某咨詢戰(zhàn)略管理框架

StrategyPractitionerToolsCoreToolsOctober1999?1998,PricewaterhouseCoopersL.L.P.DRAFT:FORDISCUSSIONONLY/Version:660_w3/ppt/sfTableofContents1 ANALYSISPLAN2 BREAKTHROUGHMODEL3 COMPETITIVEBENCHMARKING4 COMPETITIVEPOSITIONING5 CORECOMPETENCTYANALYSIS6 CUSTOMERSEGMENTATION7 EXPERIENCECURVE8 FINANCIALMODELING9 FITVS.ATTRACTIVENESSMODEL10 FIVEFORCESANALYSIS11 GANTTCHART12 GAPANALYSIS13 GROWTHSHAREMATRIX14 INDUSTRYVALUECHAINANALYSIS15 ISSUETREE/ISSUEMAP16 KEYPERFORMANCEINDICATORS17 MARKETPROFITABILITY18 PORTFOLIOANALYSIS19 REALOPTIONS/STRATEGICOPTION20 SCALECURVE21 SCENARIOENVISIONING22 SENSITIVITYANALYSIS23 SEVENSFRAMEWORK24 STAKEHOLDERANALYSIS25 SWOT26 VALUEBASEDMANAGEMENT27 VALUECHAINANALYSIS28 VALUETREE29 VOICEOFTHECUSTOMER

AnalysisPlanSummaryTheanalysisplandetailsaproblem-solvingprocessandspecificanalysiswhichmustbedevelopedtoassessahypothesis.Theanalysisplanmustbeflexibleandthattheanalysestobeconductedandthedeliverablestobeproducedmaychangeduringthecourseoftheproject.AnalysisPlanCLIENTEXAMPLE:HYPOTHESIS/ANALYTICALPLANHypothesisAnalysisInfo.RequiredInfo.SourceEndProductsOverallHypothesisOrganizationalphilosophyneedstobemodifiedSupportingHypothesisExistingorganizationdoesnotadequatelysupportthebusinessstrategyDefinebusinesssystem,operatingenvironmentDefineCSFs,organizationalrequirementsalongbusinesssystemDefinehowexistingorganizationsupportsbusinesssystem,CSFsKeyactivities,processesbyLOBCSFsalongbusinesssystembyLOBExistingorganizationalelementsimpactingbusinesssystemManagementinterviewsSecondaryresearchHRdocumentsBusinessSystemDiagramsActivityCSF~~~~

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~~~~Evenafteradjustingforassetwrite-up,financialperformancehasnotmetcorporateexpectationsorcompetitivestandardsduetoaninappropriateorganization(andcost)structureFpetitors,budget/plansOverviewofcoststructure(e.g.,fixedvs.variablecosts)ROA,NIadjustedforassetwrite-upsHistoricandprojectedfinancialdataAssetwrite-upinformationSummarycost,volumeinfoforproductionunitsAnnualreports,10Ks,10Qs,etc.CompanyfinancialreportsFinancialdepartmentinterviewsFinancialMetricsTheincreasingcomplexityofbusinessandtheevolvingimportanceof,andcoordinationrequiredbetweenspecializedexpertiserequireschangesinthedecision-makingprocessandinformationflowsDefineactualvs.perceivedvs.“real”organizationchart,decision-makingprocess/responsibilities;identifygapsDefineexpertise,inforequiredtomakedecision,organizationalrequirementsDefineevolvingnatureoforganizationandinformationflowsKeydecisionsKeyindividualsinvolvedindecision-makingprocessInformationflowsManagementinterviewsOrganizationchartsMemos/documentsonmanagementprocessesSystemflowchartsData/InfoFlowsOrgChartsApproachAnalysisPlanWhenToApplyWhenitisnecessarytolayoutproblem-solvingprocessindepth/detailandidentifytheanalyseswhichneedtobeundertakentovalidatetheselectedhypotheses

Defineanissueonwhichaspecificactiondependsandphraseitasa“yes”orno”questionEstablishahypothesis:astatementoflikelyresolutionoftheissueincludingthereasonsforanswering“yes”or“no”Developananalysisstatementthatoutlinesthe“models”thatwillbeexploredinordertoproveordisprovethehypothesisIdentifythelikelylocationormeansofobtainingdatatoaccomplishtheanalysisDevelopendproducts(presentations)tographicallyrepresenttheoutputoftheanalysisCitations-ClientandIndustryExperienceAnalysisPlan

Compaq/Technology/VasuKrishnamurthyGalileo/Travel/SpencerLin&VasuKrishnamurthyPostOfficeCountersLtd./TransportationServices/KITdatabasePwCMCS/Consulting/VasuKrishnamurthyUnitedAirlines/Travel/VasuKrishnamurthyRobertM.Grant,“ContemporaryStrategyAnalysis”,3rdEditionSourceList

BreakthroughModelSummaryTheBreakthroughmodelfocusesattentiononmostsubstantialopportunitiesforcreatingvalueforcustomersandshareholders.BreakthroughModelExternalInternalIndustryCompanyTrendsintheeconomicenvironmentinwhichthemarketsexistBestpracticesacrossthisandsimilarindustriesMarket/productstrategyandbasisforcompetitionCapabilitiesofthecompany’speople,processes,technology,systemsandstructure1234Market/ProductRepositioningIndustryTransformationEnterpriseAlignmentBestPracticePerformanceApproachBreakthroughModelWhenToApplyUtilizetheBreakthroughmodeltoidentifyandcategorizeallopportunitiestocreatesubstantialincrementalshareholdervalue.WhencreatingaBreakthroughmodel,thefollowingcriteriashouldbeconsidered:SummarizeallopportunitiestoimprovebusinessperformancefromotheranalysesCategorizethemintofourgroups:EnterprisealignmentBestpracticeperformanceMarket/productrepositioningIndustrytransformationDetermineapproximateeconomicvalueofeachtypeofstrategyCitations-ClientandIndustryExperienceBreakthroughModelNon-PwC:Toyota:theleanproductionsystem?Frito-Lay:end-to-endsupplychainmanagementandtheuseofadvancedtechnology?Intel:highvelocityproductdevelopment?A:Internetbasedchannelsofdistributiononbehalfofshareholders.PaulElkin,“MasteringBusinessPlanningandStrategy:ThePowerandApplicationofStrategicThinking”

SourceList

CompetitiveBenchmarkingSummaryCompetitiveBenchmarkingisusedtoidentifyandmeasurethefactorsthatdeterminewhyaprocesshasspecificcost,qualityortimingattributesandincorporatethebestpracticesintoanactionablechangeplan.Itdoessoinpart,bycomparingacompany’sperformanceinkeyareaswithrespecttoitscompetitors’performance.ExamplesofpresentingCompetitiveBenchmarkingfindings:CompetitiveBenchmarkingMonthsHomeGoodsPerishablesApparelAverage=6.7

=Maximum#=AverageorMostCommon=Minimum02468101214161820ABCDEFGIJKLMNNEWPRODUCTDEVELOPMENTCYCLETIMEBestPractices~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~3.55.04.56.513.55.06.09.07.06.010.56.04.5ApproachCompetitiveBenchmarkingWhenToApplyWhilenotacomprehensivecomparison,CompetitiveBenchmarkingillustratestheefficiencyofspecificprocessesincomparisontoacompany’scompetitors.Selectcompaniestobenchmarkagainstcarefully-rememberthatcompaniesoutsidetheclient’sindustrymaybethebestcandidates.Ensurethatdatacollectedarecomparableandthetherightprocessesarebenchmarked;thosewhichhavethebiggestimpactoncustomerservice/satisfaction/value.

Examinetheissuesmostimportanttothecompany’ssituationtodeterminewhetherroles,processes,orstrategicissuesshouldbybenchmarkedIdentifykeyperformancevariablesanddeterminewhichcompaniestouseforcomparison(bothwithincompany’sindustryandoutsidetheindustry)Forprocessbenchmarking,determinethemetricstobemeasured;thesecanbekeyperformanceindicators(KPI’s),orothermeasurementsEstablishdatacollectionmethodology(industrysources,on-linedatabases,on-sitevisits,phoneinterviews,surveyquestionnaires,competitors,etc.)MeasureclientcompanyperformanceMeasureperformanceofcompetitorsandbestpracticeleadersIllustratethespectrumofperformancesonanappropriategraphDeterminegapsandreasoningDevelopactionplans/recommendationtoaddressgapsImplementactionsandmonitorprogressCitations-ClientandIndustryExperienceCompetitiveBenchmarking

BallCorporation/Packaging/VasuKrishnamurthy&MikeWeissMotorola/Technology/VasuKrishnamurthyPwCMCS/Consulting/VasuKrishnamurthyUnitedAirlines/Travel/VasuKrishnamurthy

PaulElkin,“MasteringBusinessPlanningandStrategy:ThePowerandApplicationofStrategicThinking”LiamFahey,RobertM.Randall,“ThePortableMBAinStrategy”RobertM.Grant,“ContemporaryStrategyAnalysis”,3rdEditionMichaelGould,AndrewCampbell,MarcusAlexander,“Corporate-LevelStrategy:CreatingValueintheMultibusinessCompany”

SourceList

CompetitivePositioningSummaryCompetitivePositioninganalysisshowshowacompanyispositionedinitsindustryrelativetoitscompetitorsPositioningMapExample:EntertainmentHighLowLowHighChannelStrengthContentStrengthIntellectualpropertystrengthProductstrengthLowMediumHighMarketStrengthCompetitivePositioningApproachCompetitivePositioningWhenToApplyToshowclientsthatyouunderstandtheirmarketandposition.Canalsobeusedtodevelopstrategicrecommendations.STEPDATAREQUIREDSOURCE(S)1. Chooseaxesthatarerelevanttocustomerdecision-making(first)andthosewhichdifferentiatesuppliers(second)2. Illustratewherecompetitorslieonmap(s)3. Interpretmapforstrategicimplications(e.g.,clustersoropenspaces)InformationonindustryasawholeInformationoncompetingcompanies’strategiesandpositioningTradeassociationsTradeperiodicalsandpublicationsInformationservicesAnalystreportsVariouscompanies’annualreportsandotherpublicinformationInterviewswithcompetitormanagementIndustryexpertsCitations-ClientandIndustryExperienceCompetitivePositioning

BarclaysGlobalInvestors(BGI)/Banking/KITdatabaseBlueCross/Insurance/MikeWeissBoots/Retail/KITdatabaseGalileo/Travel/SpencerLin&VasuKrishnamurthyGiddings&Lewis/MachineTool/VasuKrishnamurthyOshKoshB’Gosh?SP/Retail/MikeWeissPwCMCS/Consulting/VasuKrishnamurthySave&Prosper/Banking/KITdatabasePaulElkin,“MasteringBusinessPlanningandStrategy:ThePowerandApplicationofStrategicThinking”RobertM.Grant,“ContemporaryStrategyAnalysis”HenryMintzberg,JamesBrianQuinn,SumantraGhoshal,“TheStrategyProcess”HenryMintzberg,JamesBrianQuinn,“TheStrategyProcess:Concepts,Contexts,Cases”SourceList

CoreCompetencyAnalysisSummaryCoreCompetencyAnalysisprovidesapracticalandsystematicprocesstoidentifyacompany’scorecompetenciesandassesskeycompetitiveadvantages.ExamplesofCoreCompetencyModels:CoreCompetencyAnalysisMarketingExample:McDonald’sCustomerRefillSupportSales/DistributionOtherCustomerServiceCriticalStrategicCapabilities(SC)-Thecapabilitiesinwhichacompanyisaleader.Thesecapabilitiesarethesourceofcompetitiveadvantage.CriticalEnablingCapabilities(EC)-Thecapabilitiesinwhichacompanyiscompetitivelyequivalenttoothermarketleaders.Thesecapabilitiesareoftenthesourceofabarriertoentry.Strategic/FinancialPlanningTechnologyDevelopmentProductDevelopmentMfg/JointVentureCoreCompetence(CC)-Acompetencewhichdeliversasustainablecompetitiveadvantageincurrentmarkets,providesaccesstoawidevarietyofmarkets,andmakesasignificantcontributiontotheperceivedcustomerbenefitsoftheendproduct.PrimaryCapabilities(PC)-Minimumfunctionalandtechnicalrequirementsnecessarytoparticipate.COMPETENCIESMODEL-FRAMEWORKFast,affordable,fun,familydiningexperienceMarketingandbrandmgmt.TrainingFranchisemgmt.ProductinnovationBigMacrecipeHighquality,lowpriceproductsourcingEfficientoperationHamburgerpreparationMenuselectionApproachCoreCompetencyAnalysisWhenToApplyEmployCoreCompetencyanalysistoevaluateacompany’scapabilitiesineachfunctionofthevaluechainwithahierarchicalmodelwhichidentifiescapabilitiesandthedegreetowhichtheyprovidecompetitiveadvantageandcanbeleveraged.Pleasenotethatthereisariskofdefiningtoonarrowlythemarketinwhichtheclientcompetes,thusfocusingonthewrongcompetencyrequirementsorasubsetofthecompetenciesrequiredtoeffectivelycompete.Itiskeythatthoseprojectsandprogramsthataimatdevelopingcorecompetenciesshouldnotbeopentore-prioritizationatalaterstage.AdheretothefollowingguidelineswhenanalyzingcorecompetenciesanddevelopingaCompetenciesModel-Framework:InterviewcompanyseniormanagementandbusinesslinemanagementaswellascompetitormanagementDefinecompany’sbusinesssystemandactivitiesperformedwithineachfunction-Basedonthetotalrangeofcapabilitiesidentified,askthequestions:Whichonesdowehavetobe“goodat”?Whichonesdowehavetobe“market/worldleadingat”?

Determinewhethereachactivityisaprimarycapability,acriticalenablingcapability,acriticalstrategiccapability,oracorecompetence,basedonthedegreetowhichtheactivityprovidescompetitiveadvantageandcanbeleveragedNotethatwhilealltheidentifiedcapabilitieswillbecriticaltoachievethevisionandstrategy,thequestionswillhelpdistinguishcorefromnon-corebyinvokingmanagementattentionandreflectioninasystematicandstructuredmannerCitations-ClientandIndustryExperienceCoreCompetencyAnalysis

Galileo/Travel/SpencerLin&VasuKrishnamurthyGiddings&Lewis/MachineTool/VasuKrishnamurthyMetLife/Insurance/KITdatabasePwCMCS/Consulting/VasuKrishnamurthySave&Prosper/Banking/KITdatabase

DavidA.Aaker,“DevelopingBusinessStrategies”,5thEdition

RobertM.Grant,“ContemporaryStrategyAnalysis”,3rdEdition

MichaelGould,AndrewCampbell,MarcusAlexander,“Corporate-LevelStrategy:CreatingValueintheMultibusinessCompany”HenryMintzberg,BruceAhlstrand,JosephLampel,“StrategySafari:AGuidedTourThroughtheWildsofStrategicManagement”HenryMintzberg,JamesBrianQuinn,SumantraGhoshal,“TheStrategyProcess”HenryMintzberg,JamesBrianQuinn,“TheStrategyProcess:Concepts,Contexts,CasesSourceListEstablishSegmentationObjectivesDataAssessmentModelConstruction

BuildClosedLoopPerformanceToolWhataretheobjectivesofthesegmentation?BetterROI,redistributespending,changesalesefforts?Whatdataisneededtomeettheobjectives?Howmuchofthatdatacanbeobtainedinternally?externally?Whatdataisessentialtothesegmentation?Whatdatacanbeafocusforfurtherimprovementinthefuture?Definethevariablesofthemodelwithaccessibledata?Developananalyticaltoolthatutilizesthevariablestodetermineacustomerrankingorgrouping(iemostidealpartnertomostinefficientpartner).Refocusinternaleffortsbasedonsegmentationoutcome.Establishawaytocapturethekeydataneededtosegmentcustomerbase.Utilizethedataonanongoingbasistoimproveperformanceandcontinuallyrewardthebetterperformingcustomers.CustomerSegmentationMethodologyHighlevelworkflowforacustomersegmentationCustomerSegmentationMethodologySummary

CustomerSegmentationSummaryCustomersegmentationisadivisionofamarketintodistinctgroupsofbuyerswhomightrequireseparateproductsand/ormarketingmixes.THECONVERTERMARKETCANBESEGMENTEDUSINGTWOVARIABLES:ECONOMICRISKANDFABRICINNOVATIONHoldinventoryCreditproblemBasicfabrics“Opportunistic”StrategySpecialtyproductsNarrowcustomerbaseNicheStrategy(specializedproducttonarrowcustomerbase)SelltomanufacturersbeforefabricpurchaseEstablishedcreditBroadcustomerbaseBasicfabricsLow-CostStrategySelltomanufacturersbeforefabricpurchaseEstablishedcreditFocusedcustomerbaseNovelfabrics(“fashionforward”)DifferentiationStrategy(specializedproducttobroadcustomerbase)EconomicRiskInventorypositionCreditstatusProductmixCustomerbaseFabricInnovationPercentnoveltiesOrdersizeNumberofcollectionsHighLowHighLowCustomerSegmentationApp三roa三chSTEPDATAREQUIREDSOURCE(S)1. Identifysegmentationvariablesandsegmentthemarketa) SurveyStage:Conductinterviews/focusgroupswithconsumerstogaininsightintomotivations,attitudes,andbehaviorb) AnalysisStage:Applyfactoranalysistodatatoremovehighlycorrelatedvariables;applyclusteranalysistocreateanumberofmaximallydifferentsegments2. Formsegmentsbylookingatconsumercharacteristicsaswellasconsumerresponsesa) GeographicSegmentationb) DemographicSegmentationc) PsychographicSegmentationd) BehavioralSegmentationResultsfromfocusgroups,interviews,andsurveysCustomercharacteristics:demographics,statistics,etc.Focusgroups,interviews,surveysCompanydataWhe三nT三oA三ppl三yApp三lic三abl三ew三hen三it三is三us三efu三lt三ob三ett三er三ide三nti三fy三mar三ket三ing三op三por三tun三iti三es,三to三de三vel三op三the三ri三ght三of三fer三ing三fo三re三ach三ta三rge三tm三ark三et,三or三to三be三ab三le三to三rea三ch三the三ta三rge三tm三ark三et三in三the三mo三st三eff三ici三ent三ma三nne三rp三oss三ibl三e.Cus三tom三er三Seg三men三tat三ionCit三ati三ons三-三Cli三ent三an三dI三ndu三str三yE三xpe三rie三nceCus三tom三er三Seg三men三tat三ionGal三ile三o/T三rav三el/三Sp三enc三er三Lin三&三Vas三uK三ris三hna三mur三thyGen三era三lM三ill三s/C三IP/三Joh三an三Sau三erGid三din三gs三&L三ewi三s/M三ach三ine三To三ol/三Vas三uK三ris三hna三mur三thyThe三Li三ttl三ewo三ods三Or三gan三iza三tio三n/R三eta三il/三KIT三da三tab三asePwC三MC三S/C三ons三ult三ing三/Va三su三Kri三shn三amu三rth三yPau三lE三lki三n,三“Ma三ste三rin三gB三usi三nes三sP三lan三nin三ga三nd三Str三ate三gy:三Th三eP三owe三ra三nd三App三lic三ati三on三of三Str三ate三gic三Th三ink三ing三”Rob三ert三M.三Gr三ant三,“三Con三tem三por三ary三St三rat三egy三An三aly三sis三”Hen三ry三Min三tzb三erg三,J三ame三sB三ria三nQ三uin三n,三Sum三ant三ra三Gho三sha三l,三“Th三eS三tra三teg三yP三roc三ess三”Sou三rce三Li三stThe三Ex三per三ien三ce三Cur三ve三for三eca三sts三fu三tur三et三ren三ds三in三cos三t/l三abo三ra三nd三det三erm三ine三st三he三rel三ati三ve三cos三tp三osi三tio三no三fv三ari三ous三co三mpe三tit三ors三.三The三to三ol三qua三nti三fie三sc三ost三sa三vin三gs,三th三eor三eti三cal三ly三ach三iev三ed三thr三oug三he三xpe三rie三nce三ga三ine三di三nc三ond三uct三ing三a三pro三ces三s.Exp三eri三enc三eC三urv三eS三umm三aryThe三Ex三per三ien三ce三Cur三veEXP三ERI三ENC三EC三URV三EF三OR三WID三GET三S-三PR三OJE三CTI三ONS5040302010200400600800100020004000UnitVolume(Thousands)UnitCost($)19741975197619771978197919801981198219831984Slope20%App三roa三chExp三eri三enc三eC三urv三eCre三ati三ng三the三Ex三per三ien三ce三Cur三ve三req三uir三es三yea三rly三ac三cum三ula三ted三pr三odu三cti三on三vol三ume三fo三rt三he三ent三ire三in三dic三ati三ve三and三in三div三idu三al三com三pet三ito三rs,三an三dt三he三uni三tc三ost三fo三rt三he三ent三ire三in三dus三try三an三dc三omp三eti三tor三s(三use三pr三ice三da三ta三if三cos三td三ata三is三no三ta三vai三lab三le.三)三Dat三ac三an三be三sec三ure三df三rom三go三ver三nme三nt三age三nci三es,三tr三ade三as三soc三iat三ion三s,三and三fr三om三int三ern三al三com三pan三yd三ata三.Ste三p1Plo三ta三ccu三mul三ate三dv三olu三me三for三di三ffe三ren三ty三ear三sa三gai三nst三un三it三cos三to三na三lo三g/l三og三sca三le三(un三it三cos三ts三hou三ld三be三def三lat三ed三by三us三ing三a三gen三era三li三nde三xs三uch三as三th三eG三NP三def三lat三or,三or三sp三eci三fic三in三dic三es三for三th三ev三ari三ous三pa三rs三of三cos三ts三uch三as三ma三ter三ial三s三and三la三bor三.)Ste三p2Add三a三sta三nda三rd三reg三res三sio三nl三ine三to三th三eg三rap三h.CAV三EAT三S:Cos三tf三igu三res三mu三st三be三def三ine三di三nt三he三sam三em三ann三er三by三all三so三urc三es三of三dat三a.三If三com三pan三yc三ost三-ac三cou三nti三ng三dat三ai三su三sed三,i三tm三ay三nee三dt三ob三ea三dju三ste三df三or三ove三rhe三ad三all三oca三tio三ns三and三ot三her三co三sts三no三tc三ons三ide三red三to三be三pa三rt三of三the三ac三tiv三ity三,p三roc三ess三,o三rp三rod三uct三un三der三st三udy三.I三fp三ric三ed三ata三is三us三ed三pri三cin三gb三eha三vio三ro三fp三art三ici三pan三ts三nee三ds三to三be三con三sid三ere三dInn三ova三tio三nw三ith三in三any三fu三nct三ion三al三are三a(三e.g三.,三pro三duc三t,三pro三ces三s,三dis三tri三but三ion三)c三an三ren三der三th三ec三urr三ent三ex三per三ien三ce三cur三ve三use三les三sa三sa三st三rat三egy三to三ol.三Th三ere三for三e,三it三is三imp三ort三ant三to三un三der三sta三nd三the三en三vir三onm三ent三al三and三cu三sto三mer三tr三end三si三no三rde三rn三ot三to三rel三yt三oo三hea三vil三yo三nt三his三an三aly三sisThe三ex三per三ien三ce三cur三ve三is三onl三ya三na三nal三yti三cal三co三nce三pt,三an三dt三her三ei三sn三og三uar三ant三ee三tha三tc三ost三sw三ill三ac三tua三lly三de三cre三ase三ac三cor三din三gt三oi三t.三The三co三mpa三ny三mus三ta三cti三vel三ym三ana三ge三cos三ts三dow三nWhe三nt三oA三ppl三yThe三Gr三owt三hS三har三eM三atr三ix三may三be三ov三erl三ys三imp三lis三tic三,m三ark三et三sha三re三doe三sn三ot三alw三ays三co三rre三lat三ew三ith三pr三ofi三tab三ili三ty三and三no三ta三ll三bus三ine三sse三sh三ave三th三es三ame三as三set三in三ten三sit三y.三Co三ncl三usi三ons三ar三es三ens三iti三ve三to三bus三ine三ss三and三ma三rke三td三efi三nit三ion三s;三whe三re三lin三es三are三dr三awn三.三Pra三cti三tio三ner三sm三ust三be三cr三eat三ive三,c三are三ful三an三dc三ons三ist三ent三wi三th三mar三ket三da三ta.Cit三ati三ons三-三Cli三ent三an三dI三ndu三str三yE三xpe三rie三nceExp三eri三enc三eC三urv三eSou三rce三Li三stDav三id三A.三Aak三er,三“D三eve三lop三ing三Bu三sin三ess三St三rat三egi三es”三,5三th三Edi三tio三nThe三Bo三sto三nC三ons三ult三ing三Gr三oup三,“三Per三spe三cti三ves三on三St三rat三egy三”Rob三ert三M.三Gr三ant三,“三Con三tem三por三ary三St三rat三egy三An三aly三sis三”,三3rdEdi三tio三nHen三ry三Min三tzb三erg三,B三ruc三eA三hls三tra三nd,三Jo三sep三hL三amp三el,三“S三tra三teg三ySaf三ari三:A三Gu三ide三dT三our三Th三rou三gh三the三Wi三lds三of三St三rat三egi三cMan三age三men三tFin三anc三ial三Mo三del三ing三Su三mma三ryFin三anc三ial三Mo三del三ingThe三fi三nan三cia三lm三ode三lw三ill三al三low三us三to三te三st三man三age三men三ta三ssu三mpt三ion三sa三nd三und三ers三tan三dh三ow三dif三fer三ent三ac三tio三ns三may三af三fec三tp三erf三orm三anc三eo三ns三ome三ke三yc三omp三eti三tiv三ed三ime三nsi三ons三.App三roa三chWhe三nT三oA三ppl三yFin三anc三ial三Mo三del三ing三is三ef三fec三tiv三ei三na三nal三yzi三ng三how三a三com三pan三y’s三pe三rfo三rma三nce三,i三nc三ore三ar三eas三of三bu三sin三ess三,w三ill三be三af三fec三ted三by三pu三rsu三ing三di三ffe三ren三tc三our三ses三of三ac三tio三n.三Th三is三too三lf三aci三lit三ate三sa三nu三nde三rst三and三ing三of三va三rio三us三cau三se-三eff三ect三an三dp三rov三ide三sa三mo三del三by三wh三ich三to三te三st三var三iou三s"三wha三ti三f"三sta三tem三ent三s.Fin三anc三ial三Mo三del三ingFol三low三th三ese三st三eps三to三su三cce三ssf三ull三yc三rea三te三aF三ina三nci三al三Mod三elSte三p1Gat三her三in三for三mat三ion三on三ke三yd三riv三ers三ie三.Fro三mt三he三cas三hf三low三an三aly三sis三pe三rfo三rme三da三sp三art三of三th三eS三VADat三aa三nd三ins三igh三tf三rom三Vo三ice三of三th三eC三ust三ome三ri三sa三not三her三so三urc三eo三fi三nsi三ghtSte三p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