【正文】 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 ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ SC111898KRSydney 9 169。 1998, PricewaterhouseCoopers . Table of Contents 1 ANALYSIS PLAN 2 BREAKTHROUGH MODEL 3 COMPETITIVE BENCHMARKING 4 COMPETITIVE POSITIONING 5 CORE COMPETENCTY ANALYSIS 6 CUSTOMER SEGMENTATION 7 EXPERIENCE CURVE 8 FINANCIAL MODELING 9 FIT VS. ATTRACTIVENESS MODEL 10 FIVE FORCES ANALYSIS 11 GANTT CHART 12 GAP ANALYSIS 13 GROWTH SHARE MATRIX 14 INDUSTRY VALUE CHAIN ANALYSIS 15 ISSUE TREE/ISSUE MAP 16 KEY PERFORMANCE INDICATORS 17 MARKET PROFITABILITY 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 SC111898KRSydney 2 169。 1998, PricewaterhouseCoopers . Approach Analysis Plan When To Apply When it is necessary to lay out problemsolving process in depth/detail and identify the analyses which need to be undertaken to validate the selected hypotheses ? Define an issue on which a specific action depends and phrase it as a “yes” or no” question ? Establish a hypothesis: a statement of likely resolution of the issue including the reasons for answering “yes” or “no” ? Develop an analysis statement that outlines the “models” that will be explored in order to prove or disprove the hypothesis ? Identify the likely location or means of obtaining data to acplish the analysis ? Develop end products (presentations) to graphically represent the output of the analysis SC111898KRSydney 4 169。 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 . 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 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 . 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