某咨询战略管理框架

• Historic and projected financial data
• Asset write-up information • Summary cost, volume info for
production units
• Annual reports, 10Ks, 10Qs, etc. • Company financial reports • Financial department interviews
22
8
FINANCIAL MODELING
23
9
FIT VS. ATTRACTIVENESS MODEL
24
10
FIVE FORCES ANALYSIS
25
11
GANTT CHART
26
12
GAP ANALYSIS
27
13
GROWTH SHARE MATRIX
28
14
INDUSTRY VALUE CHAIN ANALYSIS 29
Enterprise Alignment
1
Best practices across this and similar industries
2
Best Practice Performance
Capabilities of the company’s people, processes, technology, systems and structure
• Management interviews • Secondary research • HR documents
Business System Diagrams
Activity ~~~~ ~~~~
CSF
~~~~ ~~~~
~~~~ ~~~~
~~~~ ~~~~
~~~~ ~~~~
~~~~ ~~~~
Even after adjusting for asset write-up, financial performance has not met corporate expectations or competitive standards due to an inappropriate organization (and cost) structure
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Analysis Plan
Citations - Client and Industry Experience • Compaq/Technology/Vasu Krishnamurthy • Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy • Post Office Counters Ltd./Transportation Services/KIT
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Breakthrough Model
When To Apply Utilize the Breakthrough model to identify and categorize all opportunities to create substantial incremental shareholder value.
decision-making process • Information flows
• Management interviews • Organization charts • Memos/documents on
management processes • System flow charts
Financial Metrics
The increasing complexity of business • Define actual vs. perceived vs. “real”
and the evolving importance of, and
organization chart, decision-making
CLIENT EXAMPLE: HYPOTHESIS/ANALYTICAL PLAN
Hypothesis
Overall Hypothesis Organizational philosophy needs to be modified
Analysis
Supporting Hypothesis Existing organization does not adequately support the business strategy
decision, organizational requirements
information flows
• Define evolving nature of organization and
information flows
• Key decisions • Key individuals involved in
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Analysis Plan
Analysis Plan Summary
The analysis plan details a problem-solving process and specific analysis which must be developed to assess a hypothesis. The analysis plan must be flexible and that the analyses to be conducted and the deliverables to be produced may change during the course of the project.
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© 1998, PricewaterhouseCoopers L.L.P.
Breakthrough Model
Breakthrough Model Summary The Breakthrough model focuses attention on most substantial opportunities for creating value for customers and shareholders.
• Define business system, operating environment
• Define CSFs, organizational requirements along business system
• Define how existing organization supports business system, CSFs
Approach
• Define an issue on which a specific action depends and phrase it as a “yes” or no” question • Establish a hypothesis: a statement of likely resolution of the issue including the reasons for answering “yes” or “no” • Develop an analysis statement that outlines the “models” that will be explored in order to prove or disprove the hypothesis • Identify the likely location or means of obtaining data to accomplish the analysis • Develop end products (presentations) to graphically represent the output of the analysis
1
ANAUGH MODEL
17
3
COMPETITIVE BENCHMARKING
18
4
COMPETITIVE POSITIONING
19
5
CORE COMPETENCTY ANALYSIS
20
6
CUSTOMER SEGMENTATION
21
7
EXPERIENCE CURVE
Strategy Practitioner Tools
Core Tools October 1999
DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf
© 1998, PricewaterhouseCoopers L.L.P.
Table of Contents
Data/Info Flows
Org Charts
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Analysis Plan
When To Apply When it is necessary to lay out problem-solving process in depth/detail and identify the analyses which need to be undertaken to validate the selected hypotheses
15
ISSUE TREE/ISSUE MAP
KEY PERFORMANCE INDICATORS MARKET PROFITABILITY PORTFOLIO ANALYSIS REAL OPTIONS/STRATEGIC OPTION SCALE CURVE SCENARIO ENVISIONING SENSITIVITY ANALYSIS SEVEN S FRAMEWORK STAKEHOLDER ANALYSIS SWOT VALUE BASED MANAGEMENT VALUE CHAIN ANALYSIS VALUE TREE VOICE OF THE CUSTOMER
• Financial performance vs. competitors, budget/plans
• Overview of cost structure (e.g., fixed vs. variable costs)
• ROA, NI adjusted for asset write-ups
database • PwC MCS/Consulting/Vasu Krishnamurthy • United Airlines/Travel/Vasu Krishnamurthy
Source List
• Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition
External Internal
Industry
Trends in the economic environment in which the markets exist
Company
Market/Product Repositioning
3
Industry Transformation
4
Market/product strategy and basis for competition
Info. Required
Info. Source
End Products
• Key activities, processes by LOB • CSFs along business system by
LOB • Existing organizational elements
impacting business system
coordination required between
process/responsibilities; identify gaps
specialized expertise requires changes • Define expertise, info required to make
in the decision-making process and