普华永道：战略分析框架

nullStrategy Practitioner ToolsStrategy Practitioner ToolsCore Tools October 1999*© 1998, PricewaterhouseCoopers L.L.P.DRAFT: FOR DISCUSSION ONLY /Version: 660_w3//sfTable of ContentsTable of Contents1 ANALYSIS PLAN 2 BREAKTHROUGH MODEL 3 COMPETITIVE BENCHMARKING 4 COMPETITIVE POSITIONING 5 CORE COMPETENCTY ANALYSIS 6 CUSTOMER SEGMENTATION 7 EXPERIENCE CURVE 8 FINANCIAL MODELING 9 FIT VS. ATTRACTIVENESS MODEL 10 FIVE FORCES ANALYSIS 11 GANTT CHART 12 GAP ANALYSIS 13 GROWTH SHARE MATRIX 14 INDUSTRY VALUE CHAIN ANALYSIS 15 ISSUE TREE/ISSUE MAP16 KEY PERFORMANCE INDICATORS 17 MARKET PROFITABILITY 18 PORTFOLIO ANALYSIS 19 REAL OPTIONS/STRATEGIC OPTION 20 SCALE CURVE 21 SCENARIO ENVISIONING 22 SENSITIVITY ANALYSIS 23 SEVEN S FRAMEWORK 24 STAKEHOLDER ANALYSIS 25 SWOT 26 VALUE BASED MANAGEMENT 27 VALUE CHAIN ANALYSIS 28 VALUE TREE 29 VOICE OF THE CUSTOMER Analysis Plan SummaryThe 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 conducted and the deliverables to be produced may change during the course of the project. Analysis PlanAnalysis PlanAnalysis PlanApproachWhen 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 Establish 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 the analysis Develop end products (presentations) to graphically represent the output of the analysis Analysis PlanCitations - 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/Vasu Krishnamurthy Robert M. Grant, “Contemporary Strategy Analysis”, 3rd EditionSource List Breakthrough Model SummaryThe Breakthrough model 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 competitionCapabilities of the company’speople, processes,technology, systems andstructure1234Market/ProductRepositioningIndustryTransformationEnterpriseAlignmentBest PracticePerformanceBreakthrough ModelBreakthrough ModelApproachWhen 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 opportunities 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 strategyBreakthrough ModelCitations - Client and Industry ExperienceBreakthrough Model Non-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 • Amazon.com: Internet based channels of distribution on behalf of shareholders. Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” Source List 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. It does so in part, by comparing a company’s performance in key areas with respect to its competitors’ performance. Examples of presenting Competitive Benchmarking findings:Competitive BenchmarkingCompetitive BenchmarkingCompetitive BenchmarkingApproachWhen To ApplyWhile not a comprehensive 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 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. Examine 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 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 Establish data collection methodology (industry sources, on-line databases, on-site visits, phone interviews, survey questionnaires, competitors, 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 progressCompetitive BenchmarkingCitations - 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 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 Company” Source List Competitive Positioning SummaryCompetitive Positioning analysis shows how a company is positioned in its industry relative to its competitorsPositioning Map Example: EntertainmentHighLowLowHighChannel StrengthContent Strength Intellectual property strength Product strengthCompetitive PositioningCompetitive PositioningCompetitive PositioningApproachWhen To ApplyTo show clients that you understand their market and position. Can also be used to develop strategic recommendations.Competitive PositioningCitations - 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/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 Process” Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, Cases”Source List Core Competency Analysis SummaryCore Competency Analysis 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 AnalysisCore Competency AnalysisCore Competency AnalysisApproachWhen To ApplyEmploy 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 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 subset 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 Model - Framework: Interview company senior management and business line management as well as competitor management Define company’s 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 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 critical 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 invoking management attention and reflection in a systematic and structured mannerCore Competency AnalysisCitations - Client and Industry ExperienceCore Competency 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, “Contemporary 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 Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, CasesSource ListCustomer Segmentation MethodologyCustomer Segmentation MethodologyWhat are the objectives of 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 variables 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 segment customer base. Utilize the data on an ongoing basis to improve performance and continually reward the better performing customers.High level work flow for a customer segmentationCustomer Segmentation Methodology Summary Customer Segmentation SummaryCustomer 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 INNOVATIONEconomic Risk Inventory position Credit status Product mix Customer baseFabric Innovation Percent novelties Order size Number of collectionsHighLowHighLowCustomer SegmentationCustomer SegmentationCustomer SegmentationApproachWhen 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.Customer SegmentationCitations - 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 Krishnamurthy 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 ListThe Experience CurveThe 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 conducting a process. Experience Curve SummaryThe Experience CurveEXPERIENCE CURVE FOR WIDGETS - PROJECTIONSExperience CurveApproachExperience CurveCreating the Experience Curve requires yearly accumulated production volume for the 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, and from internal company data. Step 1 Plot 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 indices for the various pars of cost such as materials and labor.) Step 2 Add 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-accounting 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 needs to be considered Innovation 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 environmental and customer trends in order not to rely too heavily on this analysis The experience curve is only an analytical concept, and there is no guarantee that costs will actually decrease according to it. The company must actively manage costs downWhen to ApplyThe 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 sensitive to business and market definitions; where lines are drawn. Practitioners must be creative, careful and consistent with market data. Experience Curve Citations - Client and Industry ExperienceExperience Curve Source List David 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 Ahlstrand, Joseph Lampel, “Strategy Safari: A Guided Tour Through the Wilds of Strategic Management Financial Modeling SummaryFinancial ModelingThe financial model will allow us to test management assumptions and understand how different actions may affect performance on some key competitive dimensions.Financial ModelingFinancial ModelingApproachWhen To ApplyFinancial Modeling is effective in analyzing how a company’s performance, in core areas of business, will be affected by pursuing different courses of action. This tool facilitates an understanding of various cause-effect and provides a model by which to test various "what if" statements.Follow these steps to successfully create a Financial Model Step 1 Gather information on key drivers ie. From the cash flow analysis performed as part of the SVA Data and insight from Voice of the Customer is another source of insight Step 2 Map the relationships and identify factors which reinforce one another vs. those that have a negative relationship (e.g. increase in price may have a negative effect on demand) Step 3 Build the financial model based on the cause-effect relationships identified Step 4 Gather data from industry analysis or internal corporate data Step 5 Test the quality of the model by doing manual calculations on some "what if” Step 6 Perform "what if" to assess the completeness of the modelFinancial ModelingCitations - Client and Industry ExperienceFinancial Modeling Flemings Fund Management Ltd (FFML)/Banking/KIT database Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy Osh Kosh B’ Gosh?SP/Retail/Mike Weiss PwC MCS/Consulting/Vasu Krishnamurthy United Airlines/Travel/Vasu Krishnamurthy Robert M. Grant, “Contemporary Strategy Analysis”, 3rd EditionSource ListThe Fit vs. Attractiveness ModelThe Fit vs. Attractiveness Model optimizes strategy by developing a sense of the realistic state of the market and company affairs. The Model compares product fit with a market to product fit with a company’s objectives. Fit vs. Attractiveness Model SummaryThe Fit vs. Attractiveness Model Fit vs. Attractiveness ModelApproachFit vs. Attractiveness ModelStep 1 Identify product, category or market overall attractiveness as being low, medium, or high. Plot along x-axis. Step 2 Identify product category, or market fit with company objectives as being low, medium, or high. Plot along y-axis. Step 3 Evaluate newly created matrix; aim to reveal products, categories, or markets that fall under high overall attractiveness and high fit with company objectives. When to ApplyThe Fit Vs. Attractiveness Model is used to analyze a new product or service offering’s fit within a company, in comparison to the overall attractiveness of the product or offering. This particular model requires judgements which are subjective in nature; one should be aware that this model may oversimplify the market situation.Fit vs. Attractiveness ModelCitations - Client and Industry ExperienceFit vs. Attractiveness ModelSource List Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy PwC MCS/Consulting/Vasu Krishnamurthy Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” Five Forces Analysis SummaryThe Five Forces Analysis evaluates the attractiveness of an industry.Five Forces AnalysisDRIVERS OF MARKET ATTRACTIVENESSPOTENTIAL ENTRANTS Entry barriers are high if there are: Economies of scale Product differentiation Capital requirements Limited access to distribution channels Restrictive government policies Potential retaliatory reaction of incumbentsINDUSTRY COMPETITORS Rivalry is intense if: Competitors are numerous or roughly equal in power or size Industry growth is slow There are high fixed costs or the product is perishable The product lacks differentiation or switching costs Capacity is augmented in large increments Exit barriers are high Rivals are diverse in strategies, origins, and "personalities"SUBSTITUTES Threat of substitutes is high if: There is an abundance of products or services that serve the same function The price-performance tradeoff of substitutes is attractiveSUPPLIERS Bargaining power of suppliers is greater if: The supply industry is dominated by a few companies or is more concentrated than the buying industry The supply product is differentiated or there are high switching costs There are few substitutes The buying industry is not an important customer of the supply industry The supply industry poses a credible threat of forward integrationBUYERS Bargaining power of customers is greater if: The customer group is concentrated or buys in large volume Products purchased are undifferentiated Produ