高等教育：分析方法-valuechain1

1、Bain VirtualUniversitybeValue ChainAuthor:Tom MacinaReviewers: Scott Bender,Peter Fisher, Cyrus Villa, Ammar MaraqaMarch 1998Copyright 1998 Bain & Company, Inc.Value Chain AnalysisAgendaThe conceptValue Chain methodologyExamplebevalifHdhainValue Chain #Copyright 1998 Bain & Company, Inc.Value Chain

2、Analysis The ConceptValue chain analysis is a systematic method for disaggregating a firm or industry into its major discrete activities to understand sources of competitive advantageValue chain analysis can be used to identify opportunities to-gain cost advantage/improve performance-increase compet

3、itive d iff ere ntiationValue chain analysis is an analytical tool which can help provide clarity to consultants and clients-allows distinet boundaries to be drawn across business (orindustry) process-allows con suitant to clearly evaluate and prioritize activities on which to focus-facilitates clie

4、nt understandingbevaliffidhainValue Chain 3Copyright 1998 Bain & Company, Inc.Value Chain AnalysisGeneric Value ChainThe generic value chain consists of six general activities Purchasing/Tech., R&DInbound/ LogisticsManufact-uring/OperationsMarketing&Sales Distribution/Outbo und/ LogisticsServiceSucc

5、essively finer disaggregationsof activities are made to exposedifferences important tocompetitive advantageCommon UsesValue chain analysis can be used as an analytical tool in two general situations.bevalifHdhainValue Chain 11Copyright 1998 Bain & Company, Inc.RCPRe-engineeri ngBusiness definitionVM

6、R/lndustry collaborationCompetitive d iff ere ntiationDrawing business boun dariesThe scope of the value chain depends largely on the purpose for which the tool is being used.Value Chain ScopeFirm Value Chain:System or Industry Value Chain:Conversi on (Ma nu facturer)Distribution (Distributor/ Retai

7、ler)Consumpti on(End-User)Sample UseVMRLogisticsTech.,R&Ding/Manu- Marketing 爵驚14 s肘 SerViCeCost An alysisMajor Activity Value Chain:Final Quality Assembly / AssurancePackagi ngProcessRe-engi neeri ng Cost AnalysisWhen to Use Value Chain Analysis.AlwaysQ SometimesQ UnlikelyMap Major Activities Map S

8、ub-ActivitiesCost Analysis/RCPProcess ReEngineeringBusin ess DefinitionVMR/lndustry CollaborationCompetitive PositioningAgendaThe conceptValue Chain methodologyExampleValue Chain Methodology (1 of 2)There are three steps in doing value chain analysis.1. What are the activities?2. Which activities ar

9、e most critical? Purchas- Tech., ing/R&D /Inbound/ LogisticsManu- facturi ng/Opera tions /Marketing &Sales Distri- bution/ c Outbound / erviceLogistics/3. Which critical activities provide the most opportunity? (Where is the most leverage?)Tech.,R&DPurcha- sing/ Inbound i Logistics /Manu-hacturing/

10、OperationsDistri-、 bution/ Outbound Logistics/ ServiceValueChainAnalysisValue Chain Methodology (2 of 2)valiffidhainValue Chain 15Copyright 1998 Bain & Company, Inc.Step one is determining the appropriate activities to map.1. What are the activities?Determine key steps in designing, producing, marke

11、ting, delivering and supporting a product or serviceActivities can be separated and grouped based on -different economics-processes using different people/equipment/technology -high or growing percentage of total cost-distinction in mind of customerHelpful methodology in mapping out activities: -pro

12、duct flow-order flow一 paper flowMajor Activities:Sub-Activities:Cooki ng. Forming, Cutting / Dusti n 彳M：nu packaging facturing 7 y aFind “break points” in the process flow-cooking through sanding all one continuous li-product conveyed to wrapping line Bagging /Wrappiny Bulk / /bontai ners八in dividua

13、lly wrapped can dies in bulk containers for delivery to retail outlets that sell loose candyWrappi ng individual can diesDrawing Activity Boundaries (Candy Co. Example)Baggi ng in dividually wrapped can dies for retail salePlaci ngPackaging was actually separated into two activities, as there are tw

14、o different product paths following wrapping-most process steps similar, however, suggest!ng a “packaging” groypingValue Chain Methodology (1 of 3)Step two is determining which activities are most critical.2. Which activities are most critical?Cost AnalysisCaseWhat are cost drivers?Percent of total

15、cost:5%Purchasing/ Inbound LogisticsManu- facturi ngOpera tions Market ing& / Sales、Distri- bution/ /Outbound / / Logistics/35%30%15%10%5%Tech.,R&DExpla nation:Allocate costs to each major activity Determine which activities account for the greatest portion of total costValue Chain AnalysisValue Cha

16、in Methodology (2 of 3)CompetitivePositioning CaseWhich criteria drive customer decisi ons?Customerimports nee scale(1=low,7=high)Tech.,R&DProducti Innovation4.0 Purch asing/ /inbound/ Logistics/L Manu- k factoring/F Opera- r tions bMarketing&SalesDistri- bution/ Outbound Logistics；ServiceBrand Spee

17、d ofReliabilityImageDelivery Resp on sivqn ess6.36.05.14.7Price4.8Explanation: Determine relative importance of each activity in mind of customerDetermine which activities drive purchase decisionbevalifHdhainValue Chain 19Copyright 1998 Bain & Company, Inc.Step three is determining which activities

18、Value Chain Methodology (3 of 3) provide the most opportunity,3. Which critical activities provide the most opportunity?Cost AnalysisCaseV Tech., 1 / R&D /MarketA 严叭Lng& /Outbound / ServiceLogistics WtionsWhere is greatest relative opport unity to improve cost structure?Competitive Positioning CaseT

19、ech.,R&DPurcha- sing/Inbound Logistics /Manu- facturing/ Operati onsMarket-ing &SalesDistribu- tion/ /Outbound / ServiceLogistics /Expla nation: Determine which costs are most con trollable-e.g., raw materials costs may be largely commodity Determine where largest relative performance gap lies -rela

20、tive to competitors -relative to internal comparablesWhere is greatest relative opport unity to improve performance/create gap relative to competitors?Explanation: Determine where largest relative performanee gap lies-relative to customer expectations-relative to competitorsAgendaThe conceptValue Ch

21、ain methodologyExampleValueChainAnalysisAce Consumer ProductsBackground:Ace Consumer Products was a weak number three in the U.S. Ketchup marketDivision losing money, losses acceleratingComplication:Business interlinked with other operations cant be closed or divestedQuestion:What cost reductions ca

22、n be done to restore profitability?bevalifHdhainValue Chain 16Copyright 1998 Bain & Company, Inc.ValueChainAnalysisValue Chain Methodology2. Which activities are most critical? Tech.,/ R&DnoounLogisticsPurch- asinManu- facturi ng/ Operations /Market-ing &Sales Distribu tion/Outbo und / Logistics/Ser

23、viceopportunity?3. Which critical activities provide the mostTech.,R&DManu- facturi ng/DperationsPurch- asinnoounLogisticsMarketing & SalesbevaliffidhainValue Chain #Copyright 1998 Bain & Company, Inc.ValueChainAnalysisKetchup Value ChainIn this consumer products example, R&D and service were remove

24、d as major activities, packaging was broken out separately, and marketing & sales were separated.Very littleRawPackagingBrandPurchasi ng/InboundLogisticsManu- facturi ngPackagingMarketingSalesDistributio n/ Outbo und LogisticsValueChainAnalysisValue Chain Methodology2. Which activities are most critical?3. Which critical activities provide the most opportunity?1 What are the activities?Tech.,R&DTech.,R&DManu- acturing/ OperationjPurch- asinnoounLogisticsPurcha ,sing/ In b