战略分析工具与分析方法英文版)
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战略分析工具分析方法
• May require investment in
weak strategic business
• Focus driven by internal
incentives/ transfer prices
• Joint product design often at
odds
7 a.tr
Value Managed Relationships
Where Are VMRs Appropriate?
VMRs are most appropriate where high volume and significant value added occurs.
High
• Product redesign
• Material
substitution
focused upon lowest total systems cost using value chain perspectives
• Joint product design and
cross functional participation
• In-house supply,
communication frequent
40%
30%
20%
Average Range 10%
– capacity utilization dropping – consolidation in progress – many new plants looking for volume – historical industry price umbrellas
9
Value Managed Relationships
5
Value Managed Relationships
weak strategic business
• Focus driven by internal
incentives/ transfer prices
• Joint product design often at
odds
7 a.tr
Value Managed Relationships
Where Are VMRs Appropriate?
VMRs are most appropriate where high volume and significant value added occurs.
High
• Product redesign
• Material
substitution
focused upon lowest total systems cost using value chain perspectives
• Joint product design and
cross functional participation
• In-house supply,
communication frequent
40%
30%
20%
Average Range 10%
– capacity utilization dropping – consolidation in progress – many new plants looking for volume – historical industry price umbrellas
9
Value Managed Relationships
5
Value Managed Relationships
某公司战略管理知识分析工具方案(英文版)
Company suffered severe losses due to inability to transfer experience, lack of focus, and tainted image
bc
BOS CU7121997ECA 8
Copyright© 1998 Bain & Company, Inc.
Agenda
bc
BOS CU7121997ECA 3 Copyright© 1998 Bain & Company, Inc.
Business Definition
What is Business Definition?
Business definition delineates the economic boundaries within which companies should compete.
• Miscalculate “market
share”
• Set inappropriate
performance targets
• Overlook relevant
capacity changes
• Misjudge true cost
position
bc
BOS CU7121997ECA 7
Copyright© 1998 Bain & Company, Inc.
• The business definition concept • Applications • Business definition steps • Client examples
– Bunker Hill Door Systems – JJR Industrial Coatings
战略分析工具 e-commerce
Consumer
60% 40%
Business to
Business
97.7%
20%
0% Top 200 Sites
Unique Visitors
Page Views
20% 0%
Business to
Consumer
1998
2003E
49.6%
e-commerce12
Web business models can be sorted according to the benefit they are delivering the user.
Industry Value Chain
Business participation occurs in five distinct
market segments.
Internet
Infrastructure
• Hardware/transmission equipment • Backbone transport
e-commerce11
Segment Comparison
Internet traffic drives the perception that E-Commerce is a consumer phenomenon, but the larger revenue opportunities lie in business to business commerce.
Business participation occurs in five distinct
market segments.
Internet
Infrastructure
Industry Value Chain
60% 40%
Business to
Business
97.7%
20%
0% Top 200 Sites
Unique Visitors
Page Views
20% 0%
Business to
Consumer
1998
2003E
49.6%
e-commerce12
Web business models can be sorted according to the benefit they are delivering the user.
Industry Value Chain
Business participation occurs in five distinct
market segments.
Internet
Infrastructure
• Hardware/transmission equipment • Backbone transport
e-commerce11
Segment Comparison
Internet traffic drives the perception that E-Commerce is a consumer phenomenon, but the larger revenue opportunities lie in business to business commerce.
Business participation occurs in five distinct
market segments.
Internet
Infrastructure
Industry Value Chain
战略分析工具
3. 收缩战略 收缩战略(Retrenchment strategy)——减小经营规模或是多元化经营的范围。 现在有少企业实行收缩战略，其中包括一些美国著名的大公司——通用动 力公司、美孚石油公司 (Mobil Oil）、伊斯特曼柯达公司、大通曼哈顿银 行，以及联合碳化公司(Union Carbide)等。 4. 组合型战略] 组合战略(Combination strategy)是同时实行两种或多种前面提到的战略。 例如，公司的某种事业可能实行增长战略而另一种事业可能实行转包战略。 1992年春季，通用汽车公司迅速扩展它的电子数据系统分公司(Electronic Data Systems)，而大幅度削减它的美国国内汽车制造业务。
企业管理概论
定义: 标杆分析法（benchmarking）就是将本企业各项活动与从事该项活动最佳者进行比较，从而 提出行动方法，以弥补自身的不足。benchmarking是将本企业经营的各方面状况和环节 与竞争对手或行业内外一流的企业进行对照分析的过程，是一种评价自身企业和研究其他 组织的手段，是将外部企业的持久业绩作为自身企业的内部发展目标并将外界的最佳做法 移植到本企业的经营环节中去的一种方法。实施benchmarking的公司必须不断对竞争对 手或一流企业的产品、服务、经营业绩等进行评价来发现优势和不足。 总的来说，基准化分析法(Benchmarking)就是对企业所有能衡量的东西给出一个参考值， benchmarking可以是一种管理体系、学习过程，它更着重于流程的研究分析。
由美国哈佛商学院著名战略学家迈克尔•波特提出的“价值 链分析法”（如下图），把企业内外价值增加的活动分 为基本活动和支持性活动，基本活动涉及企业生产、销 售、进料后勤、发货后勤、售后服务。支持性活动涉及 人事、财务、计划、研究与开发、采购等，基本活动和 支持性活动构成了企业的价值链。不同的企业参与的价 值活动中，并不是每个环节都创造价值，实际上只有某 些特定的价值活动才真正创造价值，这些真正创造价值 的经营活动，就是价值链上的“战略环节”。企业要保持 的竞争优势，实际上就是企业在价值链某些特定的战略 环节上的优势。运用价值链的分析方法来确定核心竞争 力，就是要求企业密切关注组织的资源状态，要求企业 特别关注和培养在价值链的关键环节上获得重要的核心 竞争力，以形成和巩固企业在行业内的竞争优势。企业 的优势既可以来源于价值活动所涉及的市场范围的调整， 也可来源于企业间协调或合用价值链所带来的最优化效 益。
十大战略分析工具-PEST分析模型-本资料来自中国最大管理资源
PEST分析模型PEST模型简介PEST分析是指宏观环境的分析，宏观环境又称一般环境，是指影响一切行业和企业的各种宏观力量。
对宏观环境因素作分析，不同行业和企业根据自身特点和经营需要，分析的具体内容会有差异，但一般都应对政治（Political）、经济（Economic）、技术（Technological）和社会（Social）这四大类影响企业的主要外部环境因素进行分析。
简单而言，称之为PEST分析法。
如图所示：(一) 政治法律环境（Political Factors）政治环境包括一个国家的社会制度，执政党的性质，政府的方针、政策、法令等。
不同的国家有着不同的社会性质，不同的社会制度对组织活动有着不同的限制和要求。
即使社会制度不变的同一国家，在不同时期，由于执政党的不同，其政府的方针特点、政策倾向对组织活动的态度和影响也是不断变化的。
重要的政治法律变量：∙执政党性质∙政治体制∙经济体制∙政府的管制∙税法的改变∙各种政治行动委员会∙专利数量∙专程法的修改∙环境保护法∙产业政策∙投资政策∙国防开支水平∙政府补贴水平∙反垄断法规∙与重要大国关系∙地区关系∙对政府进行抗议活动的数量、严重性及地点∙民众参与政治行为(二) 经济环境（Economic Factors）经济环境主要包括宏观和微观两个方面的内容。
宏观经济环境主要指一个国家的人口数量及其增长趋势，国民收入、国民生产总值及其变化情况以及通过这些指标能够反映的国民经济发展水平和发展速度。
微观经济环境主要指企业所在地区或所服务地区的消费者的收入水平、消费偏好、储蓄情况、就业程度等因素。
这些因素直接决定着企业目前及未来的市场大小。
重要监视的关键经济变量：∙GDP及其增长率∙中国向工业经济转变∙贷款的可得性∙可支配收入水平∙居民消费(储蓄)倾向∙利率∙通货膨胀率∙规模经济∙政府预算赤字∙消费模式∙失业趋势∙劳动生产率水平∙汇率∙证券市场状况∙外国经济状况∙进出口因素∙不同地区和消费群体间的收入差别∙价格波动∙货币与财政政策(三) 社会文化环境（Sociocultural Fators）社会文化环境包括一个国家或地区的居民教育程度和文化水平、宗教信仰、风俗习惯、审美观点、价值观念等。
战略分析工具(ppt 57页)(英文)
• Each section begins with a summary that is based on a synthesis
of questions and analyses that follow. The suggested approach would be to first complete the relevant back-up analyses and then work towards the overall synthesis
1
TABLE OF CONTENTS
I. Executive summary II. Environmental and internal assessment
A. Industry dynamics and its implications B. Competitive assessment C. Internal assessment III. Strategic definition and implications A. Strategy articulation B. Strategic initiatives C. Financial projection D. Risks/contingencies and strategic
– Definition
– Sizing
Industry definition:
Industry segmentation:
7
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 2
A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
of questions and analyses that follow. The suggested approach would be to first complete the relevant back-up analyses and then work towards the overall synthesis
1
TABLE OF CONTENTS
I. Executive summary II. Environmental and internal assessment
A. Industry dynamics and its implications B. Competitive assessment C. Internal assessment III. Strategic definition and implications A. Strategy articulation B. Strategic initiatives C. Financial projection D. Risks/contingencies and strategic
– Definition
– Sizing
Industry definition:
Industry segmentation:
7
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 2
A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
常用战略分析工具
常⽤战略分析⼯具MECE法则：结构化思考基本功MECE法则，是麦肯锡咨询顾问芭芭拉·明托在《⾦字塔原理》中提出的⼀个思考⼯具，它是Mutually Exclusive Collectively Exhaustive的缩写，意思是“相互独⽴，完全穷尽”，也常被称为“不重叠，不遗漏”。
在分解时，要记住分解⽬标，才能找到分解的⾓度。
⽐如，如果是分析项⽬进度，就按时间段分解；如果分析消费者，从静态数据：性别、年龄、学历、职业等，到动态分析：购买⾏为、消费⾏为等等。
还有很多结构分解模型，⽐如PEST分析、营销4P、战略分析3C、麦肯锡7S分析等等。
可以直接拿来⽤。
4P营销理论4P营销理论被归结为四个基本策略的组合，即产品（Product）、价格（Price）、渠道（Place）、促销（Promotion），再加上策略（Strategy），所以简称为“4P’s”战略分析3C由⼤前研⼀提出:1. 公司⾃⾝（Corporation）。
2. 公司顾客（Customer）。
3. 竞争对⼿（Competition）。
只有将公司、顾客与竞争者整合在同⼀个战略内，可持续的竞争优势才有存在的可能。
麦肯锡7S模型麦肯锡7S模指出了企业在发展过程中必须全⾯地考虑各⽅⾯的情况，包括结构（structure）、制度（system）、风格（style）、员⼯（staff）、技术（skill）、战（strategy）、共同的价值（shared values）。
波特五⼒模型：产业分析⼯具任何⼀家公司，在商业世界中都同时受到五种“竞争作⽤⼒”的影响。
除了显⽽易见的直接竞争对⼿外，另外四种是：来⾃于替代品的压⼒；来⾃于新进⼊者的压⼒，前三种都是潜在的竞争对⼿。
是来⾃于供应商的压⼒；是来⾃于客户的压⼒五⼒模型是⼀种思考问题的⾓度，通过分析这些作⽤⼒的强弱，有助于公司制定相应的竞争战略。
波⼠顿矩阵：波⼠顿矩阵的发明者、波⼠顿咨询的创始⼈布鲁斯认为：公司若要取得成功，必须拥有“市场增长率”和“相对市场份额”各不相同的产品组合。
战略分析工具(英文PPT34页)
n Current vertical integration may be disintermediated
PPT文档演模板
2024/2/7
战略分析工具(英文PPT34页)
Creating and managing a profit pool
n Profit pool analysis may indicate new opportunities or threats
hole.
n The goal should be to focus on profitable opportunities
n Industry should be considered more broadly than traditional definition
n Automobile industry includes
PPT文档演模板
2024/2/7
战略分析工具(英文PPT34页)
Marakon Runners
PPT文档演模板
Thomas A. Stewart Fortune
Sept. 28, 1998
2024/2/7
战略分析工具(英文PPT34页)
Marakon Associates’s Approach to Corporate Strategy
n Such changes can open new profit pool opportunities and drain old ones
n Choke points may change or be eliminated
n Opportunities for either forward or vertical integration may emerge
PPT文档演模板
2024/2/7
战略分析工具(英文PPT34页)
Creating and managing a profit pool
n Profit pool analysis may indicate new opportunities or threats
hole.
n The goal should be to focus on profitable opportunities
n Industry should be considered more broadly than traditional definition
n Automobile industry includes
PPT文档演模板
2024/2/7
战略分析工具(英文PPT34页)
Marakon Runners
PPT文档演模板
Thomas A. Stewart Fortune
Sept. 28, 1998
2024/2/7
战略分析工具(英文PPT34页)
Marakon Associates’s Approach to Corporate Strategy
n Such changes can open new profit pool opportunities and drain old ones
n Choke points may change or be eliminated
n Opportunities for either forward or vertical integration may emerge
战略分析工具(PPT57页)
A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
• Economics of demand
– Marketing initiatives – Industry capacity changes – M&As, divestitures – Vertical integration/disaggregation – Alliances and partnerships – Cost control and efficiency improvements
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
Financial projections
• What are the expected
findings
6
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 1
A.1 What industry are you competing in? What are the various segments in the industry?
• Industry definition • Industry segmentation
战略分析工具
战略分析工具一、PEST分析二、五种力量模型三、利益相关者分析四、竞争者分析五、价值链分析六、雷达图七、因果分析战略制定与选择工具一、SWOT分析二、战略地位和行动评估矩阵（SPACE）三、波士顿矩阵四、通用矩阵五、V矩阵六、EVA管理七、定向政策矩阵战略实施工具一、平衡计分卡二、差距分析最常用的、必须掌握的3个工具：五力模型、价值链分析、平衡计分卡用处不大的一些分析工具:PEST、SWOT分析、SPACE矩阵Ansoff矩阵是一种产品/市场的4方格矩阵，它以产品和市场作为两大基本导向，以“现有产品"、“新产品”与“现有市场”、“新市场"组合成4种市场营销策略：市场渗透策略（现有产品PK现有市场)、产品延伸策略（现有产品PK新市场）、产品开发策略（新产品PK现有市场）、多角化经营策略（新产品PK新市场）。
这是一种很实用的营销分析工具。
SPACE矩阵SPACE矩阵提出了从环境未定因素、产业实力要素、财务实力要素和竞争优势要素等四个纬度进行进一步来评估企业战略实施能力.环境稳定要素和产业实力要素是反映外部环境的坐标；财力实力要素和竞争优势要素是反映客户内部条件的坐标。
分析步骤如下：一、确定坐标的关键要素。
和SWOT分析要求一样，关键要素一般不超过8个，举例说明: 1。
环境稳定因素:技术变化通货膨胀率需求变化竞争产品的价格范围进入市场的障碍竞争压力需求的价格弹性2。
产业实力因素发展潜力利润潜力财务稳定性技术、资源利用率资本密集型进入市场的难度生产力和生产资源的利用程度3。
竞争优势因素：市场份额产品质量产品寿命周期产品更换周期顾客对产品的忠诚度4。
财务实力因素：投资报酬偿债能力资本需求量与可供性现金流量退出市场的难易程度经营风险二、分别在这四维坐标上按+6～-6进行刻度.产业实力和财务实力坐标上的各要素按0～6刻度;环境稳定和竞争优势坐标按—6～0刻度；三、根据实际情况对每个要素进行评定，即确定各要素归属哪个刻度.注意产业实力和财务实力坐标上的各要素刻度绝对值越大反映该要素状况越好，而环境稳定和竞争优势坐标上的各要素刻度绝对值越大反映该要素状况越差；四、按各要素的重要程度加权并求出各坐标的代数和；五、根据上述结果进行战略地位定位与评价，将会有多种组合结果。
中英《战略管理与伦理》第六章 战略管理分析方法
品牌忠诚度能使顾客 不理睬你的竞争 对手
3. EFE矩阵分析法
来源背景：EFE矩阵可以帮助战略制定者归纳和评价经济、 社会、文化、人口、环境、政治、政府、法律、技术以及竞争等 方面的信。 步骤： 1） 列出在外部分析过程中所确认的外部因素 2）依据重要程度，赋予每个因素以权重（0.0～1.0） 3）按企业现行战略对各个关键因素的有效反应程度为 各个关键因素打分，范围1～4分 4）权重×评分=各因素的加权分数 5) 将所有 的因素的加权分数相加，以得到企业的总加 权分数。 总结与分析: 总加权分数为4.0，说明企业在整个产业中对现 有机会与威胁作出了最出色的反应，企业有效利用了现有的机会 并将外部威胁的不利影响降低到最小。而总加权分数为1.0, 则 说明企业的战略不能利用外部机会或回避外部威胁。
价格竞争力 0.2 财务状况 产品质量 0.4 0.1
用户忠诚度 0.1 总计 1.0
评分值涵义：1＝弱，2＝次弱，3＝次强，4＝强。
CPM与EFE之间区别：
CPM中的关键因素更为笼统，它们不包括具 体的或实际的数据，而且可能集中于内部问题； CPM中的因素不像EFE中的那样划分为机会与威 胁两类；在CPM中，竞争公司的评分和总加权分 数可以与被分析公司的相应指标相比较，这一比 较分析可提供重要的内部战略信息。
SPACE矩阵主要是分析企业外部环境及企业及企业应该 采用的战略组合。 步骤：1.选择构成财务优势（FS）、产业优势(IS)、竞争优势 (CA)和环境稳定性优势(ES)的一组变量 2.对构成FS和IS的个变量给予从+1到+6的评分值，而 对构成CA和ES的轴的个变量从-1到-6评分值 3.将各数轴所有变量的评分值相加，再分别除以各数轴 变量总数，从而得出FS、IS、CA和ES的平均分数 4.将FS、IS、CA和ES各自的平均分数标在各自的数轴上 5.将结果标在X轴，将Y轴的两个分数相加，标在Y轴，标 X、Y数轴的交点 6.自SPACE矩阵原点到X、Y数值交叉点画一条向量，这 一条向量就表示企业可采取的战略类型
某公司战略管理知识分析工具方案(英文版)(PPT 61页)
Incorrect Business Definition
Correct Business Definition
6%
4%
Drinks
If we define a business incorrectly...
ROS
4%
Cider
2%
ROS
Red Ale 3%
2%
Fizz
Байду номын сангаас
Cider
1%
ROS/RMS
• The underlying
Companies that define their businesses incorrectly make poor strategic decisions.
Costs
• Incur unnecessary
costs
• Forgo opportunities
to capture synergies
The correct business definition can lead to case-cracking insights.
Strategic insights
• Should we buy or
sell the restaurant business?
• Should we expand
Company
• American Express
• Allegis
How management defined the business
Charge cards and credit cards are separate
Airlines, hotels and rental cars are one business - caring for travelers worldwide
Bai新n战略分析工具(英文版)(ppt 34页)
hole.
The goal should be to focus on profitable opportunities
Industry should be considered more broadly than traditional definition
Motorcycles
Instant Photography Cameras
Accessories (consumer products), leasing, service, restaurants
Film
7/11/2020
Darral G. Clarke for BM 499
6
Managerial Implications
40% 30 20 10
The value chain for the PC industry includes six key activities; the profitability of the activities varies widely. Manufacturers compete in the largest but least-profitable segment of the chain.
0
0
other components
personal computers
microprocessors
share of industry revenue
software
peripherals
Value chain focus Axes
Vertical—operating margin Horizontal—share of industry data
1
Profit Pools: A Fresh Look at Strategy
The goal should be to focus on profitable opportunities
Industry should be considered more broadly than traditional definition
Motorcycles
Instant Photography Cameras
Accessories (consumer products), leasing, service, restaurants
Film
7/11/2020
Darral G. Clarke for BM 499
6
Managerial Implications
40% 30 20 10
The value chain for the PC industry includes six key activities; the profitability of the activities varies widely. Manufacturers compete in the largest but least-profitable segment of the chain.
0
0
other components
personal computers
microprocessors
share of industry revenue
software
peripherals
Value chain focus Axes
Vertical—operating margin Horizontal—share of industry data
1
Profit Pools: A Fresh Look at Strategy
战略分析工具与分析方法(英文版)(ppt 18页)
2. Company Overview
3. SWOT 4. Porter’s 5 Forces Analysis
5. Benchmarking 6. Scenario Analysis 7. Mergers and Acquisitions
8. Growth/Share Matrix
9. Growth/Growth Matrix 10. ROS/RMS
10. What is a company’s relative market share and what is its return on sales? Where is the industry’s normative band?
11. Who are the major owners of the company? How experienced is the management team?
3. Company Positioning (Effectiveness Analysis)
4. Attractiveness Analysis
5. Value Proposition Development 6. Pricing Strategy 7. Distribution Channel Analysis 8. Customer Retention and Loyalty 9. Customer Acquisition
5. How can we optimize at each step in the value chain? What are the cost drivers at each step?
6. What are the quick hit operating improvements? What is the savings potential? 7. How do we allocate costs to each business/product/customer segment?
3. SWOT 4. Porter’s 5 Forces Analysis
5. Benchmarking 6. Scenario Analysis 7. Mergers and Acquisitions
8. Growth/Share Matrix
9. Growth/Growth Matrix 10. ROS/RMS
10. What is a company’s relative market share and what is its return on sales? Where is the industry’s normative band?
11. Who are the major owners of the company? How experienced is the management team?
3. Company Positioning (Effectiveness Analysis)
4. Attractiveness Analysis
5. Value Proposition Development 6. Pricing Strategy 7. Distribution Channel Analysis 8. Customer Retention and Loyalty 9. Customer Acquisition
5. How can we optimize at each step in the value chain? What are the cost drivers at each step?
6. What are the quick hit operating improvements? What is the savings potential? 7. How do we allocate costs to each business/product/customer segment?
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– revenue opportunity – cost to serve – strategic fit
5. What product/service/channel offering will meet the target segment’s needs? 6. What price will maximize long term profits?
bc
3C’s
Author: Laird Reed Reviewers: Scott Wells,
Karen Hellmich
March 1998
Copyright© 1998 Bain & Company, Inc.
3 C’s
Agenda
•The 3C’s framework •Tools and strategic questions answered •Takeaway slides
3 C’s
Costs
Customers
Competitors
Customers
Capabilities
Customer-Related Bain Tools
1. Customer Segmentation
2. Purchase Criteria Rating (Importance Analysis)
8. Is the company’s overhead an efficient use of resources?
9. What is the fixed/variable split of the company’s costs?
10. How much of the company’s costs are directly, vs. not directly, associated with the production of a product?
5. Value Chain Analysis 6. Profit Hunt 7. Product Line Profitability/
Cost Allocation/Activity Based Costing 8. Overhead Analysis 9. Fixed/Variable Analysis 10. Direct/Indirect Analysis
9. How can we acquire profitable customers?
3 C’s
Costs
Customers
Competitors
Competitors
Capabilities
Competitor-Related Bain Tools
1. Market Overview
2. Company Overview
Strategic Questions Answered
1. What are the appropriate customer segments? How can each segment be described?
2. What is important to each segment when they purchase a product or service?
3. SWOT 4. Porter’s 5 Forces Analysis
5. Benchmarking 6. Scenario Analysis 7. Mergers and Acquisitions
8. Growth/Share Matrix
9. Growth/Growth Matrix 10. ROS/RMS
3 C’s
Costs
Customers
Competitors
Capabilities
Capabilities
Capabilities-Related Bain Tools
1. Core Competencies
Strategic Questions Answered
1. What special skills or technologies does the company have that create differentiable customer value? How can a company leverage its core competencies? What investments in technology and people will help build unique capabilities?
3. Company Positioning (Effectiveness Analysis)
4. Attractiveness Analysis
5. Value Proposition Development 6. Pricing Strategy 7. Distribution Channel Analysis 8. Customer Retention and Loyalty 9. Customer Acquisition
10. What is a company’s relative market share and what is its return on sales? Where is the industry’s normative band?
11. Who are the major owners of the company? How experienced is the management team?
7. What are the appropriate channels for each product/service? What are the economics of each channel?
8. How can we increase our retention of our best customers? How much of an impact will increasing retention by X% have on our bottom line?
3. How well positioned is the company with each segment?
4. Which segments are most attractive from both a financial and an implementation perspective?
3. Are there any opportunities to share costs within the company? What are the potential savings from cost sharing?
4. What are the best internal and external practices? To what extent are they transferable? What will be the impact of implementing them more broadly?
Capabilities
• To determine the
strategies that fit best with a company’s core competencies
3 C’s
Agenda
•The 3C’s framework •Tools and strategic questions answered •Takeaway slides
5. How can we optimize are the cost drivers at each step?
6. What are the quick hit operating improvements? What is the savings potential? 7. How do we allocate costs to each business/product/customer segment?
the industry?
5. How is each competitor performing on key measures? 6. How do we expect each competitor to act/react in different situations?
7. Which companies are potential targets? How can we realize value from mergers and acquisitions?
2. What is the company’s revenue and profit by product, channel, and geography? What is its financial performance?
3. What are each competitor’s strengths, weaknesses, opportunities, and threats? 4. How attractive is the industry? What are the competitive dynamics of
Costs
Strategic Purpose:
• To determine a
company’s strategic cost position relative to competitors
• To identify cost
reduction opportunities
Customers
Competitors
8. How can we describe a company’s portfolio of businesses in terms of market share and growth potential?
5. What product/service/channel offering will meet the target segment’s needs? 6. What price will maximize long term profits?
bc
3C’s
Author: Laird Reed Reviewers: Scott Wells,
Karen Hellmich
March 1998
Copyright© 1998 Bain & Company, Inc.
3 C’s
Agenda
•The 3C’s framework •Tools and strategic questions answered •Takeaway slides
3 C’s
Costs
Customers
Competitors
Customers
Capabilities
Customer-Related Bain Tools
1. Customer Segmentation
2. Purchase Criteria Rating (Importance Analysis)
8. Is the company’s overhead an efficient use of resources?
9. What is the fixed/variable split of the company’s costs?
10. How much of the company’s costs are directly, vs. not directly, associated with the production of a product?
5. Value Chain Analysis 6. Profit Hunt 7. Product Line Profitability/
Cost Allocation/Activity Based Costing 8. Overhead Analysis 9. Fixed/Variable Analysis 10. Direct/Indirect Analysis
9. How can we acquire profitable customers?
3 C’s
Costs
Customers
Competitors
Competitors
Capabilities
Competitor-Related Bain Tools
1. Market Overview
2. Company Overview
Strategic Questions Answered
1. What are the appropriate customer segments? How can each segment be described?
2. What is important to each segment when they purchase a product or service?
3. SWOT 4. Porter’s 5 Forces Analysis
5. Benchmarking 6. Scenario Analysis 7. Mergers and Acquisitions
8. Growth/Share Matrix
9. Growth/Growth Matrix 10. ROS/RMS
3 C’s
Costs
Customers
Competitors
Capabilities
Capabilities
Capabilities-Related Bain Tools
1. Core Competencies
Strategic Questions Answered
1. What special skills or technologies does the company have that create differentiable customer value? How can a company leverage its core competencies? What investments in technology and people will help build unique capabilities?
3. Company Positioning (Effectiveness Analysis)
4. Attractiveness Analysis
5. Value Proposition Development 6. Pricing Strategy 7. Distribution Channel Analysis 8. Customer Retention and Loyalty 9. Customer Acquisition
10. What is a company’s relative market share and what is its return on sales? Where is the industry’s normative band?
11. Who are the major owners of the company? How experienced is the management team?
7. What are the appropriate channels for each product/service? What are the economics of each channel?
8. How can we increase our retention of our best customers? How much of an impact will increasing retention by X% have on our bottom line?
3. How well positioned is the company with each segment?
4. Which segments are most attractive from both a financial and an implementation perspective?
3. Are there any opportunities to share costs within the company? What are the potential savings from cost sharing?
4. What are the best internal and external practices? To what extent are they transferable? What will be the impact of implementing them more broadly?
Capabilities
• To determine the
strategies that fit best with a company’s core competencies
3 C’s
Agenda
•The 3C’s framework •Tools and strategic questions answered •Takeaway slides
5. How can we optimize are the cost drivers at each step?
6. What are the quick hit operating improvements? What is the savings potential? 7. How do we allocate costs to each business/product/customer segment?
the industry?
5. How is each competitor performing on key measures? 6. How do we expect each competitor to act/react in different situations?
7. Which companies are potential targets? How can we realize value from mergers and acquisitions?
2. What is the company’s revenue and profit by product, channel, and geography? What is its financial performance?
3. What are each competitor’s strengths, weaknesses, opportunities, and threats? 4. How attractive is the industry? What are the competitive dynamics of
Costs
Strategic Purpose:
• To determine a
company’s strategic cost position relative to competitors
• To identify cost
reduction opportunities
Customers
Competitors
8. How can we describe a company’s portfolio of businesses in terms of market share and growth potential?