普华永道-战略分析框架

1、Strategy Practitioner ToolsCore ToolsOctober 19990 1998, PricewaterhouseCoopers L.L.P.DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sfTable of Contents1ANALYSIS PLAN2BREAKTHROUGH MODEL3COMPETITIVE BENCHMARKING4COMPETITIVE POSITIONING5CORE COMPETENCTY ANALYSIS6CUSTOMER SEGMENTATION7EXPERIENCE CURVE

2、8FINANCIAL MODELING9FIT VS. ATTRACTIVENESS MODEL10FIVE FORCES ANALYSIS11GANTT CHART12GAP ANALYSIS13GROWTH SHARE MATRIX14INDUSTRY VALUE CHAIN ANALYSIS15ISSUE TREE/ISSUE MAP16KEY PERFORMANCE INDICATORS17MARKET PROFITABILITY 18PORTFOLIO ANALYSIS19REAL OPTIONS/STRATEGIC OPTION20SCALE CURVE21SCENARIO ENV

3、ISIONING22SENSITIVITY ANALYSIS23SEVEN S FRAMEWORK24STAKEHOLDER ANALYSIS25SWOT26VALUE BASED MANAGEMENT27VALUE CHAIN ANALYSIS28VALUE TREE29 VOICE OF THE CUSTOMERAnalysis Plan SummaryThe analysis plan details a problem-solving process and specific analysis which must be developed to assess a hypothesis

4、. The analysis plan must be flexible and that the analyses to be conducted and the deliverables to be produced may change during the course of the project.Analysis PlanCLIENT EXAMPLE: HYPOTHESIS/ANALYTICAL PLANHypothesisAnalysisInfo. RequiredInfo. SourceEnd ProductsOverall HypothesisOrganizational p

5、hilosophy needs to be modifiedSupporting HypothesisExisting organization does not adequately support the business strategyDefine business system, operating environmentDefine CSFs, organizational requirements along business systemDefine how existing organization supports business system, CSFsKey acti

6、vities, processes by LOBCSFs along business system by LOBExisting organizational elements impacting business systemManagement interviewsSecondary researchHR documentsBusiness System DiagramsActivityCSFEven after adjusting for asset write-up, financial performance has not met corporate expectations o

7、r competitive standards due to an inappropriate organization (and cost) structureFinancial performance vs. competitors, budget/plansOverview of cost structure (e.g., fixed vs. variable costs)ROA, NI adjusted for asset write-upsHistoric and projected financial dataAsset write-up informationSummary co

8、st, volume info for production unitsAnnual reports, 10Ks, 10Qs, etc.Company financial reportsFinancial department interviewsFinancial MetricsThe increasing complexity of business and the evolving importance of, and coordination required between specialized expertise requires changes in the decision-

9、making process and information flowsDefine actual vs. perceived vs. “real” organization chart, decision-making process/responsibilities; identify gapsDefine expertise, info required to make decision, organizational requirementsDefine evolving nature of organization and information flowsKey decisions

10、Key individuals involved in decision-making processInformation flowsManagement interviewsOrganization chartsMemos/documents on management processesSystem flow chartsData/Info FlowsOrg ChartsApproachAnalysis PlanWhen To ApplyWhen it is necessary to lay out problem-solving process in depth/detail and

11、identify the analyses which need to be undertaken to validate the selected hypotheses Define an issue on which a specific action depends and phrase it as a “yes or no question Establish a hypothesis: a statement of likely resolution of the issue including the reasons for answering “yes or “no Develo

12、p an analysis statement that outlines the “models that will be explored in order to prove or disprove the hypothesis Identify the likely location or means of obtaining data to accomplish the analysis Develop end products (presentations) to graphically represent the output of the analysisCitations -

13、Client and Industry ExperienceAnalysis Plan Compaq/Technology/Vasu Krishnamurthy Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy Post Office Counters Ltd./Transportation Services/KIT database PwC MCS/Consulting/Vasu Krishnamurthy United Airlines/Travel/Vasu KrishnamurthyRobert M. Grant, “Contempora

14、ry Strategy Analysis, 3rd EditionSource ListBreakthrough Model SummaryThe Breakthrough model focuses attention on most substantial opportunities for creating value for customers and shareholders.Breakthrough ModelExternalInternalIndustryCompanyTrends in theeconomicenvironment inwhich the marketsexis

15、tBest practicesacross this andsimilar industriesMarket/productstrategy and basisfor competitionCapabilities of the companyspeople, processes,technology, systems andstructure1234Market/ProductRepositioningIndustryTransformationEnterpriseAlignmentBest PracticePerformanceApproachBreakthrough ModelWhen

16、To ApplyUtilize the Breakthrough model to identify and categorize all opportunities to create substantial incremental shareholder value.When creating a Breakthrough model, the following criteria should be considered: Summarize all opportunities to improve business performance from other analyses Cat

17、egorize them into four groups: Enterprise alignment Best practice performance Market/product repositioning Industry transformation Determine approximate economic value of each type of strategyCitations - Client and Industry ExperienceBreakthrough ModelNon-PwC:Toyota: the lean production system Frito

18、-Lay: end-to-end supply chain management and the use of advanced technology Intel: high velocity product development Amazon : Internet based channels of distribution on behalf of shareholders. Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking Sour

19、ce ListCompetitive Benchmarking SummaryCompetitive Benchmarking is used to identify and measure the factors that determine why a process has specific cost, quality or timing attributes and incorporate the best practices into an actionable change plan. It does so in part, by comparing a companys perf

20、ormance in key areas with respect to its competitors performance. Examples of presenting Competitive Benchmarking findings:Competitive BenchmarkingMonthsHome GoodsPerishablesApparel Average = 6.7 = Maximum# = Average or Most Common = Minimum02468101214161820ABCDEFGIJKLMNNEW PRODUCT DEVELOPMENT CYCLE

21、 TIMEBest Practices3.55.04.56.513.55.06.09.07.06.010.56.04.5ApproachCompetitive BenchmarkingWhen To ApplyWhile not a comprehensive comparison, Competitive Benchmarking illustrates the efficiency of specific processes in comparison to a companys competitors. Select companies to benchmark against care

22、fully - remember that companies outside the clients industry may be the best candidates. Ensure that data collected are comparable and the the right processes are benchmarked; those which have the biggest impact on customer service/satisfaction/value. Examine the issues most important to the company

23、s situation to determine whether roles, processes, or strategic issues should by benchmarked Identify key performance variables and determine which companies to use for comparison (both within companys industry and outside the industry) For process benchmarking, determine the metrics to be measured;

24、 these can be key performance indicators (KPIs), or other measurements Establish data collection methodology (industry sources, on-line databases, on-site visits, phone interviews, survey questionnaires, competitors, etc.) Measure client company performance Measure performance of competitors and bes

25、t practice leaders Illustrate the spectrum of performances on an appropriate graph Determine gaps and reasoning Develop action plans/recommendation to address gaps Implement actions and monitor progressCitations - Client and Industry ExperienceCompetitive Benchmarking Ball Corporation/Packaging /Vas

26、u Krishnamurthy & Mike Weiss Motorola/Technology/Vasu Krishnamurthy PwC MCS/Consulting/Vasu Krishnamurthy United Airlines/Travel/Vasu Krishnamurthy Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking Liam Fahey, Robert M. Randall, “The Portable MBA

27、in Strategy Robert M. Grant, “Contemporary Strategy Analysis, 3rd Edition Michael Gould, Andrew Campbell, Marcus Alexander, “Corporate-Level Strategy: Creating Value in the Multibusiness Company Source ListCompetitive Positioning SummaryCompetitive Positioning analysis shows how a company is positio

28、ned in its industry relative to its competitorsPositioning MapExample: EntertainmentHighLowLowHighChannel StrengthContent StrengthIntellectual property strengthProduct strengthLowMediumHighMarket StrengthCompetitive PositioningApproachCompetitive PositioningWhen To ApplyTo show clients that you unde

29、rstand their market and position. Can also be used to develop strategic recommendations.STEPDATA REQUIREDSOURCE(S)1.Choose axes that are relevant to customer decision-making (first) and those which differentiate suppliers (second)2.Illustrate where competitors lie on map(s)3.Interpret map for strate

30、gic implications (e.g., clusters or open spaces)Information on industry as a wholeInformation on competing companies strategies and positioningTrade associationsTrade periodicals and publicationsInformation servicesAnalyst reportsVarious companies annual reports and other public informationInterview

31、s with competitor management Industry expertsCitations - Client and Industry ExperienceCompetitive Positioning Barclays Global Investors (BGI)/Banking/KIT database Blue Cross/Insurance/Mike Weiss Boots/Retail/KIT database Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy Giddings & Lewis/Machine Tool

32、/Vasu Krishnamurthy Osh Kosh B Gosh?SP/Retail/Mike Weiss PwC MCS/Consulting/Vasu Krishnamurthy Save & Prosper/Banking/KIT databasePaul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic ThinkingRobert M. Grant, “Contemporary Strategy AnalysisHenry Mintzberg, Jam

33、es Brian Quinn, Sumantra Ghoshal, “The Strategy Process Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, CasesSource ListCore Competency Analysis SummaryCore Competency Analysis provides a practical and systematic process to identify a companys core competencies and ass

34、ess key competitive advantages.Examples of Core Competency Models:Core Competency AnalysisMarketingExample: McDonaldsCustomerRefill SupportSales/DistributionOtherCustomer ServiceCritical Strategic Capabilities (SC) - The capabilities in which a company is a leader. These capabilities are the source

35、of competitive advantage.Critical Enabling Capabilities (EC) - The capabilities in which a company is competitively equivalent to other market leaders. These capabilities are often the source of a barrier to entry.Strategic/Financial PlanningTechnologyDevelopmentProductDevelopmentMfg/JointVentureCor

36、e Competence (CC) - A competence which delivers a sustainable competitive advantage in current markets, provides access to a wide variety of markets, and makes a significant contribution to the perceived customer benefits of the end product.Primary Capabilities (PC) - Minimum functional and technica

37、l requirements necessary to participate.COMPETENCIES MODEL - FRAMEWORKFast, affordable, fun, family dining experienceMarketing and brand mgmt.TrainingFranchise mgmt.Product innovationBigMac recipeHigh quality, low price product sourcingEfficient operationHamburger preparationMenu selectionApproachCo

38、re Competency AnalysisWhen To ApplyEmploy Core Competency analysis to evaluate a companys capabilities in each function of the value chain with a hierarchical model which identifies capabilities and the degree to which they provide competitive advantage and can be leveraged. Please note that there i

39、s a risk of defining too narrowly the market in which the client competes, thus focusing on the wrong competency requirements or a subset of the competencies required to effectively compete. It is key that those projects and programs that aim at developing core competencies should not be open to re-

40、prioritization at a later stage. Adhere to the following guidelines when analyzing core competencies and developing a Competencies Model - Framework: Interview company senior management and business line management as well as competitor management Define companys business system and activities perfo

41、rmed within each function - Based on the total range of capabilities identified, ask the questions: Which ones do we have to be “good at? Which ones do we have to be “market/world leading at? Determine whether each activity is a primary capability, a critical enabling capability, a critical strategi

42、c capability, or a core competence, based on the degree to which the activity provides competitive advantage and can be leveraged Note that while all the identified capabilities will be critical to achieve the vision and strategy, the questions will help distinguish core from non-core by invoking ma

43、nagement attention and reflection in a systematic and structured mannerCitations - Client and Industry ExperienceCore Competency Analysis Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy Giddings & Lewis/Machine Tool/Vasu Krishnamurthy MetLife/Insurance/KIT database PwC MCS/Consulting/Vasu Krishnamu

44、rthy Save & Prosper/Banking/KIT database David A. Aaker, “Developing Business Strategies, 5th Edition Robert M. Grant, “Contemporary Strategy Analysis, 3rd Edition Michael Gould, Andrew Campbell, Marcus Alexander, “Corporate-Level Strategy: Creating Value in the Multibusiness Company Henry Mintzberg

45、, Bruce Ahlstrand, Joseph Lampel, “Strategy Safari: A Guided Tour Through the Wilds of Strategic Management Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, CasesSource ListEstablishSegmentation

46、 ObjectivesData AssessmentModel Construction Build Closed Loop Performance ToolWhat are the objectives of the segmentation? Better ROI, redistribute spending, change sales efforts?What data is needed to meet the objectives?How much of that data can be obtained internally? externally?What data is ess

47、ential to the segmentation?What data can be a focus for further improvement in the future?Define the variables of the model with accessible data?Develop an analytical tool that utilizes the variables to determine a customer ranking or grouping (ie most ideal partner to most inefficient partner).Refo

48、cus internal efforts based on segmentation outcome.Establish a way to capture the key data needed to segment customer base.Utilize the data on an ongoing basis to improve performance and continually reward the better performing customers.Customer Segmentation MethodologyHigh level work flow for a cu

49、stomer segmentationCustomer Segmentation Methodology SummaryCustomer Segmentation SummaryCustomer segmentation is a division of a market into distinct groups of buyers who might require separate products and/or marketing mixes.THE CONVERTER MARKET CAN BE SEGMENTED USING TWO VARIABLES: ECONOMIC RISK

50、AND FABRIC INNOVATIONHold inventoryCredit problemBasic fabrics“Opportunistic” StrategySpecialty productsNarrow customer baseNiche Strategy (specialized product to narrow customer base)Sell to manufacturers before fabric purchaseEstablished creditBroad customer baseBasic fabricsLow-Cost StrategySell

51、to manufacturers before fabric purchaseEstablished creditFocused customer baseNovel fabrics (“fashion forward”)Differentiation Strategy (specialized product to broad customer base)Economic RiskInventory positionCredit statusProduct mixCustomer baseFabric InnovationPercent noveltiesOrder sizeNumber o

52、f collectionsHighLowHighLowCustomer SegmentationApproachSTEPDATA REQUIREDSOURCE(S)1.Identify segmentation variables and segment the marketa) Survey Stage: Conduct interviews/focus groups with consumers to gain insight into motivations, attitudes, and behaviorb)Analysis Stage: Apply factor analysis t

53、o data to remove highly correlated variables; apply cluster analysis to create a number of maximally different segments2.Form segments by looking at consumer characteristics as well as consumer responsesa)Geographic Segmentationb)Demographic Segmentationc)Psychographic Segmentationd)Behavioral Segme

54、ntationResults from focus groups, interviews, and surveysCustomer characteristics: demographics, statistics, etc.Focus groups, interviews, surveysCompany dataWhen To ApplyApplicable when it is useful to better identify marketing opportunities, to develop the right offering for each target market, or

55、 to be able to reach the target market in the most efficient manner possible.Customer SegmentationCitations - Client and Industry ExperienceCustomer Segmentation Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy General Mills/CIP/Johan Sauer Giddings & Lewis/Machine Tool/Vasu Krishnamurthy The Little

56、woods Organization/Retail/KIT database PwC MCS/Consulting/Vasu Krishnamurthy Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic ThinkingRobert M. Grant, “Contemporary Strategy AnalysisHenry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Proce

57、ssSource ListThe Experience Curve forecasts future trends in cost/labor and determines the relative cost position of various competitors. The tool quantifies cost savings, theoretically achieved through experience gained in conducting a process.Experience Curve SummaryThe Experience CurveEXPERIENCE

58、CURVE FOR WIDGETS - PROJECTIONS5040302010200400600800100020004000Unit Volume (Thousands)Unit Cost($)197419751976 1977 1978197919801981 1982 19831984Slope 20%ApproachExperience CurveCreating the Experience Curve requires yearly accumulated production volume for the entire indicative and individual co

59、mpetitors, and the unit cost for the entire industry and competitors (use price data if cost data is not available.) Data can be secured from government agencies, trade associations, and from internal company data.Step 1Plot accumulated volume for different years against unit cost on a log/log scale

60、 (unit cost should be deflated by using a general index such as the GNP deflator, or specific indices for the various pars of cost such as materials and labor.)Step 2Add a standard regression line to the graph.CAVEATS: Cost figures must be defined in the same manner by all sources of data. If compan