普華永道戰(zhàn)略分析框架

1、strategy practitioner tools core tools october 1999 0 1998, pricewaterhousecoopers l.l.p.draft: for discussion only /version: 660_w3/ppt/sf sc111898kr-sydney 1 1998, pricewaterhousecoopers l.l.p. table of contents 1analysis plan 2breakthrough model 3competitive benchmarking 4competitive positioning

2、5core competencty analysis 6customer segmentation 7experience curve 8financial modeling 9fit vs. attractiveness model 10five forces analysis 11gantt chart 12gap analysis 13growth share matrix 14industry value chain analysis 15issue tree/issue map 16key performance indicators 17market profitability 1

3、8portfolio analysis 19real options/strategic option 20scale curve 21scenario envisioning 22sensitivity analysis 23seven s framework 24stakeholder analysis 25swot 26value based management 27value chain analysis 28value tree 29 voice of the customer sc111898kr-sydney 2 1998, pricewaterhousecoopers l.l

4、.p. analysis plan summary the analysis plan details a problem-solving process and specific analysis which must be developed to assess a hypothesis. the analysis plan must be flexible and that the analyses to be conducted and the deliverables to be produced may change during the course of the project

5、. analysis plan client example: hypothesis/analytical plan hypothesisanalysisinfo. requiredinfo. sourceend products overall hypothesis organizational philosophy needs to be modified supporting hypothesis existing organization does not adequately support the business strategy define business system,

6、operating environment define csfs, organizational requirements along business system define how existing organization supports business system, csfs key activities, processes by lob csfs along business system by lob existing organizational elements impacting business system management interviews sec

7、ondary research hr documents business system diagrams activity csf even after adjusting for asset write-up, financial performance has not met corporate expectations or competitive standards due to an inappropriate organization (and cost) structure financial performance vs. competitors, budget/plans

8、overview of cost structure (e.g., fixed vs. variable costs) roa, ni adjusted for asset write-ups historic and projected financial data asset write-up information summary cost, volume info for production units annual reports, 10ks, 10qs, etc. company financial reports financial department interviews

9、financial metrics the increasing complexity of business and the evolving importance of, and coordination required between specialized expertise requires changes in the decision-making process and information flows define actual vs. perceived vs. “real” organization chart, decision-making process/res

10、ponsibilities; identify gaps define expertise, info required to make decision, organizational requirements define evolving nature of organization and information flows key decisions key individuals involved in decision-making process information flows management interviews organization charts memos/

11、documents on management processes system flow charts data/info flowsorg charts sc111898kr-sydney 3 1998, pricewaterhousecoopers l.l.p. approach analysis plan when to apply when it is necessary to lay out problem-solving process in depth/detail and identify the analyses which need to be undertaken to

12、 validate the selected hypotheses define an issue on which a specific action depends and phrase it as a “yes” or no” question establish a hypothesis: a statement of likely resolution of the issue including the reasons for answering “yes” or “no” develop an analysis statement that outlines the “model

13、s” that will be explored in order to prove or disprove the hypothesis identify the likely location or means of obtaining data to accomplish the analysis develop end products (presentations) to graphically represent the output of the analysis sc111898kr-sydney 4 1998, pricewaterhousecoopers l.l.p. ci

14、tations - client and industry experience analysis plan compaq/technology/vasu krishnamurthy galileo/travel/ spencer lin those which have the biggest impact on customer service/satisfaction/value. examine the issues most important to the companys situation to determine whether roles, processes, or st

15、rategic issues should by benchmarked identify key performance variables and determine which companies to use for comparison (both within companys industry and outside the industry) for process benchmarking, determine the metrics to be measured; these can be key performance indicators (kpis), or othe

16、r measurements establish data collection methodology (industry sources, on-line databases, on-site visits, phone interviews, survey questionnaires, competitors, etc.) measure client company performance measure performance of competitors and best practice leaders illustrate the spectrum of performanc

17、es on an appropriate graph determine gaps and reasoning develop action plans/recommendation to address gaps implement actions and monitor progress sc111898kr-sydney 10 1998, pricewaterhousecoopers l.l.p. citations - client and industry experience competitive benchmarking ball corporation/packaging /

18、vasu krishnamurthy apply cluster analysis to create a number of maximally different segments 2. form segments by looking at consumer characteristics as well as consumer responses a) geographic segmentation b) demographic segmentation c) psychographic segmentation d) behavioral segmentation results f

19、rom focus groups, interviews, and surveys customer characteristics: demographics, statistics, etc. focus groups, interviews, surveys company data when to apply applicable when it is useful to better identify marketing opportunities, to develop the right offering for each target market, or to be able

20、 to reach the target market in the most efficient manner possible. customer segmentation sc111898kr-sydney 20 1998, pricewaterhousecoopers l.l.p. citations - client and industry experience customer segmentation galileo/travel/ spencer lin where lines are drawn. practitioners must be creative, carefu

21、l and consistent with market data. sc111898kr-sydney 23 1998, pricewaterhousecoopers l.l.p. citations - client and industry experience experience curve source list david a. aaker, “developing business strategies”, 5th edition the boston consulting group, “perspectives on strategy” robert m. grant, “

22、contemporary strategy analysis”, 3rd edition henry mintzberg, bruce ahlstrand, joseph lampel, “strategy safari: a guided tour through the wilds of strategic management sc111898kr-sydney 24 1998, pricewaterhousecoopers l.l.p. financial modeling summary financial modeling the financial model will allo

23、w us to test management assumptions and understand how different actions may affect performance on some key competitive dimensions. analytical tool category distributor income no of subscribers by distribution medium attractiveness of medium to service providers attractiveness of services available

24、no of services available capacity of medium potential subscribers subscribers to service service providers income proportion of income to service provider price of services cost of access advertising income + - - - - - - + + + + + + + + +/- + + + + +? + + + + 1234567 891011121314 15161718192021 2223

25、2425262728 29303132333435 mapping the cause-effect relationshipsbuild the financial model based on cause-effects identified sc111898kr-sydney 25 1998, pricewaterhousecoopers l.l.p. approach when to apply financial modeling is effective in analyzing how a companys performance, in core areas of busine

26、ss, will be affected by pursuing different courses of action. this tool facilitates an understanding of various cause-effect and provides a model by which to test various what if statements. financial modeling follow these steps to successfully create a financial model step 1gather information on ke

27、y drivers ie. from the cash flow analysis performed as part of the sva data and insight from voice of the customer is another source of insight step 2map the relationships and identify factors which reinforce one another vs. those that have a negative relationship (e.g. increase in price may have a

28、negative effect on demand) step 3build the financial model based on the cause-effect relationships identified step 4gather data from industry analysis or internal corporate data step 5test the quality of the model by doing manual calculations on some what if” step 6perform what if to assess the comp

29、leteness of the model sc111898kr-sydney 26 1998, pricewaterhousecoopers l.l.p. citations - client and industry experience financial modeling flemings fund management ltd (ffml)/banking/kit database galileo/travel/ spencer lin aim to reveal products, categories, or markets that fall under high overal

30、l attractiveness and high fit with company objectives. when to apply the fit vs. attractiveness model is used to analyze a new product or service offerings fit within a company, in comparison to the overall attractiveness of the product or offering. this particular model requires judgements which ar

31、e subjective in nature; one should be aware that this model may oversimplify the market situation. sc111898kr-sydney 29 1998, pricewaterhousecoopers l.l.p. citations - client and industry experience fit vs. attractiveness model source list galileo/travel/ spencer lin cd- rom) appropriate internet in

32、terface modify software as needed obtain strong patents evaluate atlas software market and feasibility assessments financial projections (marketing) technical support dongle capability and manufacturing source payment method high prioritycore challenge quick hitlowest priority source cd-rom and disk

33、s manufacturers difficulty for company to attain lowhigh high criticality to product success source: pw analysis, industry interviews example: sc111898kr-sydney 37 1998, pricewaterhousecoopers l.l.p. approach gap analysis when to apply when you must understand which critical success factors present

34、the greatest challenge in order to focus efforts. stepdata requiredsource(s) 1. determine the trademark axes for the matrix 2. determine the companys existing strategy against the industry 3. generate alternative strategic options for the company and plot them on the matrix an understanding of the c

35、lients current positioning, vis-a-vis competitors understanding of strategic options available interviews with senior management analyst reports industry experts interviews with competitors trade publications is this the correct text? sc111898kr-sydney 38 1998, pricewaterhousecoopers l.l.p. citation

36、s - client and industry experience gap analysis flemings fund management ltd (ffml)/banking/kit database galileo/travel/ spencer lin otherwise 3-year historical growth rates 4x2x1.5x1x.5x.25x companys sales or share largest competitors sales or share ? the growth share matrix is examines a companys

37、portfolio of businesses, depicting the companys cash flow position by plotting each business relative market share against industry growth. this tool assists companies in determining which business units should be a focal point for growth strategies. two examples of growth share matrices appear belo

38、w: -40% -30% -20% -10% 0% 10% 20% 30% 40% market growth rate ppo natl account local group cost plus and aso dental stand- alone nation al accou nt control nation al accou nt par traditional / comp local group metro traditional/ comp local group outstate ppo outstate direct pay compmedicarelife hmo p

39、po 5.03.02.01.51.00.70.50.30.2 each circle represents a different business circle size represents proportional sales data needed for each business unit: 1.sales 2.market growth 3.sales of largest competitor (or market share data) 4.0 sc111898kr-sydney 40 1998, pricewaterhousecoopers l.l.p. approach

40、growth share matrix when to apply this tool aims to eliminate management distraction in small unprofitable business and guides management to access the appropriate resource levels needed for allocation to promising new businesses/core businesses. although a useful tool, it has been criticized as bei

41、ng overly simplistic. market share does not always correlate with profitability and not all businesses have the same asset intensity. conclusions are sensitive to business and market definitions; where lines are drawn. when using this tool, practitioners should be creative, careful and consistent wi

42、th market data. creating the growth share matrix requires sales data, market growth information and market share data. this information can be found in the following sources: company data/financial statements, trade publications, interviews with senior management and industry expert/analyst opinions

43、. the following steps will assist in creating a growth share matrix: step 1plot relative market share on x-axis step 2plot market growth rate on y-axis use expected growth if available, otherwise use 3 year historical growth rates step 3each circle (plot) should represent a different business the si

44、ze of the circle should be proportionate to sales sc111898kr-sydney 41 1998, pricewaterhousecoopers l.l.p. citations - client and industry experience growth share matrix galileo/travel/ spencer lin participate in s3 development; lead introduction minimize current modernization; be aware and flexible

45、 to convert when appropriate integrate backward and forward to an extreme make cost management/ productivity a “way of life” 9 can client name “change the game” (i.e., compete on something other than cost?) 8 will capacity expansion be required to economically develop the cost leadership position? 4

46、 are external factors likely to foreclose on this cost position? 3 is this position sustainable? yes no no no no no no no no no no yes yes yes yes yes yes yes yes yes issue tree/issue map supplement example this study was to assist management at a diversified parent co. develop a “vision” for the fu

47、ture of its “heritage” business - a paperboard subsidiary. while returns had been attractive in this subsidiary, management was questioning whether further investment was advisable. sc111898kr-sydney 51 1998, pricewaterhousecoopers l.l.p. key performance indicators summary although there are many ap

48、proaches to performance management and various types of kpis: strategic kpis, financial kpis, organizational kpis and city kpis, this particular example focuses on strategic kpis (skpis). founded on the concept of a balanced scorecard, the strategic kpi management technique highlights those factors

49、that are critical to maintaining the strategic direction of a business. the balanced scorecard is a measurement framework which focuses on the four primary perspectives of corporate performance. each perspective focuses on a particular question fundamental to the future prosperity of the overall bus

50、iness. key performance indicators - kpi business development perspective how do we look to our owners? final perspective how can we further develop? customer perspective how do our customers see us? internal perspective what must we excel at? the balanced scorecard sc111898kr-sydney 52 1998, pricewa

51、terhousecoopers l.l.p. key performance indicators summary - continued. the balanced scorecard drives performance throughout the organization. there is a direct line of integration between the vision of the organization and the strategy that is being pursued. it also provides the top level “scoring”

52、mechanism to ensure each aspect of the business is on-track. the link between objectives, skpis, targets and initiatives is illustrated below. key performance indicators - kpi financial perspective the balanced scorecard approach objectives skpi targets initiatives aaa aaa aaa aaa bbb bbb bbb bbb cc

53、c ccc ccc ccc ddd ddd ddd ddd business development perspective objectives skpi targets initiatives aaa aaa aaa aaa bbb bbb bbb bbb ccc ccc ccc ccc ddd ddd ddd ddd customer perspective objectives skpi targets initiatives aaa aaa aaa aaa bbb bbb bbb bbb ccc ccc ccc ccc ddd ddd ddd ddd internal perspec

54、tive objectives skpi targets initiatives aaa aaa aaa aaa bbb bbb bbb bbb ccc ccc ccc ccc ddd ddd ddd ddd the vision “to achieve sustainable outstanding results through a continuous focus on brand values and customer service” the vision deliver customer satisfaction continuous improvement develop qua

55、lity people meet shareholder expectations sc111898kr-sydney 53 1998, pricewaterhousecoopers l.l.p. approach key performance indicators when to apply use the strategic kpi approach to determine what factors will be the foundation for ensuring a culture of continuous performance improvement and prepar

56、ing the overall business for both the boom and recessionary periods which typify the economic cycles in which corporations operate. it is particularly effective to visualize the direct correlation between an organizations vision and the strategy which is being pursued to satisfy that vision. step 1a

57、ssign each of the organizations business objectives to the appropriate strategic kpi; these skpis will represent measurement tools used to track progress. examples regarding the financial perspective are as follows: profitabilitynet profit margin (%) return on total funds (%) shareholder incomedivid

58、end level ($) dividend cover (times) growthsales trend (year on year growth) stabilitygearing (debt: equity) ratio interest cover (times) step 2set and clearly communicate a stretching yet achievable target level of performance to each skpi step 3identify, implement and continually review specific i

59、nitiatives which will enable the organization to achieve the aforementioned targets sc111898kr-sydney 54 1998, pricewaterhousecoopers l.l.p. citations - client and industry experience key performance indicators dupont/chemicals/vasu krishnamurthy ericsson/technology/kit database flemings fund manage

60、ment ltd (ffml)/banking/kit database international paper company/multi-industry/kit database sap/cip/kit database sega of america/technology/kit database valco/chemicals/vasu krishnamurthy paul elkin, “mastering business planning and strategy: the power and application of strategic thinking” robert