@贝恩价值链分析方法.ppt

Author:TomMacina,Reviewers:ScottBender,PeterFisher,CyrusVilla,AmmarMaraqa,bc,ValueChain,March1998,Copyright1998Bain&Company,Inc.,Agenda,TheconceptValueChainmethodologyExample,TheConcept,ValuechainanalysisisasystematicmethodfordisaggregatingafirmorindustryintoitsmajordiscreteactivitiestounderstandsourcesofcompetitiveadvantageValuechainanalysiscanbeusedtoidentifyopportunitiestogaincostadvantage/improveperformanceincreasecompetitivedifferentiationValuechainanalysisisananalyticaltoolwhichcanhelpprovideclaritytoconsultantsandclientsallowsdistinctboundariestobedrawnacrossbusiness(orindustry)processallowsconsultanttoclearlyevaluateandprioritizeactivitiesonwhichtofocusfacilitatesclientunderstanding,GenericValueChain,Successivelyfinerdisaggregationsofactivitiesaremadetoexposedifferencesimportanttocompetitiveadvantage,Thegenericvaluechainconsistsofsixgeneralactivities.,Tech.,R&D,Purchasing/InboundLogistics,Manufact-uring/Operations,Marketing&Sales,Distribution/OutboundLogistics,CommonUses,Valuechainanalysiscanbeusedasananalyticaltoolintwogeneralsituations.,ValueChainAnalysisasatoolforCompetitiveAdvantage,CostAnalysis/PerformanceImprovement,CompetitivePositioning,RCPRe-engineeringBusinessdefinitionVMR/Industrycollaboration,CompetitivedifferentiationDrawingbusinessboundaries,Distribu-tion/OutboundLogistics,Service,ValueChainScope,Thescopeofthevaluechaindependslargelyonthepurposeforwhichthetoolisbeingused.,SystemorIndustryValueChain:,FirmValueChain:,MajorActivityValueChain:,Tech.,R&D,Purchas-ing/InboundLogistics,Manu-facturing/Operations,Marketing&Sales,MaterialPreparation,Conversion,FinalAssembly,QualityAssurance,Packaging,Inputs(Supplier),Conversion(Manufacturer),Distribution(Distributor/Retailer),Consumption(End-User),VMR,CostAnalysis,ProcessRe-engineeringCostAnalysis,SampleUse,WhentoUseValueChainAnalysis,CostAnalysis/RCP,ProcessRe-Engineering,BusinessDefinition,VMR/IndustryCollaboration,CompetitivePositioning,MapMajorActivities,MapSub-Activities,Always,Sometimes,Unlikely,Agenda,TheconceptValueChainmethodologyExample,ValueChainMethodology(1of2),1.Whataretheactivities?,2.Whichactivitiesaremostcritical?,3.Whichcriticalactivitiesprovidethemostopportunity?(Whereisthemostleverage?),Tech.,R&D,Purchas-ing/InboundLogistics,Manu-facturing/Opera-tions,Marketing&Sales,Distri-bution/OutboundLogistics,Service,Tech.,R&D,Purcha-sing/InboundLogistics,Marketing&Sales,Distri-bution/OutboundLogistics,Manu-facturing/Operations,Service,?,Therearethreestepsindoingvaluechainanalysis.,ValueChainMethodology(2of2),1.Whataretheactivities?,?,Steponeisdeterminingtheappropriateactivitiestomap.,Determinekeystepsindesigning,producing,marketing,deliveringandsupportingaproductorserviceActivitiescanbeseparatedandgroupedbasedondifferenteconomicsprocessesusingdifferentpeople/equipment/technologyhighorgrowingpercentageoftotalcostdistinctioninmindofcustomerHelpfulmethodologyinmappingoutactivities:productfloworderflowpaperflow,Sanding/Dusting,Manu-facturing,Cutting,Packaging,Cooking,Forming,Wrapping,BulkContainers,MajorActivities:,Sub-Activities:,Wrappingindividualcandies,BaggingindividuallywrappedcandiesforretailsalePlacingindividuallywrappedcandiesinbulkcontainersfordeliverytoretailoutletsthatsellloosecandy,Find“breakpoints”intheprocessflowcookingthroughsandingallonecontinuouslineproductconveyedtowrappinglinePackagingwasactuallyseparatedintotwoactivities,astherearetwodifferentproductpathsfollowingwrappingmostprocessstepssimilar,however,suggestinga“packaging”grouping,Bagging,DrawingActivityBoundaries(CandyCo.Example),ValueChainMethodology(1of3),2.Whichactivitiesaremostcritical?,Steptwoisdeterminingwhichactivitiesaremostcritical.,CostAnalysisCase,Tech.,R&D,Purch-asing/InboundLogistics,Manu-facturing/Opera-tions,Market-ing&Sales,Distri-bution/OutboundLogistics,Service,Whatarecostdrivers?,Explanation:,Percentoftotalcost:,AllocatecoststoeachmajoractivityDeterminewhichactivitiesaccountforthegreatestportionoftotalcost,ValueChainMethodology(2of3),Tech.,R&D,Purch-asing/InboundLogistics,Manu-facturing/Opera-tions,Marketing&Sales,Distri-bution/OutboundLogistics,Service,Whichcriteriadrivecustomerdecisions?,Customerimportancescale(1=low,7=high),ProductInnovation,Reliability,BrandImage,SpeedofDelivery,Responsiveness,Explanation:,DeterminerelativeimportanceofeachactivityinmindofcustomerDeterminewhichactivitiesdrivepurchasedecision,Price,4.0,6.3,4.8,6.0,5.1,4.7,Manu-facturing/Operations,ValueChainMethodology(3of3),Stepthreeisdeterminingwhichactivitiesprovidethemostopportunity.,3.Whichcriticalactivitiesprovidethemostopportunity?,Tech.,R&D,Purch-asing/InboundLogistics,Market-ing&Sales,Distribu-tion/OutboundLogistics,Manu-facturing/Operations,CostAnalysisCase,CompetitivePositioningCase,Whereisgreatestrelativeopportunitytoimprovecoststructure?,Whereisgreatestrelativeopportunitytoimproveperformance/creategaprelativetocompetitors?,Tech.,R&D,Purcha-sing/InboundLogistics,Distribu-tion/OutboundLogistics,Market-ing&Sales,Service,Service,Explanation:,Explanation:,Determinewhichcostsaremostcontrollablee.g.,rawmaterialscostsmaybelargelycommodityDeterminewherelargestrelativeperformancegapliesrelativetocompetitorsrelativetointernalcomparables,Determinewherelargestrelativeperformancegapliesrelativetocustomerexpectationsrelativetocompetitors,Agenda,TheconceptValueChainmethodologyExample,AceConsumerProducts,Background:,AceConsumerProductswasaweaknumberthreeintheU.S.KetchupmarketDivisionlosingmoney,lossesaccelerating,Complication:,Businessinterlinkedwithotheroperations-cantbeclosedordivested,Question:,Whatcostreductionscanbedonetorestoreprofitability?,ValueChainMethodology,1.Whataretheactivities?,2.Whichactivitiesaremostcritical?,3.Whichcriticalactivitiesprovidethemostopportunity?,Tech.,R&D,Purch-asing/InboundLogistics,Manu-facturing/Opera-tions,Market-ing&Sales,Distribu-tion/OutboundLogistics,Service,Tech.,R&D,Purch-asing/InboundLogistics,Market-ing&Sales,Distri-bution/OutboundLogistics,Manu-facturing/Operations,Service,?,Service,KetchupValueChain,ActualValueChain,Purchasing/InboundLogistics,Manu-facturing,Packaging,Marketing,Sales,Distribution/OutboundLogistics,GenericValueChain,Tech.,R&D,Purchasing/InboundLogistics,Manu-facturing/Operations,Marketing&Sales,DistributionOutboundLogistics,Inthisconsumerproductsexample,R&Dandservicewereremovedasmajoractivities,packagingwasbrokenoutseparately,andmarketing&saleswereseparated.,Verylittleinvestmentinproductformulationnotamajoractivity,Rawmaterialssubstantial,butlargelycommoditymajoractivity,Packagingcriticalforconsumerproductspackagingbrokenoutseparately,Brandbuildingthroughmarketingandsalesforceverydiscretemarketingandsalesseparated,Captivefleetdistributestocustomerwarehousesmajoractivity,Productsupport(800#)minimalandhandledcentrallywithotherproductlinesnotamajoractivity,ValueChainMethodology,1.Whataretheactivities?,2.Whichactivitiesaremostcritical?,3.Whichcriticalactivitiesprovidethemostopportunity?,Tech.,R&D,Purch-asing/InboundLogistics,Manu-facturing/Operations,Market-ing&Sales,Distribu-tion/OutboundLogistics,Service,Tech.,R&D,Purcha-sing/InboundLogistics,Market-ing&Sales,Distribu-tion/OutboundLogistics,Manu-facturing/Operations,Service,?,AceConsumerProducts,100%,80%,60%,40%,20%,0%,PercentofTotal,Other,Vinegar,Propyleneglycol,Sugar,Onions,Tomato,Other,Variablemanufacturing,Depreciation,Mainten-ance,Laboroverhead,Directlabor,Other,Labels,Bottle,Groupadministration,R&D,Divisionadmin.,HQandsystems,Operatingmargin,Otheroperatingandadministrative,Wages,Variable,Fixed,$0.20,$0.40,$0.60,$0.80,$1.00,$1.24,CostperEightOunceBottle,Pricetoconsumer($1.08),Raw,Packaging,Other,Overhead,Promotion,Consumer,Media,Marketing,Profit,Retailer,Deals,Outboundfreight,Perioddistribution,Warehousing,Redistribution,Distribution,Manufacturing,Allocations,Rawmaterials,manufacturing,packagingandmarketingdrivetotalcost.,Sales,ValueChainMethodology,1.Whataretheactivities?,2.Whatactivitiesaremostcritical,3.Whichcriticalactivitiesprovidethemostopportunity?,Tech.,R&D,Purcha-sing/InboundLogistics,Manu-facturing/Operations,Market-ing&Sales,Distribu-tion/OutboundLogistics,Service,Tech.,R&D,Purcha-sing/InboundLogistics,Market-ing&Sales,Distribu-tion/OutboundLogistics,Manu-facturi