【正文】 ive Benchmarking When To Apply While not a prehensive parison, Competitive Benchmarking illustrates the efficiency of specific processes in parison to a pany’s petitors. Select panies to benchmark against carefully remember that panies outside the client’s industry may be the best candidates. Ensure that data collected are parable and the the right processes are benchmarked。 1998, PricewaterhouseCoopers . 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 petition Capabilities of the pany’s people, processes, technology, systems and structure 1 2 3 4 Market/Product Repositioning Industry Transformation Enterprise Alignment Best Practice Performance SC111898KRSydney 6 169。 1998, PricewaterhouseCoopers . Analysis Plan Summary The analysis plan details a problemsolving 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 CLIENT EXAMPLE: HYPOTHESIS/ANALYTICAL PLAN Hypothesis Analysis Info. Required Info. Source End Products Overall Hypothesis Organizational philosophy needs to be modified Supporting Hypothesis Existing anization does not adequately support the business strategy ? Define business system, operating environment ? Define CSFs, anizational requirements along business system ? Define how existing anization supports business system, CSFs ? Key activities, processes by LOB ? CSFs along business system by LOB ? Existing anizational elements impacting business system ? Management interviews ? Secondary research ? HR documents Business System Diagrams Activity CSF ~~~~ ~~~~ ~~~~ ~~~~ ~~~~ ~~~~ ~~~~ ~~~~ ~~~~ ~~~~ ~~~~ ~~~~ Even after adjusting for asset writeup, financial performance has not met corporate expectations or petitive standards due to an inappropriate anization (and cost) structure ? Financial performance vs. petitors, budget/plans ? Overview of cost structure (., fixed vs. variable costs) ? ROA, NI adjusted for asset writeups ? Historic and projected financial data ? Asset writeup information ? Summary cost, volume info for production units ? Annual reports, 10Ks, 10Qs, etc. ? Company financial reports ? Financial department interviews Financial Metrics The increasing plexity of business and the evolving importance of, and coordination required between specialized expertise requires changes in the decisionmaking process and information flows ? Define actual vs. perceived vs. “real” anization chart, decisionmaking process/responsibilities。Strategy Practitioner Tools Core Tools October 1999 0 169。 identify gaps ? Define expertise, info required to make decision, anizational requirements ? Define evolving nature of anization and information flows ? Key decisions ? Key individuals involved in decisionmaking process ? Information flows ? Management interviews ? Organization charts ? Memos/documents on management processes ? System flow charts Data/Info Flows Org Charts SC111898KRSydney 3 169。 1998, PricewaterhouseCoopers . 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 SC111898KRSydney 7 169。 those which have the biggest impact on customer service/satisfaction/value. ? Examine the issues most important to the pany’s situation to determine whether roles, processes, or strategic issues should by benchmarked ? Identify key performance variables and determine which panies to use for parison (both within pany’s industry and outside the industry) ? For process benchmarking, determine the metrics to be measured。 1998, PricewaterhouseCoopers . Approach Competitive Positioning When To Apply To show clients that you understand their market and position. Can also be used to develop strategic remendations. STEP DATA REQUIRED SOURCE(S) 1. Choose axes that are relevant to customer decisionmaking (first) and those which differentiate suppliers (second) 2. Illustrate where petitors lie on map(s) 3. Interpret map for strategic implications (., clusters or open spaces) ? Information on industry as a whole ? Information on peting panies’ strategies and positioning ? Trade associations ? Trade periodicals and publications ? Information services ? Analyst reports ? Various panies’ annual reports and other public information ? Interviews with petitor management ? Industry experts SC111898KRSydney 13 169。 1998, PricewaterhouseCoopers . 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 Bu