某咨询分析方法3Cscjdc.pptx
Author:Laird ReedReviewers:Scott Wells,Karen Hellmich bc3CsMarch 1998Copyright 1998 Bain&Company,Inc.1CU7030298IMBBOSCopyright 1998 Bain&Company,Inc.3 Cs The 3Cs frameworkTools and strategic questions answeredTakeaway slidesAgenda2CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 Cs AgendaThe 3Cs frameworkTools and strategic questions answeredTakeaway slides3CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 Cs Strategic Purpose:To determine a companys strategic cost position relative to competitorsTo identify cost reduction opportunitiesTo identify revenue and profit maximizing strategiesTo achieve differentiation and preempt competitor movesTo determine the strategies that fit best with a companys core competenciesCostsCustomersCompetitorsCapabilitiesThe 3 Cs is one of the core tools used to determine the most leveraged strategy for a business.The fourth,often neglected,“C”Framework4CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 Cs AgendaThe 3Cs frameworkTools and strategic questions answeredTakeaway slides5CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 CsCosts Cost-Related Bain ToolsStrategic Questions AnsweredCostsCustomersCompetitorsCapabilities1.Relative Cost Position1.How do our costs compare to competitors costs by product/service/business?What is our full potential cost position?2.Experience Curve2.To what extent is the company using its accumulated experience to drive down unit costs?3.Cost Sharing Analysis3.Are there any opportunities to share costs within the company?What are the potential savings from cost sharing?4.Best Demonstrated Practice4.What are the best internal and external practices?To what extent are they transferable?What will be the impact of implementing them more broadly?5.Value Chain Analysis5.How can we optimize at each step in the value chain?What are the cost drivers at each step?6.Profit Hunt6.What are the quick hit operating improvements?What is the savings potential?7.Product Line Profitability/Cost Allocation/Activity Based Costing7.How do we allocate costs to each business/product/customer segment?8.Overhead Analysis8.Is the companys overhead an efficient use of resources?9.Fixed/Variable Analysis9.What is the fixed/variable split of the companys costs?10.Direct/Indirect Analysis10.How much of the companys costs are directly,vs.not directly,associated with the production of a product?6CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 CsCustomers Customer-Related Bain ToolsStrategic Questions Answered1.Customer Segmentation1.What are the appropriate customer segments?How can each segment be described?2.Purchase Criteria Rating (Importance Analysis)2.What is important to each segment when they purchase a product or service?3.Company Positioning (Effectiveness Analysis)3.How well positioned is the company with each segment?4.Attractiveness Analysis4.Which segments are most attractive from both a financial and an implementation perspective?revenue opportunitycost to servestrategic fit5.Value Proposition Development5.What product/service/channel offering will meet the target segments needs?8.Customer Retention and Loyalty8.How can we increase our retention of our best customers?How much of an impact will increasing retention by X%have on our bottom line?9.Customer Acquisition9.How can we acquire profitable customers?CostsCustomersCompetitorsCapabilities6.Pricing Strategy6.What price will maximize long term profits?7.Distribution Channel Analysis7.What are the appropriate channels for each product/service?What are the economics of each channel?7CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 CsCompetitors Competitor-Related Bain ToolsStrategic Questions Answered1.Market Overview1.What is the market size?Growth?Profitability?What is each competitors market share?Profit share?2.Company Overview2.What is the companys revenue and profit by product,channel,and geography?What is its financial performance?3.SWOT3.What are each competitors strengths,weaknesses,opportunities,and threats?5.Benchmarking5.How is each competitor performing on key measures?6.Scenario Analysis6.How do we expect each competitor to act/react in different situations?7.Mergers and Acquisitions7.Which companies are potential targets?How can we realize value from mergers and acquisitions?8.Growth/Share Matrix8.How can we describe a companys portfolio of businesses in terms of market share and growth potential?4.Porters 5 Forces Analysis4.How attractive is the industry?What are the competitive dynamics of the industry?9.Growth/Growth Matrix9.How is the company growing relative to the industry?Is the company gaining or losing share?10.ROS/RMS10.What is a companys relative market share and what is its return on sales?Where is the industrys normative band?CostsCustomersCompetitorsCapabilities11.Company Ownership and Management11.Who are the major owners of the company?How experienced is the management team?8CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 CsCapabilities Capabilities-Related Bain ToolsStrategic Questions Answered2.Make/Buy Analysis2.What should the company make itself versus buy from another company?1.Core Competencies1.What special skills or technologies does the company have that create differentiable customer value?How can a company leverage its core competencies?What investments in technology and people will help build unique capabilities?CostsCustomersCompetitorsCapabilities3.What organizational structure will enable the company to implement its strategy effectively?3.Organizational Structure9CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 Cs AgendaThe 3Cs frameworkTools and strategic questions answeredTakeaway slides10CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 CsTakeaway Slides-Costs RCPCost Experience CurveValue Chain AnalysisBDP QuantificationABCProcure materialsMakeSellSupportAvg.rev/salesperson:BDP rev/person:Rev impact of achieving BDP:$Region-Fixed/Variable CostsDirect/Indirect CostsPLPRevenue(%of total)Unit Cost(log)Accumulated Experience(log)R2=0.80Bain Slope=70%ClientABClient$11CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 CsTakeaway Slides-Customers(1)AttractivenessABCTarget segmentSegmentFinancialAttractivenessEase of ImplementationHiLoLow priceHigh qualityFast deliveryA B C DSegment NeedsSegmentSegment ShareTotal market=$Competitors(%of Total Sales)Client$Satisfaction Over TimePercent of Replies100%TimeGoodOkayBadValue PropositionSegment ASegment BSegment CSegment DProductServiceChannelSize of segmentRevenue and Profit#$ClientCompetitorComb ChartDPrice PositioningProduct AProduct BProduct C12CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 CsTakeaway Slides-Customers(2)Price Points and Product MixAverage price:$Channel Analysis Customer RetentionAcquisition Cost13CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 CsTakeaway Slides-Competitors(1)Market Share by Product TypeGeographic SegmentationRevenue/Profit Over TimeTimeDollarsSalesProfitCAGR%Stock PriceIndexed Stock PriceTimeCompetitor ACompetitor BIndustry AverageMarket MarimekkoSales=$100%Market GrowthMarketCompetitor CCompetitor BTimeCompetitor ASalesCAGR%Cash FlowNet Cash Flow$OpportunitiesStrengthsThreatsWeaknessesSWOT$Sales=$100%14CU7112497ECABOSCopyright 1998 Bain&Company,Inc.3 CsTakeaway Slides-Competitors(2)Porters 5 ForcesSuppliersPotential EntrantsBuyersSubstitute ProductsIndustry RivalryChannel MixTimePercent of SalesChannel IIIChannel IIChannel IGrowth/GrowthCompany GrowthMarket GrowthLosing shareGaining shareROS/RMSRMS(log)ROSLowHigh Growth/Share MatrixMarket GrowthMarket ShareStarCowDog?LowHighLowHighManagement TeamChairmanCEOVPVPVPVPBoard CompositionNameAgeYears on BoardOccu-pation_Major InvestorsName%OwnershipLength of ownership_15CU7112497ECBBOSCopyright 1998 Bain&Company,Inc.3 CsTakeaway Slides-Capabilities Core CompetenciesOrganizational StructureBusiness ABusiness BBusiness CBusiness DCore CompetenciesMake/Buy AnalysisMake hammersPackageDistribute_Purchase raw materials_16CU7112497ECBBOSCopyright 1998 Bain&Company,Inc.9、静夜四无邻，荒居旧业贫。5月-235月-23Sunday,May 14,202310、雨中黄叶树，灯下白头人。09:37:2809:37:2809:375/14/2023 9:37:28 AM11、以我独沈久，愧君相见频。5月-2309:37:2809:37May-2314-May-2312、故人江海别，几度隔山川。09:37:2809:37:2809:37Sunday,May 14,202313、乍见翻疑梦，相悲各问年。5月-235月-2309:37:2809:37:28May 14,202314、他乡生白发，旧国见青山。14 五月 20239:37:28 上午09:37:285月-2315、比不了得就不比，得不到的就不要。五月 239:37 上午5月-2309:37May 14,202316、行动出成果，工作出财富。2023/5/14 9:37:2809:37:2814 May 202317、做前，能够环视四周；做时，你只能或者最好沿着以脚为起点的射线向前。9:37:28 上午9:37 上午09:37:285月-239、没有失败，只有暂时停止成功！。5月-235月-23Sunday,May 14,202310、很多事情努力了未必有结果，但是不努力却什么改变也没有。09:37:2809:37:2809:375/14/2023 9:37:28 AM11、成功就是日复一日那一点点小小努力的积累。5月-2309:37:2809:37May-2314-May-2312、世间成事，不求其绝对圆满，留一份不足，可得无限完美。09:37:2809:37:2809:37Sunday,May 14,202313、不知香积寺，数里入云峰。5月-235月-2309:37:2809:37:28May 14,202314、意志坚强的人能把世界放在手中像泥块一样任意揉捏。14 五月 20239:37:28 上午09:37:285月-2315、楚塞三湘接，荆门九派通。五月 239:37 上午5月-2309:37May 14,202316、少年十五二十时，步行夺得胡马骑。2023/5/14 9:37:2809:37:2814 May 202317、空山新雨后，天气晚来秋。9:37:28 上午9:37 上午09:37:285月-239、杨柳散和风，青山澹吾虑。5月-235月-23Sunday,May 14,202310、阅读一切好书如同和过去最杰出的人谈话。09:37:2809:37:2809:375/14/2023 9:37:28 AM11、越是没有本领的就越加自命不凡。5月-2309:37:2809:37May-2314-May-2312、越是无能的人，越喜欢挑剔别人的错儿。09:37:2809:37:2809:37Sunday,May 14,202313、知人者智，自知者明。胜人者有力，自胜者强。5月-235月-2309:37:2809:37:28May 14,202314、意志坚强的人能把世界放在手中像泥块一样任意揉捏。14 五月 20239:37:29 上午09:37:295月-2315、最具挑战性的挑战莫过于提升自我。五月 239:37 上午5月-2309:37May 14,202316、业余生活要有意义，不要越轨。2023/5/14 9:37:2909:37:2914 May 202317、一个人即使已登上顶峰，也仍要自强不息。9:37:29 上午9:37 上午09:37:295月-23MOMODA POWERPOINTLorem ipsum dolor sit,eleifend nulla ac,fringilla purus.Nulla iaculis tempor felis amet,consectetur adipiscing elit.Fusce id urna blanditut cursus.感感 谢谢 您您 的的 下下 载载 观观 看看专家告诉
