@某咨询价值链方法

Author: TomMacinaReviewers:ScottBender,

PeterFisher,

CyrusVilla,

AmmarMaraqa

bcValueChainMarch1998Copyright©1998Bain&Company,Inc.2valuechainValueChainAgenda

TheconceptValueChainmethodologyExample3valuechainValueChainTheConcept

Valuechainanalysisisasystematicmethodfordisaggregatingafirmorindustryintoitsmajordiscreteactivitiestounderstandsourcesofcompetitiveadvantage

Valuechainanalysiscanbeusedtoidentifyopportunitiestogaincostadvantage/improveperformanceincreasecompetitivedifferentiation

Valuechainanalysisisananalyticaltoolwhichcanhelpprovideclaritytoconsultantsandclientsallowsdistinctboundariestobedrawnacrossbusiness(orindustry)processallowsconsultanttoclearlyevaluateandprioritizeactivitiesonwhichtofocusfacilitatesclientunderstanding4valuechainValueChainGenericValueChain

SuccessivelyfinerdisaggregationsofactivitiesaremadetoexposedifferencesimportanttocompetitiveadvantageThegenericvaluechainconsistsofsixgeneralactivities.Tech.,R&DPurchasing/InboundLogisticsManufact-uring/OperationsMarketing

&SalesDistribution/

OutboundLogisticsService5valuechainValueChainCommonUses

Valuechainanalysiscanbeusedasananalyticaltoolintwogeneralsituations.ValueChainAnalysisasatoolforCompetitiveAdvantageCostAnalysis/PerformanceImprovementCompetitivePositioningRCPRe-engineeringBusinessdefinitionVMR/IndustrycollaborationCompetitivedifferentiationDrawingbusinessboundaries6valuechainValueChainDistribu-

tion/OutboundLogisticsServiceValueChainScope

Thescopeofthevaluechaindependslargelyonthepurposeforwhichthetoolisbeingused.SystemorIndustryValueChain:FirmValueChain:MajorActivityValueChain:Tech.,R&DPurchas-

ing/InboundLogisticsManu-facturing/OperationsMarketing

&SalesMaterialPreparationConversionFinalAssemblyQualityAssurancePackagingInputs(Supplier)Conversion(Manufacturer)Distribution(Distributor/Retailer)Consumption(End-User)VMRCostAnalysisProcessRe-engineeringCostAnalysisSampleUse7valuechainValueChainWhentoUseValueChainAnalysis

CostAnalysis/RCPProcessRe-EngineeringBusinessDefinitionVMR/IndustryCollaborationCompetitivePositioningMapMajorActivitiesMapSub-ActivitiesAlwaysSometimesUnlikely8valuechainValueChainAgenda

TheconceptValueChainmethodologyExample9valuechainValueChainValueChainMethodology(1of2)

1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?(Whereisthemostleverage?)Tech.,R&DPurchas-

ing/InboundLogisticsManu-facturing/Opera-

tionsMarketing

&SalesDistri-bution/OutboundLogisticsService

Tech.,R&DPurcha-sing/InboundLogisticsMarketing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?Therearethreestepsindoingvaluechainanalysis.10valuechainValueChainValueChainMethodology(2of2)

1.Whataretheactivities?

?Steponeisdeterminingtheappropriateactivitiestomap.Determinekeystepsindesigning,producing,marketing,deliveringandsupportingaproductorserviceActivitiescanbeseparatedandgroupedbasedondifferenteconomicsprocessesusingdifferentpeople/equipment/technologyhighorgrowingpercentageoftotalcostdistinctioninmindofcustomerHelpfulmethodologyinmappingoutactivities:productfloworderflowpaperflow11valuechainValueChainSanding/DustingManu-facturingCutting

PackagingCookingFormingWrappingBulkContainersMajorActivities:Sub-Activities:WrappingindividualcandiesBaggingindividuallywrappedcandiesforretailsalePlacingindividuallywrappedcandiesinbulkcontainersfordeliverytoretailoutletsthatsellloosecandyFind““breakpoints”intheprocessflowcookingthroughsandingallonecontinuouslineproductconveyedtowrappinglinePackagingwasactuallyseparatedintotwoactivities,astherearetwodifferentproductpathsfollowingwrappingmostprocessstepssimilar,however,suggestinga““packaging””groupingBaggingDrawingActivityBoundaries(CandyCo.Example)12valuechainValueChainValueChainMethodology(1of3)2.Whichactivitiesaremostcritical?Steptwoisdeterminingwhichactivitiesaremostcritical.CostAnalysisCase

Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-

tionsMarket-ing&SalesDistri-bution/OutboundLogisticsService5%35%30%15%10%5%Whatarecostdrivers?Explanation:Percentoftotalcost:AllocatecoststoeachmajoractivityDeterminewhichactivitiesaccountforthegreatestportionoftotalcost13valuechainValueChainValueChainMethodology(2of3)CompetitivePositioningCase

Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-

tionsMarketing&SalesDistri-bution/OutboundLogisticsServiceWhichcriteriadrivecustomerdecisions?Customerimportancescale(1=low,7=high)ProductInnovationReliabilityBrandImageSpeedofDeliveryResponsivenessExplanation:DeterminerelativeimportanceofeachactivityinmindofcustomerDeterminewhichactivitiesdrivepurchasedecisionPrice4.06.34.86.05.14.714valuechainValueChainManu-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.,rawmaterialscostsmaybelargelycommodityDeterminewherelargestrelativeperformancegapliesrelativetocompetitorsrelativetointernalcomparablesDeterminewherelargestrelativeperformancegapliesrelativetocustomerexpectationsrelativetocompetitors15valuechainValueChainAgendaTheconceptValueChainmethodologyExample16valuechainValueChainAceConsumerProductsBackground:AceConsumerProductswasaweaknumberthreeintheU.S.KetchupmarketDivisionlosingmoney,lossesacceleratingComplication:Businessinterlinkedwithotheroperations-can'tbeclosedordivestedQuestion:Whatcostreductionscanbedonetorestoreprofitability?17valuechainValueChainValueChainMethodology1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-tionsMarket-ing&SalesDistribu-tion/OutboundLogisticsService

Tech.,R&DPurch-asing/InboundLogisticsMarket-ing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?18valuechainValueChainServiceKetchupValueChainActualValueChainPurchasing/InboundLogisticsManu-facturingPackagingMarketingSalesDistribution/OutboundLogisticsGenericValueChainTech.,R&DPurchasing/InboundLogisticsManu-facturing/OperationsMarketing&SalesDistributionOutboundLogisticsInthisconsumerproductsexample,R&Dandservicewereremovedasmajoractivities,packagingwasbrokenoutseparately,andmarketing&saleswereseparated.VerylittleinvestmentinproductformulationnotamajoractivityRawmaterialssubstantial,butlargelycommoditymajoractivityPackagingcriticalforconsumerproductspackagingbrokenoutseparatelyBrandbuildingthroughmarketingandsalesforceverydiscretemarketingandsalesseparatedCaptivefleetdistributestocustomerwarehousesmajoractivityProductsupport(800#)minimalandhandledcentrallywithotherproductlinesnotamajoractivity19valuechainValueChainValueChainMethodology1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/OperationsMarket-ing&SalesDistribu-tion/OutboundLogisticsService

Tech.,R&DPurcha-sing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsService?20valuechainValueChainAceConsumerProducts100%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.Sales21valuechainValueChainValueChainMethodology1.Whataretheactivities?2.Whatactivitiesaremostcritical3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurcha-sing/InboundLogisticsManu-facturing/OperationsMarket-ing&SalesDistribu-tion/OutboundLogisticsService

Tech.,R&DPurcha-sing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsService?22valuechainValueChainRelativeCostPosition-MethodologyDriversCompetitiveCostSourcesBAR/LNALeemisAlumniinterviewsBenchmarkingwascriticaltounderstanding