普华永道战略管理框架

Strategy Practitioner Tools,Core ToolsOctober 1999,0, 1998, PricewaterhouseCoopers L.L.P.,DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf,Table of Contents,1ANALYSIS PLAN2BREAKTHROUGH MODEL3COMPETITIVE BENCHMARKING4COMPETITIVE POSITIONING5CORE COMPETENCTY ANALYSIS6CUSTOMER SEGMENTATION7EXPERIENCE CURVE8FINANCIAL MODELING9FIT VS. ATTRACTIVENESS MODEL10FIVE FORCES ANALYSIS11GANTT CHART12GAP ANALYSIS13GROWTH SHARE MATRIX14INDUSTRY VALUE CHAIN ANALYSIS15ISSUE TREE/ISSUE MAP,16KEY PERFORMANCE INDICATORS17MARKET PROFITABILITY 18PORTFOLIO ANALYSIS19REAL OPTIONS/STRATEGIC OPTION20SCALE CURVE21SCENARIO ENVISIONING22SENSITIVITY ANALYSIS23SEVEN S FRAMEWORK24STAKEHOLDER ANALYSIS25SWOT26VALUE BASED MANAGEMENT27VALUE CHAIN ANALYSIS28VALUE TREE29 VOICE OF THE CUSTOMER,Analysis Plan Summary,The 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 Plan,Approach,Analysis Plan,When To Apply,When 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,Citations - Client and Industry Experience,Analysis 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 Edition,Source List,Breakthrough Model Summary,The Breakthrough model focuses attention on most substantial opportunities for creating value for customers and shareholders.,Breakthrough Model,External,Internal,Industry,Company,Trends in the,economic,environment in,which the markets,exist,Best practices,across this and,similar industries,Market/product,strategy and basis,for competition,Capabilities of the companys,people, processes,technology, systems and,structure,1,2,3,4,Market/Product,Repositioning,Industry,Transformation,Enterprise,Alignment,Best Practice,Performance,Approach,Breakthrough Model,When To Apply,Utilize 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 strategy,Citations - Client and Industry Experience,Breakthrough 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 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 List,Competitive Benchmarking Summary,Competitive 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 companys performance in key areas with respect to its competitors performance. Examples of presenting Competitive Benchmarking findings:,Competitive Benchmarking,Approach,Competitive Benchmarking,When To Apply,While not a comprehensive comparison, Competitive Benchmarking illustrates the efficiency of specific processes 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 on 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 outside 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 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 progress,Citations - Client and Industry Experience,Competitive 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 Summary,Competitive Positioning analysis shows how a company is positioned in its industry relative to its competitors,Positioning MapExample: Entertainment,High,Low,Low,High,Channel Strength,Content StrengthIntellectual property strengthProduct strength,Competitive Positioning,Approach,Competitive Positioning,When To Apply,To show clients that you understand their market and position. Can also be used to develop strategic recommendations.,Citations - Client and Industry Experience,Competitive 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 database,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” Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, Cases”,Source List,Core Competency Analysis Summary,Core Competency Analysis provides a practical and systematic process to identify a companys core competencies and assess key competitive advantages.Examples of Core Competency Models:,Core Competency Analysis,Approach,Core Competency Analysis,When To Apply,Employ 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 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 companys 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 manner,Citations - Client and Industry Experience,Core 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, Cases,Source List,What 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.,Customer Segmentation Methodology,High level work flow for a customer segmentation,Customer Segmentation Methodology Summary,Customer Segmentation Summary,Customer 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 INNOVATION,Economic RiskInventory positionCredit statusProduct mixCustomer base,Fabric InnovationPercent noveltiesOrder sizeNumber of collections,High,Low,High,Low,Customer Segmentation,Approach,When To Apply,Applicable 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 Segmentation,Citations - Client and Industry Experience,Customer 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 List,The 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 Summary,The Experience Curve,EXPERIENCE CURVE FOR WIDGETS - PROJECTIONS,Approach,Experience Curve,Creating 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 1Plot 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 2Add 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 consideredInnovation 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 analysisThe 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 down,When to Apply,The 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.,Citations - Client and Industry Experience,Experience 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 Summary,Financial Modeling,The financial model will allow us to test management assumptions and understand how different actions may affect performance on some key competitive dimensions.,Approach,When To Apply,Financial Modeling is effective in analyzing how a companys 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.,Financial Modeling,Follow these steps to successfully create a Financial ModelStep 1Gather 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 insightStep 2Map 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 3Build the financial model based on the cause-effect relationships identifiedStep 4Gather data from industry analysis or internal corporate dataStep 5Test the quality of the model by doing manual calculations on some what if” Step 6Perform what if to assess the completeness of the model,Citations - Client and Industry Experience,Financial 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 Edition,Source List,The 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 companys objectives.,Fit vs. Attractiveness Model Summary,The Fit vs. Attractiveness Model,Approach,Fit vs. Attractiveness Model,Step 1Identify product, category or market overall attractiveness as being low, medium, or high. Plot along x-axis.Step 2Identify product category, or market fit with company objectives as being low, medium, or high. Plot along y-axis.Step 3Evaluate newly created matrix; aim to reveal products, categories, or markets that fall under high overall attractiveness and high fit with company objectives.,When to Apply,The Fit Vs. Attractiveness Model is used to analyze a new product or service offerings 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.,Citations - Client and Industry Experience,Fit vs. Attractiveness Model,Source 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 Summary,The Five Forces Analysis evaluates the attractiveness of an industry.,Five Forces Analysis,DRIVERS OF MARKET ATTRACTIVENESS,POTENTIAL ENTRANTSEntry barriers are high if there are:Economies