【正文】 hnology, systems and structure 1 2 3 4 Market/Product Repositioning Industry Transformation Enterprise Alignment Best Practice Performance SC111898KRSydney 6 169。Strategy Practitioner Tools Core Tools October 1999 0 169。 1998, PricewaterhouseCoopers . Approach Breakthrough Model When To Apply Utilize the Breakthrough model to identify and categorize all opportunities to create substantial incremental shareholder 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 SC111898KRSydney 7 169。 1998, PricewaterhouseCoopers . Approach Competitive Positioning When To Apply To show clients that you understand their market and position. Can also be used to develop strategic remendations. STEP DATA REQUIRED SOURCE(S) 1. Choose axes that are relevant to customer decisionmaking (first) and those which differentiate suppliers (second) 2. Illustrate where petitors lie on map(s) 3. Interpret map for strategic implications (., clusters or open spaces) ? Information on industry as a whole ? Information on peting panies’ strategies and positioning ? Trade associations ? Trade periodicals and publications ? Information services ? Analyst reports ? Various panies’ annual reports and other public information ? Interviews with petitor management ? Industry experts SC111898KRSydney 13 169。 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 SC111898KRSydney 20 169。 1998, PricewaterhouseCoopers . Citations Client and Industry Experience Financial Modeling ? Flemings Fund Management Ltd (FFML)/Banking/KIT database ? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy ? Osh Kosh B’ Gosh?SP/Retail/Mike Weiss ? PwC MCS/Consulting/Vasu Krishnamurthy ? United Airlines/Travel/Vasu Krishnamurthy ? Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition Source List SC111898KRSydney 27 169。 1998, PricewaterhouseCoopers . Approach Fit vs. Attractiveness Model Step 1 Identify product, category or market overall attractiveness as being low, medium, or high. Plot along xaxis. Step 2 Identify product category, or market fit with pany objectives as being low, medium, or high. Plot along yaxis. Step 3 Evaluate newly created matrix。 1998, PricewaterhouseCoopers . 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% SC111898KRSydney 22 169。 1998, PricewaterhouseCoopers . Core Competency Analysis Summary Core Competency Analysis provides a practical and systematic process to identify a pany’s core petencies and assess key petitive advantages. Examples of Core Competency Models: Core Competency Analysis Marketing Example: McDonald’s Customer Refill Support Sales/ Distribution Other Customer Service Critical Strategic Capabilities (SC) The capabilities in which a pany is a leader. These capabilities are the source of petitive advantage. Critical Enabling Capabilities (EC) The capabilities in which a pany is petitively equivalent to other market leaders. These capabilities are often the source of a barrier to entry. Strategic/ Financial Planning 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 . 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