戰(zhàn)略分析工具分析方法3Cs英文版

1、author: laird reedreviewers: scott wells, karen hellmich bc3cs3 cs the 3cs frameworktools and strategic questions answeredtakeaway slidesagenda3 cs agendathe 3cs frameworktools and strategic questions answeredtakeaway slides3 cs strategic purpose:to determine a companys strategic cost position relat

2、ive to competitorsto identify cost reduction opportunitiesto identify revenue and profit maximizing strategiesto achieve differentiation and preempt competitor movesto determine the strategies that fit best with a companys core competenciescostscustomerscompetitorscapabilitiesthe 3 cs is one of the

3、core tools used to determine the most leveraged strategy for a business.the fourth, often neglected, “c”framework來自來自中國最大的資料庫下載中國最大的資料庫下載3 cs agendathe 3cs frameworktools and strategic questions answeredtakeaway slides3 cscosts cost-related bain toolsstrategic questions answeredcostscustomerscompeti

4、torscapabilities1. relative cost position1. how do our costs compare to competitors costs by product/service/business? what is our full potential cost position?2. experience curve2. to what extent is the company using its accumulated experience to drive down unit costs?3. cost sharing analysis3. are

5、 there any opportunities to share costs within the company? what are the potential savings from cost sharing?4. best demonstrated practice4. what are the best internal and external practices? to what extent are they transferable? what will be the impact of implementing them more broadly?5. value cha

6、in analysis5. how can we optimize at each step in the value chain? what are the cost drivers at each step?6. profit hunt6. what are the quick hit operating improvements? what is the savings potential?7. product line profitability/ cost allocation/activity based costing7. how do we allocate costs to

7、each business/product/customer segment?8. overhead analysis8. is the companys overhead an efficient use of resources?9. fixed/variable analysis9. what is the fixed/variable split of the companys costs?10. direct/indirect analysis10. how much of the companys costs are directly, vs. not directly, asso

8、ciated with the production of a product?3 cscustomers customer-related bain toolsstrategic questions answered1. customer segmentation1. what are the appropriate customer segments? how can each segment be described?2. purchase criteria rating (importance analysis)2. what is important to each segment

9、when they purchase a product or service?3. company positioning (effectiveness analysis)3. how well positioned is the company with each segment?4. attractiveness analysis4. which segments are most attractive from both a financial and an implementation perspective?revenue opportunitycost to servestrat

10、egic fit5. value proposition development5. what product/service/channel offering will meet the target segments needs?8. customer retention and loyalty8. 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? 9. customer

11、 acquisition9. how can we acquire profitable customers? costscustomerscompetitorscapabilities6. pricing strategy6. what price will maximize long term profits?7. distribution channel analysis7. what are the appropriate channels for each product/service? what are the economics of each channel?3 cscomp

12、etitors competitor-related bain toolsstrategic questions answered1. market overview1. what is the market size? growth? profitability? what is each competitors market share? profit share?2. company overview2. what is the companys revenue and profit by product, channel, and geography? what is its fina

13、ncial performance?3. swot3. what are each competitors strengths, weaknesses, opportunities, and threats?5. benchmarking5. how is each competitor performing on key measures?6. scenario analysis6. how do we expect each competitor to act/react in different situations?7. mergers and acquisitions7. which

14、 companies are potential targets? how can we realize value from mergers and acquisitions?8. growth/share matrix8. how can we describe a companys portfolio of businesses in terms of market share and growth potential?4. porters 5 forces analysis4. how attractive is the industry? what are the competiti

15、ve dynamics of the industry? 9. growth/growth matrix9. how is the company growing relative to the industry? is the company gaining or losing share?10. ros/rms10. what is a companys relative market share and what is its return on sales? where is the industrys normative band?costscustomerscompetitorsc

16、apabilities11. company ownership and management11. who are the major owners of the company? how experienced is the management team?3 cscapabilities capabilities-related bain toolsstrategic questions answered2. make/buy analysis2. what should the company make itself versus buy from another company?1.

17、 core competencies1.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?costscustomerscompetitorscapabilities3. what organi

18、zational structure will enable the company to implement its strategy effectively?3. organizational structure3 cs agendathe 3cs frameworktools and strategic questions answeredtakeaway slides3 cstakeaway slides - costs rcpcost experience curvevalue chain analysisbdp quantificationabcclient currentcomp

19、etitor acompetitor bclient fullpotential$95$100$100$80$0$20$40$60$80$100cost/unitprocure materialsmakesellsupportavg. rev/salesperson:bdp rev/person:rev impact of achieving bdp:$ $ $ $ $ $ $ $region - - - -fixed/variable costssupervisorylaborrentvariablefixedhourly laborraw materialsfixed coststotal

20、 costsvariable costs0%20%40%60%80%100%percentdirect/indirect costspackaginghourly laborindirectdirectadvertisingoverheaddirect coststotal costsindirect costs0%20%40%60%80%100%percentplpshoessocksbeltsshirts(10%)(5%)0%5%10%15%20%ros (%)revenue (% of total)unit cost (log)accumulated experience (log)r2

21、 = 0.80bain slope = 70%clientabclient$3 cstakeaway slides - customers (1) attractivenessabctarget segmentsegmentfinancialattractivenessease of implementationhilolow pricehigh qualityfast deliverya b c dsegment needssegmentsegment sharetotal market = $competitors (% of total sales)clientabcd0%20%40%6

22、0%80%100%segment (% of total sales)$satisfaction over timepercent of replies100%timegoodokaybadvalue propositionsegment asegment bsegment csegment dproductservicechannelsize of segmentsegment dsegment csegment bsegment acustomerssalesprofits0%20%40%60%80%100%percentrevenue and profit#$ low pricehigh

23、 qualityfast delivery0%20%40%60%80%100%importance / effectivenessclientcompetitorcomb chartdprice positioning$0$1$2$3$4$5$6$7$8$9$10average priceproduct aproduct bproduct c來自來自中國最大的資料庫下載中國最大的資料庫下載3 cstakeaway slides - customers (2) best $5better $4good $2generic $1best $5better $4good $2generic $1cl

24、ientcompetition0%20%40%60%80%100%percent of salesprice points and product mixaverage price:$channel analysistellerphoneatmpc banking012345cost per transactionchannel customer retentioncustomer valuetimeacquisition cost3 cstakeaway slides - competitors (1) market share by product typeshirtspantssocks

25、0%5%10%15%20%25%30%market shareukusageographic segmentationrevenue/profit over timetimedollarssalesprofitcagr%stock priceindexed stock pricetimecompetitor acompetitor bindustry averagemarket marimekkoabcdefgmarket shareproduct categoriessales = $100%market growthmarketcompetitor ccompetitor btimecompetitor asalescagr%cash flow19911992199319941995