【正文】 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。 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 . 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 . 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 . 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。 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 . 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 . Breakthrough Model Summary The Breakthrough model focuses attention on most substantial opportunities for creating value for customers and shareholders. Breakthrough Model External Internal Industry Company Trends in the economic environment in which the markets exist Best practices across this and similar industries Market/product strategy and basis for petition Capabilities of the pany’s people, processes, technology, systems and structure 1 2 3 4 Market/Product Repositioning Industry Transformation Enterprise Alignment Best