【文章內(nèi)容簡介】 esignDevelop Conceptual Strategy DesignUnderstand Value Propositions31Value based segment strategies can produce incremental revenues of $700 million and reduce costs up to $150 million. Quantifiable Benefits These cost savings will be offset by the $52 million increase in central delivery unit costs...By 1999, even after absorbing significant implementation/infrastructure costs, project can contribute over $700 million pretax annually . . .$493$670$309The shareholder value effect can be significant.YearILLUSTRATIVEBranch and City Administration annual operating costs will be reduced by nearly $200 million . . .$MM32Its critical to define what factors or “attributes” are important when consumers decide to purchase from one provider versus another.— Automotive Example — A Product is the Sum of its AttributesInstrument Design Reliability:nAir bagsnSteel constructionnRoll bar Speed:nHorsepowernAcceleration Price:nPurchase pricenMaintenance costsnInsurance Style:nBody stylenColornImage Comfort:nLeather interiornStereo systemnLeg room33With traditional research, when you ask how important any particular feature is individually, consumers tend to say each is very important.1 2 3 4 5 6 7 8 9 10StylingPriceSpeedReliabilityNot at all important Very importantInstrument Design34Based on answers to the tradeoff questions, buyer values are calculated and respondents are grouped by “l(fā)ike” values to help identify target segments. HighLowHighLow. ... ..... ....... ... ...... ... .... ... ...... ..... ... .... ... .... .... ........ .... .... .. ..... ... ...— Buyer Value Segments —... ..... .... ... ... .... . . .. ...... ... ..ChannelistsRate / SpeedNote: 1) Each dot represents thousands of consumers2) Analyses were run for all possible binations to identify the best grouping of consumers and their values . ....... ... ....Speed... ..... .... ... ... .... . . .. ...... ... ..Liquidity / Access... .... .. ..PerformancePriceILLUSTRATIVECase Study35These groups or segments of consumers not only have different profit potentials...— Investment Buyer Value Segments —% of Market (Consumers)— Investment Buyer Value Segments —% of Market ($)— Average Investment Balance Per Value Segment —Source: Andersen Consulting National Buyer Values Study for Retail Financial Services ConsumersValue SegmentChannelRate / SpeedLiquidity / Access SensitiveSpeedAvg.. Investment Balance$77,725$92,264$96,335$68,212Case StudyChannelistsSpeedLiquidity / Access Sensitive34%Rate / Speed Sensitive16%SpeedLiquidity / Access ChannelRate / Speed 36$In summary, using value based segmentation is a powerful tool to improve a client’s bottom line.Creates Revenue Opportunitiesn Retain most profitable customersn Improve profitability of other customers by fulfilling their values with lower cost structuresn Generate new business n Identify revenue enhancement opportunitiesn Simplify and increase effectiveness of client’s target market activitiesIdentifies Substantial Cost Reductionn Better manage utilization of client’s delivery workn Focus on delivery on required service thresholdsn Strip costs from nonvalue added processesn Don’t have to build one delivery option that fits allBetter Positions Relative to Client’s Competitionn Increased customer satisfaction due to fulfilled value setsn Organization clearly understands goals and delivery expectationsn Sets stage for adaptable anization better able to respond to petitive change37Based on Andersen Consulting’s investigation of the target markets, there is identifiable change in buyer preferences from window to split and cabi air conditioners. Product Yesterday Today Future trendsWindow and sp