【正文】 the output of the analysis SC111898KRSydney 4 169。 1998, PricewaterhouseCoopers . Citations Client and Industry Experience Breakthrough Model NonPwC: ? Toyota: the lean production system ? FritoLay: endtoend supply chain management and the use of advanced technology ? Intel: high velocity product development ? : Inter based channels of distribution on behalf of shareholders. ? Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” Source List SC111898KRSydney 8 169。 these can be key performance indicators (KPI’s), or other measurements ? Establish data collection methodology (industry sources, online databases, onsite visits, phone interviews, survey questionnaires, petitors, etc.) ? Measure client pany performance ? Measure performance of petitors and best practice leaders ? Illustrate the spectrum of performances on an appropriate graph ? Determine gaps and reasoning ? Develop action plans/remendation to address gaps ? Implement actions and monitor progress SC111898KRSydney 10 169。 1998, PricewaterhouseCoopers . Citations Client and Industry Experience Competitive Positioning ? Barclays Global Investors (BGI)/Banking/KIT database ? Blue Cross/Insurance/Mike Weiss ? Boots/Retail/KIT database ? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy ? Giddings Lewis/Machine Tool/Vasu Krishnamurthy ? Osh Kosh B’ Gosh?SP/Retail/Mike Weiss ? PwC MCS/Consulting/Vasu Krishnamurthy ? Save Prosper/Banking/KIT database ? 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” ? Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, Cases” Source List SC111898KRSydney 14 169。 1998, PricewaterhouseCoopers . 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 SC111898KRSydney 18 169。 1998, PricewaterhouseCoopers . Citations Client and Industry Experience Customer Segmentation ? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy ? General Mills/CIP/Johan Sauer ? Giddings 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 . 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。 1998, PricewaterhouseCoopers . The Fit vs. Attractiveness Model optimizes strategy by developing a sense of the realistic state of the market and pany affairs. The Model pares product fit with a market to product fit with a pany’s objectives. Fit vs. Attractiveness Model Summary The Fit vs. Attractiveness Model ? Baked Goods ? Bulbs ? Cheese ? Fruit ? Kitchenware ? Meat/Seafood ? Nursery Stock ? Snacks/Candy ? Stationery ? Decorative Accessories ? Indoor Plants ? Nuts ? Seeds ? Trees/Shrubs ? Gourmet Food ? Bed/Bath ? Pool/Patio/Gardening ? Crafts ? Personal Care/Grooming ? Specialty Apparel ? Camping Equipment ? Children’s Apparel ? Drug/Vitamins/Health Food ? Hardware/Tools ? Hosiery/Lingerie ? Women’s Apparel ? Men’s Apparel ? Women’s Large Size Apparel ? Athletic Equipment ? Fishing Equipment ? Hunting Equipment ? Sporting Good Apparel Category Fit With Company High Medium Low Low Medium High Category Attractiveness CATEGORY EVALUATION SPECIALTY/SPINOFF Categories included in existing or planned specialty books Remended additional specialty book venture EXAMPLE SC111898KRSydney 28 169。 1998, PricewaterhouseCoopers . 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, J