英語課件 Corporate Strategy

1、Corporate Strategy OverviewAdditional Tools 1October 1999DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf1 1998, PricewaterhouseCoopers L.L.P.Table of Contents1. TABLE OF CONTENTS2. ACTIVITIES DICTIONARY3. ANALYSIS PLAN4. AS-IS PROCESS MAPS5. BENCHMARKING6. BREAKTHROUGH MODEL7. BUSINESS MODELS8. B

2、PR GAME9. COMMUNICATIONS PLAN10. COMPETITIVE OPPORTUNITY SPACE11. COMPETITIVE POSITIONING MATRIX12. CONJOINT ANALYSIS13. CORE COMPETENCY ANALYSIS14. CULTURE MATRIX15. CUSTOMER PARETO ANALYSIS16. CUSTOMER SEGMENTATION17. CUSTOMER SURVEY18. CUSTOMER VALUE DRIVERS19. ECONOMIC VALUE ADDED ANALYSIS (EVA

3、ANALYSIS)20. EXPERIENCE CURVE21. FIT VS. ATTRACTIVENESS MODEL22. FIVE FORCES ANALYSIS23. FOCUS GROUPS24. GANTT CHART25. GAP ANALYSIS MAPPING26. GROWTH/SHARE MATRIX27. IMPEDIMENTS ANALYSIS28. INDUSTRY ALLIANCE MAPPING29. INFORMATION NEEDS ASSESSMENT MODELING30. THE KANO MODEL31. LEAN PRODUCER CHART32

4、. LOGIC TREES (ISSUE MAPS, HYPOTHESIS TREES)33. MANAGEMENT HORIZONS RETAIL POSITIONING MODEL34. MANAGEMENT PROCESS ASSESSMENT35. MARKET DRIVER PRICING MODEL36. MARKET FRAGMENTATION/CONCENTRATION37. MARKET PROFITABILITY MODELING38. MARKET SEGMENTATION39. MARKET SEGMENT GROWTH, SHARE AND SIZE (GROWTH/

5、SHARE ANALYSIS)40. MINTO LOGIC41. ORGANIZATIONAL LEARNING KPIS42. ORGANIZATIONAL STRENGTH OUTLINE43. ORGANIZATIONAL STRUCTURE DIMENSION ANALYSIS44. ORIENTATION PRESENTATION45. PERFORMANCE BENCHMARKING46. PEST - POLITICAL, ECONOMIC, SOCIAL AND TECHNOLOGICAL ENVIRONMENT47. POINT-OF-VIEW48. PROCESS TRE

6、ATMENT MODEL49. PRODUCT LIFE CYCLE ANALYSIS50. PRODUCT PORTFOLIO ANALYSIS51. PRODUCT PROFITABILITY ANALYSIS52. PROJECT APPROACH MAP53. PROJECT BUDGET TEMPLATE54. PROJECT MANAGEMENT SOFTWARE55. PROJECT ORGANIZATION CHART56. REGRESSION ANALYSIS57. ROUTING-BY-WALKING-AROUND58. SCALE CURVE59. SCENARIO A

7、NALYSIS60. SENSITIVITY ANALYSIS61. 7-S MODEL 62. SHAREHOLDER VALUE ANALYSIS63. SPARKS TM64. STATEMENT OF WORK65. STRATEGIC OPTION IDENTIFICATION AND ASSESSMENT66. STRATEGIC POSITIONING67. STRATEGIC VISION STATEMENT OUTLINE68. STRATEGY DIAGNOSTIC69. SUPPLY CHAIN MANAGEMENT GAME70. SWOT ANALYSIS71. VA

8、LUE CHAIN/BUSINESS SYSTEM72. VALUE TREE73. VISION WORKS WAR GAMING, SIMULATION TECHNOLOGY74. WORK DISTRIBUTION CHARTSDRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf2 1998, PricewaterhouseCoopers L.L.P.Describe process activities consistently within and between the processes and organizations bein

9、g studied Break business processes into the hierarchy of type, process, sub-process, and activity. Compile the data in the process flow charts into a single activities dictionary in a relational database using software such as Microsoft Access. Purpose:How to Create:The activities dictionary supplie

10、s common definitions across all processes to support re-engineering efforts.ACTIVITIES DICTIONARYActivity Process Typeanswer callsreceivingoperation review adj. complaintinspectionActivity DictionaryNotesTransportationInspectionDelayStorageQuantityTimeOperationDRAFT: FOR DISCUSSION ONLY /Version: 66

11、0_w3/ppt/sf3 1998, PricewaterhouseCoopers L.L.P.To lay out problem-solving process in depth/detail and identify the analyses which need to be undertaken to validate the selected hypothesesANALYSIS PLANCLIENT EXAMPLE: HYPOTHESIS/ANALYTICAL PLANHypothesisAnalysisInfo. RequiredInfo. SourceEnd ProductsO

12、verall HypothesisOrganizational philosophy needs to be modifiedSupporting HypothesisExisting organization does not adequately support the business strategy Define business system, operating environment Define CSFs, organizational requirements along business system Define how existing organization su

13、pports business system, CSFs Key activities, processes by LOB CSFs along business system by LOB Existing organizational elements impacting business system Management interviews Secondary research HR documentsBusiness System DiagramsActivityCSFEven after adjusting for asset write-up, financial perfor

14、mance has not met corporate expectations or competitive standards due to an inappropriate organization (and cost) structure Financial performance vs. competitors, budget/plans Overview of cost structure (e.g., fixed vs. variable costs) ROA, NI adjusted for asset write-ups Historic and projected fina

15、ncial data Asset write-up information Summary cost, volume info for production units Annual reports, 10Ks, 10Qs, etc. Company financial reports Financial department interviewsFinancial MetricsThe increasing complexity of business and the evolving importance of, and coordination required between spec

16、ialized expertise requires changes in the decision-making process and information flows Define actual vs. perceived vs. “real” organization chart, decision-making process/responsibilities; identify gaps Define expertise, info required to make decision, organizational requirements Define evolving nat

17、ure of organization and information flows Key decisions Key individuals involved in decision-making process Information flows Management interviews Organization charts Memos/documents on management processes System flow chartsData/Info FlowsOrg ChartsBe aware that the analysis plan must be flexible

18、and that the analyses to be conducted and the deliverables to be produced may change during the course of the project.Define an issue on which a specific action depends and phrase it as a “yes” or no” questionEstablish a hypothesis, a statement of likely resolution of the issue including the reasons

19、 for answering “yes” or “no”Develop an analysis statement that outlines the “models” that will be explored in order to prove or disprove the hypothesisIdentify the likely location or means of obtaining data to accomplish the analysisDevelop end products (presentations) to graphically represent the o

20、utput of the analysisPurpose:How to Create:DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf4 1998, PricewaterhouseCoopers L.L.P.Illustrate the high level activities in a process and quantify its inputs, outputs, resources, costs and value-added analysis Begin with the activities dictionary develop

21、ed earlier and select a process; for each one, list the corresponding activities within that process. Based on the routing-by-walking-around exercise, illustrate the sequence of activities with a software tool. Show which departments perform each activity. Illustrate the inputs and outputs for each

22、activity as well as the communication that takes place between departments.Purpose:How to Create:An as-is process map gives a high-level assessment of the process and the cross-functional communication involved.AS-IS PROCESS MAPSNew Product Development Quick MapSee “ECN” Quick MapVol=60CT=Vol=60CT=T

23、otal 6 - 8 FTEsSales & MarketingNPD CommitteeCostingManufacturingEngineeringApproveVP-Tech.VP-GMSchedule & PrioritizeBrainstorm,Concept, &Init. DwgsAssign XP# & ToolingApprovalPrototype,Qualify &TestCompleteFinal DwgFinal QCReviewVol=CT=Final SalesReviewReleaseCustomer OrdersVol

24、= CT=Sales &CustomerReviewVol =CT=Init. Review & A-B-C PriorityVol =CT=Intermed. DesignReviewVol =CT=PrimaryReviewDevelopCostVol = CT=IE ToolingMfg.PerformPilot RunObtain Purchasing InformationVol=CT=Vol=400-450/ yrGenerate IdeaSee “Order Admin.” Quick MapApproveNPD FormDRAFT: FOR DISCUSSION

25、 ONLY /Version: 660_w3/ppt/sf5 1998, PricewaterhouseCoopers L.L.P.To identify and measure the factors that determine why a process has specific cost, quality or timing attributes and incorporate the best practices into an actionable change planBENCHMARKINGMonthsHome GoodsPerishablesApparel Average =

26、 6.7 = Maximum# = Average or Most Common = Minimum02468101214161820ABCDEFGIJKLMNNEW PRODUCT DEVELOPMENT CYCLE TIMEBest Practices 3.55.04.56.513.55.06.09.07.06.010.56.04.5Ensure that the right processes are benchmarked - these which have the biggest impact on customer service/satisfaction/value. Sele

27、ct companies to benchmark against carefully - remember that companies outside the clients industry may be the best candidates. Ensure that data collected are comparable Determine functions to benchmark Identify key performance variables to measure Determine who to compare against (both within compan

28、ys industry and outside the industry) Establish data collection methodology (on-site visits, phone interviews, survey questionnaires, etc.) Measure client company performance Measure performance of competitors and best practice leaders Determine gaps and reasoning Develop action plans/recommendation

29、s to address gaps Implement actions and monitor progressPurpose:How to Create:DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf6 1998, PricewaterhouseCoopers L.L.P.Identify and categorize all opportunities to create substantial incremental shareholder value Summarize all opportunities to improve bu

30、siness performance from prior analyses Categorize them into the four groups outlined above: enterprise alignment; best practice performance; market/product repositioning; industry transformation. Determine approximate economic value of each type of strategy.Purpose:How to Create:Focuses attention on

31、 most substantial opportunities for creating value for customers and shareholders.BREAKTHROUGH MODELExternalInternalIndustryCompanyTrends in theeconomicenvironment inwhich the marketsexistBest practicesacross this andsimilar industriesMarket/productstrategy and basisfor competitionCapabilities of th

32、e companyspeople, processes,technology, systems andstructure1234Market/ProductRepositioningIndustryTransformationEnterpriseAlignmentBest PracticePerformanceDRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf7 1998, PricewaterhouseCoopers L.L.P.Provide environmental assessment models to determine key

33、uncertainties and potential markets. Use client expertise, business area expertise and recognized experts to develop hierarchical, flexible, easy to use models of the business environment and the corporate strategic processes based on influence diagram techniques. These models are decision focused t

34、o provide financial evaluation of business strategies. Market risks, legal or regulatory risks, R&D risks or other uncertainties are explicitly modeled using probability.Purpose:How to Create:Businesses need tools to evaluate the effects of uncertainty in the market and competitive responses.BUS

35、INESS MODELSDistribution CostsAdvertising andMarketing CostsSales Volumeover time,by Product FamilyTotal Variable Costper UnitAggregatedSales Volumeover timeSales Volumeover time,by Product FamilySensitivityAnalysisBreakevenAnalysisMarketShareValue ofStrategyP&LStatementsOtherAdvertisingNet Pres

36、entValueConclusionsModelDimensionsModel Inputsand PerformanceConstraintsSalesStrategicDecisionsMarketStructureEconomicEnvironmentRevenueCostsDRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf8 1998, PricewaterhouseCoopers L.L.P.Demonstrate the principles of BPR (Business Process Re-engineering), the

37、 skills needed to achieve it, and the potential benefits to be gainedFor facilitators, read the preparatory BPR Game material.Instruct the players and run the game.Note: Facilitators act as CEOs of firms or teams and must approve all changes to the process; if they have any prior knowledge of the ag

38、endas of decision-makers at the client, they could let their approval/s reflect that.After the game, discuss the final changed processes with the players and compare the steps each team took to arrive at their final process. Discuss potential applications of the game to the clients situation, and re

39、levant insights on strategy and organizational change.Purpose:How to Create:Provides an overview of re-engineering to benefit the customer; specific lessons taught include: breakthrough performance improvement is possible; there is no ideal solution; each team will have a different set of self-initi

40、ated steps to improve the processBPR GAMEReceivingQualityAssuranceEvaluationConfirmationResearchOrderManagementCEO(Facilitator)CustomerCustomerServiceX XX X X X X (X)Mail Clerk X (X)X = a participantX (X)XX X DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf9 1998, PricewaterhouseCoopers L.L.P.To s

41、et user expectations and help move those affected by change progress through the change process more quickly by addressing the specific information needs of stakeholder groups over time.COMMUNICATIONS PLANTIME-PHASED COMMUNICATIONS (partial communications plan)AwarenessQuestioningAcceptanceSustainin

42、gResponse Unclear on scope, rationale, and nature of change Unrealistic expectations Rumor mill activity Seeking information Realization of the effort and complexity Uncertainty and confusion Fear of the unknown Concern over personal impact Recognition of personal benefits Value to organization is u

43、nderstood Comfort achieved Willing to use technology Change internalized Supporting behaviors demonstrated Improved performanceCommunications Goals Ensure that the compelling business reasons for change are clear to all employees Set expectations and begin preparing people to change Allow for two-wa

44、y communications opportunities which allow for resistance and questioning Clearly define change To motivate people to let go of the old way of doing things Influence people to try to accept the new ways of doing things Reinforce the desired behavior in the changed organization Promote the internaliz

45、ation of new behaviors to establish new culture To encourage sustained acceptance and internalization of the new technology Celebrate successCommunications PurposeMarket & sell case for changeSolicit input and educateEncourage and supportReinforce and rewardIdentify stakeholders - groups or indi

46、viduals affected by the change (targets) or who can affect the outcome of the change (influencers)Analyze stakeholders on:degree to which they will be impacted by the changeanticipated level of supportsphere of influenceSegment stakeholders on similar characteristics and current positioning and deve

47、lop influence planDevelop a phased positioning strategy to tailor communications to meet the changing information needs of stakeholders over timeIdentify specific communications:segment/audiencemedium/vehicleinitiatortimingmessagePurpose:How to Create:Lack of stakeholder ownership and involvement in

48、 the communications plan can result in increased resistance. Communications must be targeted to varying stakeholder information needs. Must take unrealistic user expectations into account. Loss in momentum of communications and inability to support the varying response to change over time may cause

49、problems. No mechanism to capture feedback from change targets may prevent continuous improvement DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf10 1998, PricewaterhouseCoopers L.L.P.Identify opportunities to serve existing and new customers with existing and new products and servicesIdentify cur

50、rent products and services that meet the needs of the existing customer base. List the underlying core competencies.Identify other products and services that the current customer base needs, for which the company will have to develop new competenciesIdentify new industries/markets that need the same

51、 underlying competenciesConsider the level and competencies of current competitors in each of the segments Develop a strategic direction for expanding the business to serve new customers with existing competencies, existing customers with new competencies, and finally, new customers with new compete

52、nciesPurpose:How to Create:This analysis stretches the boundaries of the current competitive space that the company operates in, and provides a logical path for expansion into new markets and productsCOMPETITIVE OPPORTUNITY SPACEExisting CustomersNew CustomersExistingCompetenciesNewCompetenciesCompe

53、titive Opportunity SpaceCompetitive Opportunity SpaceCompetitorsCompetitorsCompetitorsCompetitorsDRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf11 1998, PricewaterhouseCoopers L.L.P.To show clients that you understand their market and position. Can also be used to develop strategic recommendation

54、s.COMPETITIVE POSITIONING MATRIXPositioning MapExample: EntertainmentStudio EStudio GStudio AStudio HStudio BStudio DStudio CStudio FHighLowLowHighChannel StrengthContent StrengthIntellectual property strengthProduct strengthLowMediumHighMarket Strength Choose axes that are relevant to customer deci

55、sion-making (first) and those which differentiate suppliers (second) Illustrate where competitors lie on map(s) Interpret map for strategic implications (e.g., clusters or open spaces)Purpose:How to Create:DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf12 1998, PricewaterhouseCoopers L.L.P.To dia

56、gnose/assess the relative importance of certain product/service attributes to customers.CONJOINT ANALYSISINTERNAL VS. EXTERNAL ATTRIBUTE IMPORTANCE RATING60504030202030405060Low priceSupport/serviceTrainingPatient/doctor databaseMedical text writerTreatment guidelinesLink to pharmacy/labObject orien

57、tationInternal underestimation of customer needsGood understanding of customer needsInternal overestimation of customer needsScale of Importance to Clinician RespondentsScale of Importance to Glaxo RespondentsILLUSTRATIVELimited number of attributes can be compared. Attributes to be compared must be

58、 at same level of importance (e.g., cannot compare “on-time delivery” with “attractiveness of delivery truck”) Variables should represent controllable items (e.g., things that can be changed during implementation) .Conduct focus groups with internal employees as well as customers to determine/valida

59、te attributes to be used in survey Design survey comparing pairs of attributes or scenarios Calculate conjoint scores for each attribute or scenarios Identify strategic opportunitiesPurpose:How to Create:DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf13 1998, PricewaterhouseCoopers L.L.P.To evalu

60、ate a companys capabilities in each function of the value chain with a hierarchical model which identifies capabilities and the degree to which they provide competitive advantage and can be leveraged.CORE COMPETENCY ANALYSISMarketingExample: McDonaldsCustomerRefill SupportSales/DistributionOtherCustomer ServiceCritical Strategic Capab