【正文】 ons and understand how different actions may affect performance on some key petitive dimensions. A na lytica lT o o l C a te g o ryD istributo rIn eN o of S ubscribe rs byD istribution M e diumA ttra ctive ne ss of M e diumto S e rv ice P ro vide rsA ttra ctive ne ss ofS e rv ice s A v ailableN o o f S e rv ice sA v ailableC apacity o fM e diumP o te ntialS ubscribe rsS ubscribe rsto S e rv iceS e rv ice P rov ide rs Inco m eP roportion o f In eto S e rv ice P ro vide rP rice of S e rv ice sC o st of A cce ssA dve rtising In e ++++++++++ /+++++? ++++1 2 3 4 5 6 78 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30 31 32 33 34 35M ap p in g th e cau seeffect relatio n sh ip s B u ild th e F in an cial M o d el b ased o n cau seeffects id en tifiedSC111898KRSydney 25 169。 one should be aware that this model may oversimplify the market situation. SC111898KRSydney 29 169。 where lines are drawn. Practitioners must be creative, careful and consistent with market data. SC111898KRSydney 23 169。 1998, PricewaterhouseCoopers . 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 SC111898KRSydney 17 169。 those which have the biggest impact on customer service/satisfaction/value. ? Examine the issues most important to the pany’s situation to determine whether roles, processes, or strategic issues should by benchmarked ? Identify key performance variables and determine which panies to use for parison (both within pany’s industry and outside the industry) ? For process benchmarking, determine the metrics to be measured。 identify gaps ? Define expertise, info required to make decision, anizational requirements ? Define evolving nature of anization and information flows ? Key decisions ? Key individuals involved in decisionmaking process ? Information flows ? Management interviews ? Organization charts ? Memos/documents on management processes ? System flow charts Data/Info Flows Org Charts SC111898KRSydney 3 169。 1998, PricewaterhouseCoopers . 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。 1998, PricewaterhouseCoopers . Approach Competitive Benchmarking When To Apply While not a prehensive parison, Competitive Benchmarking illustrates the efficiency of specific processes in parison to a pany’s petitors. Select panies to benchmark against carefully remember that panies outside the client’s industry may be the best candidates. Ensure that data collected are parable and the the right processes are benchmarked。 1998, PricewaterhouseCoopers . Approach Core 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, t