战略分析框架英文课件(PPT 100页)

1、Strategy Practitioner ToolsCore ToolsOctober 19991 1998, PricewaterhouseCoopers L.L.P.DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf第1页，共100页。Table of Contents1ANALYSIS PLAN2BREAKTHROUGH MODEL3COMPETITIVE BENCHMARKING4COMPETITIVE POSITIONING5CORE COMPETENCTY ANALYSIS6CUSTOMER SEGMENTATION7EXPERI

2、ENCE CURVE8FINANCIAL MODELING9FIT VS. ATTRACTIVENESS MODEL10FIVE FORCES ANALYSIS11GANTT CHART12GAP ANALYSIS13GROWTH SHARE MATRIX14INDUSTRY VALUE CHAIN ANALYSIS15ISSUE TREE/ISSUE MAP16KEY PERFORMANCE INDICATORS17MARKET PROFITABILITY 18PORTFOLIO ANALYSIS19REAL OPTIONS/STRATEGIC OPTION20SCALE CURVE21SC

3、ENARIO ENVISIONING22SENSITIVITY ANALYSIS23SEVEN S FRAMEWORK24STAKEHOLDER ANALYSIS25SWOT26VALUE BASED MANAGEMENT27VALUE CHAIN ANALYSIS28VALUE TREE29 VOICE OF THE CUSTOMER第2页，共100页。Analysis Plan SummaryThe analysis plan details a problem-solving process and specific analysis which must be developed to

4、 assess a hypothesis. 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 Hypoth

5、esisOrganizational philosophy 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

6、system, CSFsKey activities, 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 corp

7、orate expectations or 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 i

8、nformationSummary cost, 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 chan

9、ges in the decision-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 informatio

10、n flowsKey decisionsKey individuals involved in decision-making processInformation flowsManagement interviewsOrganization chartsMemos/documents on management processesSystem flow chartsData/Info FlowsOrg Charts第3页，共100页。ApproachAnalysis PlanWhen To ApplyWhen it is necessary to lay out problem-solvin

11、g process in depth/detail and 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

12、for answering “yes” or “no” Develop 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

13、 output of the analysis第4页，共100页。Citations - 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/V

14、asu KrishnamurthyRobert M. Grant, “Contemporary Strategy Analysis”, 3rd EditionSource List第5页，共100页。Breakthrough Model SummaryThe Breakthrough model focuses attention on most substantial opportunities for creating value for customers and shareholders.Breakthrough ModelExternalInternalIndustryCompany

15、Trends in theeconomicenvironment inwhich the marketsexistBest practicesacross this andsimilar industriesMarket/productstrategy and basisfor competitionCapabilities of the companyspeople, processes,technology, systems andstructure1234Market/ProductRepositioningIndustryTransformationEnterpriseAlignmen

16、tBest PracticePerformance第6页，共100页。ApproachBreakthrough ModelWhen 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 opp

17、ortunities to improve business performance from other analyses Categorize them into four groups: Enterprise alignment Best practice performance Market/product repositioning Industry transformation Determine approximate economic value of each type of strategy第7页，共100页。Citations - Client and Industry

18、ExperienceBreakthrough ModelNon-PwC:Toyota: the lean production system Frito-Lay: end-to-end supply chain management and the use of advanced technology Intel: high velocity product development A: Internet based channels of distribution on behalf of shareholders. Paul Elkin, “Mastering Business Plann

19、ing and Strategy: The Power and Application of Strategic Thinking” Source List第8页，共100页。Competitive 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

20、 into an actionable change plan. It does so in part, by comparing a companys performance in key areas with respect to its competitors performance. Examples of presenting Competitive Benchmarking findings:Competitive BenchmarkingMonthsHome GoodsPerishablesApparel Average = 6.7 = Maximum# = Average or

21、 Most Common = Minimum02468101214161820ABCDEFGIJKLMNNEW PRODUCT DEVELOPMENT CYCLE TIMEBest Practices3.55.04.56.513.55.06.09.07.06.010.56.04.5第9页，共100页。ApproachCompetitive BenchmarkingWhen To ApplyWhile not a comprehensive comparison, Competitive Benchmarking illustrates the efficiency of specific pr

22、ocesses in comparison to a companys competitors. Select companies to benchmark against carefully - 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 impa

23、ct on customer service/satisfaction/value. Examine the issues most important to the companys 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 industr

24、y and outside the industry) For process benchmarking, determine the metrics to be measured; 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, compe

25、titors, etc.) Measure client company performance Measure performance of competitors and best 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 progress第10页，共1

26、00页。Citations - Client and Industry ExperienceCompetitive Benchmarking Ball Corporation/Packaging /Vasu Krishnamurthy & Mike Weiss Motorola/Technology/Vasu Krishnamurthy PwC MCS/Consulting/Vasu Krishnamurthy United Airlines/Travel/Vasu Krishnamurthy Paul Elkin, “Mastering Business Planning and Strat

27、egy: The Power and Application of Strategic Thinking” Liam Fahey, Robert M. Randall, “The Portable MBA 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”

28、 Source List第11页，共100页。Competitive Positioning SummaryCompetitive Positioning analysis shows how a company is positioned in its industry relative to its competitorsPositioning MapExample: EntertainmentHighLowLowHighChannel StrengthContent StrengthIntellectual property strengthProduct strengthLowMedi

29、umHighMarket StrengthCompetitive Positioning第12页，共100页。ApproachCompetitive PositioningWhen To ApplyTo show clients that you understand their market and position. Can also be used to develop strategic recommendations.STEPDATA REQUIREDSOURCE(S)1.Choose axes that are relevant to customer decision-makin

30、g (first) and those which differentiate suppliers (second)2.Illustrate where competitors lie on map(s)3.Interpret map for strategic implications (e.g., clusters or open spaces)Information on industry as a wholeInformation on competing companies strategies and positioningTrade associationsTrade perio

31、dicals and publicationsInformation servicesAnalyst reportsVarious companies annual reports and other public informationInterviews with competitor management Industry experts第13页，共100页。Citations - Client and Industry ExperienceCompetitive Positioning Barclays Global Investors (BGI)/Banking/KIT databa

32、se Blue Cross/Insurance/Mike Weiss Boots/Retail/KIT database Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy Giddings & Lewis/Machine Tool/Vasu Krishnamurthy Osh Kosh B Gosh?SP/Retail/Mike Weiss PwC MCS/Consulting/Vasu Krishnamurthy Save & Prosper/Banking/KIT databasePaul Elkin, “Mastering Business

33、 Planning and Strategy: The Power and Application of Strategic Thinking”Robert M. Grant, “Contemporary Strategy Analysis”Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, Cases”Source List第14页，共

34、100页。Core Competency Analysis SummaryCore Competency Analysis provides a practical and systematic process to identify a companys core competencies and assess key competitive advantages.Examples of Core Competency Models:Core Competency AnalysisMarketingExample: McDonaldsCustomerRefill SupportSales/D

35、istributionOtherCustomer ServiceCritical Strategic Capabilities (SC) - The capabilities in which a company is a leader. These capabilities are the source of competitive advantage.Critical Enabling Capabilities (EC) - The capabilities in which a company is competitively equivalent to other market lea

36、ders. These capabilities are often the source of a barrier to entry.Strategic/Financial PlanningTechnologyDevelopmentProductDevelopmentMfg/JointVentureCore Competence (CC) - A competence which delivers a sustainable competitive advantage in current markets, provides access to a wide variety of marke

37、ts, and makes a significant contribution to the perceived customer benefits of the end product.Primary Capabilities (PC) - Minimum functional and technical requirements necessary to participate.COMPETENCIES MODEL - FRAMEWORKFast, affordable, fun, family dining experienceMarketing and brand mgmt.Trai

38、ningFranchise mgmt.Product innovationBigMac recipeHigh quality, low price product sourcingEfficient operationHamburger preparationMenu selection第15页，共100页。ApproachCore Competency AnalysisWhen To ApplyEmploy Core Competency analysis to evaluate a companys capabilities in each function of the value ch

39、ain with a hierarchical model which identifies capabilities and the degree to which they provide competitive advantage and can be leveraged. Please note that there is a risk of defining too narrowly the market in which the client competes, thus focusing on the wrong competency requirements or a subs

40、et 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-prioritization at a later stage. Adhere to the following guidelines when analyzing core competencies and developing a Competencies Mode

41、l - Framework: Interview company senior management and business line management as well as competitor management Define companys business system and activities performed within each function - Based on the total range of capabilities identified, ask the questions: Which ones do we have to be “good a

42、t”? 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 strategic capability, or a core competence, based on the degree to which the activity provides competitive advantage and can be leveraged Not

43、e 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 management attention and reflection in a systematic and structured manner第16页，共100页。Citations - Client and Industry ExperienceCore Comp

44、etency Analysis Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy Giddings & Lewis/Machine Tool/Vasu Krishnamurthy MetLife/Insurance/KIT database PwC MCS/Consulting/Vasu Krishnamurthy Save & Prosper/Banking/KIT database David A. Aaker, “Developing Business Strategies”, 5th Edition Robert M. Grant, “C

45、ontemporary Strategy Analysis”, 3rd Edition Michael Gould, Andrew Campbell, Marcus Alexander, “Corporate-Level Strategy: Creating Value in the Multibusiness Company” Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, “Strategy Safari: A Guided Tour Through the Wilds of Strategic Management” Henry Mint

46、zberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, CasesSource List第17页，共100页。EstablishSegmentation ObjectivesData AssessmentModel Construction Build Closed Loop Performance ToolWhat are the objectives of

47、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 essential to the segmentation?What data can be a focus for further improvement in the future?Define the varia

48、bles 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).Refocus internal efforts based on segmentation outcome.Establish a way to capture the key data needed to segme

49、nt 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 customer segmentationCustomer Segmentation Methodology Summary第18页，共100页。Customer Segmentation SummaryCustom

50、er 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 AND FABRIC INNOVATIONHold inventoryCredit problemBasic fabrics“Opportunistic” StrategySpecialty

51、 productsNarrow customer baseNiche Strategy (specialized product to narrow customer base)Sell to manufacturers before fabric purchaseEstablished creditBroad customer baseBasic fabricsLow-Cost StrategySell to manufacturers before fabric purchaseEstablished creditFocused customer baseNovel fabrics (“f

52、ashion forward”)Differentiation Strategy (specialized product to broad customer base)Economic RiskInventory positionCredit statusProduct mixCustomer baseFabric InnovationPercent noveltiesOrder sizeNumber of collectionsHighLowHighLowCustomer Segmentation第19页，共100页。ApproachSTEPDATA REQUIREDSOURCE(S)1.

53、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 to data to remove highly correlated variables; apply cluster analysis to create a num

54、ber of maximally different segments2.Form segments by looking at consumer characteristics as well as consumer responsesa)Geographic Segmentationb)Demographic Segmentationc)Psychographic Segmentationd)Behavioral SegmentationResults from focus groups, interviews, and surveysCustomer characteristics: d

55、emographics, 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 to be able to reach the target market in the most efficient manner possible.Custome

56、r Segmentation第20页，共100页。Citations - Client and Industry ExperienceCustomer Segmentation Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy General Mills/CIP/Johan Sauer Giddings & Lewis/Machine Tool/Vasu Krishnamurthy The Littlewoods Organization/Retail/KIT database PwC MCS/Consulting/Vasu Krishnamur

57、thy Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking”Robert M. Grant, “Contemporary Strategy Analysis”Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process”Source List第21页，共100页。The Experience Curve forecasts future trends i

58、n 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 CURVE FOR WIDGETS - PROJECTIONS5040302010200400600800100020

59、004000Unit Volume (Thousands)Unit Cost($)197419751976 1977 1978197919801981 1982 19831984Slope 20%第22页，共100页。ApproachExperience CurveCreating the Experience Curve requires yearly accumulated production volume for the entire indicative and individual competitors, and the unit cost for the entire indu

60、stry 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 (unit cost should be deflated by using a genera