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此报告仅供客户内部使用。未经蓝程咨询公司的书面许可，其它任何机构或个人不得擅自传阅、引用或复制。本文只提供演示文稿纲要，需辅助以口头讲解和叙述。

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使用指引本工具文档包含了最常用的一些图表以帮助我们更为方便快捷地制作

PowerPoint 文件在应用这些图表之前，你需要首先在你所做的文档里应用蓝程的 PPT 模版，那么所有蓝程的报告文档可以统一模式如果你需要在你的演示中应用某图表，只需复制该图表在你的文档中，然后修改。一般有两种复制方法 :

在普通视图下，按 Ctrl-A选择所有对象，复制，然后切换到新文档中粘贴在幻灯片浏览视图下，选择你要复制的幻灯片单页，然后复制、粘贴到新的文档里，当然也是在浏览模式下

使用指引标题和正文在模版中已经预设，所以你只需要应用即可。应用时选择菜单中格式中的幻灯片版式。你即可选择你需要的版式，再填入文字按增加缩进量，文字缩进一级后字体大小和粗细或项目符号会自动改变行间距也是预设的，不要按两次回车以增加行间距记住，复制是最有效而准确的方式将一个对象的格式应用到另一个上。所以如果你要插入一个新的对象如文本框，并且对格式不那么确定，请从工具文档中复制

使用指引一些“要”和“不要” 不要在按照文本自动调整格式下输入文本，在编辑时会很难调整文本中排列间隔不要用空格，而用 tab 键：

不要在一个文本框中输入太多的文本，以后将很难修改格式

The upper triangle controls the indentation of the first line of a

paragraph

The bottom triangle controls the indentation of the second and the consequent line of a paragraph

These triangles control the level 2

Table mark

Table mark controller

定制你的工具栏可以显著提高制作速度在菜单中选择工具栏定制，将出现如下的对话框，选择其中常用的图标置于桌面的工具栏上：

Rotate tools

Pick up and apply format

Group and ungroup

Order tools

Color tools

Indent tools

Change Font SizeFont Formatting Zoom

Bullets

Text Align Tools

Font Size

Most Frequently

Used ShapesNew Text Box

Line Formatting

ToolsShadow Tools

Align Tools

使用指引

以下的快捷键都是在左手操作的，当你右手使用鼠标时这些快捷键将极为方便。请经常使用以便记住： Ctrl-C: 复制 Ctrl-X: 剪切 Ctrl-V: 粘贴 Ctrl-S: 保存 Ctrl-A: 全选 Ctrl-Z: 撤销 Ctrl-D: 复写

用鼠标移动对象十分方便。但是需要垂直或水平移动的时候可同时按住Shift 键

如果你需要复制对象到指定地方，按住 Ctrl 移动即可复制。同时按 Ctrl 和 Shif 可以使复制的对象和原对象垂直或水平

使用指引

移动鼠标以选中对象。但是当对象没有填充内容是只有点中边框才能选中，而边框又不易看到。所以除了矩阵和表格一般可将对象填充颜色设为白色如果想选中分散的对象，按住 Shift 键然后选中一个一个对象按住鼠标左键拖动覆盖住你想选择的多个对象，你能选中拖动区域内所有的对象。结合 Shift 键可以十分方便地选中一些小的或隐藏的对象快捷键 Ctrl-A 可使你选中幻灯片中所有的对象或者文本框中所有的文本按住 shift 击中文本框的任一部分，你便能选中整个文本框在文本框中，按击鼠标左键三次可选中整个段落；两次选中词或词组。

使用指引

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)

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.

Content

PageA. Chapter ??

1. Sub chapter ??1.1 Section ??

B. Chapter ??

C. Chapter ??

A. Chapter page (after chapter point: 4 "space bars")

• …

Action/reaction

Against the tide/with the tide

Against the tide With the tide

Balance/imbalance

• … • …

Balance/imbalance

• …

Balance/imbalance

• … • …

Bar chart

Graph Title

Label 1

Label 2

Label 3

Label 4

Label 5

Label 6

Label 7

Chances/risks

• …

Change of direction

Moment of directional change

China map

Box Title

Level 1 text• Level 2 text

- Level 3 text

Circulation (2 factors)

………………………… ……………

……………

…………………………

……………

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

Project type

Columns and tables

Column Title 1

Category 1 • Type your phrases and sentences here

• Type your phrases and sentences here

Column Title 2

Column Title 3

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

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

Columns and tables

Column Title 1

Column Title 1 Column Title 1 Column Title 1

Number

Column chart

124 130167

Label 1 Label 2 Label 3 Label 4 Label 5 Label 6 Label 7

Graph TitleUnit

CAGR??%

Column chart

124 130167

Graph TitleUnit

CAGR??%

Top Level Label Top Level Label

Optional

Column chart

You can put your points here in the header of the box

124 130167

189238

Graph Title

CAGR??%

Column chart

Header

Graph Title

Header

Graph Title

124 130

Label 1 Label 2 Label 3 Label 4

124 130

Column chart

Header

Graph Title

Header

- Level 3 text

124 130

Column chart

Graph Title

Header

- Level 3 text

124 130

Column chart

You can put your points here like conclusion

124 130167

189238

CAGR??%

Column chart

Category 4

Category 3

Category 2Category 1

Column 1

Graph Title

Category 5 000

000000

Label Label Label

Series 1

Column 2

Series 2

Series 1

Series 2

Column chart

Sub Title Sub Title Sub Title

000 000000

000000

Label Label Label

000 000000000

000000000

Label Label Label

000 000

000000000

Label Label Label

000000

000000000

Label Label Label

000 000

000000

000000000

Label Label Label

000000

Label Label Label

Sub Title Sub Title Sub Title

Series 1 Series 2 Series 3

Dash Line

Conflict

• …

Conflict

Consequences (2)

... • ...

Consequences (3)

Consequences (4)

... • ...

Consequences (5)

... • ...

Consequences (2)

… …

• … • …

• …

Consequences (3)

• …

Consequences (4)

• …

Consequences (5)

… … … … …

• … • … • … • … • …

Consequences

Consultants profil (English), [Firstname Lastname]

• …

Position: ……………….. Year of birth: ……………….. Nationality: ………………..

Languages

1990–1994

Education

Updated: MM/YY

Professional experience Methodological competence

Since 10/1992

… • …

Industry competence Key projects

• …• …

Cooperation

Cost breakdown chart

Gross Margin

Component (%)

Dead end

Dependance

Development

Direction

Factors (2)

• …

Factors (3)

… …

Factors (3)

… …

Factors (4)

• … • …

Factors (4)

• … • …

… …

Factors (4)

• … • …

Factors (4)

• … • …

… …

Factors (6)

… …

Factors (8)

……

… …

Factors (4)

Factors (5)

Factors (6)

Factors (4)

Success factors

… …

Factors (5)

… …

Success factors

Factors (6)

Factors (3)

• … • … • …

• … • … • … • …

Factors (4)

Factors (5)

• … • … • … • … • …

Feedback

• … • …

Feedback

• …

Feedback

Filter

• …

Filter

Initial situation

1. Criterion

2. Criterion

3. Criterion

Result

Flexibility

AbilityIntention

Flexibilty

Flexibility

Focus – expansion

Growth

Guidelines

Harmony

Hurdles and brakes

……

CompanyX

Impact

... ...

Influence (1 factor)

• …

Influence (2 factors)

• … • …

Input/output

• …

• ...

• …

• ...

Interaction

Margin chart

100% ?%

Total in

Label Label Label Label

000000

Matrix

… … … …

Matrix

… … … … …

Matrix

Dimension 2

Dimension 1

ScaleScale Scale

- Level 3 text

Matrix

Label Label Label

Dimension II

Content

Measures plan – planned activities

Overview: …

Activities

Wk... Comments

• … • …

Measures plan – planned measures

Activity: … As of: …

Objective: Results:

Responsible: … Support: …Measures: … ... ... ... ... ... ... ... ...

• … • …

• …

Measures plan – planned individual steps

Measure: ...

As of: …

1. ...

Individual steps Responsible Support Form of result Start Dura-

tionDead-line

Pro-ject

Com-pleted

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

Models

Key Steps

Sources

Level 1 text• Level 2 textStep 1

Step 2

Step 3

Step 4

Moon chart

Multipliers

• …

+ = Projektteams

Multipliers

Mutuality

• …

Mutuality

Obstacle

• …

Obstacle

Organizational and flow chart

Text Text Text Text Text Text

Pantene Jiehua New Brand Rejoice

Head & Shoulder

sUlan WhisperAriel Tide JV

BrandsCrestProfession

al 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 BeardMarketing Director

Rene CoMarketing Director

Ken DoiMarketing Director

Robin OxendineMarketing Manager

Peter FoystonMarketing Manager

LaundryHaircare Toothpaste/Soap Skincare/Paper

VacantGeneral Manager

Brad CasperGeneral Manager*

VacantGeneral Manager

Virginia LeeVice President*

Marketing Organization

Competitive Models

Market Results

Feasible Scenarios• India• China• Philippines

Success Requirements

BacardiStrategy

Asia WhiskyOpportunityAssessment

MarketArchetypeModel• Sizing• Pricing

BacardiStrategy Overlap

Determine Whether

to Proceed Further

Execute

Will whisky help to build Bacardi rum

globally?

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

Develop Objectives & Strategies• Financial

Goals• Market

Priorities• Acquisition or

Organic Growth

• Product/ Marketing/ Distribution Strategies

Process Map

Option

1 2 3 4

Option

quit develope

Penetration

Pie chart

Header

Chart Title

Label%

Header

Chart Title

Label%

100%=XXXX 100%=XXXX

Pie chart

Chart Title

Label%

Header

- Level 3 text

100%=XXXX

Pie chartChart Title

Label%

Chart Title

Label%

Series 1

Series 2

Series 3

Chart TitleLabel

Label%

Chart Title

Label%

100%=XXXX

Plus/minus

• …

Plus/minus

• …

• … • …

Plus/minus

• …

Plus/minus

• …

Plus/minus

• …

Portfolio

– + ++

Pressure

Prioritization

Process

… … … … … …

Process

…… … …

…… … … …

1 2 3 4

1 2 3 4 5

Process – decrease

• ……

• …

Process – increase

• …

Progress

Project

Phase I

• …

Phase II

• …

Phase III

• …

Project

… weeks … weeks

… …

Phase I Phase II

• … • … • …

• …

Project procedure

Phases Time requiredProject features

... ...

Phase I

Phase II

...Phase III

…weeks

• … • …

• …

Puzzle

Puzzle (for color presentations)

Puzzle3 parts

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

Redesign (Cube)

Redesign does not mean:

Solving individual problems

Creating a comprehensive solution

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 bull’s eye after a few

interactive shots!

Target solutionActual situation

Resistance

... ...

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 ...

Rethink

Separation

• …

Separation

... ...

• …

Separation

• …

... ...

• … • …

Spinning off parts of a company

Storyboard

• …

Storyboard

• …

Strengths/weaknesses

Strengths

Weaknesses

Strengths• …

• …

• ...

• …

• ...

• …

• ...

Tomorrow

… … … … …

Target (1 factor)

• …

Target (2 factors)

• ……

Target (3 factors)

• ……

Team organization

Client RittenHouse

• N. N.• N. N.

Client RittenHouse

• N. N.• N. N.

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

• ... • ... • ... • ...

Text blocks (2)

• …

Text blocks (3)

• …

Text blocks (4)

• …

Text blocks (5)

• …

Text blocks (2)

... • ...

Text blocks (3)

... • ...

Text blocks (4)

... • ...

Text blocks (5)

... • ...

Text blocks (2 + 3)

... ...

• … • …

Text blocks (3 + 3)

... ... ...

• … • … • …

Text blocks (3 + 4)

... ... ...

• … • … • …

• …

Text in box

Box title

Box title Box title

- Level 3 text

Text in box

Box title

Box title Box title Box title

- Level 3 text

Text in box

Box title

- Level 3 text

Text in box

Box title

- Level 3 text

- Level 3 textPhas

Timetable

Month ...

... ... ... ... ... ... ... ... ... ... ... ... ... ... ...Issues

• …

Value-added chain

Supplier Customer

Development Production Sales Distribution

Company

Vision

Waste of resources – problem

Problem 3

Problem 1 Problem 2

Problem 4

Waste of resources – solution

Solution to problem 3

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 20051): 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 Geberit’s piping products

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 • Doesn’t take

up much corporate capacity

• High unit price• High profit

marginShort-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

Long-term prospect

• 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

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