分析方法--3CS
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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. 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
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?
Strategic Questions Answered
1. How do our costs compare to competitors’ costs by product/service/business? What is our full potential cost position?
2. To what extent is the company using its accumulated experience to drive down unit costs?
bc
3C’s
Author: Laird Reed Reviewers: Scott Wells,
Karen Hellmich
March 1998
Copyright© 1998 Bain & Company, Inc.
3 C's
The 3 C’s is one of the core tools used to determine the most leveraged strategy for a business.
Costs
Strategic Purpose:
• To determine a
company’s strategic cost position relative to competitors
• To identify cost
reduction opportunities
CuBaidu Nhomakorabeatomers
Competitors
2020/7/23
6
Costs
3 C’s
Customers
Competitors
Customers
Capabilities
Customer-Related Bain Tools
1. Customer Segmentation
2. Purchase Criteria Rating (Importance Analysis)
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
• To identify
revenue and profit maximizing strategies
• To achieve
differentiation and preempt competitor moves
Framework
The fourth, often neglected, “C”
2020/7/23
5
Costs
3 C’s
Customers
Competitors
Costs
Capabilities
Cost-Related Bain Tools
1. Relative Cost Position
2. Experience Curve
3. Cost Sharing Analysis
4. Best Demonstrated Practice
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?
Strategic Questions Answered
1. What are the appropriate customer segments? How can each segment be described?
Capabilities
• To determine the
strategies that fit best with a company’s core competencies
2020/7/23
4
3 C’s
Agenda
•The 3C’s framework •Tools and strategic questions answered •Takeaway slides
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. 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
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?
Strategic Questions Answered
1. How do our costs compare to competitors’ costs by product/service/business? What is our full potential cost position?
2. To what extent is the company using its accumulated experience to drive down unit costs?
bc
3C’s
Author: Laird Reed Reviewers: Scott Wells,
Karen Hellmich
March 1998
Copyright© 1998 Bain & Company, Inc.
3 C's
The 3 C’s is one of the core tools used to determine the most leveraged strategy for a business.
Costs
Strategic Purpose:
• To determine a
company’s strategic cost position relative to competitors
• To identify cost
reduction opportunities
CuBaidu Nhomakorabeatomers
Competitors
2020/7/23
6
Costs
3 C’s
Customers
Competitors
Customers
Capabilities
Customer-Related Bain Tools
1. Customer Segmentation
2. Purchase Criteria Rating (Importance Analysis)
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
• To identify
revenue and profit maximizing strategies
• To achieve
differentiation and preempt competitor moves
Framework
The fourth, often neglected, “C”
2020/7/23
5
Costs
3 C’s
Customers
Competitors
Costs
Capabilities
Cost-Related Bain Tools
1. Relative Cost Position
2. Experience Curve
3. Cost Sharing Analysis
4. Best Demonstrated Practice
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?
Strategic Questions Answered
1. What are the appropriate customer segments? How can each segment be described?
Capabilities
• To determine the
strategies that fit best with a company’s core competencies
2020/7/23
4
3 C’s
Agenda
•The 3C’s framework •Tools and strategic questions answered •Takeaway slides