Component (%) Component (%) Component (%) Component (%) Doc. number to be entered by Header and Footer 49 Dead end Doc. number to be entered by Header and Footer 50 Dependance Doc. number to be entered by Header and Footer 51
14、 Development Doc. number to be entered by Header and Footer 52 Dice Doc. number to be entered by Header and Footer 53 Direction Doc. number to be entered by Header and Footer 54 Factors (2) Doc. number to be entered by Header and Footer 55 Factors (3) Doc. number to be entered by Header and Footer 5
15、6 Factors (3) Doc. number to be entered by Header and Footer 57 Factors (3) Doc. number to be entered by Header and Footer 58 Factors (4) Doc. number to be entered by Header and Footer 59 Factors (4) Doc. number to be entered by Header and Footer 60 Factors (4) Doc. number to be entered by Header an
16、d Footer 61 Factors (4) Doc. number to be entered by Header and Footer 62 Factors (6) Doc. number to be entered by Header and Footer 63 Factors (6) Doc. number to be entered by Header and Footer 64 Factors (8) Doc. number to be entered by Header and Footer 65 Factors (4) Doc. number to be entered by
17、 Header and Footer 66 Factors (5) Doc. number to be entered by Header and Footer 67 Factors (5) Doc. number to be entered by Header and Footer 68 Feedback Doc. number to be entered by Header and Footer 69 Feedback Doc. number to be entered by Header and Footer 70 Feedback Doc. number to be entered b
18、y Header and Footer 71 Feedback ? ! Doc. number to be entered by Header and Footer 72 Feedback Doc. number to be entered by Header and Footer 73 Filter Doc. number to be entered by Header and Footer 74 Filter Initial situation 1. Criterion 2. Criterion 3. Criterion Result Doc. number to be entered b
19、y Header and Footer 75 Flexibility Doc. number to be entered by Header and Footer 76 Flexibility AbilityIntention Flexibilty Doc. number to be entered by Header and Footer 77 Flexibility Doc. number to be entered by Header and Footer 78 Focus expansion t t Doc. number to be entered by Header and Foo
20、ter 79 Growth Doc. number to be entered by Header and Footer 80 Guidelines Doc. number to be entered by Header and Footer 81 Harmony Doc. number to be entered by Header and Footer 82 Hurdles and brakes Company X Doc. number to be entered by Header and Footer 83 Impact . . . . . . Doc. number to be e
21、ntered by Header and Footer 84 Influence (1 factor) Doc. number to be entered by Header and Footer 85 Influence (2 factors) Doc. number to be entered by Header and Footer 86 Influence (2 factors) Doc. number to be entered by Header and Footer 87 Influence (4 factors) Doc. number to be entered by Hea
22、der and Footer 88 Influence (4 factors) Doc. number to be entered by Header and Footer 89 Influence (6 factors) Doc. number to be entered by Header and Footer 90 Input/output . . Doc. number to be entered by Header and Footer 91 Interaction Doc. number to be entered by Header and Footer 92 Margin ch
23、art 100% ?% L ab el ?% La bel ?% La bel ?% Lab el ?% Lab el Total in Value Index Label LabelLabel LabelLabelLabel 000 000 000 ?% ?% ?% 000 ?% ?% 000 000 Doc. number to be entered by Header and Footer 93 Matrix Doc. number to be entered by Header and Footer 94 Matrix Doc. number to be entered by Head
24、er and Footer 95 Matrix Dimension 2 Dimension 1 Scale Scale ScaleScale Level 1 text Level 2 text - Level 3 text Level 1 text Level 2 text - Level 3 text Level 1 text Level 2 text - Level 3 text Level 1 text Level 2 text - Level 3 text Doc. number to be entered by Header and Footer 96 Matrix LabelLab
25、elLabel Label Dimension II Content Dimension I Label Label Content Content Content Content Doc. number to be entered by Header and Footer 97 Measures plan planned activities Overview: Activities Wk . Wk . Wk . Wk . Wk . Wk . Wk . Wk . Wk . Wk . Comments Doc. number to be entered by Header and Footer
26、 98 Measures plan planned measures Activity: As of: Objective:Results: Responsible: Support: Measures: . Doc. number to be entered by Header and Footer 99 Measures plan planned individual steps Measure: . No. As of: 1. Individual stepsResponsibleSupport Form of result Start Dura- tion Dead- line Pro
27、- ject Com- pleted . Doc. number to be entered by Header and Footer 100 Models Key Steps Type your phrases and sentences here Sources Level 1 text Level 2 text Step 1 Step 2 Step 3 Step 4 Type your phrases and sentences here Type your phrases and sentences here Type your phrases and sentences here D
28、oc. number to be entered by Header and Footer 101 Moon chart 11 Bar Ball Bar Arrow Doc. number to be entered by Header and Footer 102 Multipliers . + + + + . + + + + += Projektteams Doc. number to be entered by Header and Footer 103 Multipliers Doc. number to be entered by Header and Footer 104 Mutu
29、ality Doc. number to be entered by Header and Footer 105 Mutuality Doc. number to be entered by Header and Footer 106 Obstacle Doc. number to be entered by Header and Footer 107 Obstacle . . Doc. number to be entered by Header and Footer 108 Obstacle Doc. number to be entered by Header and Footer 10
30、9 Organizational and flow chart TextTextTextTextText Text TextTextTextTextText Text Doc. number to be entered by Header and Footer 110 Organizational and flow chart PanteneJiehua New Brand Rejoice Head & Shoulders UlanWhisperArielTide JV Brands Crest Professional Marketing Safeguard Zest Camay Assis
31、tant 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 Mana
32、ger LaundryHaircareToothpaste/SoapSkincare/Paper Vacant General Manager Brad Casper General Manager* Vacant General Manager Virginia Lee Vice President* Marketing Organization Doc. number to be entered by Header and Footer 111 Organizational and flow chart Competitive Models Market Results Feasible
33、Scenarios India China Philippines Success Requirements Bacardi Strategy Asia Whisky Opportunity Assessment Market Archetype Model Sizing Pricing Bacardi Strategy Overlap Determine Whether to Proceed Further 咨询的味道 本刊记者 刘湘明 郭晋华 -2001年4月，沉寂了几年的和光集团以两个动作强调自己的存在：其一，宣告和光创立10周年；其二，发布新战略BSP（Business Service
34、 Platform）。关乎和光未来的BSP战略，显然被放到了帮助和光“下蹲后重新起跳”的高度上。 -这样的战略转变在和光不是第一次。5年前，以IT产品分销为主业的和光曾经一度涉足自有品牌PC的生产制造。两次战略转变之间，埃森哲介入和光达3年之久。初看上去，咨询与旧策略的放弃、新策略的出笼没有直接关系。但是和光的10年历史中，咨询与咨询后自我消化的时间就占去了近一半。将咨询放在和光整个企业发展的大背景下，埃森哲价值1000万元的全面管理咨询和在埃森哲帮助下耗资2000万元实施的ERP系统，就有了更多的意味：咨询与和光的命运变迁有怎样的必然联系？ -和光集团总裁吴力给出了一个肯定答案：“和光至少证
35、明，一个民营企业在其成长过程中与优秀的咨询公司合作，如果思路和方法正确，就可以取得成功，而且对企业的未来产生深远影响。” -但就在近两年前，双方对咨询的认知上还有着诸多落差。 -1999年3月，和光与埃森哲双方的高层又坐在一起。对埃森哲来说，这是一次重要的会议。3年的咨询是否能被客户接受？咨询服务是否能经得起实践的考验？这一天都会有结论。 -这个时候，吴力发言了：“6个咨询项目，好比在你们家订做了6件衣服吧？有几件做得不错，但其中两件衣服，袖子、领子没上好，扣子也是歪的。我认为现在来谈这个项目是否成功还为时尚早。” -咨询项目效果如何、咨询顾问是否做了应做的事及未尽人意的方面谁该负责这些问题，
36、双方当时看法并不统一。对于“两件衣服的袖子、领子”有没有上歪、歪后有没有修正，埃森哲也有不同的看法。吴力承认，“大家当时可以对骂一通，完全可以”。 -“对骂”场面当然没有发生。“理智地处理”之后，咨询项目宣告结束。之后，双方还保持着高层的接触和“再次合作的可能性”。 -这次“衣服会议”后来在咨询业界也有传闻，潜台词多半是：当年和光买埃森哲3年咨询的事轰动一时，结果呢，不过如此。 -不过有一点可以推断，当时笃定这次咨询很成功、和光现在与未来必定受益的人恐怕不多。甚至不排除有些人认定这个项目失败了。因为与1997年双方合作项目刚签定时热闹一时的宣传相比，1999年项目结束后的相当长时间内，和光与埃
37、森哲对此事基本保持沉默。在绝大多数接受咨询的企业对咨询效果三缄其口的背景下，这似乎并不奇怪。 -为什么在咨询结束近两年之后，在和光颇有底气地甩出一张新牌的时候，双方又有了足够的自信把这个咨询案例拿出来供媒体剖析？这中间究竟经过了怎样的历程？还是那个被外界苦苦追问、和光也苦苦自问的问题：1000万元花得值不值埃森哲给和光带来了什么，而和光又做了什么使得咨询确实有价值？ 与上次失手自有品牌PC相比，经历咨询引发的变革后的和光这次抛出BSP打的应该是有准备之仗。那么，咨询为和光实施BSP战略打下了什么样的基础？ -危机 -1997年是和光以年扩张200%的惊人速度发展的时期，也恰恰是和光总裁吴力最感
38、吃力的时候。 -正如很多成功或者成功过的民营企业一样，和光捕捉到绝佳的发展时机，一跃从沈阳三好街众多的小公司中脱颖而出。1994年5月，吴力在一次IBM招待酒会上结识了当时IBM大中国区总经理谢克人，并且牢牢地抓住了IBM PC急切地要重返中国市场的契机，在几个月后一举成为IBM在中国13个总代理中最小的一个。当时的和光没有一点行业经验，也不知道做起来以后资金怎么办，大家只清楚一点：这个机会绝不能错过。 -在吴力主持下，大伙儿挂起全国地图，你一片我一片把地盘分了。第二天晚上公司把十几个员工集中在一个饭店，每人发给一张信用卡和一张机票，并告知允许在当地买一台传真。然后，一群人开始喝酒，天一亮大家
39、各奔东西，和光全国的分公司就算建立了。 -到1997年，和光已经从初创时的十几个人、50万元启动资金发展为年销售额9亿元、员工近千人的公司，微软等一大批国际IT厂商选择了和光的分销网。 -能够捕捉到与IBM合作的机会，是决策者较高心智的表现。但是，随着公司的超常发展，主宰局面的因素越来越复杂多变，光靠个人的心智与经验远远招架不住了。 -与IBM合作以后，和光一下在全国铺开了销售网。十几个分公司凭空冒出来，作为总裁的吴力感觉好像被这个网缠在里面，根本不知道怎样来驾驭它。控制网状商业系统的复杂程度超出了吴力的想象。夜深人静时，吴力危机感顿生：这么多亿元的货物散布在这么辽阔的空间里面，我做了那么多生
40、意，账都放给谁了？我有多少个客户？我下面的分公司怎么操作的？为什么做大了之后，效率和效益反而下降了？吴力对自己一手建立起来的企业失去了完整的感知。 -管理的混乱和失控带来的直接后果是财务数据滞后而且不真实。最典型的一个例子是：因销售“出色”而在1995年、1996年连续获得公司大奖的广东分公司，到1997年咨询项目开始后进行财务清理时才被发现两年来实际上已经亏出了一个大窟窿！ IT分销像卖“海鲜”，日折损达千分之一到三，和光的不良库存问题也日渐突出。出货没有有效控制，分公司把有问题的货换回库里，到后来库存一大堆积压货物，损失全落在总部头上。总部对分公司严重失控的局面不收拾不行了。 -不仅仅是经
41、营的掌控上出了问题。公司做大了，后续的资源包括资金资源、人力资源等等越发钉不上劲。有时候，资金周转困难到外人难以想象的地步。“孤军深入、粮草断绝”，和光也要走上这条中国民营企业牺牲的老路吗？ -最重要的是，分销做到这个地步，作为决策者，需要判断自己当初有些“误打误撞”进来并赖以发展起来的这个产业是不是有未来？和光到底还能往哪个方向走？吴力同样不得要领。 -和光当时的问题其实是中国民营企业发展到一定规模和阶段必然碰到的问题。吴力这些朴素的疑问归纳起来就是三点：管理不得力；发展所需的资源跟不上；企业缺乏制定策略的能力。 -吴力给当时“在极限上运转”的状况下了个“相当危险”的评语，并开始关注管理滞后问题，为此多次请IBM的资深经理人为和光的业务骨干做管理培训，仅谢克人本人就为和光讲过不下10次的管理课。 -单点式操作毕竟不能解决系统问题。谢克人曾建议吴力聘请当时在全球管理咨询界排名第9的IBM全球顾问群协助和光解决管理体系上的问题，IBM全球顾问群也派出了顾问与和光进行了初步合作，但后来双方因为种种原因没能签定一份长期合作的协议。 -咨询 -1997年春天，也是一次偶然的机会，吴力在北京与埃森哲公司（原安达信咨询）有了联系，并主动提出合作的意向。这一信息很快就传递到埃森哲中国总部，埃森哲方面非常聪明地安排了一批优秀的讲师，在北京香山饭店为和光高层进行了一次培
