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CLIENTEXAMPLE:HYPOTHESIS/ANALYTICALPLANHypothesisAnalysisInfo.RequiredInfo.SourceEndProductsOverallHypothesisOrganizationalphilosophyneedstobemodifiedSupportingHypothesisExistingorganizationdoesnotadequatelysupportthebusinessstrategyDefinebusinesssystem,operatingenvironmentDefineCSFs,organizationalrequirementsalongbusinesssystemDefinehowexistingorganizationsupportsbusinesssystem,CSFsKeyactivities,processesbyLOBCSFsalongbusinesssystembyLOBExistingorganizationalelementsimpactingbusinesssystemManagementinterviewsSecondaryresearchHRdocumentsBusinessSystemDiagramsActivityCSF~~~~

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~~~~Evenafteradjustingforassetwrite-up,financialperformancehasnotmetcorporateexpectationsorcompetitivestandardsduetoaninappropriateorganization(andcost)structureFpetitors,budget/plansOverviewofcoststructure(e.g.,fixedvs.variablecosts)ROA,NIadjustedforassetwrite-upsHistoricandprojectedfinancialdataAssetwrite-upinformationSummarycost,volumeinfoforproductionunitsAnnualreports,10Ks,10Qs,etc.CompanyfinancialreportsFinancialdepartmentinterviewsFinancialMetricsTheincreasingcomplexityofbusinessandtheevolvingimportanceof,andcoordinationrequiredbetweenspecializedexpertiserequireschangesinthedecision-makingprocessandinformationflowsDefineactualvs.perceivedvs.“real”organizationchart,decision-makingprocess/responsibilities;identifygapsDefineexpertise,inforequiredtomakedecision,organizationalrequirementsDefineevolvingnatureoforganizationandinformationflowsKeydecisionsKeyindividualsinvolvedindecision-makingprocessInformationflowsManagementinterviewsOrganizationchartsMemos/documentsonmanagementprocessesSystemflowchartsData/InfoFlowsOrgCharts

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“””a;S3;;a“””9““””(.,?)8?4?3?EXAMPLEa.a““”““”-a.,.:,,,().a,a.a.a.-…?…?…?…?-....a.““”.,,.-“a”a.’’s.1’’s;.:(%)(%)($)()()(:)()2a3 ,-(),“:”M.,““””,3.($).STEPDATAREQUIREDSOURCE(S)1. Collectmargindataindollarsforindustrycompetitorsforthecurrentyearandaggregate2. Predictthesamemarginsforadeterminedfutureyearandaggregate3. GraphcurrentandfutureaggregatemarginsCompetitormargindataCompanyfinancialstatementsMoody’scompanydataBloombergIndustryAssociations/

Publications-A.,““””,5M.,““””,3;:.a’s.,:,%,’’s:.-,,--A.,““””,5,“””.,,(),a,.,.a,a.a;a““””a.“”1.00.06:.,1:.,5:.4:,3:2:.(),.STEPDATAREQUIREDSOURCE(S)1. Determinethetrademarkaxesforthematrix2. Determinethecompany’sexistingstrategyagainsttheindustry3. GeneratealternativestrategicoptionsforthecompanyandplotthemonthematrixAnunderstandingoftheclient’scurrentpositioning,vis-a-viscompetitorsUnderstandingofstrategicoptionsavailableInterviewswithseniormanagementAnalystreportsIndustryexpertsInterviewswithcompetitorsTradepublications-&.-M.,““””,“”,,1998,“a”,,1998.10.05.01.00.50.1123456789101A1A1A1A1A1A1A1A1A1A1A1A1A1AClientAClientBCompetitorCCompetitorB-(000)=67%a.aa-,“””,“”..,,.’..,,.’’t,’’s..,a’s.,.a––.a.…,,””.A,““,”a.A““,”a...,:.,,,,,,a.’,a.,.--a.1.,,.2.,,,,?a??3--.,,?4.,a,?5 aa.a,a.a...,a.8..9 ’s.’’s.10 ,,a,..7.,.,a““”,,,.6.,’s,?-a,..&,..?J.,“:A””:1:2:3:4:5:6:a57:8:9:10:,’s’s.a.(,,.)AnnualProjectCashFlowa.a,.1: a2:3:,-&&,“:”S7()Aaa;,,7a.’s.S7???????????????()????a7,a’’s..7(S).,,,..a;.-7-S&,“:”,M.,“”,,,“:A”,,,..,.:,,,.(.,)-(),“:”,M.,“”,,,“:”,,,“:Aa,,,.aa,’’s.,a.2000,,(.,,).“”a4,,,,,.1234,a,,..-,“:”,M.,“”M.,““”,3,,,“:A&&a...a,,,.,.,(),.2015105005101520ValueCreationValueDestructionReturnonEquityCostofEquityFRAMEWORKFORSBUANALYSISEXAMPLEa’s.a.,**BusinessValuation.1.-(),,“:M.,““””,3,,,“:”:aa.a.a.a:’s’s-()&&()()A.,““””,5P,““””,,1995,M.,““”M.,““””,3,,,““:Aaaa,,",".,,'s(.,,)“”-1996,-"",.,,,()()).()(C)(C).(G)56787.86.9.().().(C)..(C)(G).(G)56786.87.97.8.()(C).(C)(C)(G).(G)(G).(G)56789a'..,"".Aa:,,,.aaa.,a.a.1a(a)2.::,,:,,:a153 .:4.Citations-ClientandIndustryExperienceVoiceoftheCustomerBaxter/Pharmaceuticals/KITdatabaseCoachLeather/Retail/KITdatabaseHormel/CIP/JohanSauerPolaroid/CIP/KITdatabaseJonAnton,DebraPerkins,““ListeningtotheVoiceoftheCustomer:16StepstoaSuccessfulCustomerSatisfactionManagementProgram”WilliamBarnard,ThomasF.Wallace,TheInnovativeEdge:CreatingStrategicBreakthroughsUsingtheVoiceoftheCustomer”PriceWaterhouse,“BetterChange”VoicesintoChoices:ActingontheVoiceoftheCustomerSourceList通过辛勤的的工作获得得财富才是是人生的大大快事。一个人一生生可能爱上上很多人，，等你获得得真正属于于你的幸福福后，你就就会明白以以前的伤痛痛其实是一一种财富，，它让你学学会更好地地去把握和和珍惜你爱爱的人。12月-2209:0909:09:21人只有为自自己同时代代人的完善善，为他们们的幸福而而工作，他他才能达到到自身的完完善。每项事业成成功都离不不开选择，，而只有不不同寻常的的选择才会会获取不同同寻常的成成功。09:09:2109:0912月-22论命运如何何，人生来来就不是野野蛮人，也也不是乞讨讨者。人的的四周充满满真正而高高贵的财富富—身体与心灵灵的财富。。人生没有彩彩排，每一一个细节都都是现场直直播。对产品质量量来说，不不是100分就是0分。成功的经理理人员在确确定组织和和个人的目目标时，一一般是现实实主义的。。他们不是是害怕提出出高目标，，而是不让让目标超出出他们的能能力。管理就是决策策。09:0909:09:2112月-22经营管理，成成本分析，要要追根究底，，分析到最后后一点。再实践。2022/12/179:09:21世上并没有用