Strategy Practitioner Tools(英文版)(ppt 99页).ppt

StrategyPractitionerTools CoreToolsOctober1999 0 1998 PricewaterhouseCoopersL L P DRAFT FORDISCUSSIONONLY Version 660 w3 ppt sf TableofContents 1ANALYSISPLAN2BREAKTHROUGHMODEL3COMPETITIVEBENCHMARKING4COMPETITIVEPOSITIONING5CORECOMPETENCTYANALYSIS6CUSTOMERSEGMENTATION7EXPERIENCECURVE8FINANCIALMODELING9FITVS ATTRACTIVENESSMODEL10FIVEFORCESANALYSIS11GANTTCHART12GAPANALYSIS13GROWTHSHAREMATRIX14INDUSTRYVALUECHAINANALYSIS15ISSUETREE ISSUEMAP 16KEYPERFORMANCEINDICATORS17MARKETPROFITABILITY18PORTFOLIOANALYSIS19REALOPTIONS STRATEGICOPTION20SCALECURVE21SCENARIOENVISIONING22SENSITIVITYANALYSIS23SEVENSFRAMEWORK24STAKEHOLDERANALYSIS25SWOT26VALUEBASEDMANAGEMENT27VALUECHAINANALYSIS28VALUETREE29VOICEOFTHECUSTOMER AnalysisPlanSummary Theanalysisplandetailsaproblem solvingprocessandspecificanalysiswhichmustbedevelopedtoassessahypothesis Theanalysisplanmustbeflexibleandthattheanalysestobeconductedandthedeliverablestobeproducedmaychangeduringthecourseoftheproject AnalysisPlan Approach AnalysisPlan WhenToApply Whenitisnecessarytolayoutproblem solvingprocessindepth detailandidentifytheanalyseswhichneedtobeundertakentovalidatetheselectedhypotheses Defineanissueonwhichaspecificactiondependsandphraseitasa yes orno questionEstablishahypothesis astatementoflikelyresolutionoftheissueincludingthereasonsforanswering yes or no Developananalysisstatementthatoutlinesthe models thatwillbeexploredinordertoproveordisprovethehypothesisIdentifythelikelylocationormeansofobtainingdatatoaccomplishtheanalysisDevelopendproducts presentations tographicallyrepresenttheoutputoftheanalysis Citations ClientandIndustryExperience AnalysisPlan Compaq Technology VasuKrishnamurthyGalileo Travel SpencerLin VasuKrishnamurthyPostOfficeCountersLtd TransportationServices KITdatabasePwCMCS Consulting VasuKrishnamurthyUnitedAirlines Travel VasuKrishnamurthy RobertM Grant ContemporaryStrategyAnalysis 3rdEdition SourceList BreakthroughModelSummary TheBreakthroughmodelfocusesattentiononmostsubstantialopportunitiesforcreatingvalueforcustomersandshareholders BreakthroughModel External Internal Industry Company Trendsinthe economic environmentin whichthemarkets exist Bestpractices acrossthisand similarindustries Market product strategyandbasis forcompetition Capabilitiesofthecompany s people processes technology systemsand structure 1 2 3 4 Market Product Repositioning Industry Transformation Enterprise Alignment BestPractice Performance Approach BreakthroughModel WhenToApply UtilizetheBreakthroughmodeltoidentifyandcategorizeallopportunitiestocreatesubstantialincrementalshareholdervalue WhencreatingaBreakthroughmodel thefollowingcriteriashouldbeconsidered SummarizeallopportunitiestoimprovebusinessperformancefromotheranalysesCategorizethemintofourgroups EnterprisealignmentBestpracticeperformanceMarket productrepositioningIndustrytransformationDetermineapproximateeconomicvalueofeachtypeofstrategy Citations ClientandIndustryExperience BreakthroughModel Non PwC Toyota theleanproductionsystem Frito Lay end to endsupplychainmanagementandtheuseofadvancedtechnology Intel highvelocityproductdevelopment A Internetbasedchannelsofdistributiononbehalfofshareholders PaulElkin MasteringBusinessPlanningandStrategy ThePowerandApplicationofStrategicThinking SourceList CompetitiveBenchmarkingSummary CompetitiveBenchmarkingisusedtoidentifyandmeasurethefactorsthatdeterminewhyaprocesshasspecificcost qualityortimingattributesandincorporatethebestpracticesintoanactionablechangeplan Itdoessoinpart bycomparingacompany sperformanceinkeyareaswithrespecttoitscompetitors performance ExamplesofpresentingCompetitiveBenchmarkingfindings CompetitiveBenchmarking Approach CompetitiveBenchmarking WhenToApply Whilenotacomprehensivecomparison CompetitiveBenchmarkingillustratestheefficiencyofspecificprocessesincomparisontoacompany scompetitors Selectcompaniestobenchmarkagainstcarefully rememberthatcompaniesoutsidetheclient sindustrymaybethebestcandidates Ensurethatdatacollectedarecomparableandthetherightprocessesarebenchmarked thosewhichhavethebiggestimpactoncustomerservice satisfaction value Examinetheissuesmostimportanttothecompany ssituationtodeterminewhetherroles processes orstrategicissuesshouldbybenchmarkedIdentifykeyperformancevariablesanddeterminewhichcompaniestouseforcomparison bothwithincompany sindustryandoutsidetheindustry Forprocessbenchmarking determinethemetricstobemeasured thesecanbekeyperformanceindicators KPI s orothermeasurementsEstablishdatacollectionmethodology industrysources on linedatabases on sitevisits phoneinterviews surveyquestionnaires competitors etc MeasureclientcompanyperformanceMeasureperformanceofcompetitorsandbestpracticeleadersIllustratethespectrumofperformancesonanappropriategraphDeterminegapsandreasoningDevelopactionplans recommendationtoaddressgapsImplementactionsandmonitorprogress Citations ClientandIndustryExperience CompetitiveBenchmarking BallCorporation Packaging VasuKrishnamurthy MikeWeissMotorola Technology VasuKrishnamurthyPwCMCS Consulting VasuKrishnamurthyUnitedAirlines Travel VasuKrishnamurthy PaulElkin MasteringBusinessPlanningandStrategy ThePowerandApplicationofStrategicThinking LiamFahey RobertM Randall ThePortableMBAinStrategy RobertM Grant ContemporaryStrategyAnalysis 3rdEditionMichaelGould AndrewCampbell MarcusAlexander Corporate LevelStrategy CreatingValueintheMultibusinessCompany SourceList CompetitivePositioningSummary CompetitivePositioninganalysisshowshowacompanyispositionedinitsindustryrelativetoitscompetitors PositioningMapExample Entertainment High Low Low High ChannelStrength ContentStrengthIntellectualpropertystrengthProductstrength CompetitivePositioning Approach CompetitivePositioning WhenToApply Toshowclientsthatyouunderstandtheirmarketandposition Canalsobeusedtodevelopstrategicrecommendations Citations ClientandIndustryExperience CompetitivePositioning BarclaysGlobalInvestors BGI Banking KITdatabaseBlueCross Insurance MikeWeissBoots Retail KITdatabaseGalileo Travel SpencerLin VasuKrishnamurthyGiddings Lewis MachineTool VasuKrishnamurthyOshKoshB Gosh SP Retail MikeWeissPwCMCS Consulting VasuKrishnamurthySave Prosper Banking KITdatabase PaulElkin MasteringBusinessPlanningandStrategy ThePowerandApplicationofStrategicThinking RobertM Grant ContemporaryStrategyAnalysis HenryMintzberg JamesBrianQuinn SumantraGhoshal TheStrategyProcess HenryMintzberg JamesBrianQuinn TheStrategyProcess Concepts Contexts Cases SourceList CoreCompetencyAnalysisSummary CoreCompetencyAnalysisprovidesapracticalandsystematicprocesstoidentifyacompany scorecompetenciesandassesskeycompetitiveadvantages ExamplesofCoreCompetencyModels CoreCompetencyAnalysis Approach CoreCompetencyAnalysis WhenToApply EmployCoreCompetencyanalysistoevaluateacompany scapabilitiesineachfunctionofthevaluechainwithahierarchicalmodelwhichidentifiescapabilitiesandthedegreetowhichtheyprovidecompetitiveadvantageandcanbeleveraged Pleasenotethatthereisariskofdefiningtoonarrowlythemarketinwhichtheclientcompetes thusfocusingonthewrongcompetencyrequirementsorasubsetofthecompetenciesrequiredtoeffectivelycompete Itiskeythatthoseprojectsandprogramsthataimatdevelopingcorecompetenciesshouldnotbeopentore prioritizationatalaterstage AdheretothefollowingguidelineswhenanalyzingcorecompetenciesanddevelopingaCompetenciesModel Framework InterviewcompanyseniormanagementandbusinesslinemanagementaswellascompetitormanagementDefinecompany sbusinesssystemandactivitiesperformedwithineachfunction Basedonthetotalrangeofcapabilitiesidentified askthequestions Whichonesdowehavetobe goodat Whichonesdowehavetobe market worldleadingat Determinewhethereachactivityisaprimarycapability acriticalenablingcapability acriticalstrategiccapability oracorecompetence basedonthedegreetowhichtheactivityprovidescompetitiveadvantageandcanbeleveragedNotethatwhilealltheidentifiedcapabilitieswillbecriticaltoachievethevisionandstrategy thequestionswillhelpdistinguishcorefromnon corebyinvokingmanagementattentionandreflectioninasystematicandstructuredmanner Citations ClientandIndustryExperience CoreCompetencyAnalysis Galileo Travel SpencerLin VasuKrishnamurthyGiddings Lewis MachineTool VasuKrishnamurthyMetLife Insurance KITdatabasePwCMCS Consulting VasuKrishnamurthySave Prosper Banking KITdatabase DavidA Aaker DevelopingBusinessStrategies 5thEditionRobertM Grant ContemporaryStrategyAnalysis 3rdEditionMichaelGould AndrewCampbell MarcusAlexander Corporate LevelStrategy CreatingValueintheMultibusinessCompany HenryMintzberg BruceAhlstrand JosephLampel StrategySafari AGuidedTourThroughtheWildsofStrategicManagement HenryMintzberg JamesBrianQuinn SumantraGhoshal TheStrategyProcess HenryMintzberg JamesBrianQuinn TheStrategyProcess Concepts Contexts Cases SourceList Whataretheobjectivesofthesegmentation BetterROI redistributespending changesalesefforts Whatdataisneededtomeettheobjectives Howmuchofthatdatacanbeobtainedinternally externally Whatdataisessentialtothesegmentation Whatdatacanbeafocusforfurtherimprovementinthefuture Definethevariablesofthemodelwithaccessibledata Developananalyticaltoolthatutilizesthevariablestodetermineacustomerrankingorgrouping iemostidealpartnertomostinefficientpartner Refocusinternaleffortsbasedonsegmentationoutcome Establishawaytocapturethekeydataneededtosegmentcustomerbase Utilizethedataonanongoingbasistoimproveperformanceandcontinuallyrewardthebetterperformingcustomers CustomerSegmentationMethodology Highlevelworkflowforacustomersegmentation CustomerSegmentationMethodologySummary CustomerSegmentationSummary Customersegmentationisadivisionofamarketintodistinctgroupsofbuyerswhomightrequireseparateproductsand ormarketingmixes THECONVERTERMARKETCANBESEGMENTEDUSINGTWOVARIABLES ECONOMICRISKANDFABRICINNOVATION EconomicRiskInventorypositionCreditstatusProductmixCustomerbase FabricInnovationPercentnoveltiesOrdersizeNumberofcollections High Low High Low CustomerSegmentation Approach WhenToApply Applicablewhenitisusefultobetteridentifymarketingopportunities todeveloptherightofferingforeachtargetmarket ortobeabletoreachthetargetmarketinthemostefficientmannerpossible CustomerSegmentation Citations ClientandIndustryExperience CustomerSegmentation Galileo Travel SpencerLin VasuKrishnamurthyGeneralMills CIP JohanSauerGiddings Lewis MachineTool VasuKrishnamurthyTheLittlewoodsOrganization Retail KITdatabasePwCMCS Consulting VasuKrishnamurthy PaulElkin MasteringBusinessPlanningandStrategy ThePowerandApplicationofStrategicThinking RobertM Grant ContemporaryStrategyAnalysis HenryMintzberg JamesBrianQuinn SumantraGhoshal TheStrategyProcess SourceList TheExperienceCurveforecastsfuturetrendsincost laboranddeterminestherelativecostpositionofvariouscompetitors Thetoolquantifiescostsavings theoreticallyachievedthroughexperiencegainedinconductingaprocess ExperienceCurveSummary TheExperienceCurve EXPERIENCECURVEFORWIDGETS PROJECTIONS Approach ExperienceCurve CreatingtheExperienceCurverequiresyearlyaccumulatedproductionvolumefortheentireindicativeandindividualcompetitors andtheunitcostfortheentireindustryandcompetitors usepricedataifcostdataisnotavailable Datacanbesecuredfromgovernmentagencies tradeassociations andfrominternalcompanydata Step1Plotaccumulatedvolumefordifferentyearsagainstunitcostonalog logscale unitcostshouldbedeflatedbyusingageneralindexsuchastheGNPdeflator orspecificindicesforthevariousparsofcostsuchasmaterialsandlabor Step2Addastandardregressionlinetothegraph CAVEATS Costfiguresmustbedefinedinthesamemannerbyallsourcesofdata Ifcompanycost accountingdataisused itmayneedtobeadjustedforoverheadallocationsandothercostsnotconsideredtobepartoftheactivity process orproductunderstudy IfpricedataisusedpricingbehaviorofparticipantsneedstobeconsideredInnovationwithinanyfunctionalarea e g product process distribution canrenderthecurrentexperiencecurveuselessasastrategytool Therefore itisimportanttounderstandtheenvironmentalandcustomertrendsinordernottorelytooheavilyonthisanalysisTheexperiencecurveisonlyananalyticalconcept andthereisnoguaranteethatcostswillactuallydecreaseaccordingtoit Thecompanymustactivelymanagecostsdown WhentoApply TheGrowthShareMatrixmaybeoverlysimplistic marketsharedoesnotalwayscorrelatewithprofitabilityandnotallbusinesseshavethesameassetintensity Conclusionsaresensitivetobusinessandmarketdefinitions wherelinesaredrawn Practitionersmustbecreative carefulandconsistentwithmarketdata Citations ClientandIndustryExperience ExperienceCurve SourceList DavidA Aaker DevelopingBusinessStrategies 5thEditionTheBostonConsultingGroup PerspectivesonStrategy RobertM Grant ContemporaryStrategyAnalysis 3rdEditionHenryMintzberg BruceAhlstrand JosephLampel StrategySafari AGuidedTourThroughtheWildsofStrategicManagement FinancialModelingSummary FinancialModeling Thefinancialmodelwillallowustotestmanagementassumptionsandunderstandhowdifferentactionsmayaffectperformanceonsomekeycompetitivedimensions Approach WhenToApply FinancialModelingiseffectiveinanalyzinghowacompany sperformance incoreareasofbusiness willbeaffectedbypursuingdifferentcoursesofaction Thistoolfacilitatesanunderstandingofvariouscause effectandprovidesamodelbywhichtotestvarious whatif statements FinancialModeling FollowthesestepstosuccessfullycreateaFinancialModelStep1Gatherinformationonkeydriversie FromthecashflowanalysisperformedaspartoftheSVADataandinsightfromVoiceoftheCustomerisanothersourceofinsightStep2Maptherelationshipsandidentifyfactorswhichreinforceoneanothervs thosethathaveanegativerelationship e g increaseinpricemayhaveanegativeeffectondemand Step3Buildthefinancialmodelbasedonthecause effectrelationshipsidentifiedStep4GatherdatafromindustryanalysisorinternalcorporatedataStep5Testthequalityofthemodelbydoingmanualcalculationsonsome whatif Step6Perform whatif toassessthecompletenessofthemodel Citations ClientandIndustryExperience FinancialModeling FlemingsFundManagementLtd FFML Banking KITdatabaseGalileo Travel SpencerLin VasuKrishnamurthyOshKoshB Gosh SP Retail MikeWeissPwCMCS Consulting VasuKrishnamurthyUnitedAirlines Travel VasuKrishnamurthy RobertM Grant ContemporaryStrategyAnalysis 3rdEdition SourceList TheFitvs AttractivenessModeloptimizesstrategybydevelopingasenseoftherealisticstateofthemarketandcompanyaffairs TheModelcomparesproductfitwithamarkettoproductfitwithacompany sobjectives Fitvs AttractivenessModelSummary TheFitvs AttractivenessModel Approach Fitvs AttractivenessModel Step1Identifyproduct categoryormarketoverallattractivenessasbeinglow medium orhigh Plotalongx axis Step2Identifyproductcategory ormarketfitwithcompanyobjectivesasbeinglow medium orhigh Plotalongy axis Step3Evaluatenewlycreatedmatrix aimtorevealproducts categories ormarketsthatfallunderhighoverallattractivenessandhighfitwithcompanyobjectives WhentoApply TheFitVs AttractivenessModelisusedtoanalyzeanewproductorserviceoffering sfitwithinacompany incomparisontotheoverallattractivenessoftheproductoroffering Thisparticularmodelrequiresjudgementswhicharesubjectiveinnature oneshouldbeawarethatthismodelmayoversimplifythemarketsituation Citations ClientandIndustryExperience Fitvs AttractivenessModel SourceList Galileo Travel SpencerLin VasuKrishnamurthyPwCMCS Consulting VasuKrishnamurthy PaulElkin MasteringBusinessPlanningandStrategy ThePowerandApplicationofStrategicThinking HenryMintzberg JamesBrianQuinn SumantraGhoshal TheStrategyProcess FiveForcesAnalysisSummary TheFiveForcesAnalysisevaluatestheattractivenessofanindustry FiveForcesAnalysis DRIVERSOFMARKETATTRACTIVENESS POTENTIALENTRANTSEntrybarriersarehighifthereare EconomiesofscaleProductdifferentiationCapitalrequirementsLimitedaccesstodistributionchannelsRestrictivegovernmentpoliciesPotentialretaliatoryreactionofincumbents INDUSTRYCOMPETITORSRivalryisintenseif CompetitorsarenumerousorroughlyequalinpowerorsizeIndustrygrowthisslowTherearehighfixedcostsortheproductisperishableTheproductlacksdifferentiationorswitchingcostsCapacityisaugmentedinlargeincrementsExitbarriersarehighRivalsarediverseinstrategies origins and personalities SUBSTITUTESThreatofsubstitutesishighif ThereisanabundanceofproductsorservicesthatservethesamefunctionTheprice performancetradeoffofsubstitutesisattractive SUPPLIERSBargainingpowerofsuppliersisgreaterif ThesupplyindustryisdominatedbyafewcompaniesorismoreconcentratedthanthebuyingindustryThesupplyproductisdifferentiatedortherearehighswitchingcostsTherearefewsubstitutesThebuyingindustryisnotanimportantcustomerofthesupplyindustryThesupplyindustryposesacrediblethreatofforwardintegration BUYERSBargainingpowerofcustomersisgreaterif ThecustomergroupisconcentratedorbuysinlargevolumeProductspurchasedareundifferentiatedProductspurchasedrepresentasignificantportionofthecustomer scostCustomersearnlowprofits creatingincentivetolowerpurchasingcostsTheproductpurchasedisunimportanttothequalityofthecustomer sproductSwitchingcostsarelowCustomergroupposesacrediblethreatofbackwardintegration Approach WhenToApply UsetheFiveForceanalysistoevaluateamarket sstructureandthetrendsaffectingamarket sprofitability Pleasenotethatthestructuralconditionsalonedonotprovideaquantificationoftotalfuturemarketprofitabilityortheviabilityofacompany Therefore itisimportanttointegratecompanyspecificinsightsandconfirmthatthemodelaccuratelyreflectswhatishappeninginthemarket FiveForcesAnalysis FiveForcesanalysisutilizesafourstepapproachandisappliedasastartingpointforunderstandingamarket sattractiveness Step1 CollectdataStep2 Evaluatestrengthofkeyforces including Whatabouttechnology BuyersSuppliersSubstitutesCompetitorsPotentialentrantsStep3 Qualitativelyassignahigh mediumorlowscoretoeachkeyforceStep4 Assesstheoveralleffectoftheforcesonindustryattractivenessandstrategicimplications Citations ClientandIndustryExperience FiveForcesAnalysis Aerospace ElectronicsAlliance Multi Industry KITdatabaseGalileo Travel SpencerLin VasuKrishnamurthyIberdrolaandJohnson Johnson TC Utilities KITdatabaselaCaixa FM Banking KITdatabaseLeviStraus MerkandMotorola Multi Industry KITdatabasePwCMCS Consulting VasuKrishnamurthy SourceList DavidPBaron TheNonmarketStrategySystem SloanManagementReview Fall1995LiamFahey RobertM Randall ThePortableMBAinStrategy