【正文】 Practice Performance SC111898KRSydney 6 169。 1998, PricewaterhouseCoopers . Approach STEP DATA REQUIRED SOURCE(S) 1. Identify segmentation variables and segment the market a) Survey Stage: Conduct interviews/focus groups with consumers to gain insight into motivations, attitudes, and behavior b) Analysis Stage: Apply factor analysis to data to remove highly correlated variables。 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。 1998, PricewaterhouseCoopers . Approach Core Competency Analysis When To Apply Employ Core Competency analysis to evaluate a pany’s capabilities in each function of the value chain with a hierarchical model which identifies capabilities and the degree to which they provide petitive advantage and can be leveraged. Please note that there is a risk of defining too narrowly the market in which the client petes, thus focusing on the wrong petency requirements or a subset of the petencies required to effectively pete. It is key that those projects and programs that aim at developing core petencies should not be open to reprioritization at a later stage. Adhere to the following guidelines when analyzing core petencies and developing a Competencies Model Framework: ? Interview pany senior management and business line management as well as petitor management ? Define pany’s business system and activities performed within each function Based on the total range of capabilities identified, ask the questions: ? Which ones do we have to be “good at”? ? Which ones do we have to be “market/world leading at”? ? Determine whether each activity is a primary capability, a critical enabling capability, a critical strategic capability, or a core petence, based on the degree to which the activity provides petitive advantage and can be leveraged ? Note that while all the identified capabilities will be critical to achieve the vision and strategy, the questions will help distinguish core from noncore by invoking management attention and reflection in a systematic and structured manner SC111898KRSydney 16 169。 1998, PricewaterhouseCoopers . 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。 those which have the biggest impact on customer service/satisfaction/value. ? Examine the issues most important to the pany’s situation to determine whether roles, processes, or strategic issues should by benchmarked ? Identify key performance variables and determine which panies to use for parison (both within pany’s industry and outside the industry) ? For process benchmarking, determine the metrics to be measured。 where lines are drawn. Practitioners must be creative, careful and consistent with market data. SC111898KRSydney 23 169。 1998, PricewaterhouseCoopers . Financial Modeling Summary Financial Modeling The financial model will allow us to test management assumptions and understand how different actions may affect performance on some key petitive dimensions. A na lytica lT o o l C a te g o ryD istributo rIn eN o of S ubscribe rs byD istribution M e diumA ttra ctive ne ss of M e diumto S e rv ice P ro vide rsA ttra ctive ne ss ofS e rv ice s A v ailableN o o f S e rv ice sA v ailableC apacity o fM e diumP o te ntialS ubscribe rsS ubscribe rsto S e rv iceS e rv ice P rov ide rs Inco m eP roportion o f In eto S e rv ice P ro vide rP rice of S e rv ice sC o st of A cce ssA dve rtising In e ++++++++++ /+++++? ++++1 2 3 4 5 6 78 9 10