【正文】 nalysis ? Customer service and support requirements Detailed internal diagnostic ? Time spent by activity by responsibility ? Capacity of the system ? Current contact model does not have capacity to serve all customers adequately ? Several low value areas consume time ? TSE time consumed by activities which could be handled more efficiently by other resources ? No sales growth from current model ? Lots of opportunity to leverage other resources, like CAS ? Most customers receptive to remendations that allow us to leverage sales force time Analysis Findings Customer Technical Assistance Technical Assistance Ordering Technical Assistance Technical Assistance ES CAS TSE CSR DM Plant Price Concessions Group Price Concessions Expediting Price Concessions Expediting Ordering ASP selling/implementation ISP selling Quoting/crossreferencing Expediting Technical assistance in person Rotational calls Availability Expediting Price concessions Current Organizational Structure VP and Director, MWS Division VP, National Sales Telemarketing Manager (1) Zone Managers (5) CAS Manager (1) CAS Reps (4) District Managers (30) ESs (46) TSEs (186) TSRs (23) CS Manager (1) VP, National Sales CAS Manager Financial Analyst Team Leader Technical Engineers Remote Technical Engineers Customer Service Reps CAS Reps Quoting Availability Current Contact Model Proposed Contact Model Zone Operations Manager Analysis: Identify opportunities Evaluate Alternatives: Opportunities point to new contact model Business Managers Remote TE TE Team Leader Customer Plant CSR CAS Proposed Organizational Structure CS Managers (10) Telemarketing TSRs (13) CSRs (65) Latrobe Telemarketing (9) ES District Managers (6) Availability Quoting ISP crossreferencing Ordering Price concessions Expediting Too much information? Example 8 THE 36‖ LIFTER DOMINATES SALES AND PROFIT 1992 Product Family Profitability 36‖ 14‖ 12‖ 96‖ 10‖ Discount Rate % Current Dollar . ($M) 555 19 35 179 91 Revenues ($M) 349 17 19 60 30 Note: Width of bar is proportional to CDGI *Valuation ROI 3y median CFROI Sources: LRP。 HOLT Value Model CFROI (%) Lifter Bore (Volume) Example Is the plexity necessary? 9 PREMIUM LOW CALORIE SWITCHING OCCURRING WITHIN PREMIUM SEGMENT, NOT NEAR PREMIUM Halt the Leaks to Competitors 1990 1991 Most Often Brand Switchers Within Last Three Years Source: Continuous Tracking from Sample of 29,081。 if a graph is not optimal, then consider words or a table 21 Steady growth of banking assets Lending balance keeps stable CHINA COMMERCIAL BANKING SECTOR IS LARGE WITH STEADY GROWTH 1997 1998 1999 2023E1,491 1,521 1,678 1,893 1997 1998 1999 2023E829 997 1,068 1,067 YoY: 0% Banking(1) asset at the end of the period(2) (USD BN) Lending outstanding balance at the end of the period(3) (USD BN) 1. Excluding post office finance, urban and rural credit cooperatives 2. 2023 is an estimate, assuming ICBC, CCB and BOC accounting for 60% of the banking sector asset 3. 2023 is an estimate, assuming the 4 major banks accounting for 72% of the banking sector loan outstanding balance Source: China Financial Almanac。 Lit. search。 Paribas Asia Securities。 BCG analysis Why do you choose baby formulae? Example 28 FOREIGN PLAYERS ALREADY HAS A STRONG FOOT INTO FOREIGN CURRENCY BUSINESS 10%6%44%3%2%13%22%100%I C B C ABC B O C CCB B a n k o fC o m m u n i c a ti o n sO th e r r e g i o n a lb a n k sF o r e i g n b a n k s T o ta lShare of foreign currency loans (As at the end of 1999) 4 major stateowned banks Other local banks Foreign banks Example 29 SOME BASIC RULES FOR DESCRIPTIVE GRAPHICS For Complex Spatial and Temporal Comparisons, a Range of Mapping Techniques Are Available Use territory map for ? Market attractiveness ? Competitor peration Use a process or time map for ? Efficiency measures ? Time lines ? Process flows 30 SOME BASIC RULES FOR EXPLANATORY GRAPHICS For Regressions and Causal Relationships Use an XY scatter chart for ? Point regressions do not show regression line if slide is for exploratory purposes but include it if you are sure of the point you want to make Use a bubble chart for regressions where ? A third dimension is required ., assets or sales bubble size should always refer to sizerelated variable (., assets, but not profitability) 31 AFFLUENT IS AN ATTRACTIVE SEGMENT, GENERATING HIGHEST CONTRIBUTION PER CUSTOMER Segment breakdown of contribution per customer Upper 150 Affluent 40 50000 7000 Annual contribution per customer (US $) 2500 Size of market (m) (No. of customers) 5 15 Mass 80 2500 Sou