麦肯锡咨询工具 SCPModel

Feedback
SCP provides forcing device to speculate about how expected external shocks may affect the future of an industry •Initial impact on S •Resultant impact on C •Ultimate impact on P •Feedback effects
•Concentration of producers
•Import competition
•Diversity of producers
•Fixed/variable cost structure
•Capacity utilization
•Technological opportunities
•Shape of supply curve
Marketing •Pricing
•Volume
Finance •Profitability
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•Advertising/promotion
•New products/R&D
•Distribution Capacity change •expansion/contraction
•Entry/exit
•Value creation
Technological progress Employment objectives
•Acquisition/merger/ divestiture
Vertical integration •Forward/backward integration
•Vertical joint ventures
•Entry/exit barriers
Industry chain economics •Bargaining power of input
suppliers
•Bargaining power of customers
•Information marker failure
•Vertical market failure
P erformance
Feedback
SCP provides MECE organizing framework •Identifies key issues •Highlights information gaps •Creates understanding of
links between S, C, and P
SCP Model
External shocks
Industry
S tructure
Producers
C onduct
P erformance
Feedback
Industry structure is determined by the economics of demand and supply in the industry, as well as by “industry chain economics”, which represents the inherent bargaining of customers, producers, and suppliers in the industry, and the sources of this power (e.g., vertical or information market failures). Conduct is characterized by strategic decision competitors in the industry make given industry structure and performance. Examples include marketing, capacity, vertical integration, operations, and management control decisions. Performance may be measured on numerous axes, including financial performance, technological progress, and job creation. There are three main drivers of external shocks to the industry: technology breakthroughs, changes in government policy/regulation, and shifts in consumer tastes/lifestyles.
Internal efficiency
Finance •Profits increasing
•ROI high and stable Technological progress •Slow Employment objectives •Slow, stable growth
•Limited incentives for cost control/productivity growth
Current Telecommunications Industry in Atlantis
Industry
Producers
Hypothetica l Example
S tructure
C onduct
P erformance
Feedback
Demand
•Lots of captive customers •Increasing demand for phone calls •Few substitutes Supply •1 player •Regulation creates entry barriers •Very high cost networks Industry chain •Phone company and regulators have bargaining power
SCP Used for Present and Expected Future Industry Analyses
Today
Historical date
S tructure
C onduct
P erformance
Future
Expected external shocks
S tructure
C onduct
policy/regulations
•Differentiability of products
- Domestic
•Rate of growth
- International
•Volatility/cyclicality
•Changes in tastes/lifestyles Economics of supply
•Customers have little bargaining power
Marketing •Stable pricing
•Limited new products innovations Capacity change •Limited change Vertical integration •Networks and retail Business vertically integrated
¶SCP model overview
¶Client applications
The Structure-Conduct-Performance (SCP) model, which has been supported by extensive academic research, asserts that the performance of individual firms is determined wholly by the conduct of participants in that industry (including themselves), and that conduct is largely (but not completely) determined by industry structure, conduct and performance over time. Feedback loops signify the impact that performance will ultimately have on conduct ad structure (and thus in turn on performance again), and the impact that industry conduct has on structure. It also hypothesizes that external shocks, such as changes in technology or government regulation, alter industry structure, and in turn conduct and performance, over time.
Detailed Elements of The SCP Model
Industry
Producers
External shocks
S tructure
C onduct
P erformance
Feedback
•Technology breakthroughs Economics of demand •Changes in government •Availability of substitutes
SCP Model
This chapter covers the Structure-Conduct-Performance (SCP) model. we have embraced this model as our primary integrating framework to conduct situation analyses during strategy engagement. The chapter covers two topics.
•Long-term contracts Internal efficiency
•Cost control
•Logistics
•Process R&D
•Organization effectiveness
The SCP model has two primary uses during industry situation analyses. First, it provides a MECE organizing framework to collect and analyze historical data so that your team can generate a more complete understanding of current industry S, C, and P. Second, it can be used to generate hypotheses about future changes in industry S, C, and P given current or expected future shocks to the industry.
The training videotape presents an example application of the SCP model as applied to the telecommunications industry in the mythical country of Atlantis.The example illustrates the first primary use of the SCP model: as a MECE organizing framework to collect and analyze data useful for understanding current industry S, C, and P.