【正文】 s reengineering ? 建立客戶導(dǎo)向的服務(wù)體系 ? 重新安排符合業(yè)務(wù)程序的辦公室格局 ? Order process – old process map – critical subprocess – new process – economics of process ? supply chain process – old process map – critical subprocess – new process – economics Reanisation Costs CostRelated Bain Tools Strategic Questions Answered Costs Customers Competitors 1. Relative Cost Position 1. How do our costs pare to petitors’ costs by product/service/business? What is our full potential cost position? 2. Experience Curve 2. To what extent is the pany using its accumulated experience to drive down unit costs? 3. Cost Sharing Analysis 3. Are there any opportunities to share costs within the pany? What are the potential savings from cost sharing? 4. Best Demonstrated Practice 4. What are the best internal and external practices? To what extent are they transferable? What will be the impact of implementing them more broadly? 5. Value Chain Analysis 5. How can we optimize at each step in the value chain? What are the cost drivers at each step? 6. Profit Hunt 6. What are the quick hit operating improvements? What is the savings potential? 7. Product Line Profitability/ Cost Allocation/Activity Based Costing 7. How do we allocate costs to each business/product/customer segment? 8. Overhead Analysis 8. Is the pany’s overhead an efficient use of resources? 9. Fixed/Variable Analysis 9. What is the fixed/variable split of the pany’s costs? 10. Direct/Indirect Analysis 10. How much of the pany’s costs are directly, vs. not directly, associated with the production of a product? 3 C’s 3 C’s Customers CustomerRelated Bain Tools Strategic Questions Answered 1. Customer Segmentation 1. What are the appropriate customer segments? How can each segment be described? 2. Purchase Criteria Rating (Importance Analysis) 2. What is important to each segment when they purchase a product or service? 3. Company Positioning (Effectiveness Analysis) 3. How well positioned is the pany with each segment? 4. Attractiveness Analysis 4. Which segments are most attractive from both a financial and an implementation perspective? – revenue opportunity – cost to serve – strategic fit 5. Value Proposition Development 5. What product/service/channel offering will meet the target segment’s needs? 8. Customer Retention and Loyalty 8. How can we increase our retention of our best customers? How much of an impact will increasing retention by X% have on our bottom line? 9. Customer Acquisition 9. How can we acquire profitable customers? Costs Customers Competitors 6. Pricing Strategy 6. What price will maximize long term profits? 7. Distribution Channel Analysis 7. What are the appropriate channels for each product/service? What are the economics of each channel? 3 C’s Competitors CompetitorRelated Bain Tools Strategic Questions Answered 1. Market Overview 1. What is the market size? Growth? Profitability? What is each petitor’s market share? Profit share? 2. Company Overview 2. What is the pany’s revenue and profit by product, channel, and geography? What is its financial performance? 3. SWOT 3. What are each petitor’s strengths, weaknesses, opportunities, and threats? 5. Benchmarking 5. How is each petitor performing on key measures? 6. Scenario Analysis 6. How do we expect each petitor to act/react in different situations? 7. Mergers and Acquisitions 7. Which panies are potential targets? How can we realize value from mergers and acquisitions? 8. Growth/Share Matrix 8. How can we describe a pany’s portfolio of businesses in terms of market share and growth potential? 4. Porter’s 5 Forces Analysis 4. How attractive is the industry? What are the petitive dynamics of the industry? 9. Growth/Growth Matrix 9. How is the pany growing relative to the industry? Is the pany gaining or losing share? 10. ROS/RMS 10. What is a pany’s relative market share and what is its return on sales? Where is the industry’s normative band? Costs Customers Competitors 11. Company Ownership and Management 11. Who are the major owners of the pany? How experienced is the management team?