战略分析工具-分析方法-3Cs英文版.ppt

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1、战略分析工具战略分析工具-分析方分析方法法-3Cs英文版英文版3 Cs The 3Cs frameworkTools and strategic questions answeredTakeaway slidesAgenda3 Cs AgendaThe 3Cs frameworkTools and strategic questions answeredTakeaway slides3 Cs Strategic Purpose:To determine a companys strategic cost position relative to competitorsTo identify c

2、ost 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 th

3、e most leveraged strategy for a business.The fourth,often neglected,“C”Framework来自来自中国最大的资料库下载中国最大的资料库下载3 Cs AgendaThe 3Cs frameworkTools and strategic questions answeredTakeaway slides3 CsCosts Cost-Related Bain ToolsStrategic Questions AnsweredCostsCustomersCompetitorsCapabilities1.Relative Cost P

4、osition1.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

5、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

6、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 Anal

7、ysis8.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?3 CsCustomers Customer-

8、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 (Effec

9、tiveness 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 of

10、fering 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?CostsCustomersCompetitorsC

11、apabilities6.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?3 CsCompetitors Competitor-Related Bain ToolsStrategic Questions Answered1.Market Overview1.Wha

12、t 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

13、?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 Matrix

14、8.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 comp

15、any 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

16、 team?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

17、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 Structure3 Cs AgendaThe 3Cs frame

18、workTools and strategic questions answeredTakeaway slides3 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 CostsPLPReven

19、ue(%of total)Unit Cost(log)Accumulated Experience(log)R2=0.80Bain Slope=70%ClientABClient$3 CsTakeaway Slides-Customers(1)AttractivenessABCTarget segmentSegmentFinancialAttractivenessEase of ImplementationHiLoLow priceHigh qualityFast deliveryA B C DSegment NeedsSegmentSegment ShareTotal market=$Com

20、petitors(%of Total Sales)Client$Satisfaction Over TimePercent of Replies100%TimeGoodOkayBadValue PropositionSegment ASegment BSegment CSegment DProductServiceChannelSize of segmentRevenue and Profit#$ClientCompetitorComb ChartDPrice PositioningProduct AProduct BProduct C来自来自中国最大的资料库下载中国最大的资料库下载3 CsT

21、akeaway Slides-Customers(2)Price Points and Product MixAverage price:$Channel Analysis Customer RetentionAcquisition Cost3 CsTakeaway Slides-Competitors(1)Market Share by Product TypeGeographic SegmentationRevenue/Profit Over TimeTimeDollarsSalesProfitCAGR%Stock PriceIndexed Stock PriceTimeCompetito

22、r ACompetitor BIndustry AverageMarket MarimekkoSales=$100%Market GrowthMarketCompetitor CCompetitor BTimeCompetitor ASalesCAGR%Cash FlowNet Cash Flow$OpportunitiesStrengthsThreatsWeaknessesSWOT$Sales=$100%3 CsTakeaway Slides-Competitors(2)Porters 5 ForcesSuppliersPotential EntrantsBuyersSubstitute P

23、roductsIndustry RivalryChannel MixTimePercent of SalesChannel IIIChannel IIChannel IGrowth/GrowthCompany GrowthMarket GrowthLosing shareGaining shareROS/RMSRMS(log)ROSLowHigh Growth/Share MatrixMarket GrowthMarket ShareStarCowDog?LowHighLowHighManagement TeamChairmanCEOVPVPVPVPBoard CompositionNameA

24、geYears on BoardOccu-pation_Major InvestorsName%OwnershipLength of ownership_3 CsTakeaway Slides-Capabilities Core CompetenciesOrganizational StructureBusiness ABusiness BBusiness CBusiness DCore CompetenciesMake/Buy AnalysisMake hammersPackageDistribute_Purchase raw materials_来自来自中国最大的资料库下载中国最大的资料库下载