【正文】
00 01 02 03 Company D 00 01 02 03 Criterium .. Criterium .. Criterium .. Criterium .. Criterium .. Criterium .. Criterium .. strong weak Subtitle es here 13Mar22 35 Timeline Week number Starts on Milestone Milestone Milestone Milestone Subtitle es here 13Mar22 36 Value Chains Loose Arrows ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... Subtitle es here 13Mar22 37 Value Chains Touching Arrows Subtitle es here 13Mar22 38 Interrelated Stages ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... Subtitle es here 13Mar22 39 Movements ..... ..... ..... ..... ..... Subtitle es here 13Mar22 40 Circle Overlapping Arrows ...... ...... Virtuous Vicious Subtitle es here 13Mar22 41 Circle Integrated Arrows ..... .... .... .... .... .... .... ..... .... .... .... .... .... .... Virtuous Vicious Subtitle es here 13Mar22 42 Closed Loop .... .... .... .... .... Subtitle es here 13Mar22 43 Process Ending in a Closed Loop Subtitle es here 13Mar22 44 Wheel of Fortune Subtitle es here 13Mar22 45 Puzzle Four Pieces Fitting Together Subtitle es here 13Mar22 46 Puzzle Five Pieces Fitting Together Subtitle es here 13Mar22 47 Puzzle Pieces Not Fitting Together Subtitle es here 13Mar22 48 Puzzle Pieces Might Fit Together Subtitle es here 13Mar22 49 Circles of Influence Subtitle es here 13Mar22 50 Circles Overlapping Subtitle es here 13Mar22 51 Expansion .... .... .... .... ? .... ? ..... ? .... ? ..... ? .... ? ..... ? .... ? ..... Subtitle es here 13Mar22 52 Cube Subtitle es here 13Mar22 53 Funnels Subtitle es here 13Mar22 54 Building blocks Subtitle es here 13Mar22 55 Spectrum ..... ..... ..... ..... ..... ..... ..... Low High Subtitle es here 13Mar22 56 Balance ..... ..... Subtitle es here 13Mar22 57 Cross ..... ..... ..... ..... Subtitle es here 13Mar22 58 Pyramid ....... ..... ..... Subtitle es here 13Mar22 59 History x x x x x 2022 Subtitle es here 13Mar22 60 Trackers Place in Top Right Corner of Slide Subtitle es here 13Mar22 61 Strategy Development The Loop CAPITAL MARKET MANAGED PERFORMANCE Strategy Execution Strategy Formulation Dynamic Strategy COMMERCIAL MARKET STRUCTURE amp。 Steps 13Mar22 信息系統(tǒng) 管理數(shù)據(jù) 業(yè)務(wù)流程 管控模式 信息系統(tǒng) 管理數(shù)據(jù) 業(yè)務(wù)流程 管控模式 Matrix 13Mar22 Project 13Mar22 Highlevel Flow Chart 13Mar22 Factors amp。56 million 5 OMS Basic proposition Inherently attractive Inherently unattractive 13Mar22 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 G H K L Internal risks Project risks Market risks 13Mar22 Root Cause Analysis 80% 20% 13Mar22 Scenario Development 13Mar22 Sector Chart = $1 billion revenue, 2022 Company E Relative Market Share Real Annual Growth (%) 20% 10% 0% 10% 20% 30% 40% 1X 2X Company F Company C Company B Company K Company A Company G Company H Company I Company J Company D Sector CAGR = % ABC Sector, 1996 2022 13Mar22 Strategy Articulation Map Battlegrounds Key initiatives Necessary petitive advantages Vision 13Mar22 Strategy Articulation 13Mar22 Traffic Light Charts 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 Strong Weak Average 13Mar22 Bar 2 0 . 42 7 . 49 0 . 02 0 . 43 8 . 63 4 . 63 1 . 64 5 . 9 4 3 . 93 0 . 6454 6 . 91 s t Q t r 2 n d Q t r 3 r d Q t r 4 t h Q t r13Mar22 Empty Bars 4 0 . 2 714 . 6 73 . 7 53 . 2 53 . 0 22 . 9 5156 . 6 31949197919801988198919961997 1998 1999 2022 2022 S u m m a r y13Mar22 Compare 26%22%26%20%25%28% 27%26%2022 202213Mar22 Compare 2 7,7007,0005,2504,6503 , 6 0 03 , 0 5 02 , 6 3 04 , 2 5 09 1 1 之前 9 1 1 之后VLCC 蘇伊士 阿芙拉 靈便型13Mar22 產(chǎn)能與需求增長速度對比 9 6 . 9160230238759 7 . 51 4 8 . 513005010015020025090 93 99 01+%. +%. 單位: TEU 產(chǎn)能 需求量 +%. +%. +%. %. 108萬 13Mar22 ? 機會成本 ? 營運所產(chǎn)生的機會成本 ? 產(chǎn)生的費用 ? 管理人員所支出的費用 ? 材料成本 ? 費用 ? 折舊 綜合成本 成本 投入成本 機會成本