【正文】 1998, PricewaterhouseCoopers . DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf 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 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。 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 Citations Client and Industry Experience Competitive Benchmarking ? Ball Corporation/Packaging /Vasu Krishnamurthy Mike Weiss ? Motorola/Technology/Vasu Krishnamurthy ? PwC MCS/Consulting/Vasu Krishnamurthy ? United Airlines/Travel/Vasu Krishnamurthy ? Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” ? Liam Fahey, Robert M. Randall, “The Portable MBA in Strategy” ? Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition ? Michael Gould, Andrew Campbell, Marcus Alexander, “CorporateLevel Strategy: Creating Value in the Multibusiness Company” Source List Competitive Positioning Summary Competitive Positioning analysis shows how a pany is positioned in its industry relative to its petitors Positioning Map Example: Entertainment S t u d io ES t u d io GS t u d io AS t u d io HS t u d io BS t u d io DS t u d io CS t u d io FHigh Low Low High Channel Strength Content Strength ? Intellectual property strength ? Product strength Low Medium High Market Strength Competitive Positioning 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 Citations Client and Industry Experience Competitive Positioning ? Barclays Global Investors (BGI)/Banking/KIT database ? Blue Cross/Insurance/Mike Weiss ? Boots/Retail/KIT database ? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy ? Giddings Lewis/Machine Tool/Vasu Krishnamurthy ? Osh Kosh B’ Gosh?SP/Retail/Mike Weiss ? PwC MCS/Consulting/Vasu Krishnamurthy ? Save Prosper/Banking/KIT database ? Paul Elkin