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1、Strategy Practitioner ToolsCore ToolsOctober 19990 1998,PricewaterhouseCoopers L.L.P.DRAFT:FOR DISCUSSION ONLY/Version:660_w3/ppt/sfSC111898KR-Sydney1 1998,PricewaterhouseCoopers L.L.P.Table of Contents1ANALYSIS PLAN2BREAKTHROUGH MODEL3COMPETITIVE BENCHMARKING4COMPETITIVE POSITIONING5CORE COMPETENCT
2、Y ANALYSIS6CUSTOMER SEGMENTATION7EXPERIENCE CURVE8FINANCIAL MODELING9FIT VS.ATTRACTIVENESS MODEL10FIVE FORCES ANALYSIS11GANTT CHART12GAP ANALYSIS13GROWTH SHARE MATRIX14INDUSTRY VALUE CHAIN ANALYSIS15ISSUE TREE/ISSUE MAP16KEY PERFORMANCE INDICATORS17MARKET PROFITABILITY 18PORTFOLIO ANALYSIS19REAL OPT
3、IONS/STRATEGIC OPTION20SCALE CURVE21SCENARIO ENVISIONING22SENSITIVITY ANALYSIS23SEVEN S FRAMEWORK24STAKEHOLDER ANALYSIS25SWOT26VALUE BASED MANAGEMENT27VALUE CHAIN ANALYSIS28VALUE TREE29 VOICE OF THE CUSTOMERSC111898KR-Sydney2 1998,PricewaterhouseCoopers L.L.P.Analysis Plan SummaryThe analysis plan d
4、etails 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 conducted and the deliverables to be produced may change during the course of the project.Analysis PlanCLIENT EXAMPLE:HYPOTHESIS/ANALYT
5、ICAL PLANHypothesisAnalysisInfo.RequiredInfo.SourceEnd ProductsOverall HypothesisOrganizational philosophy needs to be modifiedSupporting HypothesisExisting organization does not adequately support the business strategyDefine business system,operating environmentDefine CSFs,organizational requiremen
6、ts along business systemDefine how existing organization supports business system,CSFsKey activities,processes by LOBCSFs along business system by LOBExisting organizational elements impacting business systemManagement interviewsSecondary researchHR documentsBusiness System DiagramsActivityCSFEven a
7、fter adjusting for asset write-up,financial performance has not met corporate expectations or competitive standards due to an inappropriate organization(and cost)structureFinancial performance petitors,budget/plansOverview of cost structure(e.g.,fixed vs.variable costs)ROA,NI adjusted for asset writ
8、e-upsHistoric and projected financial dataAsset write-up informationSummary 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
9、 required between specialized expertise requires changes 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
10、evolving nature of organization and information flowsKey decisionsKey individuals involved in decision-making processInformation flowsManagement interviewsOrganization chartsMemos/documents on management processesSystem flow chartsData/Info FlowsOrg ChartsSC111898KR-Sydney3 1998,PricewaterhouseCoope
11、rs L.L.P.ApproachAnalysis PlanWhen To ApplyWhen it is necessary to lay out problem-solving 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 Establ
12、ish a hypothesis:a statement of likely 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 likely location or means of obtaining data to accomplish
13、 the analysis Develop end products(presentations)to graphically represent the output of the analysisSC111898KR-Sydney4 1998,PricewaterhouseCoopers L.L.P.Citations-Client and Industry ExperienceAnalysis Plan Compaq/Technology/Vasu Krishnamurthy Galileo/Travel/Spencer Lin&Vasu Krishnamurthy Post Offic
14、e Counters Ltd./Transportation Services/KIT database PwC MCS/Consulting/Vasu Krishnamurthy United Airlines/Travel/Vasu KrishnamurthyRobert M.Grant,“Contemporary Strategy Analysis”,3rd EditionSource ListSC111898KR-Sydney5 1998,PricewaterhouseCoopers L.L.P.Breakthrough Model SummaryThe Breakthrough mo
15、del focuses attention on most substantial opportunities for creating value for customers and shareholders.Breakthrough ModelExternalInternalIndustryCompanyTrends in theeconomicenvironment inwhich the marketsexistBest practicesacross this andsimilar industriesMarket/productstrategy and basisfor compe
16、titionCapabilities of the companyspeople,processes,technology,systems andstructure1234Market/ProductRepositioningIndustryTransformationEnterpriseAlignmentBest PracticePerformanceSC111898KR-Sydney6 1998,PricewaterhouseCoopers L.L.P.ApproachBreakthrough ModelWhen To ApplyUtilize the Breakthrough model
17、 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 Categorize them into four groups:Enterprise
18、 alignment Best practice performance Market/product repositioning Industry transformation Determine approximate economic value of each type of strategySC111898KR-Sydney7 1998,PricewaterhouseCoopers L.L.P.Citations-Client and Industry ExperienceBreakthrough ModelNon-PwC:Toyota:the lean production sys
19、tem 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 Planning and Strategy:The Power and Application of Strategic Thinking”Source
20、ListSC111898KR-Sydney8 1998,PricewaterhouseCoopers L.L.P.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 into an actionable change plan.
21、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 Most Common =Minimum02468101214161820AB
22、CDEFGIJKLMNNEW PRODUCT DEVELOPMENT CYCLE TIMEBest Practices3.55.04.56.513.55.06.09.07.06.010.56.04.5SC111898KR-Sydney9 1998,PricewaterhouseCoopers L.L.P.ApproachCompetitive BenchmarkingWhen To ApplyWhile not a comprehensive comparison,Competitive Benchmarking illustrates the efficiency of specific p
23、rocesses 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 impact o
24、n 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 industry and ou
25、tside 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,competitors,etc.)Measure
26、 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 progressSC111898KR-Sydney10 1998,Pri
27、cewaterhouseCoopers L.L.P.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 Pl
28、anning and Strategy: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 Compa
29、ny”Source ListSC111898KR-Sydney11 1998,PricewaterhouseCoopers L.L.P.Competitive Positioning SummaryCompetitive Positioning analysis shows how a company is positioned in its industry relative to its competitorsPositioning MapExample:EntertainmentHighLowLowHighChannel StrengthContent StrengthIntellect
30、ual property strengthProduct strengthLowMediumHighMarket StrengthCompetitive PositioningSC111898KR-Sydney12 1998,PricewaterhouseCoopers L.L.P.ApproachCompetitive PositioningWhen To ApplyTo show clients that you understand their market and position.Can also be used to develop strategic recommendation
31、s.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 strategic implications(e.g.,clusters or open spaces)Information on industry as a wholeInformati
32、on on competing companies strategies and positioningTrade associationsTrade periodicals and publicationsInformation servicesAnalyst reportsVarious companies annual reports and other public informationInterviews with competitor management Industry expertsSC111898KR-Sydney13 1998,PricewaterhouseCooper
33、s L.L.P.Citations-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/Vasu Krishnamurthy Osh Kosh B Gosh?SP/Retail
34、/Mike Weiss PwC MCS/Consulting/Vasu Krishnamurthy Save&Prosper/Banking/KIT databasePaul 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 Proc
35、ess”Henry Mintzberg,James Brian Quinn,“The Strategy Process:Concepts,Contexts,Cases”Source ListSC111898KR-Sydney14 1998,PricewaterhouseCoopers L.L.P.Core Competency Analysis SummaryCore Competency Analysis provides a practical and systematic process to identify a companys core competencies and asses
36、s 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 of comp
37、etitive 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/JointVentureCore Competenc
38、e(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 technical requirements nece
39、ssary 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 selectionSC111898KR-Sydney15 1998,Pricewater
40、houseCoopers L.L.P.ApproachCore 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 levera
41、ged.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 competencies required to effectively compete.It is key that those projects and programs that aim at developing core competencies
42、 should not be open to re-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 syste
43、m 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 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 cri
44、tical strategic 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
45、invoking management attention and reflection in a systematic and structured mannerSC111898KR-Sydney16 1998,PricewaterhouseCoopers L.L.P.Citations-Client and Industry ExperienceCore Competency Analysis Galileo/Travel/Spencer Lin&Vasu Krishnamurthy Giddings&Lewis/Machine Tool/Vasu Krishnamurthy MetLif
46、e/Insurance/KIT database PwC MCS/Consulting/Vasu Krishnamurthy 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 Va
47、lue in the Multibusiness Company”Henry Mintzberg,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,C
48、asesSource ListSC111898KR-Sydney17 1998,PricewaterhouseCoopers L.L.P.EstablishEstablishSegmentation Segmentation ObjectivesObjectivesData Data AssessmentAssessmentModel Model ConstructionConstruction Build Closed Loop Build Closed Loop Performance Performance Tool ToolWhat are the objectives of the
49、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 variables of
50、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 segment custom