【文章內(nèi)容簡介】 ties 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 PlanningTechnologyDevelopmentProductDevelopmentMfg/JointVentureCore 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 selectionSC111898KRSydney 16 169。 1998, PricewaterhouseCoopers .ApproachCore Competency AnalysisWhen To ApplyEmploy 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 mannerSC111898KRSydney 17 169。 1998, PricewaterhouseCoopers .Citations Client and Industry ExperienceCore Competency Analysis? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy? Giddings Lewis/Machine Tool/Vasu Krishnamurthy? MetLife/Insurance/KIT database ? PwC MCS/Consulting/Vasu Krishnamurthy? Save Prosper/Banking/KIT database? David A. Aaker, “Developing Business Strategies”, 5th Edition ? Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition ? Michael Gould, Andrew Campbell, Marcus Alexander, “CorporateLevel Strategy: Creating Value in the Multibusiness Company”? Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, “Strategy Safari: A Guided Tour Through the Wilds of Strategic Management”? Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process”? Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, CasesSource ListSC111898KRSydney 18 169。 1998, PricewaterhouseCoopers .EstablishSegmentation ObjectivesData AssessmentModel Construction Build Closed Loop Performance ToolWhat 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 MethodologyHigh level work flow for a customer segmentationCustomer Segmentation Methodology SummarySC111898KRSydney 19 169。 1998, PricewaterhouseCoopers .Customer Segmentation SummaryCustomer segmentation is a division of a market into distinct groups of buyers who might require separate products and/or marketing mixes.THE CONVERTER MARKET CAN BE SEGMENTED USING TWO VARIABLES: ECONOMIC RISK AND FABRIC INNOVATION? Hold inventory? Credit problem? Basic fabrics“Opportunistic” Strategy? Specialty products? Narrow customer baseNiche Strategy (specialized product to narrow customer base)? Sell to manufacturers before fabric purchase? Established credit? Broad customer base? Basic fabricsLowCost Strategy? Sell to manufacturers before fabric purchase? Established credit? Focused customer base? Novel fabrics (“fashion forward”)Differentiation Strategy (specialized product to broad customer base)Economic Risk? Inventory position? Credit status? Product mix? Customer baseFabric Innovation? Percent novelties? Order size? Number of collectionsHighLow HighLowCustomer SegmentationSC111898KRSydney 20 169。 1998, PricewaterhouseCoopers .ApproachSTEP DATA REQUIRED SOURCE(S)1. Identify segmentation variables and segment the marketa) Survey Stage: Conduct