组成结构图库.ppt

Portfolio Matrix Ease of implementation Financial attractiveness NPV 2002-2006 (￡m) Attractiveness vs. ease of implementation Low Smart order routing Back-office outsourcing Trade cost analytics Corporate actions NPV 2002-2006 ￡20m 20 0 High 10 15 Overall proposition ￡56 million 5 OMS Basic proposition Inherently attractive Inherently unattractive Risk Matrix Note: The bubble size represents the potential financial impact Key Risks falling under the following categories: Low High Medium Manageable risk Mitigation / Negotiation Outside OMFS control A O J Q D E F I M N P R S T U V X W Significance of risk B C D G H K L Internal risks Project risks Market risks Root Cause Analysis 80% 20% Scenario Development Sector Chart = $1 billion revenue, 2000 Company E Relative Market Share Real Annual Growth (%) -20% -10% 0% 10% 20% 30% 40% 0.02X 0.03X 0.05X 0.1X 0.2X 0.3X 0.5X 1X 2X 0.01X 1.5X Company F Company C Company B Company K Company A Company G Company H Company I Company J Company D Sector CAGR = 8.6% ABC Sector, 1996 - 2000 Strategy Articulation Map Battlegrounds Key initiatives Necessary competitive advantages Vision Strategy Articulation Traffic Light Charts JP Morgan/Chase CSPB Goldman Sachs Merrill Lynch Citigroup-SSB Brand Financial strength Scale/distribution capacity Cross sales leverage Management capability Open platform progress Adoption of technology Structured product capability Segment focus Service capability European wide intent European understanding Overall Deutsche PB HSBC ABN Amro Julius B?r Vontobel Lombard Odier Pictet Strong Weak Average Bar Empty Bars Compare Compare 2 Multi Factors Time Series 产能与需求增长速度对比 +9.1%p.a. +6.2%p.a. 单位：TEU 产能 需求量 +1.7%p.a. +18.9%p.a. +7.3%p.a. -6.4%p.a. 108万 机会成本 营运所产生的机会成本 产生的费用 管理人员所支出的费用 材料成本 费用 折旧 综合成本 成本 投入成本 机会成本 THANK YOU SUCCESS * * 可编辑 * This shows our implementation model for rapidly identifying the company’s needs, and