贝恩咨询-战略分析工具001
合集下载
贝恩咨询分析方法-plp1
• Operating margin
• Activity-based cost drivers • Difficult to capture all
activities that drive costs
贝恩咨询分析方法-plp1
Product Line Profitability
•Direct and Indirect Costs
•Picture Frames
•PLP Description
•Operating Margin •2.3% •5.3% •7.0%
•10.0%
•
贝恩咨询分析方法-plp1
Product Line Profitability
•Profit Improvement Tools
•PLP analysis is one of the Bain diagnostic tools that can identify sources of profit improvement.
•
贝恩咨询分析方法-plp1
Product Line Profitability
•Paths to Low Profitability
•Multi-product businesses that do not understand their products’ true profitability become low profit firms.
贝恩咨询分析方法-plp1
2020/12/10
贝恩咨询分析方法-plp1
Product Line Profitability
• PLP overview • Applications • PLP steps • Client example • Challenges • Key takeaways
• Activity-based cost drivers • Difficult to capture all
activities that drive costs
贝恩咨询分析方法-plp1
Product Line Profitability
•Direct and Indirect Costs
•Picture Frames
•PLP Description
•Operating Margin •2.3% •5.3% •7.0%
•10.0%
•
贝恩咨询分析方法-plp1
Product Line Profitability
•Profit Improvement Tools
•PLP analysis is one of the Bain diagnostic tools that can identify sources of profit improvement.
•
贝恩咨询分析方法-plp1
Product Line Profitability
•Paths to Low Profitability
•Multi-product businesses that do not understand their products’ true profitability become low profit firms.
贝恩咨询分析方法-plp1
2020/12/10
贝恩咨询分析方法-plp1
Product Line Profitability
• PLP overview • Applications • PLP steps • Client example • Challenges • Key takeaways
贝恩咨询-战略分析工具共81页
– participants must share single goal of achieving lowest industry systems cost
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies
A VMR creates a win/win relationship.
VMR DRelationship (VMR) is a full partnership between a customer and a supplier.
Its goal is to maximize quality and minimize total system costs of doing business through
6
Value Managed Relationships
VMRs can exceed the value of both traditional contracts as well as vertical integration.
Strategic Purchasing Options
Traditional "Arms Length" Approach
• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies
A VMR creates a win/win relationship.
VMR DRelationship (VMR) is a full partnership between a customer and a supplier.
Its goal is to maximize quality and minimize total system costs of doing business through
6
Value Managed Relationships
VMRs can exceed the value of both traditional contracts as well as vertical integration.
Strategic Purchasing Options
Traditional "Arms Length" Approach
• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
贝恩咨询-战略分析工具 分析方法-businessdefinition
configure our manufacturing plants?
bc
BOS CU7121997ECA 6
Copyright© 1998 Bain & Company, Inc.
Business Definition
Consequences of Incorrect Business Definition
Real Estate
2
1
0.5
RMS
10%
0.2
0.1
0%
10
5
Growth/Share
Commercial
• A business
may look
deceptively
Residential
attractive or
2
1
0.5
RMS
0.2
0.1
unattractive
bc
BOS CU7121997ECA 9 Copyright© 1998 Bain & Company, Inc.
normative band will not emerge
0%
0.1
0.2
Fizz Drinks Red Ale
0.5
1
2
Beer and Distilled Spirits
0%
5
10
0.1
0.2
0.5
1
2
Beer only
5
10
Market Growth
20%
10%
0%
10
5
20%
Market Growth
bc
BOS CU7121997ECA 8
bc
BOS CU7121997ECA 6
Copyright© 1998 Bain & Company, Inc.
Business Definition
Consequences of Incorrect Business Definition
Real Estate
2
1
0.5
RMS
10%
0.2
0.1
0%
10
5
Growth/Share
Commercial
• A business
may look
deceptively
Residential
attractive or
2
1
0.5
RMS
0.2
0.1
unattractive
bc
BOS CU7121997ECA 9 Copyright© 1998 Bain & Company, Inc.
normative band will not emerge
0%
0.1
0.2
Fizz Drinks Red Ale
0.5
1
2
Beer and Distilled Spirits
0%
5
10
0.1
0.2
0.5
1
2
Beer only
5
10
Market Growth
20%
10%
0%
10
5
20%
Market Growth
bc
BOS CU7121997ECA 8
贝恩咨询战略分析工具ecommerce课件
数字化转型
贝恩咨询在数字化转型方面提 供全面的咨询服务，帮助客户 实现数字化转型。
私募股权
公司为私募股权公司提供战略 和运营咨询服务，助力其投资 组合公司实现增长和价值创造
。
战略分析工具概览
BCG矩阵
用于评估公司的产品和业务组合，确 定哪些产品或业务应该重点发展，哪 些应该缩减或放弃。
SWOT分析
贝恩咨询战略分析工 具ecommerce课件
目 录
• 贝恩咨询简介 • 战略分析工具在E-commerce中的应用 • E-commerce行业案例分析 • 如何结合自身企业应用战略分析工具 • 总结与展望
01
贝恩咨询简介
公司背景与历史
贝恩咨询成立于1973年，总部 位于波士顿，是全球领先的管理
亚马逊注重用户需求，通过快速配送、个 性化推荐等方式提高用户满意度，赢得消 费者信任。
案例二：阿里巴巴的全球化战略
总结词
电子商务生态系统、全球化布局、本土化 运营
电子商务生态系统
阿里巴巴构建了一个完整的电子商务生态 系统，包括淘宝、天猫、支付宝等，为用 户提供一站式购物体验。
全球化布局
阿里巴巴通过收购和合作等方式，将业务 拓展至全球，如收购东南亚电商公司
03
E-commerce行业案例 分析
案例一：亚马逊的成功之道
总结词
技术创新、多元化经营、用户体验至上
技术创新
亚马逊在电子商务技术方面不断创新，如 推出Prime会员、Alexa智能音箱等，为用 户提供更好的购物体验。
多元化经营
用户体验至上
亚马逊涉足多个领域，如云计算、电子书 、视频流媒体等，实现多元化经营，提高 盈利能力。
E-commerce行业的趋势与挑战
企业咨询-贝恩咨询分析方法plp1 精品
Percent of Total
100% 80% 60% 40% 20% 0%
R&D G&A Selling Distribution Advertising
Overhead
Definition
Typical accounting allocation
PLP allocation
Indirect costs
Key product profitability measure: Cost allocation method:
Disadvantage:
• Gross margin
(revenue - cost of goods sold)
• Accounting standards
• Often does not reflect true
sometimes not tracked by product
• All direct costs,
including variances, are tracked by product
CU7020998JZA 8
Product Line Profitability
Inappropriate Direct Cost Allocation
100%
$500MM
Pine
Picture Frames
$35MM
80%
Cherry
60%
Maple
40%
Percent of Total
20%
Oak
PLP Description
Operating Margin 2.3% 5.3% 7.0%
10.0%
0%
Revenues
贝恩咨询-战略分析工具幻灯片PPT
Value Managed Relationships Value Managed Relationships Objectives
After cቤተ መጻሕፍቲ ባይዱmpleting this module, you will be able to:
•Understand VMR concept and application •Articulate types of cost savings opportunities created by VMRs •Use the Bain framework to conduct a VMR •Refer to real examples of Bain’s VMR process and success
collaborative sharing of information and resources.
Value Managed Relationships
A VMR is one procurement strategy to maximize cost savings and strategic value.
Vertical Integration
Value Managed Relationships
How Does a VMR Work?
A VMR, when appropriate, exceeds the value of all other types of relationships.
•A Value Managed Relationship can exceed the value
Strategic Purchasing Options
Vertical Integration
贝恩咨询战略分析工具
贝恩咨询战略分析工具引言贝恩咨询战略分析工具是一套用于战略分析的有力工具集，主要用于帮助企业进行战略决策和业务优化。
该工具集由贝恩公司开发，通过深入剖析企业内外环境及相关数据，提供了全面的战略分析功能，帮助企业把握市场机会、规避风险、实现竞争优势。
1. SWOT分析SWOT分析是贝恩咨询战略分析工具中的一个重要组成部分。
SWOT分析是对企业的优势、劣势、机会和威胁进行评估和分析的方法。
通过SWOT分析，企业可以全面了解自身的优势和劣势，并抓住市场机会，同时应对潜在的威胁。
SWOT分析的四个要素包括：•优势（Strengths）•劣势（Weaknesses）•机会（Opportunities）•威胁（Threats）通过对这四个要素进行分析和比较，企业可以制定出更加明晰的战略和行动计划。
2. Porter五力模型Porter五力模型是贝恩咨询战略分析工具中的另一个重要组成部分。
它是由迈克尔·波特（Michael Porter）提出的一种行业竞争分析方法。
该模型通过分析行业内的竞争力量，帮助企业了解市场竞争结构，评估市场潜力和竞争压力。
Porter五力模型的五个竞争力量包括：•行业内竞争者关系•买家的议价能力•供应商的议价能力•替代品对产品或服务的威胁•新进入者对行业的威胁通过分析这些竞争力量，企业可以制定出相应的竞争策略，并且更好地应对市场竞争。
3. PESTEL分析PESTEL分析是贝恩咨询战略分析工具中的又一个重要组成部分。
PESTEL是指政治（Political）、经济（Economic）、社会（Social）、技术（Technological）、环境（Environmental）和法律（Legal）等六个方面。
通过分析这些外部环境因素，企业可以了解市场的宏观环境，并针对性地制定战略。
PESTEL分析可以帮助企业了解政策法规的变化、经济形势的发展、社会、文化和人口结构的变化以及技术创新的影响等。
战略咨询分析工具及使用方法
战略咨询分析工具及使用方法战略咨询是现代企业管理中的关键环节，为企业制定未来发展方向和解决问题提供了重要的参考依据。
战略咨询的核心是通过各种分析工具来深入剖析企业内外环境，识别问题，制定解决方案。
本文将介绍一些常用的战略咨询分析工具及其使用方法。
1. SWOT分析SWOT分析是一种常用的战略分析工具，它通过对企业内外环境进行综合评估，帮助企业识别自身优势、劣势、机会和威胁。
具体步骤如下：- 首先，收集和整理企业的内外部信息，包括公司资产、财务状况、市场竞争等；- 然后，将这些信息分为四个部分，分别代表企业的优势、劣势、机会和威胁；- 接下来，分析这些因素之间的关系，并制定相应的对策。
2. PESTEL分析PESTEL分析是一种对外部环境进行分析的工具，它主要关注政治、经济、社会、技术、环境和法律等因素对企业的潜在影响。
具体步骤如下：- 首先，收集并整理与这六个领域相关的信息，包括政府政策、经济趋势、社会文化变化、技术创新、环境法规等；- 然后，分析这些因素对企业的潜在影响，评估其可能带来的机会和威胁；- 最后，制定相应的战略计划，以应对这些外部环境变化。
3. 五力模型五力模型是由著名学者波特提出的，用于分析企业所处行业的竞争力和吸引力。
它包括竞争对手、供应商、顾客、替代品和进入者等五个方面。
具体步骤如下：- 首先，分析企业所处行业的竞争对手，评估其实力和战略；- 接着，评估供应商的议价能力和影响力；- 然后，分析顾客的购买力和忠诚度；- 同时，考虑替代品对企业的威胁程度；- 最后，评估进入者进入行业的难易程度。
4. BCG矩阵BCG矩阵是一种用于评估企业产品组合的工具，将产品划分为四个象限：明星、问题儿童、现金奶牛和瘦狗。
具体步骤如下：- 首先，绘制二维坐标轴，横轴代表市场增长率，纵轴代表市场份额；- 然后，将不同产品定位在不同的象限中；- 根据产品所处象限，制定不同的战略，如投资明星产品、削减瘦狗产品等。
贝恩咨询战略分析工具00
• Understand VMR concept and application • Articulate types of cost savings opportunities created by VMRs • Use the Bain framework to conduct a VMR • Refer to real examples of Bain’s VMR process and success
Value Managed Relationships
Author:
Sheila Dubin
December 1998
Value Managed Relationships
Value Managed Relationships Objectives
After completing this module, you will be able to:
sharing of information and resources.
4
Value Managed Relationships
What is a VMR?
A VMR is one procurement strategy to maximize cost savings and strategic value.
• Pricing commensurate with larger, longer volume commitments
• Commitment to continuous improvement of the partnership
11
Value Managed Relationships
VMRs create value for suppliers.
Value Managed Relationships
Author:
Sheila Dubin
December 1998
Value Managed Relationships
Value Managed Relationships Objectives
After completing this module, you will be able to:
sharing of information and resources.
4
Value Managed Relationships
What is a VMR?
A VMR is one procurement strategy to maximize cost savings and strategic value.
• Pricing commensurate with larger, longer volume commitments
• Commitment to continuous improvement of the partnership
11
Value Managed Relationships
VMRs create value for suppliers.
贝恩咨询-战略分析工具 分析方法-businessdefinition
Business Definition
Analytic Consequences of Incorrect Business Definition (p.2)
Defining a business incorrectly can lead to problems in conducting E-Curve and RCP analysis.
Real Estate
2
1
0.5
RMS
10%
0.2
0.1
0%
10
5
Growth/Share
Commercialceptively
Residential
attractive or
2
1
0.5
RMS
0.2
0.1
unattractive
bc
BOS CU7121997ECA 9 Copyright© 1998 Bain & Company, Inc.
Business definition delineates the economic boundaries within which companies should compete.
•Indicates whether two business segments should be operated
Business Definition Examples of Incorrect Business Definition
Some respected companies have missed profit opportunities or suffered unnecessary losses because they did not define their businesses correctly.
贝恩咨询-战略分析工具共81页文档
• Understand VMR concept and application • Articulate types of cost savings opportunities created by VMRs • Use the Bain framework to conduct a VMR • Refer to real examples of Bain’s VMR process and success
VMR
Vertical Integration
• Fragmented supplier base,
sporadic communication
• Investments based upon
manufacturer's needs
• Adversarial bid negotiations
to obtain lowest unit price
High Potential
• Volume discount • Some system cost
Low High
Moderate Potential
Purchasing volume (relative to total supplier sales)
Low
8
Value Managed Relationships In Which Categories Are VMRs Most Effective?
both
Commitment and scale justifies joint investment in
cost savings and R&D/technology
10
Value Managed Relationships
VMR
Vertical Integration
• Fragmented supplier base,
sporadic communication
• Investments based upon
manufacturer's needs
• Adversarial bid negotiations
to obtain lowest unit price
High Potential
• Volume discount • Some system cost
Low High
Moderate Potential
Purchasing volume (relative to total supplier sales)
Low
8
Value Managed Relationships In Which Categories Are VMRs Most Effective?
both
Commitment and scale justifies joint investment in
cost savings and R&D/technology
10
Value Managed Relationships
贝恩咨询-战略分析工具(PPT 80页)
– capacity utilization dropping – consolidation in progress – many new plants looking for volume – historical industry price umbrellas
9
Value Managed Relationships
Value Managed Relationships
Author:
Sheila Dubin
December 1998
Value Managed Relationships Value Managed Relationships Objectives
After completing this module, you will be able to:
potential of both vertical integration and traditionally negotiated "arm's length" transactions:
– a consolidation of purchases to one or few suppliers who are capable of maintaining long term competitive economics, high quality and efficient delivery
– participants must share single goal of achieving lowest industry systems cost
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies
9
Value Managed Relationships
Value Managed Relationships
Author:
Sheila Dubin
December 1998
Value Managed Relationships Value Managed Relationships Objectives
After completing this module, you will be able to:
potential of both vertical integration and traditionally negotiated "arm's length" transactions:
– a consolidation of purchases to one or few suppliers who are capable of maintaining long term competitive economics, high quality and efficient delivery
– participants must share single goal of achieving lowest industry systems cost
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies
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• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
collaborate
Value Cycle
Ensures continued supply for buyer and capacity utilization for supplier
Joint efforts lead to system-wide benefits
for both
PPT文档演模板
•VMRs create value for the buyer.
• Higher quality and fewer rejects
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• May require investment in
weak strategic business
• Focus driven by internal
incentives/ transfer prices
• Joint product design often atoddsPPT文档演模板
a.tr
focused upon lowest total systems cost using value chain perspectives
• Joint product design and
cross functional participation
• In-house supply,
communication frequent
• A Value Managed Relationship can exceed the value
potential of both vertical integration and traditionally negotiated "arm's length" transactions:
– a consolidation of purchases to one or few suppliers who are capable of maintaining long term competitive economics, high quality and efficient delivery
• PPT文档演模板
贝恩咨询-战略分析工具001
Strategic Purchasing Options
•VMRs can exceed the value of both traditional contracts as well as vertical integration.
•Traditional "Arms Length" Approach
Commitment and scale justifies joint investment in
cost savings and R&D/technology
Increased pace of innovation leads to strategic benefits for both
贝恩咨询-战略分析工具001
– participants must share single goal of achieving lowest industry systems cost
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies
• High level of value-added cost in product
• Fragmentation across many divisions and suppliers
• Client represents significant part of industry output
• Industry competitive intensity high:
• Commitment to continuous improvement of the partnership
PPT文档演模板
a.tr
贝恩咨询-战略分析工具001
•VMRs create value for suppliers.
Value Of VMRs—Supplier
• Larger volumes in fewer items
•Its goal is to maximize quality and minimize total system costs of doing business through collaborative
sharing of information and resources.
• PPT文档演模板
•VMR
•Vertical Integration
• Fragmented supplier base,
sporadic communication
• Investments based upon
manufacturer's needs
• Adversarial bid negotiations
to obtain lowest unit price
贝恩咨询-战略分析工具001
•VMRs have averaged 15% to 20% cost savings.
Bain Experience in VMRs
PPT文档演模板
Average Range 贝恩咨询-战略分析工具001
VMR Sample Agreement
•Although the value managed relationship can be sophisticated and complex, the results are quantifiable and simple.
•No / Little opportunity (need to cluster)
• High Potential
• Volume discount • Some system cost
•Low •High
•Moderate Potential
•Purchasing volume •(relative to total supplier sales)
• Technological expertise
– package performance improvements – spec consolidation – product redesign and materials substitution
• Pricing commensurate with larger, longer volume commitments
贝恩咨询-战略分析工具001
•A VMR creates a win/win relationship.
VMR Definition
•A Value Managed Relationship (VMR) is a full partnership between a customer and a supplier.
substitution
• Product redesign • Material substitution • Volume discount • System cost improvement
•Value-added / engineered level
•Medium/low potential
贝恩咨询-战略分析工具001
What is a VMR?•
•A VMR is one procurement strategy to maximize cost savings and strategic value.
•Procurement Strategies
•Competitive Bid
•Value Managed Relationship
– longer run lengths and fewer set-ups – higher capacity utilization – learning curve benefits
• Stable long term demand
• Sharing in buyer’s strong commitment to future growth
• Partner in joint system cost reduction
• Resources and stability to invest in technology
• Commitment to continuous improvement of the partnership
PPT文档演模板
•Low
• PPT文档演模板
贝恩咨询-战略分析工具001
In Which Categories Are VMRs Most Effective?
•VMRs are most effective in large dollar, high value added products.
• Large dollar purchase
•A successful VMR will continue to create value as the relationship progresses.
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
collaborate
Value Cycle
Ensures continued supply for buyer and capacity utilization for supplier
Joint efforts lead to system-wide benefits
for both
PPT文档演模板
•VMRs create value for the buyer.
• Higher quality and fewer rejects
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• May require investment in
weak strategic business
• Focus driven by internal
incentives/ transfer prices
• Joint product design often atoddsPPT文档演模板
a.tr
focused upon lowest total systems cost using value chain perspectives
• Joint product design and
cross functional participation
• In-house supply,
communication frequent
• A Value Managed Relationship can exceed the value
potential of both vertical integration and traditionally negotiated "arm's length" transactions:
– a consolidation of purchases to one or few suppliers who are capable of maintaining long term competitive economics, high quality and efficient delivery
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Strategic Purchasing Options
•VMRs can exceed the value of both traditional contracts as well as vertical integration.
•Traditional "Arms Length" Approach
Commitment and scale justifies joint investment in
cost savings and R&D/technology
Increased pace of innovation leads to strategic benefits for both
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– participants must share single goal of achieving lowest industry systems cost
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies
• High level of value-added cost in product
• Fragmentation across many divisions and suppliers
• Client represents significant part of industry output
• Industry competitive intensity high:
• Commitment to continuous improvement of the partnership
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•VMRs create value for suppliers.
Value Of VMRs—Supplier
• Larger volumes in fewer items
•Its goal is to maximize quality and minimize total system costs of doing business through collaborative
sharing of information and resources.
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•VMR
•Vertical Integration
• Fragmented supplier base,
sporadic communication
• Investments based upon
manufacturer's needs
• Adversarial bid negotiations
to obtain lowest unit price
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•VMRs have averaged 15% to 20% cost savings.
Bain Experience in VMRs
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Average Range 贝恩咨询-战略分析工具001
VMR Sample Agreement
•Although the value managed relationship can be sophisticated and complex, the results are quantifiable and simple.
•No / Little opportunity (need to cluster)
• High Potential
• Volume discount • Some system cost
•Low •High
•Moderate Potential
•Purchasing volume •(relative to total supplier sales)
• Technological expertise
– package performance improvements – spec consolidation – product redesign and materials substitution
• Pricing commensurate with larger, longer volume commitments
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•A VMR creates a win/win relationship.
VMR Definition
•A Value Managed Relationship (VMR) is a full partnership between a customer and a supplier.
substitution
• Product redesign • Material substitution • Volume discount • System cost improvement
•Value-added / engineered level
•Medium/low potential
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What is a VMR?•
•A VMR is one procurement strategy to maximize cost savings and strategic value.
•Procurement Strategies
•Competitive Bid
•Value Managed Relationship
– longer run lengths and fewer set-ups – higher capacity utilization – learning curve benefits
• Stable long term demand
• Sharing in buyer’s strong commitment to future growth
• Partner in joint system cost reduction
• Resources and stability to invest in technology
• Commitment to continuous improvement of the partnership
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•Low
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In Which Categories Are VMRs Most Effective?
•VMRs are most effective in large dollar, high value added products.
• Large dollar purchase
•A successful VMR will continue to create value as the relationship progresses.