【正文】 aim to reveal products, categories, or markets that fall under high overall attractiveness and high fit with pany objectives. When to Apply The Fit Vs. Attractiveness Model is used to analyze a new product or service offering’s fit within a pany, in parison to the overall attractiveness of the product or offering. This particular model requires judgements which are subjective in nature。 1998, PricewaterhouseCoopers . Approach When To Apply Financial Modeling is effective in analyzing how a pany’s performance, in core areas of business, will be affected by pursuing different courses of action. This tool facilitates an understanding of various causeeffect and provides a model by which to test various what if statements. Financial Modeling Follow these steps to successfully create a Financial Model Step 1 Gather information on key drivers ie. ? From the cash flow analysis performed as part of the SVA ? Data and insight from Voice of the Customer is another source of insight Step 2 Map the relationships and identify factors which reinforce one another vs. those that have a negative relationship (. increase in price may have a negative effect on demand) Step 3 Build the financial model based on the causeeffect relationships identified Step 4 Gather data from industry analysis or internal corporate data Step 5 Test the quality of the model by doing manual calculations on some what if” Step 6 Perform what if to assess the pleteness of the model SC111898KRSydney 26 169。 1998, PricewaterhouseCoopers . Approach Experience Curve Creating the Experience Curve requires yearly accumulated production volume for the entire indicative and individual petitors, and the unit cost for the entire industry and petitors (use price data if cost data is not available.) Data can be secured from government agencies, trade associations, and from internal pany data. Step 1 Plot accumulated volume for different years against unit cost on a log/log scale (unit cost should be deflated by using a general index such as the GNP deflator, or specific indices for the various pars of cost such as materials and labor.) Step 2 Add a standard regression line to the graph. CAVEATS: ? Cost figures must be defined in the same manner by all sources of data. If pany costaccounting data is used, it may need to be adjusted for overhead allocations and other costs not considered to be part of the activity, process, or product under study. If price data is used pricing behavior of participants needs to be considered ? Innovation within any functional area (., product, process, distribution) can render the current experience curve useless as a strategy tool. Therefore, it is important to understand the environmental and customer trends in order not to rely too heavily on this analysis ? The experience curve is only an analytical concept, and there is no guarantee that costs will actually decrease according to it. The pany must actively manage costs down When to Apply The Growth Share Matrix may be overly simplistic, market share does not always correlate with profitability and not all businesses have the same asset intensity. Conclusions are sensitive to business and market definitions。 1998, PricewaterhouseCoopers . Approach STEP DATA REQUIRED SOURCE(S) 1. Identify segmentation variables and segment the market a) Survey Stage: Conduct interviews/focus groups with consumers to gain insight into motivations, attitudes, and behavior b) Analysis Stage: Apply factor analysis to data to remove highly correlated variables。 1998, PricewaterhouseCoopers . Approach Core Competency Analysis When To Apply Employ 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 manner SC111898KRSydney 16 169。 1998, PricewaterhouseCoopers . Competitive Positioning Summary Competitive Positioning analysis shows how a pany is positioned in its industry relative to its petitors Positioning Map Example: Entertainment S t u d io ES t u d io GS t u d io AS t u d io HS t u d io BS t u d io DS t u d io CS t u d io FHigh Low Low High Channel Strength Content Strength ? Intellectual property strength ? Product strength Low Medium High Market Strength Competitive Positioning SC111898KRSydney 12 169。 1998, PricewaterhouseCoopers . Approach