@贝恩价值链分析方法

Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Value Chain,bc,CHI,Copyright 1998 Bain & Company, Inc.,Value Chain Analysis,Bc,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,bc,CHI,Copyright 1998 Bain & Company, Inc.,Value Chain Analysis,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Value Chain,bc,CHI,Copyright 1998 Bain & Company, Inc.,Value Chain Analysis,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Value Chain,bc,CHI,Copyright 1998 Bain & Company, Inc.,Value Chain Analysis,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Value Chain,bc,CHI,Copyright 1998 Bain & Company, Inc.,Value Chain Analysis,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Value Chain,bc,CHI,Copyright 1998 Bain & Company, Inc.,Value Chain Analysis,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Value Chain,bc,CHI,Copyright 1998 Bain & Company, Inc.,Value Chain Analysis,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Value Chain,bc,CHI,Copyright 1998 Bain & Company, Inc.,Value Chain Analysis,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Value Chain,bc,CHI,Copyright 1998 Bain & Company, Inc.,Value Chain Analysis,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Value Chain,bc,CHI,Copyright 1998 Bain & Company, Inc.,Value Chain Analysis,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Value Chain,bc,CHI,Copyright 1998 Bain & Company, Inc.,Value Chain Analysis,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Value Chain,Author: Tom Macina,Reviewers: Scott Bender, Peter Fisher, Cyrus Villa, Ammar Maraqa,bc,Value Chain,March 1998,Copyright 1998 Bain & Company, Inc.,1,Agenda,The concept,Value Chain methodology,Example,The Concept,Value chain analysis is a systematic method for disaggregating a firm or industry into its major discrete activities to understand sources of competitive advantage,Value chain analysis can be used to identify opportunities to,gain cost advantage/improve performance,increase competitive differentiation,Value chain analysis is an analytical tool which can help provide clarity to consultants and clients,allows distinct boundaries to be drawn across business (or industry) process,allows consultant to clearly evaluate and prioritize activities on which to focus,facilitates client understanding,Generic Value Chain,Successively finer disaggregations of activities are made to expose differences important to competitive advantage,The generic value chain consists of six general activities.,Tech., R&D,Purchasing/,Inbound,Logistics,Manufact-,uring/,Operations,Marketing&,Sales,Distribution/Outbound,Logistics,Service,Common Uses,Value chain analysis can be used as an analytical tool in two general situations.,Value Chain Analysis,as a tool for,Competitive Advantage,Cost Analysis/Performance Improvement,Competitive Positioning,RCP,Re-engineering,Business definition,VMR/Industry collaboration,Competitive differentiation,Drawing business boundaries,Distribu-tion/,Outbound,Logistics,Service,Value Chain Scope,The scope of the value chain depends largely on the purpose for which the tool is being used.,System or Industry Value Chain:,Firm Value Chain:,Major Activity Value Chain:,Tech.,R&D,Purchas-ing/,Inbound,Logistics,Manu-,facturing/,Operations,Marketing&,Sales,Material,Preparation,Conversion,Final,Assembly,Quality,Assurance,Packaging,Inputs,(Supplier),Conversion,(Manufacturer),Distribution,(Distributor/,Retailer),Consumption,(End-User),VMR,Cost Analysis,Process,Re-engineering,Cost Analysis,Sample Use,When to Use Value Chain Analysis,Cost Analysis/RCP,Process Re-Engineering,Business Definition,VMR/Industry Collaboration,Competitive Positioning,Map Major Activities,Map Sub-Activities,Always,Sometimes,Unlikely,Agenda,The concept,Value Chain methodology,Example,Value Chain Methodology (1 of 2),1. What are the activities?,2. Which activities are most critical?,3. Which critical activities provide the most opportunity? (Where is the most leverage?),Tech.,R&D,Purchas-ing/,Inbound,Logistics,Manu-,facturing/,Opera-tions,Marketing&,Sales,Distri-,bution/,Outbound,Logistics,Service,Tech.,R&D,Purcha-,sing/,Inbound,Logistics,Marketing,&,Sales,Distri-,bution/,Outbound,Logistics,Manu-,facturing/,Operations,Service,?,There are three steps in doing value chain analysis.,Value Chain Methodology (2 of 2),1. What are the activities?,?,Step one is determining the appropriate activities to map.,Determine key steps in designing, producing, marketing, delivering and supporting a product or service,Activities can be separated and grouped based on,different economics,processes using different people/equipment/technology,high or growing percentage of total cost,distinction in mind of customer,Helpful methodology in mapping out activities:,product flow,order flow,paper flow,Sanding/,Dusting,Manu-,facturing,Cutting,Packaging,Cooking,Forming,Wrapping,Bulk,Containers,Major Activities:,Sub-Activities:,Wrapping individual candies,Bagging individually wrapped candies for retail sale,Placing individually wrapped candies in bulk containers for delivery to retail outlets that sell loose candy,Find “break points” in the process flow,cooking through sanding all one continuous line,product conveyed to wrapping line,Packaging was actually separated into two activities, as there are two different product paths following wrapping,most process steps similar, however, suggesting a “packaging” grouping,Bagging,Drawing Activity Boundaries (Candy Co. Example),Value Chain Methodology (1 of 3),2. Which activities are most critical?,Step two is determining which activities are most critical.,Cost Analysis Case,Tech.,R&D,Purch-,asing/,Inbound,Logistics,Manu-,facturing/,Opera-tions,Market-,ing &,Sales,Distri-,bution/,Outbound,Logistics,Service,5%,35%,30%,15%,10%,5%,What are cost drivers?,Explanation:,Percent of total cost:,Allocate costs to each major activity,Determine which activities account for the greatest portion of total cost,Value Chain Methodology (2 of 3),Competitive,Positioning Case,Tech.,R&D,Purch-,asing/,Inbound,Logistics,Manu-,facturing/,Opera-tions,Marketing&,Sales,Distri-,bution/,Outbound,Logistics,Service,Which criteria drive customer decisions?,Customer importance scale,(1=low, 7=high),Product Innovation,Reliability,Brand Image,Speed of Delivery,Responsiveness,Explanation:,Determine relative importance of each activity in mind of customer,Determine which activities drive purchase decision,Price,4.0,6.3,4.8,6.0,5.1,4.7,Manu-,facturing/,Operations,Value Chain Methodology (3 of 3),Step three is determining which activities provide the most opportunity.,3. Which critical activities provide the most opportunity?,Tech.,R&D,Purch-,asing/,Inbound,Logistics,Market-,ing &,Sales,Distribu-,tion/,Outbound,Logistics,Manu-,facturing/,Operations,Cost Analysis Case,Competitive,Positioning Case,Where is greatest relative opportunity to improve cost structure?,Where is greatest relative opportunity to improve performance/create gap relative to competitors?,Tech.,R&D,Purcha-,sing/,Inbound,Logistics,Distribu-,tion/,Outbound,Logistics,Market-,ing &,Sales,Service,Service,Explanation:,Explanation:,Determine which costs are most controllable,e.g., raw materials costs,may,be largely commodity,Determine where largest relative performance gap lies,relative to competitors,relative to internal comparables,Determine where largest relative performance gap lies,relative to customer expectations,relative to competitors,Agenda,The concept,Value Chain methodology,Example,Ace Consumer Products,Background:,Ace Consumer Products was a weak number three in the U.S. Ketchup market,Division losing money, losses accelerating,Complication:,Business interlinked with other operations - cant be closed or divested,Question:,What cost reductions can be done to restore profitability?,Value Chain Methodology,1. What are the activities?,2. Which activities are most critical?,3. Which critical activities provide the most opportunity?,Tech.,R&D,Purch-,asing/,Inbound,Logistics,Manu-facturing/,Opera-tions,Market-,ing &,Sales,Distribu-,tion/,Outbound,Logistics,Service,Tech.,R&D,Purch-,asing/,Inbound,Logistics,Market-,ing &,Sales,Distri-,bution/,Outbound,Logistics,Manu-,facturing/,Operations,Service,?,Service,Ketchup Value Chain,ActualValue Chain,Purchasing/,Inbound,Logistics,Manu-,facturing,Packaging,Marketing,Sales,Distribution/,Outbound,Logistics,Generic Value Chain,Tech.,R&D,Purchasing/,Inbound,Logistics,Manu-,facturing/,Operations,Marketing&,Sales,DistributionOutbound,Logistics,In this consumer products example, R&D and service were removed as major activities, packaging was broken out separately, and marketing & sales were separated.,Very little investment in product formulation,not a major activity,Raw materials substantial, but largely commodity,major activity,Packaging critical for consumer products,packaging broken out separately,Brand building through marketing and sales force very discrete,marketing and sales separated,Captive fleet distributes to customer warehouses,major activity,Product support (800#) minimal and handled centrally with other product lines,not a major activity,Value Chain Methodology,1. What are the activities?,2. Which activities are most critical?,3. Which critical activities provide the most opportunity?,Tech.,R&D,Purch-,asing/,Inbound,Logistics,Manu-,facturing/,Operations,Market-,ing &,Sales,Distribu-,tion/,Outbound,Logistics,Service,Tech.,R&D,Purcha-,sing/,Inbound,Logistics,Market-,ing &,Sales,Distribu-,tion/,Outbound,Logistics,Manu-,facturing/,Operations,Service,?,Ace Consumer Products,100%,80%,60%,40%,20%,0%,Percent of Total,Other,Vinegar,Propylene glycol,Sugar,Onions,Tomato,Other,Variable manufacturing,Depreciation,Mainten- ance,Labor overhead,Direct labor,Other,Labels,Bottle,Group administration,R&D,Division admin.,HQ and systems,Operating margin,Other operating and administrative,Wages,Variable,Fixed,$0.20,$0.40,$0.60,$0.80,$1.00,$1.24,Cost per Eight Ounce Bottle,Price to consumer ($1.08),Raw,Packaging,Other,Overhead,Promotion,Consumer,Media,Marketing,Profit,Retailer,Deals,Outbound freight,Period distribution,Warehousing,Redistribution,Distribution,Manufacturing,Allocations,Raw materials, manufacturing, packaging and marketing drive total cost.,Sales,Value Chain Methodology,1. What are the activities?,2. What activities are most critical,3. Which critical activities provide the most opportunity?,Tech.,R&D,Purcha-,sing/,Inbound,Logistics,Manu-,facturing/,Operations,Market-,ing &,Sales,Distribu-,tion/,Outbound,Logistics,Service,Tech.,R&D,Purcha-,sing/,Inbound,Logistics,Market-,ing &,Sales,Distribu-,tion/,Outbound,Logistics,Manu-,facturing/,Operations,Service,?,Relative Cost Position - Methodology,Drivers,Competitive Cost,Sources,BAR/LNA,Leemis,Alumni interviews,Benchmarking was critical to understanding where the largest opportunities were.,Material usage,OH structure,Advertising,Promotion,Wage rates,Benefit structure,Productivity,Reverse engineering,Plant surveys,Alumni interviews,Client plant reports,Commodity markets,63.2 per 8oz.,Allocations,Sales,Marketing,Distribution,Packaging,Manufacturing,Raw,$0.00,$0.10,$0.20,$0.30,$0.40,$0.50,$0.60,$0.70,Cost to Land 8oz. Bottle in Retailer Warehouse (Cents),Client product reports,Cost Variance,5.5,5.0,18.4,Manufacturing turned out to be the activity with the greatest relative cost disadvantage.,Ketchup,133%,120%,100%,80%,60%,40%,20%,0%,0%,20%,40%,60%,80%,100% = 830MM pounds,Total Ketchup Capacity,Product Type,It was the low level of capacity utilization that created sizable manufacturing cost disadvantages.,Average annual utilization,13 week Peak period utilization,Average capacity,7 day 20 hours per day,Consolidation Savings,Consolidating from six plants to four would save $3.9MM annually.,$3.9MM,Consolidating two plants has on-going savings impact of $3.9MM,