【正文】 1 1. ActivityBased Management ........................................................................................ 3 2. Balanced Scorecard ..................................................................................................... 5 3. Benchmarking ............................................................................................................ 7 4. Change Management Programs .................................................................................... 9 5. Contingency Planning ............................................................................................... 11 6. Core Competencies ................................................................................................... 13 7. Corporate Codes of Ethics.......................................................................................... 15 8. Corporate Venturing.................................................................................................. 17 9. Customer Relationship Management ........................................................................... 20 10. Customer Segmentation ......................................................................................... 22 11. Customer Surveys ................................................................................................. 24 12. Downsizing .......................................................................................................... 26 13. Economic ValueAdded Analysis ............................................................................ 28 14. Growth Strategies.................................................................................................. 31 15. Knowledge Management ........................................................................................ 33 16. Merger Integration Teams ...................................................................................... 35 17. Mission and Vision Statements ............................................................................... 37 18. Outsourcing .......................................................................................................... 39 19. PayforPerformance ............................................................................................. 41 20. Reengineering....................................................................................................... 44 21. Stock Buybacks .................................................................................................... 46 22. Strategic Alliances ................................................................................................ 48 23. Strategic Planning ................................................................................................. 50 24. Supply Chain Integration........................................................................................ 52 25. Total Quality Management ..................................................................................... 54 USE OF MANAGEMENT TOOLS LEAPS 60% AS BELEAGUERED MANAGERS SEEK TO NAVIGATE ECONOMIC UNCERTAINTY Bain amp。 Company’s Management Tools study finds that . panies continue to squeeze profits while international counterparts go for growth. Companies are increasingly leaning on more and better methods of assessing economic uncertainty to reach elusive growth targets. There has been a dramatic increase in the number and types of analytical methods that panies are applying to squeeze profits and productivity during the current downturn—a jump of nearly 60 percent over the past two years. The study (piling surveys from over 6,300 executives starting in 1993 in over 60 countries in North America, Europe, Asia, Africa and South America) suggests two potential factors contributing to this significant rise in usage: Less than half of this year’s survey respondents cite improving economic conditions in their industry 65 percent say they are concerned about how they will meet their growth targets. Management is under attack in this highly volatile environment and panies are turning to management tools in increasing numbers,” says Darrell Rigby, director of Bain amp。 Company and founde r of the Management Tools amp。 Trends survey. “Most notably, Customer Relationship Management (CRM), 2 Contingency Planning and Knowledge Management rose through the ranks, both in usage and satisfaction. This year’s study pared results with those piled in 2020. The most widely used tools in 2020 remained the same: Strategic Planning, Benchmarking and Mission and Vision Statements, each in use by 80 percent of survey participants. And in lean times, tools that require large cash outlays were used least: Stock Buybacks (falling far out of favor), Corporate Venturing and Merger Integration Teams. These results suggest that managers are taking actions to achieve four things: ? Preserve customer revenues ? Prepare the hard road to growth ? Prepare for unexpected contingencies ? Focus on ethics In 1993, Bain amp。 Company launched a multiyear research project to gather facts about the use and performance of management tools. Our objectives remain to provide managers with: ? An understanding of how their current application of these tools and subsequent results pare with those of other anizations across industries and around the globe ? Information they need to identify, select, implement, and integrate the right tools to improve their own pany’s performance Each year we interview senior managers and conduct literature searches to identify 25 of the most popular and pertinent management tools. We define the tools in this guide and conduct detailed surveys to examine managers’ use of tools and success rates. We also conduct oneonone followup interviews to further probe the circumstances under which tools