【正文】 r value. When creating a Breakthrough model, the following criteria should be considered: ? Summarize all opportunities to improve business performance from other analyses ? Categorize them into four groups: ? Enterprise alignment ? Best practice performance ? Market/product repositioning ? Industry transformation ? Determine approximate economic value of each type of strategy 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 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 ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ 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。 one should be aware that this model may oversimplify the market situation. 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, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” Five Forces Analysis Summary The Five Forces Analysis evaluates the attractiveness of an industry. Five Forces Analysis DRIVERS OF MARKET ATTRACTIVENESS POTENTIAL ENTRANTS Entry barriers are high if there are: ? Economies of scale ? Product differentiation ? Capital requirements ? Limited access to distribution channels ? Restrictive government policies ? Potential retaliatory reaction of incumbents INDUSTRY COMPETITORS Rivalry is intense if: ? Competitors are numerous or roughly equal in power or size ? Industry growth is slow ? There are high fixed costs or the product is perishable ? The product lacks differentiation or switching costs ? Capacity is augmented in large increments ? Exit barriers are high ? Rivals are diverse in strategies, origins, and personalities SUBSTITUTES Threat of substitutes is high if: ? There is an abundance of products or services that serve the same function ? The priceperformance tradeoff of substitutes is attractive SUPPLIERS Bargaining power of suppliers is greater if: ? The supply industry is dominated by a few panies or is more concentrated than the buying industry ? The supply product is differentiated or there are high switching costs ? There are few substitutes ? The buying industry is not an important customer of the supply industry ? The supply industry poses a credible threat of forward integration BUYERS Bargaining power of customers is greater if: ? The customer group is concentrated or buys in large volume ? Products purchased are undif。Strategy Practitioner Tools Core Tools October 1999 0 169。 aim to reveal products, categories, or markets that fall under high overall attractiveness and high fit with pany objectives. When to Apply The Fit Vs. Attractiveness Model is used to analyze a new product or service offering’s fit within a pany, in parison to the overall attractiveness of the product or offering. This particular model requires judgements which are subjective in nature。 those which have the biggest impact on customer service/satisfaction/value. ? Examine the issues most