貝恩戰(zhàn)略分析方法分析方法valuechain1016

1、1 valuechainvalue chain author: tom macina reviewers: scott bender, peter fisher, cyrus villa, ammar maraqa bc value chain march 1998 copyright 1998 bain & company, inc. bc chi copyright 1998 bain & company, inc. value chain analysis 2 valuechainvalue chain agenda the concept value chain methodology

2、 example bc chi copyright 1998 bain & company, inc. value chain analysis 3 valuechainvalue chain the concept value chain analysis is a systematic method for disaggregating a firm or industry into its major discrete activities to understand sources of competitive advantage value chain analysis can be

3、 used to identify opportunities to gain cost advantage/improve performance increase competitive differentiation value chain analysis is an analytical tool which can help provide clarity to consultants and clients allows distinct boundaries to be drawn across business (or industry) process allows con

4、sultant to clearly evaluate and prioritize activities on which to focus facilitates client understanding bc chi copyright 1998 bain & company, inc. value chain analysis 4 valuechainvalue chain generic value chain successively finer disaggregations of activities are made to expose differences importa

5、nt to competitive advantage the generic value chain consists of six general activities. tech., r&d purchasing/ inbound logistics manufact- uring/ operations marketing & sales distribution/ outbound logistics service bc chi copyright 1998 bain & company, inc. value chain analysis 5 valuechainvalue ch

6、ain common uses value chain analysis can be used as an analytical tool in two general situations. value chain analysis as a tool for competitive advantage cost analysis/performance improvement competitive positioning rcp re-engineering business definition vmr/industry collaboration competitive diffe

7、rentiation drawing business boundaries bc chi copyright 1998 bain & company, inc. value chain analysis 6 valuechainvalue chain distribu- tion/ outbound logistics service value chain scope the scope of the value chain depends largely on the purpose for which the tool is being used. system or industry

8、 value chain: firm value chain: major activity value chain: tech., r&d purchas- ing/ inbound logistics manu- facturing/ operations marketing & sales material preparation conversion final assembly quality assurance packaging inputs (supplier) conversion (manufacturer) distribution (distributor/ retai

9、ler) consumption (end-user) vmr cost analysis process re-engineering cost analysis sample use bc chi copyright 1998 bain & company, inc. value chain analysis 7 valuechainvalue chain when to use value chain analysis cost analysis/rcp process re-engineering business definition vmr/industry collaborati

10、on competitive positioning map major activities map sub-activities always sometimes unlikely bc chi copyright 1998 bain & company, inc. value chain analysis 8 valuechainvalue chain agenda the concept value chain methodology example bc chi copyright 1998 bain & company, inc. value chain analysis 9 va

11、luechainvalue chain value chain methodology (1 of 2) 1. what are the activities? 2. which activities are most critical? 3. which critical activities provide the most opportunity? (where is the most leverage?) tech., r&d purchas- ing/ inbound logistics manu- facturing/ opera- tions marketing & sales

12、distri- bution/ outbound logistics service tech., r&d purcha- sing/ inbound logistics marketing & sales distri- bution/ outbound logistics manu- facturing/ operations service ? there are three steps in doing value chain analysis. bc chi copyright 1998 bain & company, inc. value chain analysis 10 val

13、uechainvalue chain value chain methodology (2 of 2) 1. what are the activities? ? step one is determining the appropriate activities to map. determine key steps in designing, producing, marketing, delivering and supporting a product or service activities can be separated and grouped based on differe

14、nt economics processes using different people/equipment/technology high or growing percentage of total cost distinction in mind of customer helpful methodology in mapping out activities: product flow order flow paper flow bc chi copyright 1998 bain & company, inc. value chain analysis 11 valuechainv

15、alue chain sanding/ dusting manu- facturing cutting packaging cookingformingwrapping bulk containers major activities: sub-activities: wrapping individual candies bagging individually wrapped candies for retail sale placing individually wrapped candies in bulk containers for delivery to retail outle

16、ts that sell loose candy find “break points” in the process flow cooking through sanding all one continuous line product conveyed to wrapping line packaging was actually separated into two activities, as there are two different product paths following wrapping most process steps similar, however, su

17、ggesting a “packaging” grouping bagging drawing activity boundaries (candy co. example) bc chi copyright 1998 bain & company, inc. value chain analysis 12 valuechainvalue chain value chain methodology (1 of 3) 2. which activities are most critical? step two is determining which activities are most c

18、ritical. cost analysis case tech., r&d purch- asing/ inbound logistics manu- facturing/ opera- tions market- ing & sales distri- bution/ outbound logistics service 5%35%30%15%10%5% what are cost drivers? explanation: percent of total cost: allocate costs to each major activity determine which activi

19、ties account for the greatest portion of total cost bc chi copyright 1998 bain & company, inc. value chain analysis 13 valuechainvalue chain value chain methodology (2 of 3) competitive positioning case tech., r&d purch- asing/ inbound logistics manu- facturing/ opera- tions marketing & sales distri

20、- bution/ outbound logistics service which criteria drive customer decisions? customer importance scale (1=low, 7=high) product innovationreliability brand image speed of deliveryresponsiveness explanation:determine relative importance of each activity in mind of customer determine which activities

21、drive purchase decision price 4.06.3 4.8 6.05.14.7 bc chi copyright 1998 bain & company, inc. value chain analysis 14 valuechainvalue chain manu- facturing/ operations value chain methodology (3 of 3) step three is determining which activities provide the most opportunity. 3. which critical activiti

22、es provide the most opportunity? tech., r&d purch- asing/ inbound logistics market- ing & sales distribu- tion/ outbound logistics manu- facturing/ operations cost analysis case competitive positioning case where is greatest relative opportunity to improve cost structure? where is greatest relative

23、opportunity to improve performance/create gap relative to competitors? tech., r&d purcha- sing/ inbound logistics distribu- tion/ outbound logistics market- ing & sales service service explanation: explanation: determine which costs are most controllable e.g., raw materials costs may be largely comm

24、odity determine where largest relative performance gap lies relative to competitors relative to internal comparables determine where largest relative performance gap lies relative to customer expectations relative to competitors bc chi copyright 1998 bain & company, inc. value chain analysis 15 valu

25、echainvalue chain agenda the concept value chain methodology example bc chi copyright 1998 bain & company, inc. value chain analysis 16 valuechainvalue chain ace consumer products background:ace consumer products was a weak number three in the u.s. ketchup market division losing money, losses accele

26、rating complication:business interlinked with other operations - cant be closed or divested question:what cost reductions can be done to restore profitability? bc chi copyright 1998 bain & company, inc. value chain analysis 17 valuechainvalue chain value chain methodology 1. what are the activities?

27、 2. which activities are most critical? 3. which critical activities provide the most opportunity? tech., r&d purch- asing/ inbound logistics manu- facturing/ opera- tions market- ing & sales distribu- tion/ outbound logistics service tech., r&d purch- asing/ inbound logistics market- ing & sales di

28、stri- bution/ outbound logistics manu- facturing/ operations service ? bc chi copyright 1998 bain & company, inc. value chain analysis 18 valuechainvalue chain service ketchup value chain actual value chain purchasing/ inbound logistics manu- facturing packagingmarketingsales distribution/ outbound

29、logistics generic value chain tech., r&d purchasing/ inbound logistics manu- facturing/ operations marketing & sales distribution outbound logistics in this consumer products example, r&d and service were removed as major activities, packaging was broken out separately, and marketing & sales were se

30、parated. very little investment in product formulation not a major activity raw materials substantial, but largely commodity major activity packaging critical for consumer products packaging broken out separately brand building through marketing and sales force very discrete marketing and sales sepa

31、rated captive fleet distributes to customer warehouses major activity product support (800#) minimal and handled centrally with other product lines not a major activity bc chi copyright 1998 bain & company, inc. value chain analysis 19 valuechainvalue chain value chain methodology 1. what are the ac

32、tivities? 2. which activities are most critical? 3. which critical activities provide the most opportunity? tech., r&d purch- asing/ inbound logistics manu- facturing/ operations market- ing & sales distribu- tion/ outbound logistics service tech., r&d purcha- sing/ inbound logistics market- ing & s

33、ales distribu- tion/ outbound logistics manu- facturing/ operations service ? bc chi copyright 1998 bain & company, inc. value chain analysis 20 valuechainvalue chain ace consumer products 100% 80% 60% 40% 20% 0% percent of total other vinegar propylene glycol sugar onions tomato other variable manu

34、facturing depreciation mainten- ance labor overhead direct labor other labels bottle group administration r&d division admin. hq and systems operating margin other operating and administrative wages variable fixed $0.20$0.40$0.60$0.80$1.00$1.24 cost per eight ounce bottle price to consumer ($1.08) r

35、aw packaging other overhead promotion consumer media marketingprofitretailerdeals outbound freight period distributionwarehousingredistributiondistribution manufacturing allocations raw materials, manufacturing, packaging and marketing drive total cost. sales bc chi copyright 1998 bain & company, in

36、c. value chain analysis 21 valuechainvalue chain value chain methodology 1. what are the activities? 2. what activities are most critical 3. which critical activities provide the most opportunity? tech., r&d purcha- sing/ inbound logistics manu- facturing/ operations market- ing & sales distribu- ti

37、on/ outbound logistics service tech., r&d purcha- sing/ inbound logistics market- ing & sales distribu- tion/ outbound logistics manu- facturing/ operations service ? bc chi copyright 1998 bain & company, inc. value chain analysis 22 valuechainvalue chain relative cost position - methodology drivers

38、 competitive cost sources bar/lna leemis alumni interviews benchmarking was critical to understanding where the largest opportunities were. material usage oh structure advertising promotion wage rates benefit structure productivity reverse engineering plant surveys alumni interviews client plant rep

39、orts commodity markets 63.2 per 8oz. allocations sales marketing distribution packaging manufacturing raw $0.00 $0.10 $0.20 $0.30 $0.40 $0.50 $0.60 $0.70 cost to land 8oz. bottle in retailer warehouse (cents) client product reports bc chi copyright 1998 bain & company, inc. value chain analysis 23 valuechainvalue chain package distribution marketing manufacturing raw package distribution marketing manufacturing raw distribution sales package distribution marketing manufacturing allocations regularspicybarbecue 7.8 (2.4) 7.8 (2.9) 19.3 (0.9) (