贝恩咨询分析方法-3Cs

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
BOS CU7112497ECA 2 Copyright© 1998 Bain & Company, Inc.
3 C’s
Agenda
•The 3C’s framework •Tools and strategic questions answered •Takeaway slides
BOS CU7112497ECA 3 Copyright© 1998 Bain & Company, Inc.
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. 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?
Customers
Competitors
Costs
Capabilities
Cost-Related Bain Tools
1. Relative Cost Position
2. Experience Curve
3. Cost Sharing Analysis
4. Best Demonstrated Practice
bc
3C’s
Author: Laird Reed Reviewers: Scott Wells,
Karen Hellmich
March 1998
Copyright© 1998 Bain & Company, Inc.
3 Cwenku.baidu.coms
Agenda
•The 3C’s framework •Tools and strategic questions answered •Takeaway slides
BOS CU7112497ECA 6
Copyright© 1998 Bain & Company, Inc.
3 C’s
Costs
Customers
Competitors
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
3 C’s
Agenda
•The 3C’s framework •Tools and strategic questions answered •Takeaway slides
BOS CU7112497ECA 5 Copyright© 1998 Bain & Company, Inc.
3 C’s
Costs
Framework
The fourth, often neglected, “C”
Capabilities
• To determine the
strategies that fit best with a company’s core competencies
BOS CU7112497ECA 4 Copyright© 1998 Bain & Company, Inc.
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?
• To identify cost
reduction opportunities
Customers
Competitors
• To identify
revenue and profit maximizing strategies
• To achieve
differentiation and preempt competitor moves
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?