【文章內容簡介】 deduktive Baum und schr228。nkt damit den Analyseaufwand ein. – Der Ja/NeinBaum eig sich, wenn das Problem auf Basis der Sachkenntnis logisch und zeitlich strukturiert werden kann. ?Der Analyseplan verkn252。pft die f252。r die Probleml246。sung wichtigen Fragen mit den notwendigen Analysen und stellt damit fokussierte Teamarbeit sicher. Die Fragen werden entweder aus den Endpunkten des deduktiven oder Hypothesenbaums oder den Einzelelementen des Ja/NeinBaums abgeleitet. Mit den klar definierten Analysen l228。sst sich relativ leicht ein Arbeitsplan aufstellen. STRUKTURIERTE PROBLEML214。SUNG: ZUSAMMENFASSUNG (2/2) Quelle: McKinsey 22 FORCES AT WORK – GENERIC EXAMPLE Competition ? ? ? ? ? ? Supplier ? ? ? ? Regulation ? ? ? Products ? ? ? Need for action 23 000624FT_262414_777_v3_i * Please find detailed explanation in the glossary Source: McKinsey EFIC analysis FORCES AT WORK – MUTUAL FUNDS GERMANY Customers ? Increasing customer sophistication in terms of price, performance and specialization ? Performance is increa singly important but customer relationship and manager reputation is still paramount Attractive growing market with increasing petition Industry structure/petition ? Mutual fund management is tightly controlled by leading domestic panies (top 5 make 80% of total AuM) ? Foreigners still try to enter the German market either via founding an investment pany in Germany or apply for a distribution license New products/channels ? Retail bank branches are still the main channels despite slow decline ? Increasing trend of direct sales via discount broker ? Trend towards decreasing entry fees due to increasing significance of direct channels and more sophisticated customers External factors regulations ? Key regulatory changes allow new products in the German market –Fund of funds* –Index funds* –AS funds* (old age provision investment funds) ? 4th Act of Financial Markets Improve ment is about to e and is supposed to imply, ., a heavier use of deriva tives 24 000624FT_262414_777_v3_i FORCES AT WORK DER DEUTSCHE HOCHSCHULMARKT: AN EXAMPLE Demand: Students ? ? ? ? ? ? Supply: Existing schools ? ? ? ? New entrants ? ? ? Environment ? ? ? Increasing petition 25 000624FT_262414_777_v3_i FORCES AT WORK DER DEUTSCHE HOCHSCHULMARKT Students ?Students demand better education ?Less theoretical work ?Higher mobility ?Reasonable study time Existing schools ?Increasing number of international programs ?Introduction of rankings ?More specialization, new subjects ?More teachers from panies ?Necessity for internships New entrants ?Private business schools ?Postgraduate studies ?Berufsakademien Environment ?War for talent ?International petition ?Good language knowledge Increasing petition 26 000624FT_262414_777_v3_i TOOLS AND FRAMEWORKS: THE ELEVATOR TEST Situation You meet your new CEO. You have five minutes to inform him about the pany. Which areas would you cover? 27 000624FT_262414_777_v3_i TOOLS AND FRAMEWORKS: 7S – DESCRIPTION OF A COMPANY Style Structure Staff Strategy Systems Skills Shared values 28 000624FT_262414_777_v3_i FRAMEWORKS: CORE COMPETENCES (SWOTANALYSIS) Competitive advantage Internal analysis Weaknesses Strengths External analysis Threats Opportunities Source: Harenstein, Billing, Schawel, Grein 1999 29 000624FT_262414_777_v3_i Market to book Book value Isoquants: = constant market capitalization Specialist: control through performance Shaper: Total control Integrator: Control through size Incumbent: Possible lack of control FRAMEWORKS: STRATEGIC CONTROL MAP 30 000624FT_262414_777_v3_i 012345670 5 10 15 20 25 30Book equity Market to book Lloyds/TSB Unicredito Italiano SpA UBS/SBC BNP/Paribas Deutsche Bank (incl. BT) BSCH Hypo Vereinsbank 10 bn 30 bn 50 bn Oct. 1999 1995 Market capitalization STRATEGIC CONTROL MAP: BANKING EXAMPLE 31 000624FT_262414_777_v3_i TOOLS AND FRAMEWORKS: UNDERSTANDING THE BUSINESS SYSTEM ?Source ?Patents ?Product/ process choices ?Function ?Physical characteristics ?Aesthetics ?Quality ?Integration ?Raw materials ?Capacity ?Location ?Procurement ?Parts production ?Assembly ?Prices ?Advertising ?Sales force ?Package ?Brand ?Channels ?Integration ?Inventory ?Transport Technology Product design Manufacturing Marketing Distribution Service ?Warranty ?Speed ?Captive/ independent ?Prices Business system 32 000624FT_262414_777_v3_i MANAGEMENT CONSULTING: SELECTED METHODS ?Rankings ?Frameworks ?Benchmarking ?Balanced scorecards 33 000624FT_262414_777_v3_i BENCHMARKING Why ?Broad perspective ?Increase petitor knowledge ?Stimulate creativity Future market requirements External benchmarking (worldclass benchmarking) Internal benchmarking Define objectives and consider ?Vision ?Courage ?Culture ?Capabilities ?Acceptance 34 000624FT_262414_777_v3_i THE SYSTEMATIC APPROACH TO WORLDCLASS BENCHMARKING Establish program for change Choice of processes which have to be analyzed Choice of metrics and methods Choose parable processes for benchmarking Integrate/ analysis 35 000624FT_262414_777_v3_i EXTERNAL BENCHMARKING: ONE EXAMPLE ?The CEO of pany x thinks that his pany is not very good in dealing with its suppliers. He asks you to evaluate the supplier management through a benchmarking exercise. You should e up with suggestions for further analyses Task Hints ?What