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单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,2021/2/8,#,Strategy Practitioner Tools,Core Tools,October 1999,1, 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,BallCorporation/Packaging /Vasu Krishnamurthy &,MikeWeiss,Motorola/Technology/VasuKrishnamurthy,PwC MCS/Consulting/Vasu Krishnamurthy,United Airlines/Travel/Vasu Krishnamurthy,PaulElkin, “Mastering Business PlanningandStrategy:The,PowerandApplication ofStrategicThinking”,LiamFahey, Robert M. Randall,“,“ThePortableMBA in,Strategy”,Robert M.Grant, “ContemporaryStrategyAnalysis”,3rd,Edition,Michael Gould,Andrew Campbell, Marcus Alexander,“Corporate-Level Strategy: CreatingValue inthe,Multibusiness Company”,Source List,Competitive Positioning Summary,Competitive Positioning analysis showshow acompany is positioned initsindustry relative toitscompetitors,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,WhenTo Apply,To show clientsthatyouunderstandtheir market and position. Can also beusedto developstrategicrecommendations.,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 GlobalInvestors(BGI)/Banking/KIT database,BlueCross/Insurance/MikeWeiss,Boots/Retail/KIT database,Galileo/Travel/Spencer Lin &VasuKrishnamurthy,Giddings &Lewis/MachineTool/VasuKrishnamurthy,Osh Kosh B, Gosh?SP/Retail/Mike Weiss,PwC MCS/Consulting/Vasu Krishnamurthy,Save& Prosper/Banking/KIT database,PaulElkin, “Mastering Business PlanningandStrategy:The Powerand Applicationof Strategic Thinking”,Robert M.Grant, “ContemporaryStrategyAnalysis”,HenryMintzberg, James Brian Quinn,SumantraGhoshal, “The Strategy Process,”,”,HenryMintzberg, James Brian Quinn,“,“TheStrategyProcess:,Concepts,Contexts,Cases,”,”,Source List,CoreCompetencyAnalysisSummary,CoreCompetencyAnalysisprovides apracticalandsystematicprocess to identifya company,s core competenciesandassess keycompetitive advantages.,Examples of Core Competency Models:,CoreCompetencyAnalysis,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,CoreCompetencyAnalysis,WhenTo Apply,Employ Core Competency analysis toevaluate acompanyscapabilities in each functionof the value chainwitha hierarchicalmodelwhich identifies capabilitiesandthe degreeto whichtheyprovide competitiveadvantageand can beleveraged. Pleasenotethatthereis ariskof defining too narrowlythemarket inwhichtheclient competes, thus focusingon the wrong competencyrequirements ora subsetof the competenciesrequired to effectively compete. It iskey that thoseprojects and programs that aimat developingcorecompetencies shouldnot be open tore-prioritization ata later stage.,Adhere tothe following guidelineswhenanalyzingcorecompetencies and developing aCompetencies Model -Framework:,Interviewcompany seniormanagementandbusiness line managementas well ascompetitor management,Define companys businesssystem and activities performed withineachfunction -Based onthe totalrangeof,capabilities identified,ask the questions:,Whichonesdo we have tobe “good at”?,Whichonesdo we have tobe “market/world leadingat”?,Determinewhether each activity isa primarycapability, a critical enabling capability, acriticalstrategiccapability, ora,corecompetence,basedonthedegreetowhichtheactivityprovidescompetitiveadvantageandcanbeleveraged,Notethatwhilealltheidentifiedcapabilitieswillbecriticaltoachievethevisionandstrategy,thequestionswillhelp,distinguishcorefromnon-corebyinvokingmanagementattentionandreflectioninasystematicandstructuredmanner,Citations-ClientandIndustryExperience,CoreCompetencyAnalysis,Galileo/Travel/SpencerLin&VasuKrishnamurthy,Giddings&Lewis/MachineTool/VasuKrishnamurthy,MetLife/Insurance/KITdatabase,PwCMCS/Consulting/VasuKrishnamurthy,Save&Prosper/Banking/KITdatabase,DavidA.Aaker,“,“DevelopingBusinessStrategies,”,”,5thEdition,RobertM.Grant,“,“ContemporaryStrategyAnalysis,”,”,3rd,Edition,MichaelGould,AndrewCampbell,MarcusAlexander,“Corporate-LevelStrategy:CreatingValueinthe,MultibusinessCompany,”,”,HenryMintzberg,BruceAhlstrand,JosephLampel,“,“Strategy,Safari:AGuidedTourThroughtheWildsofStrategic,Management,”,”,HenryMintzberg,JamesBrianQuinn,SumantraGhoshal,“TheStrategyProcess,”,”,HenryMintzberg,JamesBrianQuinn,“,“TheStrategyProcess:,Concepts,Contexts,Cases,SourceList,Establish,Segmentation,Objectives,Data,Assessment,Model,Construction,Build Closed Loop,Performance,Tool,Whataretheobjectivesofthesegmentation?BetterROI,redistributespending,changesalesefforts?,Whatdataisneededtomeettheobjectives?,Howmuchofthatdatacanbeobtainedinternally?externally?,Whatdataisessentialtothesegmentation?,Whatdatacanbeafocusforfurtherimprovementinthefuture?,Definethevariablesofthemodelwithaccessibledata?,Developananalyticaltoolthatutilizesthevariablestodetermineacustomerrankingorgrouping(iemostidealpartnertomostinefficientpartner).,Refocusinternaleffortsbasedonsegmentationoutcome.,Establishawaytocapturethekeydataneededtosegmentcustomerbase.,Utilizethedataonanongoingbasistoimproveperformanceandcontinuallyrewardthebetterperformingcustomers.,CustomerSegmentationMethodology,Highlevelworkflowforacustomersegmentation,CustomerSegmentationMethodologySummary,CustomerSegmentationSummary,Customersegmentationisadivisionofamarketintodistinctgroupsofbuyerswhomightrequireseparateproductsand/ormarketingmixes.,THECONVERTERMARKETCANBESEGMENTEDUSINGTWOVARIABLES:ECONOMICRISKANDFABRICINNOVATION,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),EconomicRisk,Inventoryposition,Creditstatus,Productmix,Customerbase,FabricInnovation,Percentnovelties,Ordersize,Numberofcollections,High,Low,High,Low,CustomerSegmentation,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,WhenToApply,Applicablewhenitisusefultobetteridentifymarketingopportunities,todeveloptherightofferingforeachtargetmarket,ortobeabletoreachthetargetmarketinthemostefficientmannerpossible.,Customer Segmentation,Citations- Client and Industry Experience,Customer Segmentation,Galileo/Travel/Spencer Lin &VasuKrishnamurthy,General Mills/CIP/Johan Sauer,Giddings &Lewis/MachineTool/VasuKrishnamurthy,The LittlewoodsOrganization/Retail/KITdatabase,PwC MCS/Consulting/Vasu Krishnamurthy,PaulElkin, “Mastering Business PlanningandStrategy:The Powerand Applicationof Strategic Thinking”,Robert M.Grant, “ContemporaryStrategyAnalysis”,HenryMintzberg, James Brian Quinn,SumantraGhoshal, “The Strategy Process,”,”,Source List,The ExperienceCurveforecastsfuture trendsin cost/labor and determines the relative cost positionof various competitors.Thetoolquantifiescostsavings,theoretically achieved throughexperience gained in conducting aprocess.,ExperienceCurve Summary,The ExperienceCurve,EXPERIENCECURVE FORWIDGETS -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,ExperienceCurve,Creating the Experience Curverequires yearlyaccumulated production volumeforthe entireindicative andindividual competitors,and the unit cost for theentire industry andcompetitors (use price data if cost data isnot available.)Data canbe secured from government agencies, trade associations, and from internalcompany data.,Step1,Plotaccumulated volume for different years against unit cost ona log/logscale(unit cost should be deflatedbyusinga generalindex such asthe GNP deflator, orspecificindices for thevarious pars of cost such asmaterialsandlabor.),Step2,Add astandardregressionlineto the graph.,CAVEATS:,Costfigures must bedefined in thesamemanner byallsources ofdata. Ifcompany cost-accounting data is used, itmayneedto beadjustedfor overhead allocationsand othercostsnotconsideredto be part ofthe activity, process, orproduct understudy. Ifpricedatais used pricing behaviorof participants needs tobe considered,Innovationwithin any functional area (e.g.,product, process, distribution) canrender the currentexperiencecurve uselessas astrategy tool.Therefore,it is important tounderstandtheenvironmental and customer trends in order not torelytoo heavily onthisanalysis,The experiencecurveis only an analytical concept, andthere isno guarantee that costs will actually decrease according toit. The companymustactivelymanage costs down,Whento Apply,The GrowthShare Matrix may beoverly simplistic,market share does not always correlate with profitability and notallbusinesseshavethesameassetintensity. Conclusionsare sensitive to businessandmarket definitions;wherelines aredrawn. Practitioners must becreative,careful and consistent with marketdata.,Citations- Client and Industry Experience,ExperienceCurve,Source List,DavidA. Aaker,“,“Developing Business Strategies”,5th Edition,The BostonConsulting Group, “Perspectives onStrategy”,Robert M.Grant, “ContemporaryStrategyAnalysis”,3rd,Edition,HenryMintzberg, Bruce Ahlstrand, JosephLampel, “Strategy,Safari: AGuided Tour Throughthe Wildsof Strategic,Management,FinancialModeling Summary,FinancialModeling,The financial modelwillallowus to test management assumptionsand understandhow different actions mayaffect performanceon some key competitive dimensions.,Approach,WhenTo Apply,FinancialModeling is effective inanalyzinghow acompanysperformance, in core areas ofbusiness,willbe affected