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Title,Internal PwC Use Only.Not for distribution outside the Firm.1997,PricewaterhouseCoopers L.L.P.DRAFT:for Discussion,Corporate Strategy Formulation Method,Practice Aids,Table of Contents,DuPont Analysis(Slide 3),Lean Producer Chart(Slide 4),Value Tree(Slide 5),Strategy Diagnostic(Slide 6),Point-of-View(Slide 7),Project Approach Graphic(Slide 8),Project Organization Chart(Slide 9),Statement of Work(Slide 10),GANNT Chart(Slide 11),Project Management Software Tool(Slide 12),Project Budget Template(Slide 13),Orientation Presentation(Slide 14),BPR Game(Slide15),Supply Chain Management Game(Slide 16),Porters Five Forces Model(Slide 17),Market Segmentation Scheme(Slide 18),Customer Pareto Analysis(Slide 19),Customer Value Drivers by Segment(Slide 20),PEST-Political,Economic,Social and Technological Change(Slide 21),Product Profitability Analysis(Slide 22),Product Portfolio Analysis(Slide 23),Core Competency Analysis(Slide 24),SWOT Analysis(Slide 25),Competitive Opportunities Space(Slide 26),Business Models(Slide 27),Competitive Positioning Summary(Slide 28),Industry Alliance Mapping(Slide 29),Performance Benchmarking(Slide 30),Culture Matrix(Slide 31),Management Process Assessment(Slide 32),Activities Dictionary(Slide 33),As-Is Process Maps(Slide 34),Routing-by-Walking-Around(Slide 35),Work Distribution Charts(Slide 36),Process Treatment Model(Slide 37),Sparks(Slide 38),Information Needs Assessment Modeling(Slide 39-40),Organization Structure Dimension Analysis(Slide 41),Breakthrough Model(Slide 42),Strategic Vision Statement Outline(Slide 43),Key Impediments Analysis(Slide 44),Minto Logic(Slide 45),Organizational Learning KPIs(Slide 46),Vision Works War Gaming and Simulation Technology(Slide 47),From Slide Show,Click on the links Below:,DuPont Analysis,Estimate a companys financial performance if one or more of its key financial ratios equaled that of the best-in-class or best-in-industry.,Collect financial data on the company and its publicly-held competitors.,Calculate an as-is financial tree.,Identify the companys financial weaknesses with respect to the rest of the industrys financial levers.,Substitute a lever from the competition into the companys financials to generate a could-be financial tree.,The analysis helps to estimate the financial improvement a company might experience by improving various aspects of its operation.,It also pinpoints the areas which would have the greatest effect on the bottom line,suggesting a possible prioritization for the companys improvement efforts.,Caveat:,the model ignores tradeoffs that exist in the practicalities of running and shaping a business;consequently,the absolute value of the financial improvements generated from the model may be unrealistically high.,6.4%,12.5%,ROA,Legend,metric,units,Could-Be,As-Is,Operating Profit Margin,10%,18%,Total AssetPerformance,1.60,1.76,Net ProfitAfter Tax,4%,7%,8%,16%,ROE,A/R DSO,61,50,Inventory Turns,6.0,8.0,Other Assets,12%,11%,PP&ETurns,5.0,5.5,times,days,times,of Net Sales,Cash,1%,5%,of Net Sales,1.25,1.25,FinancialLeverage,Tax Rate,40%,Lean Producer Chart,Assess opportunities to create value by changing production strategies,using publicly available data about inventory in a given manufacturing industry.,Identify the comparison set of similar companies within a given industry or family of industries.,Gather the following data for each company:Inventory-Raw,Inventory-Work-in-progress,Inventory-Finished goods,and Inventory turns.,Calculate and graph the final variables:Inventory turns vs.(Raw+WiP)/Fin.goods.,Note:Ten or more data points should generate the data cloud necessary for analysis.,If the data points cluster around a positively sloping line,then that generally indicates the comparison between companies is meaningful.,Lean producing companies,i.e.,those with high inventory turns and low inventories of finished goods will lie in the upper right quadrant of the graph.,Companies positioned to the upper left likely suffer from complex product portfolios and bills-of-materials.,Companies to the lower left likely need a strategic transformation from mass producers to lean producers.,Companies to the lower right could benefit from selling more value-added products and services.,Alcoholic Beverage Producers,Inventory Turns,Raw+WIP,Finished Goods,Grand Met,Genesee Corp.,Canadigua Wine,Brown Forman,Anheuser Busch,Adolph Coors,0,5,10,15,20,Lean Producers,TraditionalManufacturers,Job Shops,Distributors,0,1,2,3,Value Tree,Develop a comprehensive list of potential value creation drivers.,Begin with a standard value tree consisting of benefit type,first-order drivers,and second-order drivers.,Determine third-order drivers,i.e.,those specific activities which constitute the second-order drivers,based on ones industry knowledge and any company-specific information.,Use the available information and insights from other tools(e.g.Dupont Analysis,Enterprise Diagnostic,and Lean Producer Chart)to determine which benefit drivers might be the
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