07lc modell advantage что это

Покупка авто

Те кто читали прошлый пост, знают как мы пришли к выбору X1. Теперь о главном).
На тесте машина понравилась, понравилась внешне понравилась в салоне. Спокойно пошли домой, открыли конфигуратор и тут началось(.

Машину выбирали по принципу — я кошелек, любимая-покупатель.
Основные требования- это комфортный доступ. Соответственно под этот выбор только две комплектации M-sport и Advantage Plus. M sport конечно поинтересней будет. Но следующее пожелание убило эту комплектацию. Покупатель захотел СВЕТЛЫЙ салон, та дам, светлый салон, это только на кожзаме и только Advantage Plus, я не буду перечислять все плюшки М пакета, которые ты теряешь при выборе Адвантажа, скажу о основной, с которой я точно не смерюсь, так это отсутствие опции "Пакет светотехники", ни в комплектации, ни в допах((((. При этом мою любимую это не смутило), светлый салон ей в приоритете. В последствии я признал что она сделала правильный выбор. Опция которую мы докинули в допы и с которой мы оба согласны. Это электропривод передних сидений с памятью для водителя. Тут все просто, в семье два водителя, тем более для меня вообще проблема после жены настроить себе сидение. Но следующая хотелка меня немного обескуражила))))). Увидели в допах "Панорамную крышу"). И все, без панорамы ну ни как, сейчас, когда машина уже на руках, я считаю что это правильный выбор, но тогда я охреневал и от стоимости и от вообще такого желания. Ну да ладно, что не сделаешь).
Определились, заказали в итоге вот что.

Модел: 11AD X1 xDrive18d
Цвет: B39 Серый минерал
Вн обшивка: KCCX Sensatec "Устричный" ö "Черный

Выбор: 0161 Стандарт EU5
01AG Увеличенный объем бензобака
0205 Автоматическая коробка передач Steptronic
023E 17" легкосплавные диски V-spoke style 560
0248 Обогрев рулевого колеса
0249 Мультифункция рулевого колеса
0255 Спортивное кожаное рулевое колесо
02VB Датчик давления в шинах
02VG Cистема Performance Control
0300 Аварийное запасное колесо
0313 Пакет внешних обогреваемых, складывающихся зеркал с электроприводом
0316 Автоматический привод багажника
0322 Комфортный доступ
03AA Направляющие для багажника на крыше черные
03AG Камера заднего вида
0402 Панорамная стеклянная крыша
0423 Велюровые коврики
0428 Знак аварийной остановки
0430 Пакет зеркал заднего вида
0431 Неослепляющее внутреннее зеркало заднего вида
0459 Электрорегулировка передних сидений с функцией "Память" для сиденья водителя
0470 Крепления для дет.сидения ISOFIX напере д. пассаж. сидении, вкл. отк. под. безоп
0473 Передний откидной подлокотник
0493 Дополнительные приспособления для размещения вещей в салоне
0494 Подогрев передних сидений
04LU Декоративные планки ö ‘Глянцевый Черный’ с акцентными вставками "Жемчужный Хром"
0508 Сигнализация аварийного сближения при парковке (спереди и сзади)
0534 Автоматический контроль климата
0544 Динамический круиз-контроль
0548 Спидометр с обозначением километров
05A1 Светодиодные противотуманные фары
05A2 Светодиодные фары
05DD Домкрат и гаечный ключ
05DP Парковочный ассистент
0676 Аудиосистема Hi-Fi
06AE TeleServices
06AF Функция интеллектуального экстренного вызова
06AK Сервисы BMW ConnectedDrive
06AM Информация о дорожной ситуации онлайн
06AN Консьерж-сервис
06AP Дистанционное управление автомобилем
06UD Голосовое воспроизведение на русском языке (для навигации)
06UN Navigation
0701 Региональный код 5 для DVD
07CG BMW Repair Inclusive
07LC Model Advantage
07S9 Пакет услуг ConnectedDrive
0842 Исполнение для стран с холодным климатом
0891 Русский/Сервисная книжка
08KK Интервал замены масла 15.000 км/18 мес
08LR Специфическая для России опция
08S3 Закрывание центрального замка при началедвижения
08SD Страны с плохим дорожным покрытием
09AA Внешний защитный слой

Мест. упаков: ZG3 Advantage Plus

Думаете это конец? Ошибаетесь). Машину ждали 4 месяца, естественно пока ждешь. собираешь об авто всю информацию, смотришь ролики на ютубе и тут как раз случилось следующее.

В большинстве роликов на ютубе, Х1 в комплектации X-Line, основное отличие-это обилие хрома и всяких остальных блестючек на авто).

Advantage Plus

X-Line с сайта BMW.de

X-Line

Есть такое подозрение, что у любимой были цыгане в роду, очень ей понравилось вся эта бижютерия). Только вот кто-то там на верху решил, что ни к чему нам такая комплектация. И расстроилась она жутко(, мол как так? Им можно? А нам нельзя? Короче растаял я и пообещал ей что будет тебе X-line.
Но это уже другая история). Особо внимательные заметят, что уже двигаемся в этом направлении).

McKinsey 7s Model

Definition: McKinsey 7s model can be termed as an internal assessment tool for business organizations. It determines the organizational effectiveness by examining the alignment of the seven essential elements (i.e., hard elements – systems, strategy, structure; and soft elements – share values, staff, style, skills) with the core values of the entity.

Robert Waterman, Richard Pascale and Tom Peters introduced the concept of 7s framework in the year 1970. They were employed as consultants in McKinsey Consulting firm at that time. Thus, the tool was named McKinsey 7s model.

Content: McKinsey 7s Model

Elements of McKinsey 7s Model

An organization comprises of different aspects, the functioning of which defines the organizational strengths or weaknesses.

Thus, this framework consists of seven such crucial factors. Moreover, these can be broadly bifurcated into the following two categories:

Hard Elements

The elements which can be easily recognized and treated by the management in case of any issues are known as hard elements. This model states the following three hard components of an organization:

Strategy

A strategy is a set of actions formulated by the management, keeping in view the long term organizational objectives.

The company must be prepared in advance to cope up with the market competition. The organizational strategies should be in synchronization with the company’s vision, goals, values and mission.

The McKinsey 7s model provides the following checklist for the alignment of organizational strategy:

The above figure lists some questions whose answers must be known to the management.

It, therefore, explains the plan formulated and enlist the ways of attaining the organizational goals, handling the market competition, coping with changing consumer demands and dealing with the business environment problems.

Structure

The organization’s roles, responsibilities, authority and hierarchical arrangement determine its structure.

It defines the level of accountability and answerability of each personnel. It clearly states that who will report to whom, defining the superior-subordinate relations within the company.

The checklist for the organizational structure includes:

Thus, clarifying the team division, hierarchical structure, inter-department coordination, team arrangement or alignment, level of centralization and line of business communication.

Systems

The methods, procedures and process which forms the base of carrying out the routine business operations are termed as an organizational system. For instance, accepting only cash payment is a system in some organizations.

McKinsey model helps the management to set standards for regular decision making. Thus, it emphasizes on designing and establishing a robust system.

Given below is the checklist for this element:

Here, ascertainment of an organizational system in terms of security, human resource, finance and communication takes place.

Also, the control and evaluation mechanism of these systems, along with the internal tracking process is carried out.

Soft Elements

On the contrary, soft elements are complex and dynamic. These factors, usually define the organizational culture.

This model highlights the four essential soft elements which are explained in detail below:

Shared Values

This element can be entitled as the foundation of an entity. Shared values are the standards, principles, believes and norms set by the organization as guidelines for its people.

It is the core of any business, to better understand this element, go through its given checklist:

The answers to the above questions highlight an organization’s core values, corporate culture, the potential of the set values and fundamental or foundation values.

Style

In simple terms, style refers to how leadership and management of an organization are carried out to attain organizational goals.

The checklist comprises of the following questions:

Here, we can find out the level of employee participation in decision making allowed by the management style.

Also, an organization’s leadership effectiveness, employees’ competencies and team efforts can be determined.

Staff

The composition of different personnel, engaged in carrying out various operations within the company, are unanimously called staff.

The organization essentially needs to place its personnel at the right positions to ensure optimal resource utilization.

The checklist under the McKinsey framework for this element is:

It brings into notice the team specialization, positions available within a team and areas of incompetencies.

Skills

The competencies or abilities of efficiently performing a particular task is termed as skills.

An organization has to find out the strengths and weaknesses of its personnel by adequately understanding their skills set.

Following checklist enlightens us on this element:

This factor analyzes the most active team skills, loopholes in the skills set, team strength, team abilities and ways to evaluate the personnel skills.

Application of McKinsey 7s Model

Is the McKinsey 7s model practically applicable? If yes, how can we use it in a real business situation?

Yes, this framework is beneficial when it comes to internal business. Let us see the step by step functioning of this tool:

1. Firstly, the management needs to find out the problem area, which requires the application of this model.
2. The next step is to make sure that the organizational design is optimal. Also, through research and benchmarking, the level of alignment of the seven elements with this corporate design is ascertained.
3. After analyzing the degree of alignment among the seven elements, the management has to outline the areas which demand change or needs to be reorganized; along with the kind of modification required.
4. Next comes the successful implementation of the planned change with the help of experienced personnel, for acquiring effective outcomes.
5. As we already know that these elements improvise from time to time, thus, they should be regularly assessed, to maintain the organizational efficiency.

Advantages of 7s Model

This model has been successfully applied by many known business entities to bring efficiency in their operations.

Let us now understand the various benefits of McKinsey 7s framework, which makes it a popular tool in the business world:

• When the essential components of the firm are aligned with its vision, the organization can achieve the desired objectives in a better way.
• It helps in bringing the various departments and processes in sync with each other, especially when mergers or acquisition takes place.
• It also facilitates the systematic application of the policies, regulations and strategies framed by the top management.
• The management can analyze the effects of changing corporate culture, policies, strategies, structure, technology over the organization.
• It is a broad approach since it inspects each of the seven elements and their correlation with each other.
• This model is not only theoretically developed but have been practically tested and applied for managing business organizations.

Disadvantages of 7s Model

The McKinsey 7s model is though helpful for the achievement of corporate goals; it consumes a lot of time and efforts of the managerial personnel, hampering the other activities.

There are certain other limitations of this approach, which are discussed below:

• The conclusion of the analysis sometimes does not have a proper factual backing.
• There are possibilities that the management may overlook some of the minute facts while framing or implementing the strategies.
• When it comes to the accomplishment of strategies, the analyst fails to explain such application clearly.
• It is a stagnant framework, especially in the short-term, since its result cannot be analyzed so soon.
• It is difficult to evaluate the degree of suitability of this model in a business organization.
• This framework emphasizes on the analysis of the organization’s internal factors, neglecting the external factors which substantially affect the business operations.

Conclusion

The McKinsey 7s model has positioned the shared values at the centre of the framework and the rest of the six elements around it.

This is because the 7s tool strongly believes that the organizational values hold significance in nurturing a business where all the other aspects are framed in alignment with this factor.

07lc modell advantage что это

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07lc modell advantage что это

Change agents can effectively implement the McKinsey 7-S model using a top-bottom approach.

You must identify which elements of the 7-S framework you need to realign to improve organizational performance or to maintain alignment and performance during other changes such as restructuring, process improvement , a corporate merger, new software implementation , or a leadership change.

Here are the following action items to consider before applying the 7-S model:

1.Identify the Gaps and Unaligned Processes

Identify the gaps and inconsistencies in your organization’s existing business processes and list out the unaligned areas, as well as what needs to change to restore the effective balance.

2. Determine the Ideal Organizational Design

This step is research-intensive and requires change leaders to find the sweet spot where management’s vision of an optimal organizational design aligns well with the sentiments across the rest of the team members.

3. Create an Effective Action Plan

After identifying the outliers, change agents must create a detailed implementation plan. The action plan should include required changes to the organization’s hierarchy, the communication flow, and reporting relationships, which will allow the company to achieve the desired organizational design.

4. Implement the Change

The change implementation stage is the most critical stage of any change initiative, and only well-implemented changes will avoid resistance to change and prevent overall change failures. You should identify internal change agents or hire change consultants best suited to implement your changes.

5. Maintain the Momentum with Continuous Review Processes

These seven elements are highly dynamic and change constantly. Therefore, practitioners must track these elements and their impact on one another to maintain the momentum of change.

Examples of the McKinsey 7s Model in Action

The practical applications of this model including both the failure & success of organizational change projects can be seen by studying the following corporate examples:

1. Nokia

From initially being a mobile phone industry pioneer, to drastically losing market share, and finally getting acquired by Microsoft, Nokia’s journey of change failure can be explained using the 7-S framework.

Strategy: Nokia faced a dilemma and had to optimize costs and volume, enhance performance, and maximize security. Nokia opted for a cost-leadership approach and failed miserably on its innovation and performance fronts.

Structure: Nokia had a top-down line of hierarchy where employees were working in silos with limited communication. To compete with the likes of Apple, Nokia should have opted for an agile and decentralized structure, along with a collaborative approach.

Systems: Nokia considered agility and being nimble as its key competitive advantages. With a skilled workforce, Nokia was in a position to innovate its products and increase operational efficiency.

Skills: Nokia had a pool of highly-skilled engineers and initially designed highly efficient mobile phones. There wasn’t any skill gap weighing them down.

Staff: During 2007-2010, Nokia surprisingly removed the CTO position from top management, leading to extremely high attrition rates. New hires weren’t properly skilled, to begin with, causing the downfall of Nokia as a cutting-edge brand.

Style: Due to the low technical competence of leaders, employee morale was low. Instead of bringing in people with the right backgrounds to further company innovation and growth., Nokia needed transformational change leadership to help with technological advancement and cutting-edge designs.

Shared Values: The core values of the company enabling business performance were Respect, Achievement, Renewal, Challenge.

2. McDonald’s

Here’s how the fast-food giant leverages McKinsey’s 7-S model for driving organizational change:

Strategy: McDonald’s gained a significant market share through its cost-leadership approach. Additionally, it sets clear SMART goals to achieve the long-term and short-term vision.

Structure: Unlike other multinational coporations (MNCs) with complex hierarchical structures, McDonald’s has a flat structure where a store manager manages its employees. Employees work as a close-knit team and have easy access to the senior management if required.

Systems: McDonald’s is known for constantly innovating to reduce the wait time and make its entire production and supply chain more efficient – such as its new McDonalds app and self-ordering kiosks.

Shared Values: McDonald’s aims to have a high level of integrity, serve a wide range of customers, hire employees from different backgrounds, encourage teamwork, and finally, give some profits back to the community with its core values: Serve, Inclusion, Integrity, Community, and Family.

Style: McDonald’s leverages a participative leadership style where seniors engage with employees at different levels to seek their feedback to improve operations and resolve conflicts.

Staff: With over 210,000 employees, McDonald’s is one of the largest employers in the world. It believes in the concept of diversity and works towards employee satisfaction.

Skills: McDonald’s regularly trains its employees to provide an unparalleled customer experience and handle objections.