@贝恩价值链分析方法

Author: TomMacinaReviewers:ScottBender,

PeterFisher,

CyrusVilla,

AmmarMaraqa

bcValueChainMarch1998Copyright©1998Bain&Company,Inc.1AgendaTheconceptValueChainmethodologyExampleTheConceptValuechainanalysisisasystematicmethodfordisaggregatingafirmorindustryintoitsmajordiscreteactivitiestounderstandsourcesofcompetitiveadvantage

Valuechainanalysiscanbeusedtoidentifyopportunitiestogaincostadvantage/improveperformanceincreasecompetitivedifferentiation

Valuechainanalysisisananalyticaltoolwhichcanhelpprovideclaritytoconsultantsandclientsallowsdistinctboundariestobedrawnacrossbusiness(orindustry)processallowsconsultanttoclearlyevaluateandprioritizeactivitiesonwhichtofocusfacilitatesclientunderstandingGenericValueChainSuccessivelyfinerdisaggregationsofactivitiesaremadetoexposedifferencesimportanttocompetitiveadvantageThegenericvaluechainconsistsofsixgeneralactivities.Tech.,R&DPurchasing/InboundLogisticsManufact-uring/OperationsMarketing

&SalesDistribution/

OutboundLogisticsServiceCommonUsesValuechainanalysiscanbeusedasananalyticaltoolintwogeneralsituations.ValueChainAnalysisasatoolforCompetitiveAdvantageCostAnalysis/PerformanceImprovementCompetitivePositioningRCPRe-engineeringBusinessdefinitionVMR/IndustrycollaborationCompetitivedifferentiationDrawingbusinessboundariesDistribu-

tion/OutboundLogisticsServiceValueChainScopeThescopeofthevaluechaindependslargelyonthepurposeforwhichthetoolisbeingused.SystemorIndustryValueChain:FirmValueChain:MajorActivityValueChain:Tech.,R&DPurchas-

ing/InboundLogisticsManu-facturing/OperationsMarketing

&SalesMaterialPreparationConversionFinalAssemblyQualityAssurancePackagingInputs(Supplier)Conversion(Manufacturer)Distribution(Distributor/Retailer)Consumption(End-User)VMRCostAnalysisProcessRe-engineeringCostAnalysisSampleUseWhentoUseValueChainAnalysisCostAnalysis/RCPProcessRe-EngineeringBusinessDefinitionVMR/IndustryCollaborationCompetitivePositioningMapMajorActivitiesMapSub-ActivitiesAlwaysSometimesUnlikelyAgendaTheconceptValueChainmethodologyExampleValueChainMethodology(1of2)1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?(Whereisthemostleverage?)Tech.,R&DPurchas-

ing/InboundLogisticsManu-facturing/Opera-

tionsMarketing

&SalesDistri-bution/OutboundLogisticsServiceTech.,R&DPurcha-sing/InboundLogisticsMarketing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?Therearethreestepsindoingvaluechainanalysis.ValueChainMethodology(2of2)1.Whataretheactivities??Steponeisdeterminingtheappropriateactivitiestomap.Determinekeystepsindesigning,producing,marketing,deliveringandsupportingaproductorserviceActivitiescanbeseparatedandgroupedbasedondifferenteconomicsprocessesusingdifferentpeople/equipment/technologyhighorgrowingpercentageoftotalcostdistinctioninmindofcustomerHelpfulmethodologyinmappingoutactivities:productfloworderflowpaperflowSanding/DustingManu-facturingCuttingPackagingCookingFormingWrappingBulkContainersMajorActivities:Sub-Activities:WrappingindividualcandiesBaggingindividuallywrappedcandiesforretailsalePlacingindividuallywrappedcandiesinbulkcontainersfordeliverytoretailoutletsthatsellloosecandyFind“breakpoints”intheprocessflowcookingthroughsandingallonecontinuouslineproductconveyedtowrappinglinePackagingwasactuallyseparatedintotwoactivities,astherearetwodifferentproductpathsfollowingwrappingmostprocessstepssimilar,however,suggestinga“packaging”groupingBaggingDrawingActivityBoundaries(CandyCo.Example)ValueChainMethodology(1of3)2.Whichactivitiesaremostcritical?Steptwoisdeterminingwhichactivitiesaremostcritical.CostAnalysisCaseTech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-

tionsMarket-ing&SalesDistri-bution/OutboundLogisticsService5%35%30%15%10%5%Whatarecostdrivers?Explanation:Percentoftotalcost:AllocatecoststoeachmajoractivityDeterminewhichactivitiesaccountforthegreatestportionoftotalcostValueChainMethodology(2of3)CompetitivePositioningCaseTech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-

tionsMarketing

&SalesDistri-bution/OutboundLogisticsServiceWhichcriteriadrivecustomerdecisions?

Customerimportancescale(1=low,7=high)

ProductInnovationReliabilityBrandImageSpeedofDeliveryResponsivenessExplanation:DeterminerelativeimportanceofeachactivityinmindofcustomerDeterminewhichactivitiesdrivepurchasedecisionPrice4.06.34.86.05.14.7Manu-facturing/OperationsValueChainMethodology(3of3)Stepthreeisdeterminingwhichactivitiesprovidethemostopportunity.3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsCostAnalysisCaseCompetitivePositioningCaseWhereisgreatestrelativeopportunitytoimprovecoststructure?Whereisgreatestrelativeopportunitytoimproveperformance/creategaprelativetocompetitors?Tech.,R&DPurcha-sing/InboundLogisticsDistribu-tion/OutboundLogisticsMarket-ing&SalesServiceServiceExplanation:Explanation:Determinewhichcostsaremostcontrollablee.g.,rawmaterialscostsmaybelargelycommodityDeterminewherelargestrelativeperformancegapliesrelativetocompetitorsrelativetointernalcomparablesDeterminewherelargestrelativeperformancegapliesrelativetocustomerexpectationsrelativetocompetitorsAgendaTheconceptValueChainmethodologyExampleAceConsumerProductsBackground:AceConsumerProductswasaweaknumberthreeintheU.S.KetchupmarketDivisionlosingmoney,lossesacceleratingComplication:Businessinterlinkedwithotheroperations-can'tbeclosedordivestedQuestion:Whatcostreductionscanbedonetorestoreprofitability?ValueChainMethodology1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-

facturing/Opera-

tionsMarket-ing&SalesDistribu-tion/OutboundLogisticsServiceTech.,R&DPurch-asing/InboundLogisticsMarket-ing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?ServiceKetchupValueChainActual

ValueChainPurchasing/InboundLogisticsManu-facturingPackagingMarketingSalesDistribution/OutboundLogisticsGenericValueChainTech.,R&DPurchasing/InboundLogisticsManu-facturing/OperationsMarketing

&SalesDistribution

OutboundLogisticsInthisconsumerproductsexample,R&Dandservicewereremovedasmajoractivities,packagingwasbrokenoutseparately,andmarketing&saleswereseparated.VerylittleinvestmentinproductformulationnotamajoractivityRawmaterialssubstantial,butlargelycommoditymajoractivityPackagingcriticalforconsumerproductspackagingbrokenoutseparatelyBrandbuildingthroughmarketingandsalesforceverydiscretemarketingandsalesseparatedCaptivefleetdistributestocustomerwarehousesmajoractivityProductsupport(800#)minimalandhandledcentrallywithotherproductlinesnotamajoractivityValueChainMethodology1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/OperationsMarket-ing&SalesDistribu-tion/OutboundLogisticsServiceTech.,R&DPurcha-sing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsService?AceConsumerProducts100%80%60%40%20%0%PercentofTotalOtherVinegarPropyleneglycolSugarOnionsTomatoOtherVariablemanufacturingDepreciationMainten-anceLaboroverheadDirectlaborOtherLabelsBottleGroupadministrationR&DDivisionadmin.HQandsystemsOperatingmarginOtheroperatingandadministrativeWagesVariableFixed$0.20$0.40$0.60$0.80$1.00$1.24CostperEightOunceBottlePricetoconsumer($1.08)RawPackagingOtherOverheadPromotionConsumerMediaMarketingProfitRetailerDealsOutboundfreightPerioddistributionWarehousingRedistributionDistributionManufacturingAllocationsRawmaterials,manufacturing,packagingandmarketingdrivetotalcost.SalesValueChainMethodology1.Whataretheactivities?2.Whatactivitiesaremostcritical3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurcha-sing/InboundLogisticsManu-facturing/OperationsMarket-ing&SalesDistribu-tion/OutboundLogisticsServiceTech.,R&DPurcha-sing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsService?RelativeCostPosition-MethodologyDriversCompetitiveCostSourcesBAR/LNALeemisAlumniinterviewsBenchmarkingwascr