【正文】 lanning Technology Development Product Development Mfg/Joint Venture Core Competence (CC) A petence which delivers a sustainable petitive advantage in current markets, provides access to a wide variety of markets, and makes a significant contribution to the perceived customer benefits of the end product. Primary Capabilities (PC) Minimum functional and technical requirements necessary to participate. COMPETENCIES MODEL FRAMEWORK ?Fast, affordable, fun, family dining experience ? Marketing and brand mgmt. ? Training ? Franchise mgmt. ? Product innovation ? BigMac recipe ? High quality, low price product sourcing ? Efficient operation ? Hamburger preparation ? Menu selection Essentially about catching upGives unique advantageHard to copyEasy to copyCapabilitiesCore CompetenciesStrategic RequirementSC111898KRSydney 15 169。 1998, PricewaterhouseCoopers . Citations Client and Industry Experience Competitive Benchmarking ? Ball Corporation/Packaging /Vasu Krishnamurthy Mike Weiss ? Motorola/Technology/Vasu Krishnamurthy ? PwC MCS/Consulting/Vasu Krishnamurthy ? United Airlines/Travel/Vasu Krishnamurthy ? Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” ? Liam Fahey, Robert M. Randall, “The Portable MBA in Strategy” ? Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition ? Michael Gould, Andrew Campbell, Marcus Alexander, “CorporateLevel Strategy: Creating Value in the Multibusiness Company” Source List SC111898KRSydney 11 169。 1998, PricewaterhouseCoopers . Competitive Benchmarking Summary Competitive Benchmarking is used to identify and measure the factors that determine why a process has specific cost, quality or timing attributes and incorporate the best practices into an actionable change plan. It does so in part, by paring a pany’s performance in key areas with respect to its petitors’ performance. Examples of presenting Competitive Benchmarking findings: Competitive Benchmarking A v e r a g e S p e e d o f A n s w e r( s e c o n d s )C a l l A b a n d o n( % )C a l l s H a n d l e d I n O n e S e s s i o n( % )A v e r a g e C a l l s / R e p / D a yC o m p a n yI C S AB e n c h m a r k i n gS t u d yGEA n s w e rC e n t e rT A R P800 N u m b e r S u r v e y( m e d i a n )34 65 10053 76G e o r g i aP o w e rC o m p a n y( A d v e r t i s e rS u r v e y )I C S AB e n c h m a r k i n gS t u d y w i t h8 9 % o fr e s p o n d e n t sGEA n s w e rC e n t e rG T EA c m eP o w e rC o m p a n ye s t i m a t eI C S AB e n c h m a r k i n gS t u d yB o s t o nE d i s o n T A R P800N u m b e rS u r v e y( m e d i a n )G e o r g i aP o w e rD e l lC o m p u t e r 9 0 %w i t h i n C o m p a n y95%g r e a t e rt h a nI C S AB e n c h m a r k i n gS t u d yA p e xP o w e rL i g h t80%w i t h i nT A R P800 N u m b e r S u r v e y( m e d i a n )A c m eP o w e r2 0 % 3%30 1006 0 175 0 % 100%62 5 0 8570 9819 3 . 75 . 06 . 07 . 01720284560Months Home Goods Perishables Apparel Average = = Maximum = Average or Most Common = Minimum 0 2 4 6 8 10 12 14 16 18 20 A B C D E F G I J K L M N NEW PRODUCT DEVELOPMENT CYCLE TIME Best Practices ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ SC111898KRSydney 9 169。 1998, PricewaterhouseCoopers . Citations Client and Industry Experience Analysis Plan ? Compaq/Technology/Vasu Krishnamurthy ? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy ? Post Office Counters Ltd./Transportation Services/KIT database ? PwC MCS/Consulting/Vasu Krishnamurthy ? United Airlines/Travel/Vasu Krishnamurthy ? Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition Source List SC111898KRSydney 5 169。 1998, PricewaterhouseCoopers . Table of Contents 1 ANALYSIS PLAN 2 BREAKTHROUGH MODEL 3 COMPETITIVE BENCHMARKING 4 COMPETITIVE POSITIONING 5 CORE COMPETENCTY ANALYSIS 6 CUSTOMER SEGMENTATION 7 EXPERIENCE CURVE 8 FINANCIAL MODELING 9 FIT VS. ATTRACTIVENESS MODEL 10 FIVE FORCES ANALYSIS 11 GANTT CHART 12 GAP ANALYSIS 13 GROWTH SHARE MATRIX 14 INDUSTRY VALUE CHAIN ANALYSIS 15 ISSUE TREE/ISSUE MAP 16 KEY PERFORMANCE INDICATORS 17 MARKET PROFITABILITY 18 PORTFOLIO ANALYSIS 19 REAL OPTIONS/STRATEGIC OPTION 20 SCALE CURVE 21 SCENARIO ENVISIONING 22 SENSITIVITY ANALYSIS 23 SEVEN S FRAMEWORK 24 STAKEHOLDER ANALYSIS 25 SWOT 26 VALUE BASED MANAGEMENT 27 VALUE CHAIN ANALYSIS 28 VALUE TREE 29 VOICE OF THE CUSTOMER SC111898KRSydney 2 169。 1998, PricewaterhouseCoopers . DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf SC111898KRSydney 1 169。 1998, PricewaterhouseCoopers . Approach Analysis Plan When To Apply When it is necessary to lay out problemsolving process in 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 answering “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 acplish the analysis ? Develop end products (presentations) to graphically represent