【正文】 on Other Customer Service Critical Strategic Capabilities (SC) The capabilities in which a pany is a leader. These capabilities are the source of petitive advantage. Critical Enabling Capabilities (EC) The capabilities in which a pany is petitively equivalent to other market leaders. These capabilities are often the source of a barrier to entry. Strategic/ Financial Planning Technology Development Product Development Mfg/Joint Venture Core Competence (CC) A petence which delivers a sustainable petitive advantage in current markets, provides access to a wide variety of markets, and makes a significant contribution to the perceived customer benefits of the end product. Primary Capabilities (PC) Minimum functional and technical requirements necessary to participate. COMPETENCIES MODEL FRAMEWORK ?Fast, affordable, fun, family dining experience ? Marketing and brand mgmt. ? Training ? Franchise mgmt. ? Product innovation ? BigMac recipe ? High quality, low price product sourcing ? Efficient operation ? Hamburger preparation ? Menu selection Essentially about catching upGives unique advantageHard to copyEasy to copyCapabilitiesCore CompetenciesStrategic RequirementSC111898KRSydney 15 169。 1998, PricewaterhouseCoopers . Approach Competitive Positioning When To Apply To show clients that you understand their market and position. Can also be used to develop strategic remendations. STEP DATA REQUIRED SOURCE(S) 1. Choose axes that are relevant to customer decisionmaking (first) and those which differentiate suppliers (second) 2. Illustrate where petitors lie on map(s) 3. Interpret map for strategic implications (., clusters or open spaces) ? Information on industry as a whole ? Information on peting panies’ strategies and positioning ? Trade associations ? Trade periodicals and publications ? Information services ? Analyst reports ? Various panies’ annual reports and other public information ? Interviews with petitor management ? Industry experts SC111898KRSydney 13 169。 1998, PricewaterhouseCoopers . Citations Client and Industry Experience Competitive Benchmarking ? Ball Corporation/Packaging /Vasu Krishnamurthy Mike Weiss ? Motorola/Technology/Vasu Krishnamurthy ? PwC MCS/Consulting/Vasu Krishnamurthy ? United Airlines/Travel/Vasu Krishnamurthy ? Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” ? Liam Fahey, Robert M. Randall, “The Portable MBA in Strategy” ? Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition ? Michael Gould, Andrew Campbell, Marcus Alexander, “CorporateLevel Strategy: Creating Value in the Multibusiness Company” Source List SC111898KRSydney 11 169。 those which have the biggest impact on customer service/satisfaction/value. ? Examine the issues most important to the pany’s situation to determine whether roles, processes, or strategic issues should by benchmarked ? Identify key performance variables and determine which panies to use for parison (both within pany’s industry and outside the industry) ? For process benchmarking, determine the metrics to be measured。 1998, PricewaterhouseCoopers . Competitive Benchmarking Summary Competitive Benchmarking is used to identify and measure the factors that determine why a process has specific cost, quality or timing attributes and incorporate the best practices into an actionable change plan. It does so in part, by paring a pany’s performance in key areas with respect to its petitors’ performance. Examples of presenting Competitive Benchmarking findings: Competitive Benchmarking A v e r a g e S p e e d o f A n s w e r( s e c o n d s )C a l l A b a n d o n( % )C a l l s H a n d l e d I n O n e S e s s i o n( % )A v e r a g e C a l l s / R e p / D a yC o m p a n yI C S AB e n c h m a r k i n gS t u d yGEA n s w e rC e n t e rT A R P800 N u m b e r S u r v e y( m e d i a n )34 65 10053 76G e o r g i aP o w e rC o m p a n y( A d v e r t i s e rS u r v e y )I C S AB e n c h m a r k i n gS t u d y w i t h8 9 % o fr e s p o n d e n t sGEA n s w e rC e n t e rG T EA c m eP o w e rC o m p a n ye s t i m a t eI C S AB e n c h m a r k i n gS t u d yB o s t o nE d i s o n T A R P800N u m b e rS u r v e y( m e d i a n )G e o r g i aP o w e rD e l lC o m p u t e r 9 0 %w i t h i n C o m p a n y95%g r e a t e rt h a nI C S AB e n c h m a r k i n gS t u d yA p e xP o w e rL i g h t80%w i t h i nT A R P800 N u m b e r S u r v e y( m e d i a n )A c m eP o w e r2 0 % 3%30 1006 0 175 0 % 100%62 5 0 8570 9819 3 . 75 . 06 . 07 . 01720284560Months Home Goods Perishables Apparel Average = = Maximum = Average or Most Common = Minimum 0 2 4 6 8 10 12 14 16 18 20 A B C D E F G I J K L M N NEW PRODUCT DEVELOPMENT CYCLE TIME Best Practices ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ SC111898KRSydney 9 169。 1998, PricewaterhouseCoopers . Approach Breakthrough Model When To Apply Utilize the Breakthrough model to identify and categorize all opportunities to create substantial incremental shareholder value. When creating a Breakthrough model, the following criteria should be considered: ? Summarize all opportunities to improve business performance from other analyses ? Categorize them into four groups: ? Enterprise alignment ? Best practice performance ? Market/product