普华永道：战略分析框架

Title,SC111898KR-Sydney,99, 1998, PricewaterhouseCoopers L.L.P.,Strategy Practitioner Tools,Core Tools,October 1999,0, 1998, PricewaterhouseCoopers L.L.P.,DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf,Table of Contents,1ANALYSIS PLAN,2BREAKTHROUGH MODEL,3COMPETITIVE BENCHMARKING,4COMPETITIVE POSITIONING,5CORE COMPETENCTY ANALYSIS,6CUSTOMER SEGMENTATION,7EXPERIENCE CURVE,8FINANCIAL MODELING,9FIT VS. ATTRACTIVENESS MODEL,10FIVE FORCES ANALYSIS,11GANTT CHART,12GAP ANALYSIS,13GROWTH SHARE MATRIX,14INDUSTRY VALUE CHAIN ANALYSIS,15ISSUE TREE/ISSUE MAP,16KEY PERFORMANCE INDICATORS,17MARKET PROFITABILITY,18PORTFOLIO ANALYSIS,19REAL OPTIONS/STRATEGIC OPTION,20SCALE CURVE,21SCENARIO ENVISIONING,22SENSITIVITY ANALYSIS,23SEVEN S FRAMEWORK,24STAKEHOLDER ANALYSIS,25SWOT,26VALUE BASED MANAGEMENT,27VALUE CHAIN ANALYSIS,28VALUE TREE,29 VOICE OF THE CUSTOMER,Analysis Plan Summary,The analysis plan details a problem-solving process and specific analysis which must be developed to assess a hypothesis. The analysis plan must be flexible and that the analyses to be conducted and the deliverables to be produced may change during the course of the project.,Analysis Plan,CLIENT EXAMPLE: HYPOTHESIS/ANALYTICAL PLAN,Hypothesis,Analysis,Info. Required,Info. Source,End Products,Overall Hypothesis,Organizational philosophy needs to be modified,Supporting Hypothesis,Existing organization does not adequately support the business strategy,Define business system, operating environment,Define CSFs, organizational requirements along business system,Define how existing organization supports business system, CSFs,Key activities, processes by LOB,CSFs along business system by LOB,Existing organizational elements impacting business system,Management interviews,Secondary research,HR documents,Business System Diagrams,Activity,CSF,Even after adjusting for asset write-up, financial performance has not met corporate expectations or competitive standards due to an inappropriate organization (and cost) structure,Financial performance vs. competitors, budget/plans,Overview of cost structure (e.g., fixed vs. variable costs),ROA, NI adjusted for asset write-ups,Historic and projected financial data,Asset write-up information,Summary cost, volume info for production units,Annual reports, 10Ks, 10Qs, etc.,Company financial reports,Financial department interviews,Financial Metrics,The increasing complexity of business and the evolving importance of, and coordination required between specialized expertise requires changes in the decision-making process and information flows,Define actual vs. perceived vs. “real” organization chart, decision-making process/responsibilities; identify gaps,Define expertise, info required to make decision, organizational requirements,Define evolving nature of organization and information flows,Key decisions,Key individuals involved in decision-making process,Information flows,Management interviews,Organization charts,Memos/documents on management processes,System flow charts,Data/Info Flows,Org Charts,Approach,Analysis Plan,When To Apply,When it is necessary to lay out problem-solving process in depth/detail and identify the analyses which need to be undertaken to validate the selected hypotheses,Define an issue on which a specific action depends and phrase it as a “yes” or no” question,Establish a hypothesis: a statement of likely resolution of the issue including the reasons for answering “yes” or “no”,Develop an analysis statement that outlines the “models” that will be explored in order to prove or disprove the hypothesis,Identify the likely location or means of obtaining data to accomplish the analysis,Develop end products (presentations) to graphically represent the output of the analysis,Citations - Client and Industry Experience,Analysis Plan,Compaq/Technology/Vasu Krishnamurthy,Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy,Post Office Counters Ltd./Transportation Services/KIT,database,PwC MCS/Consulting/Vasu Krishnamurthy,United Airlines/Travel/Vasu Krishnamurthy,Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition,Source List,Breakthrough Model Summary,The Breakthrough model focuses attention on most substantial opportunities for creating value for customers and shareholders.,Breakthrough Model,External,Internal,Industry,Company,Trends in the,economic,environment in,which the markets,exist,Best practices,across this and,similar industries,Market/product,strategy and basis,for competition,Capabilities of the companys,people, processes,technology, systems and,structure,1,2,3,4,Market/Product,Repositioning,Industry,Transformation,Enterprise,Alignment,Best Practice,Performance,Approach,Breakthrough Model,When To Apply,Utilize the Breakthrough model to identify and categorize all opportunities to create substantial incremental shareholder value.,When creating a Breakthrough model, the following criteria should be considered:,Summarize all opportunities to improve business performance from other analyses,Categorize them into four groups:,Enterprise alignment,Best practice performance,Market/product repositioning,Industry transformation,Determine approximate economic value of each type of strategy,Citations - Client and Industry Experience,Breakthrough Model,Non-PwC:,Toyota: the lean production system,Frito,-Lay: end-to-end supply chain,management and the use of,advanced technology, Intel: high velocity product,development, A: Internet based,channels of distribution,on behalf of shareholders.,Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking”,Source List,Competitive Benchmarking Summary,Competitive Benchmarking is used to identify and measure the factors that determine why a process has specific cost, quality or timing attributes and incorporate the best practices into an actionable change plan. It does so in part, by comparing a companys performance in key areas with respect to its competitors performance.,Examples of presenting Competitive Benchmarking findings:,Competitive Benchmarking,Months,Home Goods,Perishables,Apparel,Average = 6.7,= Maximum,# = Average or Most Common,= Minimum,0,2,4,6,8,10,12,14,16,18,20,A,B,C,D,E,F,G,I,J,K,L,M,N,NEW PRODUCT DEVELOPMENT CYCLE TIME,Best Practices,3.5,5.0,4.5,6.5,13.5,5.0,6.0,9.0,7.0,6.0,10.5,6.0,4.5,Approach,Competitive Benchmarking,When To Apply,While not a comprehensive comparison, Competitive Benchmarking illustrates the efficiency of specific processes in comparison to a companys competitors. Select companies to benchmark against carefully - remember that companies outside the clients industry may be the best candidates. Ensure that data collected are comparable and the the right processes are benchmarked; those which have the biggest impact on customer service/satisfaction/value.,Examine the issues most important to the companys situation to determine whether roles, processes, or strategic issues,should by benchmarked,Identify key performance variables and determine which companies to use for comparison (both within companys,industry and outside the industry),For process benchmarking, determine the metrics to be measured; these can be key performance indicators (KPIs), or,other measurements,Establish data collection methodology (industry sources, on-line databases, on-site visits, phone interviews, survey,questionnaires, competitors, etc.),Measure client company performance,Measure performance of competitors and best practice leaders,Illustrate the spectrum of performances on an appropriate graph,Determine gaps and reasoning,Develop action plans/recommendation to address gaps,Implement actions and monitor progress,Citations - Client and Industry Experience,Competitive Benchmarking,Ball Corporation/Packaging /Vasu Krishnamurthy &,Mike Weiss,Motorola/Technology/Vasu Krishnamurthy,PwC MCS/Consulting/Vasu Krishnamurthy,United Airlines/Travel/Vasu Krishnamurthy,Paul Elkin, “Mastering Business Planning and Strategy: The,Power and Application of Strategic Thinking”,Liam Fahey, Robert M. Randall, “The Portable MBA in,Strategy”,Robert M. Grant, “Contemporary Strategy Analysis”, 3rd,Edition,Michael Gould, Andrew Campbell, Marcus Alexander,“Corporate-Level Strategy: Creating Value in the,Multibusiness Company”,Source List,Competitive Positioning Summary,Competitive Positioning analysis shows how a company is positioned in its industry relative to its competitors,Positioning Map,Example: Entertainment,High,Low,Low,High,Channel Strength,Content Strength,Intellectual property strength,Product strength,Low,Medium,High,Market Strength,Competitive Positioning,Approach,Competitive Positioning,When To Apply,To show clients that you understand their market and position. Can also be used to develop strategic recommendations.,STEP,DATA REQUIRED,SOURCE(S),1.Choose axes that are relevant to customer decision-making (first) and those which differentiate suppliers (second),2.Illustrate where competitors lie on map(s),3.Interpret map for strategic implications (e.g., clusters or open spaces),Information on industry as a whole,Information on competing companies strategies and positioning,Trade associations,Trade periodicals and publications,Information services,Analyst reports,Various companies annual reports and other public information,Interviews with competitor management,Industry experts,Citations - Client and Industry Experience,Competitive Positioning,Barclays Global Investors (BGI)/Banking/KIT database,Blue Cross/Insurance/Mike Weiss,Boots/Retail/KIT database,Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy,Giddings & Lewis/Machine Tool/Vasu Krishnamurthy,Osh Kosh B Gosh?SP/Retail/Mike Weiss,PwC MCS/Consulting/Vasu Krishnamurthy,Save & Prosper/Banking/KIT database,Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking”,Robert M. Grant, “Contemporary Strategy Analysis”,Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process”,Henry Mintzberg, James Brian Quinn, “The Strategy Process:,Concepts, Contexts, Cases”,Source List,Core Competency Analysis Summary,Core Competency Analysis provides a practical and systematic process to identify a companys core competencies and assess key competitive advantages.,Examples of Core Competency Models:,Core Competency Analysis,Marketing,Example: McDonalds,Customer,Refill Support,Sales/,Distribution,Other,Customer Service,Critical Strategic Capabilities (SC) - The capabilities in which a company is a leader. These capabilities are the source of competitive advantage.,Critical Enabling Capabilities (EC) - The capabilities in which a company is competitively equivalent to other market leaders. These capabilities are often the source of a barrier to entry.,Strategic/,Financial Planning,Technology,Development,Product,Development,Mfg/Joint,Venture,Core Competence (CC) - A competence which delivers a sustainable competitive advantage in current markets, provides access to a wide variety of markets, and makes a significant contribution to the perceived customer benefits of the end product.,Primary Capabilities (PC) - Minimum functional and technical requirements necessary to participate.,COMPETENCIES MODEL - FRAMEWORK,Fast, affordable, fun, family dining experience,Marketing and brand mgmt.,Training,Franchise mgmt.,Product innovation,BigMac recipe,High quality, low price product sourcing,Efficient operation,Hamburger preparation,Menu selection,Approach,Core Competency Analysis,When To Apply,Employ Core Competency analysis to evaluate a companys capabilities in each function of the value chain with a hierarchical model which identifies capabilities and the degree to which they provide competitive advantage and can be leveraged. Please note that there is a risk of defining too narrowly the market in which the client competes, thus focusing on the wrong competency requirements or a subset of the competencies required to effectively compete. It is key that those projects and programs that aim at developing core competencies should not be open to re-prioritization at a later stage.,Adhere to the following guidelines when analyzing core competencies and developing a Competencies Model - Framework:,Interview company senior management and business line management as well as competitor management,Define companys business system and activities performed within each function - Based on the total range of,capabilities identified, ask the questions:,Which ones do we have to be “good at”?,Which ones do we have to be “market/world leading at”?,Determine whether each activity is a primary capability, a critical enabling capability, a critical strategic capability, or a,core competence, based on the degree to which the activity provides competitive advantage and can be leveraged,Note that while all the identified capabilities will be critical to achieve the vision and strategy, the questions will help,distinguish core from non-core by invoking management attention and reflection in a systematic and structured manner,Citations - Client and Industry Experience,Core Competency Analysis,Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy,Giddings & Lewis/Machine Tool/Vasu Krishnamurthy,MetLife/Insurance/KIT database,PwC MCS/Consulting/Vasu Krishnamurthy,Save & Prosper/Banking/KIT database,David A. Aaker, “Developing Business Strategies”, 5th Edition,Robert M. Grant, “Contemporary Strategy Analysis”, 3rd,Edition,Michael Gould, Andrew Campbell, Marcus Alexander,“Corporate-Level Strategy: Creating Value in the,Multibusiness Company”,Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, “Strategy,Safari: A Guided Tour Through the Wilds of Strategic,Management”,Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal,“The Strategy Process”,Henry Mintzberg, James Brian Quinn, “The Strategy Process:,Concepts, Contexts, Cases,Source List,Establish,Segmentation,Objectives,Data,Assessment,Model,Construction,Build Closed Loop,Performance,Tool,What are the objectives of the segmentation? Better ROI, redistribute spending, change sales efforts?,What data is needed to meet the objectives?,How much of that data can be obtained internally? externally?,What data is essential to the segmentation?,What data can be a focus for further improvement in the future?,Define the variables of the model with accessible data?,Develop an analytical tool that utilizes the variables to determine a customer ranking or grouping (ie most ideal partner to most inefficient partner).,Refocus internal efforts based on segmentation outcome.,Establish a way to capture the key data needed to segment customer base.,Utilize the data on an ongoing basis to improve performance and continually reward the better performing customers.,Customer Segmentation Methodology,High level work flow for a customer segmentation,Customer Segmentation Methodology Summary,Customer Segmentation Summary,Customer segmentation is a division of a market into distinct groups of buyers who might require separate products and/or marketing mixes.,THE CONVERTER MARKET CAN BE SEGMENTED USING TWO VARIABLES: ECONOMIC RISK AND FABRIC INNOVATION,Hold inventory,Credit problem,Basic fabrics,“,Opportunistic” Strategy,Specialty products,Narrow customer base,Niche Strategy (specialized product to narrow customer base),Sell to manufacturers before fabric purchase,Established credit,Broad customer base,Basic fabrics,Low-Cost Strategy,Sell to manufacturers before fabric purchase,Established credit,Focused customer base,Novel fabrics (“fashion forward”),Differentiation Strategy (specialized product to broad customer base),Economic Risk,Inventory position,Credit status,Product mix,Customer base,Fabric Innovation,Percent novelties,Order size,Number of collections,High,Low,High,Low,Customer Segmentation,Approach,STEP,DATA REQUIRED,SOURCE(S),1.Identify segmentation variables and segment the market,a) Survey Stage: Conduct interviews/focus groups with consumers to gain insight into motivations, attitudes, and behavior,b)Analysis Stage: Apply factor analysis to data to remove highly correlated variables; apply cluster analysis to create a number of maximally different segments,2.Form segments by looking at consumer characteristics as well as consumer responses,a)Geographic Segmentation,b)Demographic Segmentation,c)Psychographic Segmentation,d)Behavioral Segmentation,Results from focus groups, interviews, and surveys,Customer characteristics: demographics, statistics, etc.,Focus groups, interviews, surveys,Company data,When To Apply,Applicable when it is useful to better identify marketing opportunities, to develop the right offering for each target market, or to be able to reach the target market in the most efficient manner possible.,Customer Segmentation,Citations - Client and Industry Experience,Customer Segmentation,Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy,General Mills/CIP/Johan Sauer,Giddings & Lewis/Machine Tool/Vasu Krishnamurthy,The Littlewoods Organization/Retail/KIT database,PwC MCS/Consulting/Vasu Krishnamurthy,Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking”,Robert M. Grant, “Contemporary Strategy Analysis”,Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process”,Source List,The Experience Curve forecasts future trends in cost/labor and determines the relative cost position of various competitors. The tool quantifies cost savings, theoretically achieved through experience gained in conducting a process.,Experience Curve Summary,The Experience Curve,EXPERIENCE CURVE FOR WIDGETS - PROJECTIONS,50,40,30,20,10,200,400,600,800,1000,2000,4000,Unit Volume,(Thousands),Unit Cost,($),1974,1975,1976,1977,1978,1979,1980,1981,1982,1983,1984,Slope 20%,Approach,Experience Curve,Creating the Experience Curve requires yearly accumulated production volume for the entire indicative and individual competitors, and the unit cost for the entire industry and competitors (use price data if cost data is not available.) Data can be secured from government agencies, trade associations, and from internal company data.,Step 1,Plot accumulated volume for different years against unit cost on a log/log scale (unit cost should be deflated by using a general index such as the GNP deflator, or specific indices for the various pars of cost such as materials and labor.),Step 2,Add a standard regression line to the graph.,CAVEATS:,Cost figures must be defined in the same manner by all sources of data. If company cost-accounting data is used, it may need to be adjusted for overhead allocations and other costs not considered to be part of the activity, process, or product under study. If price data is used pricing behavior of participants needs to be considered,Innovation within any functional area (e.g., product, process, distribution) can render the current experience curve useless as a strategy tool. Therefore, it is important to understand the environmental and customer trends in order not to rely too heavily on this analysis,The experience curve is only an analytical concept, and there is no guarantee that costs will actually decrease according to it. The company must actively manage costs down,When to Apply,The Growth Share Matrix may be overly simplistic, market share does not always correlate with profitability and not all businesses have the same asset intensity. Conclusions are sensitive to business and market definit