戰(zhàn)略分析工具 分析方法-3Cs

Author:Copyright?

1998

Bain

&

Company,

Inc.LairdReedReviewers: Scott

Wells,Karen

Hellmichbc3C’sMarch

1998CU7030298IMB

13

C’sBOS

CU7112497ECA

2Copyright?

1998

Bain

&

Company,

Inc.The3C’sframeworkTools

and

strategicquestions

answeredTakeawayslidesAgenda3

C’sBOS

CU7112497ECA

3Copyright?

1998

Bain

&

Company,

Inc.AgendaThe3C’sframeworkTools

and

strategicquestions

answeredTakeawayslides3

C'sStrategicP

urpose:Todetermineacompany’sstrategiccostpositionrelativetocompetitorsToidentifycostreductionopportunitiesToidentifyrevenueandprofit

maximizingstrategiesToachievedifferentiationandpreemptcompetitor

movesTodeterminethestrategiesthatfitbestwithacompany’scorecompetenciesCostsCustomersCompetitorsCapabilitiesThe3C’sisone

of

thecore

tools

usedtodeterminethemost

leveragedstrategyforabusiness.Thefourth,oftenneglected,

“C”FrameworkBOS

CU7112497ECA

4Copyright?

1998

Bain

&

Company,

Inc.3

’Cs’BOS

CU7112497ECA

5Copyright?

1998

Bain

&

Company,

Inc.AgendaThe3’Csf’rameworkToolsandstrategic

questionsansweredTakeawayslides3

’Cs’

BOS

CU7112497ECA

6Copyright?

1998

Bain

&

Company,

Inc.CostsCost-RelatedBainToolsStrategicQuestions

AnsweredCostsCustomersCompetitorsCapabilities1.Relative

CostPosition1.Howdoourcostscomparetocompetitors’costsbyproduct/service/business?Whatisour

fullpotential

costposition?Towhatextentisthe

companyusingits

accumulated

experiencetodrivedown

unitcosts?Arethereanyopportunitiestosharecostswithinthe

company?What

arethepotential

savingsfromcost

sharing?Whatare

thebest

internalandexternalpractices?To

whatextentaretheytransferable?

Whatwillbetheimpact

of

implementingthem

morebroadly?Howcanweoptimizeateachstep

in

thevaluechain?Whatarethecostdriversateachstep?Whatare

thequickhitoperating

improvements?Whatisthesavingspotential?Howdoweallocatecoststoeach

business/product/customersegment?2.ExperienceCurve3.CostSharingAnalysis4.BestDemonstrated

Practice5.Value

Chain

AnalysisProfitHuntProductLineProfitability/Cost

Allocation/ActivityBasedCostingOverhead

Analysis8.Is

thecompany’soverheadanefficient

useofresources?9.Fixed/Variable

Analysis9.Whatisthe

fixed/variable

split

of

thecompany’scosts?10.

Direct/Indirect

Analysis10.

How

muchof

the

company’scostsare

directly,

vs.not

directly,

associatedwith

the

production

of

aproduct?3

C’sBOS

CU7112497ECA

7Copyright?

1998

Bain

&

Company,

Inc.CustomersCustomer-Related

Bain

Tools1.

CustomerSegmentationStrategic

Questions

Answered1.

What

are

theappropriatecustomer

segments?How

can

eachsegment

bedescribed?2.

Purchase

Criteria

Rating(ImportanceAnalysis)2.

What

isimportant

to

eachsegment

when

theypurchase

aproduct

or

service?CompanyPositioning(Effectiveness

Analysis)Attractiveness

Analysis3.

How

wellpositionedis

thecompany

with

eachsegment?Which

segments

aremost

attractive

from

both

a

financial

andanimplementation

perspective?revenue

opportunitycost

to

servestrategic

fitValue

Proposition

DevelopmentPricingStrategyWhatproduct/service/channel

offeringwillmeet

the

target

segment’s

needs?What

price

will

maximizelong

term

profits?8.

Customer

Retentionand

LoyaltyHow

canwe

increaseour

retention

ofour

best

customers?

Howmuchofanimpact

will

increasing

retentionby

X%haveon

ourbottom

line?How

canwe

acquireprofitable

customers?9.

CustomerAcquisitionCostsCustomersCompetitorsCapabilities7.

DistributionChannel

Analysis7.

What

are

theappropriatechannels

foreachproduct/service?

What

are

theeconomics

ofeachchannel?3

C’sBOS

CU7112497ECA

8Copyright?

1998

Bain

&

Company,

Inc.CompetitorsCompetitor-RelatedBainToolsMarketOverviewCompanyOverviewStrategic

Questions

AnsweredWhat

isthe

marketsize?Growth?

Profitability?What

is

eachcompetitor’smarketshare?

Profit

share?What

isthe

compan’sy’revenue

and

profit

byproduct,

channel,and

geography?What

is

itsfinancial

performance?SWOTPorter’s

5

Forces

AnalysisBenchmarkingScenarioAnalysisMergersand

Acquisitionsmergers

andacquisitions?What

are

eachcompetitor’s

strengths,weaknesses,opportunities,

and

threats?How

attractive

is

the

industry?Whatare

the

competitive

dynamicsofthe

industry?How

iseach

competitor

performing

onkey

measures?How

dowe

expect

each

competitor

to

act/react

indifferent

situations?Which

companies

arepotential

targets?

Howcan

werealize

value

from8.Growth/ShareMatrixHow

canwe

describea

company’sportfolio

of

businessesin

terms

ofmarketshare

and

growth

potential?How

isthe

companygrowing

relative

to

theindustry?

Isthecompany

gaining

orlosing

share?What

isa

company’srelative

market

share

and

whatis

its

return

onsales?Whereistheindustr’syn’

ormativeband?11.Whoarethemajorownersofthecompany?Howexperiencedisthemanagementteam?9.

Growth/GrowthMatrix10.

ROS/RMSCostsCustomersCompetitorsCapabilities11.CompanyOwnershipandManagement3’Cs’BOS

CU7112497ECA

9Copyright?

1998

Bain

&

Company,

Inc.CapabilitiesCapabilities-RelatedBainTools1.CoreCompetenciesStrategicQuestionsAnswered1.Whatspecialskillsortechnologiesdoesthecompanyhavethatcreatedifferentiablecustomervalue?Howcanacompanyleverageitscorecompetencies?Whatinvestmentsintechnologyandpeoplewillhelpbuilduniquecapabilities?2.Make/BuyAnalysis2.Whatshouldthecompanymakeitselfversusbuyfromanothercompany?CostsCustomersCompetitorsCapabilities3. What

organizational

structurewill

enable

the

company

toimplementitsstrategy

effectively?3.

Organizational

Structure3

C’sBOS

CU7112497ECA

10Copyright?

1998

Bain

&

Company,

Inc.AgendaThe

3C’s

frameworkTools

and

strategic

questions

answeredTakeaway

slides3

C'sTakeaway

Slides

-

CostsBDP

Quantification

Value

Chain

AnalysisRCPCost

ExperienceCurveProcurem

aterialsMakeSellSuppor

tRev

impact

of

achieving

BDP:BDP

rev/person:

$A

B

CAvg.

rev/salesperson:

$

$

$$

$$

$

$Region-----

?

-----

?

-----

?

-----------

?------

?------

?------------

?------

?------

?------------

?------

?------

?------Fixed/VariableCostsDirect/Indirect

CostsPLPRevenue

(%

of

total)Unit

Cost

(log)R2

=0.80Bain

Slope

=

70%Accumulated

Experience

(log)Client

A

B

ClientBOS

CU7112497ECA

11Copyright?

1998

Bain

&

Company,

Inc.$$$$$$3

C'sTakeaway

Slides

-

Customers(1)Revenueand

Profit Comb

ChartAttractivenessABCSegment

Financial

AttractivenessEase

ofImplementationHiLoSegmentNeedsSegmentA

BCDLow

priceHigh

qualityFast

deliverySegmentShareCompetitors

(%of

Total

Sales)Total

market

=$Client$$

$

$$Satisfaction

Over

TimePercent

of

Replies100%BadOkayGoodTimeValue

PropositionProduct Service

ChannelSegmentA

SegmentB

SegmentCSegmentD

Size

ofsegmentTargetsegm

entD#$$Client

CompetitorPricePositioningProduct

ABOS

CU7112497ECA

12Copyright?

1998

Bain

&

Company,

Inc.Product

BProduct

C3

C'sTakeaway

Slides

-

Customers(2)Price

Points

andProduct

MixAverage

price:$$Channel

AnalysisCustomer

RetentionAcquisition

CostBOS

CU7112497ECA

13Copyright?

1998

Bain

&

Company,

Inc.3

C'sTakeawaySlides-Competitors(1)Market

Share

byProduct

TypeGeographic

SegmentationRevenue/ProfitOver

TimeTimeDollarsSalesCAGR%Profit

%Stock

PriceIndexed

Stock

PriceCompetitor

AIndustry

AverageCompetitor

BTimeMarket

MarimekkoSales

=

$100%MarketGrowthMarketCompetitorCCompetitorBTimeCompetitorASalesCAGR%%%%CashFlowNetCashFlo

w$$OpportunitiesStrengthsThreatsWeaknessesSWOT?

????????$$$Sales=

$BOS

CU7112497ECA

14Copyright?

1998

Bain

&

Company,

Inc.100%3

C'sTakeawaySlides-Competitors(2)Porter’s

5

ForcesSuppliersPotential

EntrantsBuyersSubstitute

ProductsIndustry

RivalryChannel

MixTimePercent

of

SalesChannel

IIIChannel