【正文】 ss quality yields Increase outbound selling to existing customers Increase call volume Decrease number of abandoned calls Improve training for sales rep selling techniques Increase sales rep product and customer knowledge Increase customer satisfaction “follow up” munication Sell longerterm packages/contracts Reduce number or frequency of promotions Increase targeted Redesign business processes Automate activities through use of IT Reduce reliance on overtime Reduce order processing errors Strategy Diagnostic Discover potential sources of economic value across the business. ? The Strategy Diagnostic can be found in the Appendix of this document. ? The Diagnostic is a matrixdriven framework of issues to guide observations and research during Scoping. ? Use offtheshelf data, executive interviews, walkthroughs and other information to rank each attribute of the anization from 14 according to the criteria in the appropriate diagnostic matrix. ? In particular, look for attributes which are strategically important and on which the pany performs at/or below parity. ? A prehensive diagnostic provides an overview of the anization and assesses its performance in all major areas of its business against petitive norms. ? The framework is also a checklist for locating any gaping holes in the pany?s approach to doing business. ? Identifying problem areas early on helps pinpoint further research and diagnostic efforts. ? Further, identifying areas with superior performance can help outline ways to implement change by leveraging the anization?s strengths. Regulatory Environment Market Segmentation Customer Lifecycle Management To what extent is the firm able to realize its potential vs. petitors within the constraints of regulation? Do we have information to distinguish various relevant groupings based on likely purchase criteria and future profitability? How is the customer relationship being managed as an ongoing interaction to achieve the pany?s objectives? How are we helping the customer navigate through our various offerings? Firm uses regulatory constraint as excuse to explain lack of aggressiveness and failings in performance No。 consequently, the absolute value of the financial improvements generated from the model may be unrealistically high. % % ROA Legend metric units CouldBe AsIs Operating Profit Margin 10% 18% Total Asset Performance Net Profit After Tax 4% 7% 8% 16% ROE A/R DSO 61 50 Inventory Turns Other Assets 12% 11% PPamp。s financials to generate a couldbe financial tree. ? The analysis helps to estimate the financial improvement a pany might experience by improving various aspects of its operation. ? It also pinpoints the areas which would have the greatest effect on the bottom line, suggesting a possible prioritization for the pany39。s financial weaknesses with respect to the rest of the industry39。Corporate Strategy Formulation Method Practice Aids Table of Contents ? DuPont Analysis (Slide 3) ? Lean Producer Chart (Slide 4) ? Value Tree (Slide 5) ? Strategy Diagnostic (Slide 6) ? PointofView (Slide 7) ? Project Approach Graphic (Slide 8) ? Project Organization Chart (Slide 9) ? Statement of Work (Slide 10) ? GANNT Chart (Slide 11) ? Project Management Software Tool (Slide 12) ? Project Budget Template (Slide 13) ? Orientation Presentation (Slide 14) ? BPR Game (Slide15) ? Supply Chain Management Game (Slide 16) ? Porter’s Five Forces Model (Slide 17) ? Market Segmentation Scheme (Slide 18) ? Customer Pareto Analysis (Slide 19) ? Customer Value Drivers by Segment (Slide 20) ? PEST Political, Economic, Social and Technological Change (Slide 21) ? Product Profitability Analysis (Slide 22) ? Product Portfolio Analysis (Slide 23) ? Core Competency Analysis (Slide 24) ? SWOT Analysis (Slide 25) ? Competitive Opportunities Space (Slide 26) ? Business Models (Slide 27) ? Competitive Positioning Summary (Slide 28) ? Industry Alliance Mapping (Slide 29) ? Performance Benchmarking (Slide 30) ? Culture Matrix (Slide 31) ? Management Process Assessment (Slide 32) ? Activities Dictionary (Slide 33) ? AsIs Process Maps (Slide 34) ? RoutingbyWalkingAround (Slide 35) ? Work Distribution Charts (Slide 36) ? Process Treatment Model (Slide 37) ? Sparks (Slide 38) ? Information Needs Assessment Modeling (Slide 3940) ? Organization Structure Dimension Analysis (Slide 41) ? Breakthrough Model (Slide 42) ? Strategic Vision Statement Outline (Slide 43) ? Key Impediments Analysis (Slide 44) ? Minto Logic (Slide 45) ? Organizational Learning KPIs (Slide 46) ? Vision Works War Gaming and Simulation Technology (Slide 47) From Slide Show, Click on the links Below: DuPont Analysis Estimate a pany39。s financial performance if one or more of its key financial ratios equaled that of the bestinclass or bestinindustry. ? Collect financial data on the pany and its publiclyheld petitors. ? Calculate an asis financial tree. ? Identify the pany39。s financial levers. ? Substitute a lever from the petition into the pany39。s improvement efforts. ? Caveat: the model ignores tradeoffs that exist in the practicalities of running and shaping a business。E Turns times days times of Net Sales Cash 1% 5% of Net Sales Financial Leverage Tax Rate 40% Lean Producer Chart Assess opportunities to create value by changing production strategies, using publicly available data about inventory in a given manufacturing industry. ? Identify the parison set of similar panies within a given industry or family of industries. ? Gather the following data for each pany: InventoryRaw, InventoryWorkinprogress, Inven