【文章內(nèi)容簡介】 ow demand base via use of creative, nontraditional channels and alternative financing/payment methods ? Grow demand for consumables via programs to increase printing usage ? Be the supplier of printers for PC/peripheral players hoping to the expand into printer market ?Expand leadership in corporate’ institutional accounts ? Increasing demand for customization may increase costs and erode margins ? Any decline in PC sales may significantly bring down revenues ? Market share may be eroded as petition intensifies –Branding/marketing push from established players –Pricing push from lowcost manufacturers ? Margins at risk if printing usage declines with push for paperless society NOT EXHAUSTIVE 14 ? COMPETITIVE ASSESSMENT ? Privileged assets that create petitive advantage, . physical assets, location/”space”, distribution/sales work ? Distinctive skills/petencies that create petitive advantage, . innovation, talent development What are your petitive strengths and weaknesses? What are the capabilities required to succeed in this industry? How do you pare against these necessary capabilities? ? Strengths and weaknesses of your petitive position vs. necessary capabilities ? Benchmark performance against the industry’s relevant key performance indicators (KPIs), with margin and market share as the required minimum Key question Subquestions Issues to be considered * KPIs are a handful of levers that drive the value of the industry/business 15 ? CAPABILITY PLATFORM: ASSESSMENT OF SOURCES OF COMPETITIVE ADVANTAGE (1/2) Physical asset Location/space Distribution/sales work Brand/reputation Patent Relationship with license allocator ? BHP’s lowcost mines ? Telem/media pany with rights radio spectrum ? Avon’s representatives ? CocaCola ? Pharmaceutical pany with a wonder drug” ? Favored nation status with a key minister in liberalizing economy Innovation Crossfunctional coordination Market positioning Cost/efficiency management Talent development ? 3M with new products ? McDonald’s with QSCV ? JJ with branded consumer health products ? Emerson Electric’s Best Cost Producer program ? PG brand management program Privileged assets Distinctive petencies Necessary capabilities in order to succeed in the industry Example 16 ? Step 1: Ensure that these are the capabilities required to succeed in the industry. Use this list as a thought starter, add and delete as you see appropriate BU Overall Segments A B C Step 2: Assess your overall position relative to the capabilities required to succeed in the industry. Also, determine if these capabilities are relevant to the segments you serve Physical asset Location/space Distribution/sales work Brand/reputation Patent Relationship with license allocator Innovation Crossfunctional coordination Market positioning Cost/efficiency management Talent development Privileged assets Distinctive petencies Necessary capabilities in order to succeed in the industry CAPABILITY PLATFORM: ASSESSMENT OF SOURCES OF COMPETITIVE ADVANTAGE BY SEGMENT (2/2) ILLUSTRATIVE Extremely relevant Somewhat relevant Irrelevant 17 ? BU Overall Competitors A B C Step 3: Compare the strengths and weaknesses of your petitive position vs. the necessary skills Physical asset Location/space Distribution/sales work Brand/reputation Patent Relationship with license allocator Innovation Crossfunctional coordination Market positioning Cost/efficiency management Talent development Privileged assets Distinctive petencies Necessary capabilities in order to succeed in the industry ? ? ? ? COMPETITOR CAPABILITY COMPARISON ILLUSTRATIVE 18 ? Necessary capabilities in order to succeed in the industry Privileged assets Distinctive petencies CAPABILITY PLATFORM APPLIED TO LEXMARK Distribution/sales work Brand/reputation Innovation Crossfunctional coordination Market positioning Cost/efficiency management Laser Inkjet (Sales work) (Distribution) (Reputation) (Brand) Segments Extremely relevant Somewhat relevant Irrelevant 19 ? Necessary capabilities in order to succeed in the industry Privileged assets Distinctive petencies COMPETITOR CAPABILITY COMPARISON APPLIED TO LEXMARK Distribution/sales work Brand/reputation Innovation Cost/efficiency management Lexmark HP Epson ? ? ? ? ? ? ? ? ? Formed own account teams。 customer relationships inherited from IBM Wellestablished retail distribution/ dealer work Known for quality specialized products and work software Bestknown brand Known for product quality Quick to market with new technologies Awarded leader in implementation of necessary product features Leader in print quality Crossfunctional coordination delivers superior product design and customer service Market positioning Crossfunctional coordination Ownership of technology allows lowcost, inhouse manufacture of critical ponents ? 20 ? BENCHMARK PERFORMANCE AGAINST RELEVANT INDUSTRY KPIs KPIs (examples) Financial indicators ? Margin ? Net ine ? ROCE Operating indicators ? Advertising effectiveness ? Utilization rate Strategic indicators ? Market share ? Percent of revenue from new products ? Working capital trend External indicators ? Market prices of raw materials BU Competitor A Competitor B Competitor C 21 ? KPIs Financial indicators ? Operating ine ? Margins ? 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