某公司战略分析框架(英文版)(ppt 99页).ppt

1、Strategy Practitioner Tools,Core Tools October 1999,0, 1998, PricewaterhouseCoopers L.L.P.,DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf,Table of Contents,1ANALYSIS PLAN 2BREAKTHROUGH MODEL 3COMPETITIVE BENCHMARKING 4COMPETITIVE POSITIONING 5CORE COMPETENCTY ANALYSIS 6CUSTOMER SEGMENTATION 7EXP

2、ERIENCE CURVE 8FINANCIAL MODELING 9FIT VS. ATTRACTIVENESS MODEL 10FIVE FORCES ANALYSIS 11GANTT CHART 12GAP ANALYSIS 13GROWTH SHARE MATRIX 14INDUSTRY VALUE CHAIN ANALYSIS 15ISSUE TREE/ISSUE MAP,16KEY PERFORMANCE INDICATORS 17MARKET PROFITABILITY 18PORTFOLIO ANALYSIS 19REAL OPTIONS/STRATEGIC OPTION 20

3、SCALE CURVE 21SCENARIO ENVISIONING 22SENSITIVITY ANALYSIS 23SEVEN S FRAMEWORK 24STAKEHOLDER ANALYSIS 25SWOT 26VALUE BASED MANAGEMENT 27VALUE CHAIN ANALYSIS 28VALUE TREE 29 VOICE OF THE CUSTOMER,Analysis Plan Summary,The analysis plan details a problem-solving process and specific analysis which must

4、 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 i

5、n 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 answeri

6、ng “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

7、the analysis,Citations - Client and Industry Experience,Analysis Plan,Compaq/Technology/Vasu Krishnamurthy Galileo/Travel/ Spencer Lin those which have the biggest impact on customer service/satisfaction/value.,Examine the issues most important to the companys situation to determine whether roles, p

8、rocesses, 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

9、(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 spectru

10、m 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 where lines are drawn.

11、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 Strate

12、gy 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

13、 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

14、and provides a model by which to test various what if statements.,Financial Modeling,Follow these steps to successfully create a Financial Model Step 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

15、 source of insight Step 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 identified Step 4Gather da

16、ta from industry analysis or internal corporate data Step 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)/Banki

17、ng/KIT database Galileo/Travel/ Spencer Lin 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 c

18、omparison 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

19、,Galileo/Travel/ Spencer Lin CD-ROM),Appropriate Internet interface,Modify software as needed,Obtain strong patents,Evaluate Atlas software,Market and feasibility assessments,Financial projections (marketing),Technical support,Dongle capability and manufacturing source,Payment method,High Priority,C

20、ore Challenge,Quick Hit,Lowest Priority,Source CD-ROM and disks manufacturers,DIFFICULTY FOR COMPANY TO ATTAIN,Low,High,High,CRITICALITY TO PRODUCT SUCCESS,Source: PW analysis, industry interviews,EXAMPLE:,Approach,Gap Analysis,When To Apply,When you must understand which critical success factors pr

21、esent the greatest challenge in order to focus efforts.,Is this the correct text?,Citations - Client and Industry Experience,Gap Analysis,Flemings Fund Management Ltd (FFML)/Banking/KIT database Galileo/Travel/ Spencer Lin where lines are drawn. When using this tool, practitioners should be creative

22、, careful and consistent with market data.,Creating the Growth Share Matrix requires sales data, market growth information and market share data. This information can be found in the following sources: company data/financial statements, trade publications, interviews with senior management and indus

23、try expert/analyst opinions. The following steps will assist in creating a Growth Share Matrix: Step 1Plot relative market share on x-axis Step 2Plot market growth rate on y-axis Use expected growth if available, otherwise use 3 year historical growth rates Step 3Each circle (plot) should represent

24、a different business The size of the circle should be proportionate to sales,Citations - Client and Industry Experience,Growth Share Matrix,Galileo/Travel/ Spencer Lin participate in S3 development; lead introduction,Minimize current modernization; be aware and flexible to convert when appropriate,I

25、ntegrate backward and forward to an extreme,Make cost management/ productivity a “way of life”,9Can Client Name “change the game” (i.e., compete on something other than cost?),8Will capacity expansion be required to economically develop the cost leadership position?,4Are external factors likely to f

26、oreclose on this cost position?,3Is this position sustainable?,Yes,No,No,No,No,No,No,No,No,No,No,Yes,Yes,Yes,Yes,Yes,Yes,Yes,Yes,Yes,Issue Tree/Issue Map Supplement,This study was to assist management at a diversified parent co. develop a “vision” for the future of its “heritage” business - a paperb

27、oard subsidiary. While returns had been attractive in this subsidiary, management was questioning whether further investment was advisable.,Key Performance Indicators Summary,Although there are many approaches to performance management and various types of KPIs: Strategic KPIs, Financial KPIs, Organ

28、izational KPIs and City KPIs, this particular example focuses on Strategic KPIs (SKPIs). Founded on the concept of a Balanced Scorecard, the Strategic KPI management technique highlights those factors that are critical to maintaining the strategic direction of a business. The Balanced Scorecard is a

29、 measurement framework which focuses on the four primary perspectives of corporate performance. Each perspective focuses on a particular question fundamental to the future prosperity of the overall business.,Key Performance Indicators - KPI,BUSINESS DEVELOPMENT PERSPECTIVE,how do we look to our owne

30、rs?,FINAL PERSPECTIVE,how can we further develop?,CUSTOMER PERSPECTIVE,how do our customers see us?,INTERNAL PERSPECTIVE,what must we excel at?,The Balanced Scorecard,Key Performance Indicators Summary - continued.,The Balanced Scorecard drives performance throughout the organization. There is a dir

31、ect line of integration between the Vision of the organization and the Strategy that is being pursued. It also provides the top level “scoring” mechanism to ensure each aspect of the business is on-track. The link between objectives, SKPIs, targets and initiatives is illustrated below.,Key Performan

32、ce Indicators - KPI,FINANCIAL PERSPECTIVE,The Balanced Scorecard Approach,OBJECTIVES SKPI TARGETS INITIATIVES AAA AAA AAA AAA BBB BBB BBB BBB CCC CCC CCC CCC DDD DDD DDD DDD,BUSINESS DEVELOPMENT PERSPECTIVE,OBJECTIVES SKPI TARGETS INITIATIVES AAA AAA AAA AAA BBB BBB BBB BBB CCC CCC CCC CCC DDD DDD D

33、DD DDD,CUSTOMER PERSPECTIVE,OBJECTIVES SKPI TARGETS INITIATIVES AAA AAA AAA AAA BBB BBB BBB BBB CCC CCC CCC CCC DDD DDD DDD DDD,INTERNAL PERSPECTIVE,OBJECTIVES SKPI TARGETS INITIATIVES AAA AAA AAA AAA BBB BBB BBB BBB CCC CCC CCC CCC DDD DDD DDD DDD,THE VISION,“to achieve sustainable outstanding resu

34、lts through a continuous focus on brand values and customer service”,THE VISION,deliver customer satisfaction continuous improvement develop quality people meet shareholder expectations,Approach,Key Performance Indicators,When To Apply,Use the Strategic KPI approach to determine what factors will be

35、 the foundation for ensuring a culture of continuous performance improvement and preparing the overall business for both the boom and recessionary periods which typify the economic cycles in which corporations operate. It is particularly effective to visualize the direct correlation between an organ

36、izations vision and the strategy which is being pursued to satisfy that vision.,Step 1Assign each of the organizations Business Objectives to the appropriate Strategic KPI; these SKPIs will represent measurement tools used to track progress. Examples regarding the Financial Perspective are as follow

37、s: ProfitabilityNet profit Margin (%) Return on Total Funds (%) Shareholder IncomeDividend Level ($) Dividend Cover (times) GrowthSales Trend (year on year growth) StabilityGearing (Debt: Equity) Ratio Interest Cover (times) Step 2Set and clearly communicate a stretching yet achievable target level

38、of performance to each SKPI Step 3Identify, implement and continually review specific initiatives which will enable the organization to achieve the aforementioned targets,Citations - Client and Industry Experience,Key Performance Indicators,DuPont/Chemicals/Vasu Krishnamurthy Ericsson/Technology/KIT

39、 database Flemings Fund Management Ltd (FFML)/Banking/KIT database International Paper Company/Multi-Industry/KIT database SAP/CIP/KIT database Sega of America/Technology/KIT database Valco/Chemicals/Vasu Krishnamurthy,Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application

40、of Strategic Thinking” Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition,Source List,Market Profitability Modeling Summary,Measures current and predicts future market profitability by company profit margins.,Market Profitability,TOTAL MARGINS OF HMOs CONTROLLED BY NETWORK MANAGERS,Margi

41、ns ($ Billions),Approach,Market Profitability,When To Apply,When you would like to forecast industry profitability.,Citations - Client and Industry Experience,Market Profitability,Braun/CIP/KIT database PwC MCS/Consulting/Vasu Krishnamurthy,David A. Aaker, “Developing Business Strategies”, 5th Editi

42、on Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition,Source List,Portfolio Analysis/Product Portfolio Analysis Summary,This analysis illustrates product performance and suggests product strategies; for example: high competitive position coupled with high market attractiveness suggests i

43、nvesting to grow at the maximum digestible rate.,Portfolio Analysis/Product Portfolio Analysis,Approach,Portfolio Analysis/Product Portfolio Analysis,When To Apply,Best utilized to consider the relative strengths of a companys array of products and determine appropriate strategies for each.,When pre

44、senting portfolio analysis/product portfolio analysis findings, use the following guidelines: Use available internal and external sources to collect data on indicators of market attractiveness and competitive position such as market share, % revenue growth, and revenue in absolute dollars for each o

45、f the companys product lines For each product: graph growth rate vs. relative market share scale the data points to reflect product revenue in absolute dollars Divide each axis into three sections - low, medium, and high - to form nine subdivisions on the graph,Citations - Client and Industry Experi

46、ence,Portfolio Analysis/Product Portfolio Analysis,Allstate Insurance Company/Banking/KIT database Vanguard/Banking/KIT database,David A. Aaker, “Developing Business Strategies”, 5th Edition The Boston Consulting Group, “Perspectives on Strategy”,Source List,Real Options/Strategic Options Summary,Pr

47、oduces positioning maps to assess various strategic options. Traditionally, the financial tool most widely relied on to estimate the value of strategy, discounted cash flow (DCF) valuation, assumes that management will follow a predetermined strategic plan, regardless of how events unfold or what ne

48、w information is obtained. Ideally, executives would like to address flexibility and uncertainty in their strategies when assuring them. Option pricing is a tool which enables executives to do just that, improving decision making about the sequence and timing of a portfolio of strategic investments.

49、 Option space is a way to visualize the various options for an executive; it gives them a way to “draw” a strategy in terms that are neither wholly strategic nor wholly financial but some of both.,Real Options/Strategic Options,Discount Stores,Client,General Store,Specialty Stores,Non-Cost,Cost,Gene

50、ral Merchandise,Specialty Merchandise,WHERE TO COMPETE,EXISTING STRATEGY,HOW TO COMPETE,Option Space Divided into Regions “The Tomato Garden”,higher,lower,Volatility,Value-to-cost 1.0,0.0,Region 6: Never. Rotten tomatoes, Invest,Region 1: Now. Ripe tomatoes, Invest,Region 5: Probablynever. Late blos

51、soms and small greentomatoes,Less promising green tomatoes Region 4: Maybe later,Inedible, but very promising tomatoes Region 3: Probably later,Region 2: Maybe now. Imperfect but edible tomatoes,Approach,Real Options/Strategic Options,When To Apply,When you wish to identify various strategic options

52、 (positioning), which outline where and how to compete.,Citations - Client and Industry Experience,Real Options/Strategic Options,GTE CyberTrust/Banking/KIT database Kellogg Company/Food some companies perform extraordinary feats with ordinary people,The process and procedures through which things g

53、et done from day-to-day and the systems that facilitate them,The people in the organization considered in terms of corporate demographics, not individual personalities,The way managers collectively behave with respect to use of time, attention and symbolic actions,The organization chart and accompan

54、ying baggage that show who reports to whom and how tasks are divided up and integrated,The 7-S framework provides a means to analyze the building blocks of an organization that ultimately serves to support its strategy. The bottom level of the pyramid represents the more tangible components of the c

55、ompany which provide the foundation for achieving the companys goals.,Seven S Tool Summary,The 7-S Framework,Strategy,Processes/ Systems,Staff,Culture/ Style,Structure,What is current strategy? What is future strategy How well is it communicated? Does it vary by region?,What must be done well to ach

56、ieve strategy? How well are these currently being done?,Do people have the right skills? Is the level of staffing appropriate?,How does the culture impact effectiveness and change readiness? How well do performance measures support goals?,Does structure make sense? What are the best practices? Do th

57、e administrative functions adequately support customer and region needs? Can this be done more effectively?,What are the best practices across regions? How effective are systems and processes at supporting customer and strategic goals?,Critical Success Factors (CSFs),Capabilities/Skills,What skills

58、are needed to support CSFs? Do these capabilities currently exist? What are the current core capabilities? Are they supporting CSFs and Strategy?,When performing a 7-S assessment, a practitioner must address several key questions along each of the models dimensions. Organizational strengths and weaknesses must be identified and the gap between the organizational requirements must be determined.,Approach,The 7-S Framework,STEP,DATA REQUIRED,SOURCE(S),1.Document mission/shared vision 2.Document strategy 3.Evaluate key skills and capabilities 4.Evaluate support levers, decision pr