【正文】 ion ? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy ? General Mills/CIP/Johan Sauer ? Giddings Lewis/Machine Tool/Vasu Krishnamurthy ? The Littlewoods Organization/Retail/KIT database ? PwC MCS/Consulting/Vasu Krishnamurthy ? 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” Source List SC111898KRSydney 21 169。 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 . Citations Client and Industry Experience Experience Curve Source List ? David A. Aaker, “Developing Business Strategies”, 5th Edition ? The Boston Consulting Group, “Perspectives on Strategy” ? Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition ? Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, “Strategy Safari: A Guided Tour Through the Wilds of Strategic Management SC111898KRSydney 24 169。 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 . The Fit vs. Attractiveness Model optimizes strategy by developing a sense of the realistic state of the market and pany affairs. The Model pares product fit with a market to product fit with a pany’s objectives. Fit vs. Attractiveness Model Summary The Fit vs. Attractiveness Model ? Baked Goods ? Bulbs ? Cheese ? Fruit ? Kitchenware ? Meat/Seafood ? Nursery Stock ? Snacks/Candy ? Stationery ? Decorative Accessories ? Indoor Plants ? Nuts ? Seeds ? Trees/Shrubs ? Gourmet Food ? Bed/Bath ? Pool/Patio/Gardening ? Crafts ? Personal Care/Grooming ? Specialty Apparel ? Camping Equipment ? Children’s Apparel ? Drug/Vitamins/Health Food ? Hardware/Tools ? Hosiery/Lingerie ? Women’s Apparel ? Men’s Apparel ? Women’s Large Size Apparel ? Athletic Equipment ? Fishing Equipment ? Hunting Equipment ? Sporting Good Apparel Category Fit With Company High Medium Low Low Medium High Category Attractiveness CATEGORY EVALUATION SPECIALTY/SPINOFF Categories included in existing or planned specialty books Remended additional specialty book venture EXAMPLE SC111898KRSydney 28 169。 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 . Citations Client and Industry Experience Fit vs. Attractiveness Model Source List ? Galileo/Travel/ Spencer Lin Vasu Krishnamurthy ? PwC MCS/Consulting/Vasu Krishnamurthy ? Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” ? Henry Mintzberg, James Brian Quinn, Sumantra