221普華永道的戰(zhàn)略分析框架

1、Strategy Practitioner Tools,Core ToolsOctober 1999,,0,© 1998, PricewaterhouseCoopers L.L.P.,,DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf,Table of Contents,1ANALYSIS PLAN2BREAKTHROUGH MODEL3COMPETITIVE B

2、ENCHMARKING4COMPETITIVE POSITIONING5CORE COMPETENCTY ANALYSIS6CUSTOMER SEGMENTATION7EXPERIENCE CURVE8FINANCIAL MODELING9FIT VS. ATTRACTIVENESS MODEL10FIVE FORCES ANALYSIS11GANTT CHART12GAP ANALYSIS13G

3、ROWTH SHARE MATRIX14INDUSTRY VALUE CHAIN ANALYSIS15ISSUE TREE/ISSUE MAP,16KEY PERFORMANCE INDICATORS17MARKET PROFITABILITY 18PORTFOLIO ANALYSIS19REAL OP

4、TIONS/STRATEGIC OPTION20SCALE CURVE21SCENARIO ENVISIONING22SENSITIVITY ANALYSIS23SEVEN S FRAMEWORK24STAKEHOLDER ANALYSIS25SWOT26VALUE BASED MANAGEMENT27VALUE CHAIN ANALYSIS28VALUE TREE29 VOICE OF THE

5、CUSTOMER,,,,Analysis Plan Summary,The analysis plan details a problem-solving process and specific analysis which must be developed to assess a hypothesis. The analysis plan must be flexible and that the analyses to be c

6、onducted and the deliverables to be produced may change during the course of the project.,Analysis Plan,,Approach,Analysis Plan,When To Apply,When it is necessary to lay out problem-solving process in depth/detail and id

7、entify 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 lik

8、ely resolution of the issue including the reasons 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 l

9、ikely location or means of obtaining data to accomplish the analysis Develop end products (presentations) to graphically represent the output of the analysis,Citations - Client and Industry Experience,Analysis Plan,,Co

10、mpaq/Technology/Vasu Krishnamurthy Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy Post Office Counters Ltd./Transportation Services/KIT database PwC MCS/Consulting/Vasu Krishnamurthy United Airlines

11、/Travel/Vasu Krishnamurthy,Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition,Source List,,,,Breakthrough Model Summary,The Breakthrough model focuses attention on most substantial opportunities for creating

12、 value for customers and shareholders.,Breakthrough Model,,,,,,,,,,,External,,Internal,,Industry,,Company,Trends in the,economic,environment in,which the markets,exist,Best practices,across this and,similar industries,Ma

13、rket/product,strategy and basis,for competition,Capabilities of the company’s,people, processes,,technology, systems and,structure,,1,,2,,3,,4,,,Market/Product,Repositioning,,Industry,Transformation,,Enterprise,Alignment

14、,,Best Practice,Performance,,Approach,Breakthrough Model,When To Apply,Utilize the Breakthrough model to identify and categorize all opportunities to create substantial incremental shareholder value.,When creating a Brea

15、kthrough model, the following criteria should be considered: Summarize all opportunities to improve business performance from other analyses Categorize them into four groups: Enterprise alignment Best practic

16、e performance Market/product repositioning Industry transformation Determine approximate economic value of each type of strategy,Citations - Client and Industry Experience,Breakthrough Model,,Non-PwC:Toyota: t

17、he lean production system? Frito-Lay: end-to-end supply chain management and the use of advanced technology? Intel: high velocity product development? Amazon.com: Internet based channels of distribution o

18、n behalf of shareholders.,Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking”,Source List,,,,Competitive Benchmarking Summary,Competitive Benchmarking is used to ident

19、ify 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 company’s pe

20、rformance in key areas with respect to its competitors’ performance. Examples of presenting Competitive Benchmarking findings:,Competitive Benchmarking,,Approach,Competitive Benchmarking,When To Apply,While not a comp

21、rehensive comparison, Competitive Benchmarking illustrates the efficiency of specific processes in comparison to a company’s competitors. Select companies to benchmark against carefully - remember that companies outside

22、 the client’s 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.,Exami

23、ne the issues most important to the company’s situation to determine whether roles, processes, or strategic issues should by benchmarked Identify key performance variables and determine which companies to use for

24、comparison (both within company’s industry and outside the industry) For process benchmarking, determine the metrics to be measured; these can be key performance indicators (KPI’s), or other measurements Est

25、ablish data collection methodology (industry sources, on-line databases, on-site visits, phone interviews, survey questionnaires, competitors, etc.) Measure client company performance Measure performance of com

26、petitors 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 monito

27、r progress,Citations - Client and Industry Experience,Competitive Benchmarking,,Ball Corporation/Packaging /Vasu Krishnamurthy & Mike Weiss Motorola/Technology/Vasu Krishnamurthy PwC MCS/Consulting/Vasu

28、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

29、 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 Comp

30、any”,Source List,,,,Competitive Positioning Summary,Competitive Positioning analysis shows how a company is positioned in its industry relative to its competitors,,Positioning MapExample: Entertainment,,High,Low,Low,Hi

31、gh,,,,,,,,,Channel Strength,Content StrengthIntellectual property strengthProduct strength,Competitive Positioning,,Approach,Competitive Positioning,When To Apply,To show clients that you understand their market and po

32、sition. Can also be used to develop strategic recommendations.,Citations - Client and Industry Experience,Competitive Positioning,,Barclays Global Investors (BGI)/Banking/KIT database Blue Cross/Insurance/Mike Weiss

33、 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 Krishnamur

34、thy Save & Prosper/Banking/KIT database,Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking”Robert M. Grant, “Contemporary Strategy Analysis”Henry Mintzberg,

35、James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, Cases”,Source List,,,,Core Competency Analysis Summary,Core Competency Anal

36、ysis provides a practical and systematic process to identify a company’s core competencies and assess key competitive advantages.Examples of Core Competency Models:,Core Competency Analysis,,Approach,Core Competency An

37、alysis,When To Apply,Employ Core Competency analysis to evaluate a company’s capabilities in each function of the value chain with a hierarchical model which identifies capabilities and the degree to which they provide c

38、ompetitive 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 subset of the compete

39、ncies 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 whe

40、n analyzing core competencies and developing a Competencies Model - Framework: Interview company senior management and business line management as well as competitor management Define company’s business system and

41、activities performed 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”?

42、 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 advant

43、age 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 management attention

44、 and reflection in a systematic and structured manner,Citations - Client and Industry Experience,Core Competency Analysis,,Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy Giddings & Lewis/Machine Tool/Vasu Kr

45、ishnamurthy 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, “

46、Contemporary Strategy Analysis”, 3rd Edition Michael Gould, Andrew Campbell, Marcus Alexander, “Corporate-Level Strategy: Creating Value in the Multibusiness Company” Henry Mintzberg, Bruce Ahlstrand,

47、 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,

48、“The Strategy Process: Concepts, Contexts, Cases,Source List,What are the objectives of the segmentation? Better ROI, redistribute spending, change sales efforts?,What data is needed to meet the objectives?How much

49、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 variables of the model with accessible data?De

50、velop 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 wa

51、y 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 Methodology,High level

52、work flow for a customer segmentation,Customer Segmentation Methodology Summary,,,,Customer Segmentation Summary,Customer segmentation is a division of a market into distinct groups of buyers who might require separate

53、products and/or marketing mixes.,,THE CONVERTER MARKET CAN BE SEGMENTED USING TWO VARIABLES: ECONOMIC RISK AND FABRIC INNOVATION,Economic RiskInventory positionCredit statusProduct mixCustomer base,Fabric Innovation

54、Percent noveltiesOrder sizeNumber of collections,High,Low,High,Low,Customer Segmentation,,Approach,When To Apply,Applicable when it is useful to better identify marketing opportunities, to develop the right offering fo

55、r each target market, or to be able to reach the target market in the most efficient manner possible.,Customer Segmentation,Citations - Client and Industry Experience,Customer Segmentation,,Galileo/Travel/ Spencer Lin &a

56、mp; Vasu Krishnamurthy General Mills/CIP/Johan Sauer Giddings & Lewis/Machine Tool/Vasu Krishnamurthy The Littlewoods Organization/Retail/KIT database PwC MCS/Consulting/Vasu Krishnamurthy,Paul Elkin, “Ma

57、stering 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”,Sour

58、ce List,The 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

59、conducting a process.,Experience Curve Summary,The Experience Curve,,EXPERIENCE CURVE FOR WIDGETS - PROJECTIONS,Approach,Experience Curve,Creating the Experience Curve requires yearly accumulated production volume for th

60、e entire indicative and individual competitors, 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,

61、 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 general index such as the GNP deflator, or specific indi

62、ces 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 company cost-accoun

63、ting data is used, it may need to be adjusted for overhead allocations and other costs not considered to be part of the activity, process, or product under study. If price data is used pricing behavior of participants ne

64、eds to be consideredInnovation within any functional area (e.g., product, process, distribution) can render the current experience curve useless as a strategy tool. Therefore, it is important to understand the environme

65、ntal and customer trends in order not to rely too heavily on this analysisThe experience curve is only an analytical concept, and there is no guarantee that costs will actually decrease according to it. The company must

66、 actively manage costs down,When to Apply,The Growth Share Matrix may be overly simplistic, market share does not always correlate with profitability and not all businesses have the same asset intensity. Conclusions are

67、 sensitive to business and market definitions; where lines are drawn. Practitioners must be creative, careful and consistent with market data.,Citations - Client and Industry Experience,Experience Curve,Source List,Davi

68、d A. Aaker, “Developing Business Strategies”, 5th Edition The Boston Consulting Group, “Perspectives on Strategy” Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition Henry Mintzberg, Bruce Ahlstran