战略分析工具与分析方法(英文版)dgvf.pptx

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1、Author:Laird ReedReviewers:Scott Wells,Karen Hellmich bc3CsMarch 1998Copyright 1998 Bain&Company,Inc.1CU7030298IMB3 Cs The 3Cs frameworkTools and strategic questions answeredTakeaway slidesAgenda2CU7112497ECA3 Cs AgendaThe 3Cs frameworkTools and strategic questions answeredTakeaway slides3CU7112497E

2、CA3 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

3、 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”Framework4CU7112497ECA3 Cs AgendaThe 3Cs frameworkTools and strategic questions answeredTakeaway slides5CU7112497ECA3 Cs

4、Costs 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 accum

5、ulated 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

6、 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 Alloca

7、tion/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

8、companys costs are directly,vs.not directly,associated with the production of a product?6CU7112497ECA3 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 (

9、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 implementati

10、on 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 reten

11、tion 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 t

12、he economics of each channel?7CU7112497ECA3 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

13、,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.Mer

14、gers 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?

15、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?CostsCustom

16、ersCompetitorsCapabilities11.Company Ownership and Management11.Who are the major owners of the company?How experienced is the management team?8CU7112497ECA3 CsCapabilities Capabilities-Related Bain ToolsStrategic Questions Answered2.Make/Buy Analysis2.What should the company make itself versus buy

17、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?CostsCustomersCompetitorsCapabi

18、lities3.What organizational structure will enable the company to implement its strategy effectively?3.Organizational Structure9CU7112497ECA3 Cs AgendaThe 3Cs frameworkTools and strategic questions answeredTakeaway slides10CU7112497ECA3 CsTakeaway Slides-Costs RCPCost Experience CurveValue Chain Anal

19、ysisBDP 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$11CU7112497ECA3 CsTakeaway Slides

20、-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 PropositionS

21、egment ASegment BSegment CSegment DProductServiceChannelSize of segmentRevenue and Profit#$ClientCompetitorComb ChartDPrice PositioningProduct AProduct BProduct C12CU7112497ECA3 CsTakeaway Slides-Customers(2)Price Points and Product MixAverage price:$Channel Analysis Customer RetentionAcquisition Co

22、st13CU7112497ECA3 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 BTime

23、Competitor ASalesCAGR%Cash FlowNet Cash Flow$OpportunitiesStrengthsThreatsWeaknessesSWOT$Sales=$100%14CU7112497ECA3 CsTakeaway Slides-Competitors(2)Porters 5 ForcesSuppliersPotential EntrantsBuyersSubstitute ProductsIndustry RivalryChannel MixTimePercent of SalesChannel IIIChannel IIChannel IGrowth/

24、GrowthCompany GrowthMarket GrowthLosing shareGaining shareROS/RMSRMS(log)ROSLowHigh Growth/Share MatrixMarket GrowthMarket ShareStarCowDog?LowHighLowHighManagement TeamChairmanCEOVPVPVPVPBoard CompositionNameAgeYears on BoardOccu-pation_Major InvestorsName%OwnershipLength of ownership_15CU7112497ECB3 CsTakeaway Slides-Capabilities Core CompetenciesOrganizational StructureBusiness ABusiness BBusiness CBusiness DCore CompetenciesMake/Buy AnalysisMake hammersPackageDistribute_Purchase raw materials_16CU7112497ECB