【正文】 istribution on behalf of shareholders. ? Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” Source List SC111898KRSydney 8 169。 1998, PricewaterhouseCoopers . Approach Competitive Benchmarking When To Apply While not a prehensive parison, Competitive Benchmarking illustrates the efficiency of specific processes in parison to a pany’s petitors. Select panies to benchmark against carefully remember that panies outside the client’s industry may be the best candidates. Ensure that data collected are parable and the the right processes are benchmarked。 these can be key performance indicators (KPI’s), or other measurements ? Establish data collection methodology (industry sources, online databases, onsite visits, phone interviews, survey questionnaires, petitors, etc.) ? Measure client pany performance ? Measure performance of petitors and best practice leaders ? Illustrate the spectrum of performances on an appropriate graph ? Determine gaps and reasoning ? Develop action plans/remendation to address gaps ? Implement actions and monitor progress SC111898KRSydney 10 169。 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 . Citations Client and Industry Experience Competitive Positioning ? Barclays Global Investors (BGI)/Banking/KIT database ? Blue Cross/Insurance/Mike Weiss ? Boots/Retail/KIT database ? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy ? Giddings Lewis/Machine Tool/Vasu Krishnamurthy ? Osh Kosh B’ Gosh?SP/Retail/Mike Weiss ? PwC MCS/Consulting/Vasu Krishnamurthy ? Save Prosper/Banking/KIT database ? Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” ? Robert M. Grant, “Contemporary Strategy Analysis” ? Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” ? Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, Cases” Source List SC111898KRSydney 14 169。 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 . Establish Segmentation Objectives Data Assessment Model Construction Build Closed Loop Performance Tool What are the objectives of the segmentation? Better ROI, redistribute spending, change sales efforts? What data is needed to meet the objectives? How much of that data can be obtained internally? externally? What data is essential to the segmentation? What data can be a focus for further improvement in the future? Define the variables of the model with accessible data? Develop an analytical tool that utilizes the variables to determine a customer ranking or grouping (ie most ideal partner to most inefficient partner). Refocus internal efforts based on segmentation oute. Establish a way to capture the key data needed to segment customer base. Utilize the data on an ongoing basis to improve performance and continually reward the better performing customers. Customer Segmentation Methodology High level work flow for a customer segmentation Customer Segmentation Methodology Summary SC111898KRSydney 18 169。 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 . Citations Client and Industry Expe