战略分析工具 分析方法-valuechain1

Author: TomMacinaReviewers:ScottBender,

PeterFisher,

CyrusVilla,

AmmarMaraqa

bcValueChainMarch1998Copyright©1998Bain&Company,Inc.2valuechainValueChainAgenda

TheconceptValueChainmethodologyExample3valuechainValueChainTheConcept

Valuechainanalysisisasystematicmethodfordisaggregatingafirmorindustryintoitsmajordiscreteactivitiestounderstandsourcesofcompetitiveadvantage

Valuechainanalysiscanbeusedtoidentifyopportunitiestogaincostadvantage/improveperformanceincreasecompetitivedifferentiation

Valuechainanalysisisananalyticaltoolwhichcanhelpprovideclaritytoconsultantsandclientsallowsdistinctboundariestobedrawnacrossbusiness(orindustry)processallowsconsultanttoclearlyevaluateandprioritizeactivitiesonwhichtofocusfacilitatesclientunderstanding4valuechainValueChainGenericValueChain

SuccessivelyfinerdisaggregationsofactivitiesaremadetoexposedifferencesimportanttocompetitiveadvantageThegenericvaluechainconsistsofsixgeneralactivities.Tech.,R&DPurchasing/InboundLogisticsManufact-uring/OperationsMarketing

&SalesDistribution/

OutboundLogisticsService

1、什么是品质(QUALITY)Quickresponsetocustomers

对顾客的快速响应UltimatesuccessforOurCompany

公司的最终成功Attitudeofemployees员工（我们）的态度Long-termcommitment

长期的承诺Improvementstoserviceandproducts

不断改进服务和产品Totalinvolvement全员参与Youmakethedifference我们创造不同（辉煌）质量概念的延伸顾客完全满意(TCS)什么是完全满意为什么要做到顾客完全满意顾客是谁使顾客完全满意的工作作风为什么要做到顾客完全满意全球性竞争空前激烈的时代：完全顾客导向；从一流中挑选最佳如果顾客不满意，公司将迅速失去市场占有率为什么要做到顾客完全满意1=25=250/500?

每当一个顾客向公司投诉服务不佳的时候，就有25个不满意但保持缄默的顾客将有250-500人听到他们所说的故事而且深受影响?9valuechainValueChainCommonUses

Valuechainanalysiscanbeusedasananalyticaltoolintwogeneralsituations.ValueChainAnalysisasatoolforCompetitiveAdvantageCostAnalysis/PerformanceImprovementCompetitivePositioningRCPRe-engineeringBusinessdefinitionVMR/IndustrycollaborationCompetitivedifferentiationDrawingbusinessboundaries10valuechainValueChainDistribu-

tion/OutboundLogisticsServiceValueChainScope

Thescopeofthevaluechaindependslargelyonthepurposeforwhichthetoolisbeingused.SystemorIndustryValueChain:FirmValueChain:MajorActivityValueChain:Tech.,R&DPurchas-

ing/InboundLogisticsManu-facturing/OperationsMarketing

&SalesMaterialPreparationConversionFinalAssemblyQualityAssurancePackagingInputs(Supplier)Conversion(Manufacturer)Distribution(Distributor/Retailer)Consumption(End-User)VMRCostAnalysisProcessRe-engineeringCostAnalysisSampleUse11valuechainValueChainWhentoUseValueChainAnalysis

CostAnalysis/RCPProcessRe-EngineeringBusinessDefinitionVMR/IndustryCollaborationCompetitivePositioningMapMajorActivitiesMapSub-ActivitiesAlwaysSometimesUnlikely12valuechainValueChainAgenda

TheconceptValueChainmethodologyExample13valuechainValueChainValueChainMethodology(1of2)

1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?(Whereisthemostleverage?)Tech.,R&DPurchas-

ing/InboundLogisticsManu-facturing/Opera-

tionsMarketing

&SalesDistri-bution/OutboundLogisticsService

Tech.,R&DPurcha-sing/InboundLogisticsMarketing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?Therearethreestepsindoingvaluechainanalysis.14valuechainValueChainValueChainMethodology(2of2)

1.Whataretheactivities?

?Steponeisdeterminingtheappropriateactivitiestomap.Determinekeystepsindesigning,producing,marketing,deliveringandsupportingaproductorserviceActivitiescanbeseparatedandgroupedbasedondifferenteconomicsprocessesusingdifferentpeople/equipment/technologyhighorgrowingpercentageoftotalcostdistinctioninmindofcustomerHelpfulmethodologyinmappingoutactivities:productfloworderflowpaperflow15valuechainValueChainSanding/DustingManu-facturingCutting

PackagingCookingFormingWrappingBulkContainersMajorActivities:Sub-Activities:WrappingindividualcandiesBaggingindividuallywrappedcandiesforretailsalePlacingindividuallywrappedcandiesinbulkcontainersfordeliverytoretailoutletsthatsellloosecandyFind“breakpoints”intheprocessflowcookingthroughsandingallonecontinuouslineproductconveyedtowrappinglinePackagingwasactuallyseparatedintotwoactivities,astherearetwodifferentproductpathsfollowingwrappingmostprocessstepssimilar,however,suggestinga“packaging”groupingBaggingDrawingActivityBoundaries(CandyCo.Example)16valuechainValueChainValueChainMethodology(1of3)

2.Whichactivitiesaremostcritical?Steptwoisdeterminingwhichactivitiesaremostcritical.CostAnalysisCase

Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-

tionsMarket-ing&SalesDistri-bution/OutboundLogisticsService5%35%30%15%10%5%Whatarecostdrivers?Explanation:Percentoftotalcost:AllocatecoststoeachmajoractivityDeterminewhichactivitiesaccountforthegreatestportionoftotalcost17valuechainValueChainValueChainMethodology(2of3)

CompetitivePositioningCase

Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/Opera-

tionsMarketing

&SalesDistri-bution/OutboundLogisticsServiceWhichcriteriadrivecustomerdecisions?

Customerimportancescale(1=low,7=high)

ProductInnovationReliabilityBrandImageSpeedofDeliveryResponsivenessExplanation:DeterminerelativeimportanceofeachactivityinmindofcustomerDeterminewhichactivitiesdrivepurchasedecisionPrice4.06.34.86.05.14.718valuechainValueChainManu-facturing/OperationsValueChainMethodology(3of3)

Stepthreeisdeterminingwhichactivitiesprovidethemostopportunity.3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsCostAnalysisCaseCompetitivePositioningCaseWhereisgreatestrelativeopportunitytoimprovecoststructure?Whereisgreatestrelativeopportunitytoimproveperformance/creategaprelativetocompetitors?Tech.,R&DPurcha-sing/InboundLogisticsDistribu-tion/OutboundLogisticsMarket-ing

&SalesServiceServiceExplanation:Explanation:Determinewhichcostsaremostcontrollablee.g.,rawmaterialscostsmaybelargelycommodityDeterminewherelargestrelativeperformancegapliesrelativetocompetitorsrelativetointernalcomparablesDeterminewherelargestrelativeperformancegapliesrelativetocustomerexpectationsrelativetocompetitors19valuechainValueChainAgenda

TheconceptValueChainmethodologyExample20valuechainValueChainAceConsumerProductsBackground:AceConsumerProductswasaweaknumberthreeintheU.S.KetchupmarketDivisionlosingmoney,lossesacceleratingComplication:Businessinterlinkedwithotheroperations-can'tbeclosedordivestedQuestion:Whatcostreductionscanbedonetorestoreprofitability?21valuechainValueChainValueChainMethodology

1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-

facturing/Opera-

tionsMarket-ing&SalesDistribu-tion/OutboundLogisticsService

Tech.,R&DPurch-asing/InboundLogisticsMarket-ing&SalesDistri-bution/OutboundLogisticsManu-facturing/OperationsService?22valuechainValueChainServiceKetchupValueChain

Actual

ValueChainPurchasing/InboundLogisticsManu-facturingPackagingMarketingSalesDistribution/OutboundLogisticsGenericValueChainTech.,R&DPurchasing/InboundLogisticsManu-facturing/OperationsMarketing

&SalesDistribution

OutboundLogisticsInthisconsumerproductsexample,R&Dandservicewereremovedasmajoractivities,packagingwasbrokenoutseparately,andmarketing&saleswereseparated.VerylittleinvestmentinproductformulationnotamajoractivityRawmaterialssubstantial,butlargelycommoditymajoractivityPackagingcriticalforconsumerproductspackagingbrokenoutseparatelyBrandbuildingthroughmarketingandsalesforceverydiscretemarketingandsalesseparatedCaptivefleetdistributestocustomerwarehousesmajoractivityProductsupport(800#)minimalandhandledcentrallywithotherproductlinesnotamajoractivity23valuechainValueChainValueChainMethodology

1.Whataretheactivities?2.Whichactivitiesaremostcritical?3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurch-asing/InboundLogisticsManu-facturing/OperationsMarket-ing&SalesDistribu-tion/OutboundLogisticsService

Tech.,R&DPurcha-sing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsService?24valuechainValueChainAceConsumerProducts

100%80%60%40%20%0%PercentofTotalOtherVinegarPropyleneglycolSugarOnionsTomatoOtherVariablemanufacturingDepreciationMainten-anceLaboroverheadDirectlaborOtherLabelsBottleGroupadministrationR&DDivisionadmin.HQandsystemsOperatingmarginOtheroperatingandadministrativeWagesVariableFixed$0.20$0.40$0.60$0.80$1.00$1.24CostperEightOunceBottlePricetoconsumer($1.08)RawPackagingOtherOverheadPromotionConsumerMediaMarketingProfitRetailerDealsOutboundfreightPerioddistributionWarehousingRedistributionDistributionManufacturingAllocationsRawmaterials,manufacturing,packagingandmarketingdrivetotalcost.Sales25valuechainValueChainValueChainMethodology

1.Whataretheactivities?2.Whatactivitiesaremostcritical3.Whichcriticalactivitiesprovidethemostopportunity?Tech.,R&DPurcha-sing/InboundLogisticsManu-facturing/OperationsMarket-ing&SalesDistribu-tion/OutboundLogisticsService

Tech.,R&DPurcha-sing/InboundLogisticsMarket-ing&SalesDistribu-tion/OutboundLogisticsManu-facturing/OperationsService?26valuechainValueChainRelativeCostPosition-Methodology

DriversCompetitiveCostSourcesBAR/L