贝恩咨询分析方法-3Cs.ppt

Author:LairdReed,Reviewers:ScottWells,KarenHellmich,bc,3Cs,March1998,Copyright1998Bain&Company,Inc.,3Cs,The3CsframeworkToolsandstrategicquestionsansweredTakeawayslides,Agenda,3Cs,Agenda,The3CsframeworkToolsandstrategicquestionsansweredTakeawayslides,3Cs,StrategicPurpose:,TodetermineacompanysstrategiccostpositionrelativetocompetitorsToidentifycostreductionopportunities,Toidentifyrevenueandprofitmaximizingstrategies,Toachievedifferentiationandpreemptcompetitormoves,Todeterminethestrategiesthatfitbestwithacompanyscorecompetencies,Costs,Customers,Competitors,Capabilities,The3Csisoneofthecoretoolsusedtodeterminethemostleveragedstrategyforabusiness.,Thefourth,oftenneglected,“C”,Framework,3Cs,Agenda,The3CsframeworkToolsandstrategicquestionsansweredTakeawayslides,3Cs,Costs,Cost-RelatedBainTools,StrategicQuestionsAnswered,1.RelativeCostPosition,1.Howdoourcostscomparetocompetitorscostsbyproduct/service/business?Whatisourfullpotentialcostposition?,2.ExperienceCurve,2.Towhatextentisthecompanyusingitsaccumulatedexperiencetodrivedownunitcosts?,3.CostSharingAnalysis,3.Arethereanyopportunitiestosharecostswithinthecompany?Whatarethepotentialsavingsfromcostsharing?,4.BestDemonstratedPractice,4.Whatarethebestinternalandexternalpractices?Towhatextentaretheytransferable?Whatwillbetheimpactofimplementingthemmorebroadly?,5.ValueChainAnalysis,5.Howcanweoptimizeateachstepinthevaluechain?Whatarethecostdriversateachstep?,6.ProfitHunt,6.Whatarethequickhitoperatingimprovements?Whatisthesavingspotential?,7.ProductLineProfitability/CostAllocation/ActivityBasedCosting,7.Howdoweallocatecoststoeachbusiness/product/customersegment?,8.OverheadAnalysis,8.Isthecompanysoverheadanefficientuseofresources?,9.Fixed/VariableAnalysis,9.Whatisthefixed/variablesplitofthecompanyscosts?,10.Direct/IndirectAnalysis,10.Howmuchofthecompanyscostsaredirectly,vs.notdirectly,associatedwiththeproductionofaproduct?,3Cs,Customers,Customer-RelatedBainTools,StrategicQuestionsAnswered,1.CustomerSegmentation,1.Whataretheappropriatecustomersegments?Howcaneachsegmentbedescribed?,2.PurchaseCriteriaRating(ImportanceAnalysis),2.Whatisimportanttoeachsegmentwhentheypurchaseaproductorservice?,3.CompanyPositioning(EffectivenessAnalysis),3.Howwellpositionedisthecompanywitheachsegment?,4.AttractivenessAnalysis,4.Whichsegmentsaremostattractivefrombothafinancialandanimplementationperspective?revenueopportunitycosttoservestrategicfit,5.ValuePropositionDevelopment,5.Whatproduct/service/channelofferingwillmeetthetargetsegmentsneeds?,8.CustomerRetentionandLoyalty,8.Howcanweincreaseourretentionofourbestcustomers?HowmuchofanimpactwillincreasingretentionbyX%haveonourbottomline?,9.CustomerAcquisition,9.Howcanweacquireprofitablecustomers?,Costs,Customers,Competitors,Capabilities,6.PricingStrategy,6.Whatpricewillmaximizelongtermprofits?,7.DistributionChannelAnalysis,7.Whataretheappropriatechannelsforeachproduct/service?Whataretheeconomicsofeachchannel?,3Cs,Competitors,Competitor-RelatedBainTools,StrategicQuestionsAnswered,1.MarketOverview,1.Whatisthemarketsize?Growth?Profitability?Whatiseachcompetitorsmarketshare?Profitshare?,2.CompanyOverview,2.Whatisthecompanysrevenueandprofitbyproduct,channel,andgeography?Whatisitsfinancialperformance?,3.SWOT,3.Whatareeachcompetitorsstrengths,weaknesses,opportunities,andthreats?,5.Benchmarking,5.Howiseachcompetitorperformingonkeymeasures?,6.ScenarioAnalysis,6.Howdoweexpecteachcompetitortoact/reactindifferentsituations?,7.MergersandAcquisitions,7.Whichcompaniesarepotentialtargets?Howcanwerealizevaluefrommergersandacquisitions?,8.Growth/ShareMatrix,8.Howcanwedescribeacompanysportfolioofbusinessesintermsofmarketshareandgrowthpotential?,4.Porters5ForcesAnalysis,4.Howattractiveistheindustry?Whatarethecompetitivedynamicsoftheindustry?,9.Growth/GrowthMatrix,9.Howisthecompanygrowingrelativetotheindustry?Isthecompanygainingorlosingshare?,10.ROS/RMS,10.Whatisacompanysrelativemarketshareandwhatisitsreturnonsales?Whereistheindustrysnormativeband?,Costs,Customers,Competitors,Capabilities,11.CompanyOwnershipandManagement,11.Whoarethemajorownersofthecompany?Howexperiencedisthemanagementteam?,3Cs,Capabilities,Capabilities-RelatedBainTools,StrategicQuestionsAnswered,2.Make/BuyAnalysis,2.Whatshouldthecompanymakeitselfversusbuyfromanothercompany?,1.CoreCompetencies,1.Whatspecialskillsortechnologiesdoesthecompanyhavethatcreatedifferentiablecustomervalue?Howcanacompanyleverageitscorecompetencies?Whatinvestmentsintechnologyandpeoplewillhelpbuilduniquecapabilities?,Costs,Customers,Competitors,Capabilities,3.Whatorganizationalstructurewillenablethecompanytoimplementitsstrategyeffectively?,3.OrganizationalStructure,3Cs,Agenda,The3CsframeworkToolsandstrategicquestionsansweredTakeawayslides,3Cs,TakeawaySlides-Costs,RCP,CostExperienceCurve,ValueChainAnalysis,BDPQuantification,A,B,C,Procurematerials,Make,Sell,Support,Fixed/VariableCosts,Direct/IndirectCosts,PLP,Client,A,B,Client,$,$,$,$,$,$,3Cs,TakeawaySlides-Customers(1),Attractiveness,A,B,C,Targetsegment,SegmentFinancialAttractiveness,EaseofImplementation,Hi,Lo,LowpriceHighqualityFastdelivery,ABCD,SegmentNeeds,Segment,SegmentShare,Totalmarket=$,Competitors(%ofTotalSales),Client,$,$,$,$,$,SatisfactionOverTime,ValueProposition,SegmentASegmentBSegmentCSegmentD,Product,Service,Channel,Sizeofsegment,RevenueandProfit,#,$,$,Client,Competitor,CombChart,D,3Cs,TakeawaySlides-Customers(2),AcquisitionCost,3Cs,TakeawaySlides-Competitors(1),GeographicSegmentation,MarketGrowth,CashFlow,NetCashFlow,$,$,$,$,$,Sales=$,100%,3Cs,TakeawaySlides-Competitors(2),ROS/RMS,RMS(log),ROS,Low,High,Growth/ShareMatrix,MarketGrowth,MarketShare,Star,Cow,Dog,?,Low,High,Low,High,ManagementTeam,Chairman,CEO,VP,VP,VP,VP,BoardComposition,Name,Age,YearsonBoa