【正文】 ore Competency Analysis When To Apply Employ Core Competency analysis to evaluate a pany’s capabilities in each function of the value chain with a hierarchical model which identifies capabilities and the degree to which they provide petitive advantage and can be leveraged. Please note that there is a risk of defining too narrowly the market in which the client petes, thus focusing on the wrong petency requirements or a subset of the petencies required to effectively pete. It is key that those projects and programs that aim at developing core petencies should not be open to reprioritization at a later stage. Adhere to the following guidelines when analyzing core petencies and developing a Competencies Model Framework: ? Interview pany senior management and business line management as well as petitor management ? Define pany’s business system and activities performed within each function Based on the total range of capabilities identified, ask the questions: ? Which ones do we have to be “good at”? ? Which ones do we have to be “market/world leading at”? ? Determine whether each activity is a primary capability, a critical enabling capability, a critical strategic capability, or a core petence, based on the degree to which the activity provides petitive advantage and can be leveraged ? Note that while all the identified capabilities will be critical to achieve the vision and strategy, the questions will help distinguish core from noncore by invoking management attention and reflection in a systematic and structured manner 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 Business Strategies”, 5th Edition ? Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition ? Michael Gould, Andrew Campbell, Marcus Alexander, “CorporateLevel Strategy: Creating Value in the Multibusiness Company” ? Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, “Strategy Safari: A Guided Tour Through the Wilds of Strategic Management” ? Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” ? Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, Cases Source List Establish Segmentation Objectives Data Assessment Model Construction Build Closed Loop Performance Tool What are the objectives of the segmentation? Better ROI, redistribute spending, change sales efforts? What data is needed to meet the objectives? How much of that data can be obtained internally? externally? What data is essential to the segmentation? What data can be a focus for further improvement in the future? Define the variables of the model with accessible data? Develop an analytical tool that utilizes the variables to determine a customer ranking or grouping (ie most ideal partner to most inefficient partner). Refocus internal efforts based on segmentation oute. Establish a way to capture the key data needed to segment customer base. Utilize the data on an ongoing basis to improve performance and continually reward the better performing customers. Customer Segmentation Methodology High level work flow for a customer segmentation Customer Segmentation Methodology Summary Customer Segmentation Summary Customer segmentation is a division of a market into distinct groups of buyers who might require separate products and/or marketing mixes. THE CONVERTER MARKET CAN BE SEGMENTED USING TWO VARIABLES: ECONOMIC RISK AND FABRIC INNOVATION ? Hold inventory ? Credit problem ? Basic fabrics “ Opportunistic” Strategy ? Specialty products ? Narrow customer base Niche Strategy (specialized product to narrow customer base) ? Sell to manufacturers before fabric purchase ? Established credit ? Broad customer base ? Basic fabrics LowCost Strategy ? Sell to manufacturers before fabric purchase ? Established credit ? Focused customer base ? Novel fabrics (“fashion forward”) Differentiation Strategy (specialized product to broad customer base) Economic Risk ? Inventory position ? Credit status ? Product mix ? Customer base Fabric Innovation ? Percent novelties ? Order size ? Number of collections High Low High Low Customer Segmentation Approach STEP DATA REQUIRED SOURCE(S) 1. Identify segmentation variables and segment the market a) Survey Stage: Conduct interviews/focus groups with consumers to gain insight into motivations, attitudes, and behavior b) Analysis Stage: Apply factor analysis to data to remove highly correlated variables。 one should be aware that this model may oversimplify the market situation. Citations Client and Industry Experience Fit vs. Attractiveness Model Source List ? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy ? PwC MCS/Consulting/Vasu Krishnamurthy ? Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” ? Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” Five Forces Analysis Summary The Five Forces Analysis evaluates the attractiveness of an industry. Five Forces Analysis DRIVERS OF MARKET ATTRACTIVENESS POTENTIAL ENTRANTS Entry barriers are high if there are: ? Economies of scale ? Product differentiation ? Capital requirements ? Limited access to distribution channels ? Restrictive government policies ? Potential retaliatory reaction of i