【正文】 ROFITABILITY 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 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。 apply cluster analysis to create a number of maximally different segments 2. Form segments by looking at consumer characteristics as well as consumer responses a) Geographic Segmentation b) Demographic Segmentation c) Psychographic Segmentation d) Behavioral Segmentation ? Results from focus groups, interviews, and surveys ? Customer characteristics: demographics, statistics, etc. ? Focus groups, interviews, surveys ? Company data When To Apply Applicable when it is useful to better identify marketing opportunities, to develop the right offering for each target market, or to be able to reach the target market in the most efficient manner possible. Customer Segmentation 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 The Experience Curve forecasts future trends in cost/labor and determines the relative cost position of various petitors. The tool quantifies cost savings, theoretically achieved through experience gained in conducting a process. Experience Curve Summary The Experience Curve EXPERIENCE CURVE FOR WIDGETS PROJECTIONS 50 40 30 20 10 200 400 600 800 1000 2023 4000 Unit Volume (Thousands) Unit Cost ($) 1974 1975 1976 1977 1978 1979 1980 1981 1982 1983 1984 Slope 20% 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 definit