【正文】 ternally? 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 SC111898KRSydney 18 169。 1998, PricewaterhouseCoopers . Citations Client and Industry Experience Customer Segmentation ? Galileo/Travel/ Spencer Lin amp。 1998, PricewaterhouseCoopers . Approach Experience Curve Creating the Experience Curve requires yearly accumulated production volume for the entire indicative and individual petitors, and the unit cost for the entire industry and petitors (use price data if cost data is not available.) Data can be secured from government agencies, trade associations, and from internal pany data. Step 1 Plot accumulated volume for different years against unit cost on a log/log scale (unit cost should be deflated by using a general index such as the GNP deflator, or specific indices for the various pars of cost such as materials and labor.) Step 2 Add a standard regression line to the graph. CAVEATS: ? Cost figures must be defined in the same manner by all sources of data. If pany costaccounting data is used, it may need to be adjusted for overhead allocations and other costs not considered to be part of the activity, process, or product under study. If price data is used pricing behavior of participants needs to be considered ? Innovation within any functional area (., product, process, distribution) can render the current experience curve useless as a strategy tool. Therefore, it is important to understand the environmental and customer trends in order not to rely too heavily on this analysis ? The experience curve is only an analytical concept, and there is no guarantee that costs will actually decrease according to it. The pany must actively manage costs down When to Apply The Growth Share Matrix may be overly simplistic, market share does not always correlate with profitability and not all businesses have the same asset intensity. Conclusions are sensitive to business and market definitions。 1998, PricewaterhouseCoopers . Approach When To Apply Financial Modeling is effective in analyzing how a pany’s performance, in core areas of business, will be affected by pursuing different courses of action. This tool facilitates an understanding of various causeeffect and provides a model by which to test various what if statements. Financial Modeling Follow these steps to successfully create a Financial Model Step 1 Gather 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 source of insight Step 2 Map the relationships and identify factors which reinforce one another vs. those that have a negative relationship (. increase in price may have a negative effect on demand) Step 3 Build the financial model based on the causeeffect relationships identified Step 4 Gather data from industry analysis or internal corporate data Step 5 Test the quality of the model by doing manual calculations on some what if” Step 6 Perform what if to assess the pleteness of the model SC111898KRSydney 26 169。 1998, PricewaterhouseCoopers . Approach Fit vs. Attractiveness Model Step 1 Identify product, category or market overall attractiveness as being low, medium, or high. Plot along xaxis. Step 2 Identify product category, or market fit with pany objectives as being low, medium, or high. Plot along yaxis. Step 3 Evaluate newly created matrix。 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” SC111898KRSydney 30 169。 one should be aware that this model may oversimplify the market situation. SC111898KRSydney 29 169。 Vasu Krishnamurthy ? Osh Kosh B’ Gosh?SP/Retail/Mike Weiss ? PwC MCS/Consulting/Vasu Krishnamurthy ? United Airlines/Travel/Vasu Krishnamurthy ? Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition Source List SC111898KRSydney 27 169。 1998, PricewaterhouseCoopers . 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 Strategy Analysis”, 3rd Edition ? Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, “Strategy Safari: A Guided Tour Through the Wilds of Strategic Management SC111898KRSydney 24 169。 Lewis/Machine Tool/Vasu Krishnamurthy ? The Littlewoods Organization/Retail/KIT database ? PwC MCS/Consulting/Vasu Krishnamurthy ? Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” ? Robert M. Grant, “Contemporary Strategy Analysis” ? Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” Source List SC111898KRSydney 21 169。 1998, PricewaterhouseCoopers . Approach STEP DATA REQUIRED SOURCE(S) 1. Identify segmentation variables and segment the market a) Survey Stage: Conduct interviews/focus