某咨詢－戰(zhàn)略方法之三

GiseleGarrawaySusanCaraviello,PaulDiPaola,andToddSenturia

bcBusinessDefinitionMarch1998Author:Contributors:ToddSenturiaReviewer:Copyright?1998Bain&Company,Inc.1CU7121997ECABusinessDefinitionAgenda

ThebusinessdefinitionconceptApplicationsBusinessdefinitionstepsClientexamplesBunkerHillDoorSystemsJJRIndustrialCoatingsKeytakeaways2CU7121997ECABusinessDefinitionAgenda

ThebusinessdefinitionconceptApplicationsBusinessdefinitionstepsClientexamplesBunkerHillDoorSystemsJJRIndustrialCoatingsKeytakeaways3CU7121997ECABusinessDefinitionWhatisBusinessDefinition?

IndicateswhethertwobusinesssegmentsshouldbeoperatedasonebusinessorasseparatebusinessesHelpsidentifywhatdrivessuperiorprofitabilityinanindustryServesasthefoundationforstrategicanalysisandsounddecisionmakingBusinessdefinitiondelineatestheeconomicboundarieswithinwhichcompaniesshouldcompete.4CU7121997ECABusinessDefinitionOneBusinessvs.SeparateBusinesses

SamecustomersSamecoststructureSamecompetitorsDifferentcustomersDifferentcoststructureDifferentcompetitorsIftwobusinesssegmentshavethesamecustomers,thesamecoststructure,andthesamecompetitors,theyareonebusiness.Iftheyaredifferentonallofthesedimensions,theyareseparatebusinesses.OnebusinessSeparatebusinessesCompeteinbothsegmentstotakeadvantageofsynergiesDonotcompeteinbothsegments5CU7121997ECABusinessDefinitionWhyBainUsesBusinessDefinitionStrategicinsightsTacticalinsightswithstrategicimportanceShouldwebuyorselltherestaurantbusiness?ShouldweexpandintoChina?ArewevulnerabletoJapanesecompetitors?Shouldweverticallyintegrateintogrowingvegetables?Shouldwedropthisproductline?Shouldwecross-trainoursalesforce?Howshouldwegrouppurchasesfor

VMRs(valuemanagedrelationships?Howshouldweconfigureourmanufacturingplants?Thecorrectbusinessdefinitioncanleadtocase-crackinginsights.6CU7121997ECABusinessDefinitionConsequencesofIncorrectBusinessDefinition

Companiesthatdefinetheirbusinessesincorrectlymakepoorstrategicdecisions.CostsCompetitorsIncurunnecessarycostsForgoopportunitiestocapturesynergiesDonottransferexperienceUnderinvestinimportantR&DinitiativesOverlookrelevantcompetitivethreatsMiscalculate“marketshare”SetinappropriateperformancetargetsOverlookrelevantcapacitychangesMisjudgetruecostpositionCustomersNeglectprofitablecustomersegmentsOver-investinunprofitablecustomersForgoopportunitiestocapturesynergiesMisjudgerelevantmarkettrendsOverlookrelevantgeographies7CU7121997ECAExamplesofIncorrectBusinessDefinition

BusinessDefinitionSomerespectedcompanieshavemissedprofitopportunitiesorsufferedunnecessarylossesbecausetheydidnotdefinetheirbusinessescorrectly.AmericanExpressAllegisSaatchi&SaatchiChargecardsandcreditcardsareseparateChargecardsandcreditcardsareonebusiness-plasticmoneyChargecarddivisionlostmoneyduetopoorcostpositionandmisguidedmarketingeffortsAirlines,hotelsandrentalcarsareonebusiness-caringfortravelersworldwideAirlines,rentalcarsandhotelsarethreeseparatebusinessesThecombinationprovidedlittlevaluetocustomers:AllegiswassplitupAdvertisingandconsultingareonebusiness--servicetoglobalbusinessexecutivesAdvertisingandconsultingareseparatebusinessesCompanysufferedseverelossesduetoinabilitytotransferexperience,lackoffocus,andtaintedimageCompanyAbetterbusinessdefinitionConsequencesofincorrectbusinessdefinitionHowmanagementdefinedthebusiness8CU7121997ECABusinessDefinitionAnalyticConsequencesofIncorrectBusinessDefinition(p.1)

BusinessdefinitionmustbethestartingpointofanyBaincasebecausedefiningabusinessincorrectlycanadverselyaffectstrategicanalysisanddecisionmaking.Ifwedefine

abusinessincorrectly...IncorrectBusinessDefinitionCorrectBusinessDefinitionTheunderlyingnormativebandwillnotemergeAbusinessmaylookdeceptivelyattractiveorunattractiveROS/RMSGrowth/Share9CU7121997ECABusinessDefinitionAnalyticConsequencesofIncorrectBusinessDefinition(p.2)DefiningabusinessincorrectlycanleadtoproblemsinconductingE-CurveandRCPanalysis.Ifwedefine

abusinessincorrectly...IncorrectBusinessDefinitionCorrectBusinessDefinitionWemayignorerelevantexperienceWemaybenchmarkthewrongcompetitors$1$2$5125102050100

CostperTransactionNowAccountsSlope=70.1%R2=0.98$1$2$51020501002005001,000

CostperTransactionNow+SavingsAccountsSlope=57.2%R2=1.00ExperienceCurveRCP10CU7121997ECABusinessDefinitionComplexityofBusinessDefinitionAsimplecatalogoflogicalargumentsisnotrobustenoughtodelineatethecompetitivebattlefieldsforourclients.Isitonebusinessornot?OneBusinessSeparateBusinessesTouringqualitymicrophonesandspeakersMadonnaandrappersusebothSimilardistributionchannelsDifferentmanufacturers(AudioTechnicavs.Bose)LittlemanufacturingprocessknowledgeistransferableLimiteddirectcostsharingCrosspensandBICpensBeeranddistilledspiritsBothusedforsamefunction,writingSimilarrawmaterialsSomemanufacturingstepssharedBrandnamesharingopportunitiesSamedistributionchannelsSoldbysamesalesforceHighperceptualbarrierstocustomersLimitedcustomerbaseoverlapLimitedbenefitsofsharedR&DKeymanufacturingprocessesaredifferentDifferentrawmaterials11CU7121997ECABusinessDefinitionBusinessDefinitionMatrixBainusesthebusinessdefinitionmatrixtodelineateeconomicboundaries.Costsharingandcustomersharingaretheprimarydeterminantsofdefiningabusiness.HighCostSharingLowLowHighCustomerSharingOnebusiness(chargecardsandcreditcards)Onebusinesswithpotentialfordifferentiationornicheposition(CrosspensandBICpens)Separatebusinesseswithpotentialforcostleadership(oilandrefineryby-products)Separatebusinesses(beeranddistilledspirits)Separatebusinesseswithpotentialforbundling(touringqualitymicrophonesandspeakers)Onebusinesswithpotentialforsubstitution(milkcartonsandglassmilkbottles)12CU7121997ECABusinessDefinitionDynamicsofBusinessDefinitionBusinessdefinitionisdynamic.Temporarybarriers,suchaspricepremiumsandtechnologyadvantages,willerodeunlesstheyareconsistentlyreinforced.BusinessDefinitionTechnologyGovernmentregulationInputpricesProductinnovationChanneleconomicsCustomerneeds13CU7121997ECABusinessDefinitionLocalvs.Regionalvs.Nationalvs.GlobalBusinessesGlobalscaleNationalscaleRegionalscaleLocalscaleProfessionalonlinefinancialdataOvernightpackagedeliveryBanking-lendingHospitaltextilelaunderingBanking-depositgatheringResidentiallaundromatsBarbershopsClientsoftencitetheneedfornationalorglobalparticipation.However,inmanybusinesses,localorregionalscaledrivesprofitability.DriverofProfitabilityExample14CU7121997ECABusinessDefinitionExamplesofChangesinBusinessDefinitionThereareseveralexamplesofcompaniesthathavegainedsignificantcompetitiveadvantagebychangingthedefinitionofabusiness.FederalExpressrevolutionizedthepackagedeliverybusinessbyintroducinganovernightdeliveryserviceCharlesSchwabdramaticallyalteredthemutualfundsbusinessbyintroducingano-feeservicewherebycustomerscouldpurchasemanycompanies’mutualfundsthroughSchwabCalyx&CorollatransformedtheflowerdistributionbusinessbyusinginformationtechnologytocutouttraditionaldistributorsandshipflowersdirectlyfromgrowerstocustomersStarbucksredefinedthecoffeeshopbusinessfromprovidingcoffeetoprovidingasocialexperienceTheBodyShoprevolutionizedthecosmeticsbusinessbymergingtheideasofbeauty,health,andenvironmentalconsciousnessStaples,byadaptingthebusinessmodelofadifferentindustry(grocerystores)andtakingadvantageofeconomiesofscaleinpurchasing,changedtheofficesuppliesbusinessfromalocalonetoanationalone15CU7121997ECABusinessDefinitionAgendaThebusinessdefinitionconceptApplicationsBusinessdefinitionstepsClientexamplesBunkerHillDoorSystemsJJRIndustrialCoatingsKeytakeaways16CU7121997ECABusinessDefinitionApplicationsFinancialServicesElectricalandElectronicsAlargeresidentialrealtycompanywasconsideringenteringthecommercialrealestatemarketandwantedtoevaluatetheattractivenessofthemarketAnelectronicscompanyhadtheopportunitytooutsourceitselectronicstestingservicebutwasunsureiftestoutsourcingwoulddefineaviablenewbusinessBainhasusedbusinessdefinitioninhundredsofcasesanddozensofindustries.Someexamplesofourworkare:Baindevelopedabusinessdefinitionforcommercialrealestateserviceswhichidentifieditasaseparatebusinessfromresidentialrealestate,requiringvastlydifferentcompetenciesandeconomics.ClientacceptedrecommendationtostayoutofcommercialbusinessBaindeterminedthatthetestoutsourcingbusinesswasnotasinglebusinesswithhighcostandcustomersharing,butrathersixseparatebusinesswhichcouldbebundled,anddefinedthefewspecificentrystrategieswhichmightbesuccessful.ClientultimatelyagreedthatcriticalentrybarriersweretoohighSituation:Result:TextilesAlargeU.K.textilelaundererwith23%ROSenterstheU.S.marketandearnsonly5%Bainfoundthatthebusinessdefinitionisnotnationaltextilelaundering-therearethreeseparatebusinesses:healthcare,industrialandlinen.Allthreeareregional,notnational.ClientsoldtwobusinessesinNewYorkandmadetwoacquisitionsintheSoutheast17CU7121997ECABusinessDefinitionAgendaThebusinessdefinitionconceptApplicationsBusinessdefinitionstepsClientexamplesBunkerHillDoorSystemsJJRIndustrialCoatingsKeytakeaways18CU7121997ECABusinessDefinitionBusinessDefinitionStepsToappropriatelydefineabusiness,Bainusesaniterativeapproachthatisbothqualitativeandquantitativeandreliesheavilyupondataexternaltotheclient.Theprocessstartswithanhypothesisthatistestedalongthreedimensions.DegreeofemphasisLessimportantMoreimportantIstheresubstantialcostsharing?Istheresubstantialcustomersharing?Doesbusinessdefinitionpassthecompetitoracidtests?CostsharingCustomersharingCompetitoracidtests19CU7121997ECABusinessDefinitionBusinessDefinitionStepsDegreeofemphasisIstheresubstantialcostsharing?Istheresubstantialdirectcostsharing?Aretheresubstantialopportunitiesforexperiencetransfer?LessimportantMoreimportantCostsharingCustomersharingCompetitoracidtests20CU7121997ECABusinessDefinition*Onacostbasisonly,wemustalsolookatcustomersandcompetitorstodeterminewhetherthebusinessesareoneorseparate.CostSharingAnassessmentofcostsharinginvolvesexaminingdirectcostsharingandexperiencetransfer.ProbablyseparatebusinessesOnebusiness*Separatebusinesses*ProbablyonebusinessHighExperiencetransferLowLowHighDirectcostsharing21CU7121997ECABusinessDefinitionHowBusinessesShareCostsBusinessescansharecostsinavarietyofways.ValueChainStepsHowDirectCostsCanBeSharedExamplesR&DProcurementManufacturingDistributionSalesandMarketingAdministrativeSupportMultipleapplicationsofsomeR&DeffortsSharedrawmaterialsSharedinboundlogisticsSimilarmanufacturingfacilitiesprocessesSamedistributionchannelsBrandnamesharingSamesalesforceSharedinfosystemsTapeandPost-itNotes(3M)GasolineandpetrochemicalsVitreouschinatoiletsandsinks(Kohler)Cigarettesandcandy(PhilipMorris)HealthyChoicedinnersandcerealSodaandorangejuice(Coca-Cola)BankBostonNOWaccountsandsavingsaccounts22CU7121997ECABusinessDefinitionExperienceTransferProductAProductBLessonslearnedfromproductAcanimprovemanufactureofproductBProcessorCForgeGrindPaintDistributorYCustomersSupplierAProcessorDForgeGrindPaintDistributorZCustomersSupplierB(Rawmaterials)(Semi-finishedproduct)(Finishedproduct)Firmscanbenefitfromexperiencetransferwhentwoproductssharesimilarhighvolume,value-addedprocesses.23CU7121997ECABusinessDefinitionBusinessDefinitionStepsDegreeofemphasisLessimportantMoreimportantCostsharingCustomersharingCompetitoracidtestsIstheresubstantialcustomersharing?Howgreatisthedegreeoffunctionalsubstitution?Howgreatisthedegreeofcustomerbaseoverlap?Howhigharecustomers’perceptualbarriers?24CU7121997ECABusinessDefinitionCustomerSharing(p.1)Customersharinganalysisincludesmeasuringthecustomerbaseoverlapanddegreeoffunctionalsubstitution,and,toalesserextent,lookingatperceptualbarriers.Dodifferentproductscurrentlyorpotentiallyfulfillthesamecustomerusageneeds?productutilityanalysiscross-elasticityanalysisDothesuppliersofthedifferentproductssharemanyofthesamecustomers?whomakesthepurchasedecision?whousestheproduct?whatelseispurchasedwiththeproduct?FunctionalsubstitutionCustomerbaseoverlapPerceptualbarriersDocustomersperceivesignificantdifferencesamongtheproducts?25CU7121997ECABusinessDefinitionCustomerSharing(p.2)CustomerbaseoverlapFunctionalsubstitutionPerceptualbarriersLowLowLowHighHighHighHighLowProbablyseparatebusinessesProbablyonebusinessCustomersharingGenerally,highcustomerbaseoverlap,highfunctionalsubstitutionandlowperceptualbarrierssuggestonebusiness.26CU7121997ECABusinessDefinitionCustomerBaseOverlapCustomerbaseoverlapcanbedeterminedbycomparingpurchasersordecisionmakersforthetwoproducts.CommonCustomerBaseOverlapCriteriaUsedbysameorganizationorcustomersPurchasedbysameindividualorgroupPurchasedecisionmadebysameindividualorgroupLimitedcustomerbaseoverlap27CU7121997ECABusinessDefinitionFunctionalSubstitutionTherearetwowaystoevaluatewhetherproductsaresubstitutes.ProductutilityanalysisCross-elasticityanalysisDoproductsoffersimilarvaluealongnon-priceattributes(e.g.,scissorsandknivescutclothwell)?Isproductbundledwithotherproducts(e.g.,razorsandblades)?Howmuchdoessharechangebetweenthetwoproductsasrelativepriceschange?Ifscissorpricesgoupwillcustomersbuyknivesasasubstitute?28CU7121997ECABusinessDefinitionFunctionalSubstitution-ProductUtilityIfproductsofferverysimilarnon-priceattributesorfunctionalbenefits,theyarepotentialsubstitutes.29CU7121997ECABusinessDefinitionFunctionalSubstitution-CrossElasticityIfapriceincreaseinoneproductincreasesthedemandforanother,thetwoproductsareprobablysubstitutes.DemandforButterHighelasticityPriceofMargarine30CU7121997ECABusinessDefinitionPerceptualBarriersCustomer’sperceptionscanbeindicatorsofbusinessdefinition;however,whatcustomersperceivecanoftenconflictwiththeeconomicboundaries.PerceptualbarriersLowHighCustomers’view:Examples:ProductsaresimilarProductsservedifferentfunctionsWoodencanoesandaluminumcanoesWomen’’sfragrancesandmen’saftershave31CU7121997ECABusinessDefinitionBusinessDefinitionStepsDegreeofemphasisDoesbusinessdefinitionpassthecompetitoracidtests?Docompetitorsoffersimilarproductsandservesimilarcustomersandchannels?Doesprofitabilitycorrelatewithdefinitionofmarketshare?Dodecisionsacompetitormakesinonebusinessaffectthedecisionsthatacompetitormakesinanotherbusiness?LessimportantMoreimportantCostsharingCustomersharingCompetitoracidtests32CU7121997ECABusinessDefinitionCompetitorAcidTestsDoesbusinessprofitabilitycorrelatewithmarketshareasimpliedbythebusinessdefinitionhypothesis?Whatimpactdodecisionsmadeinonebusinesshaveonanother?pricinginvestmentWhatproductsdoindividualcompetitorsoffer?Whichcustomers/channelsdocompetitorsservice?ConsistencyProfitexplanationIndependentactionsTovalidateourbusinessdefinitionhypothesis,weusethreecompetitoracidtests.33CU7121997ECAIstheresubstantialcustomersharing?Howgreatisthedegreeoffunctionalsubstitution?Howgreatisthedegreeofcustomerbaseoverlap?Howhigharecustomers’perceptualbarriers?Istheresubstantialcostsharing?Istheresubstantialdirectcostsharing?Aretheresubstantialopportunitiesforexperiencetransfer?Doesbusinessdefinitionpassthecompetitoracidtests?Docompetitorsoffersimilarproductsandservesimilarcustomer/channels?Doesprofitabilitycorrelatewiththedefinitionofmarketshare?Dodecisionsacompetitormakesinonebusinessaffectthedecisionsthatacompetitormakesinanotherbusiness?DegreeofemphasisLessimportantMoreimportantCostsharingCustomersharingCompetitoracidtestsBusinessDefinitionBusinessDefinitionSteps-Summary34CU7121997ECABusinessDefinitionAgendaThebusinessdefinitionconceptApplicationsBusinessdefinitionstepsClientexamplesBunkerHillDoorSystemsJJRIndustrialCoatingsKeytakeaways35CU7121997ECABusinessDefinitionBunkerHillDoorSystems*-BackgroundBainusedbusinessdefinitiontosetastrategicfoundationforBunkerHillDoorSystems.Theteamstartedwithahypothesisthattherewerethreeseparatebusinesses.Situation:Complication:Question:BunkerHillisa$400MMdivisionofHillsWorldwide.Thisdivisionmanufacturesentrydoors,garagedoors(GDS),andgaragedooropeners(GDOs).HillsWorldwidehassetaggressivegrowthtargetsforalldivisionsBunkerHillhassufferedacontinuedfinancialdeclineinrecentyearsandperformancevarieswidelyacrosstheproductlines.Moreover,BunkerHillfacesastrongsetofwell-established,low-costcompetitorsHowcanBunkerHillgrowprofitably?Assertion1Assertion2Assertion3GD,GDOandentrydoorsareseparatebusinessesandthereforerequiredifferentstrategiesforprofitablegrowth*Disguisedclientcase36CU7121997ECABusinessDefinitionBunkerHill-DirectCostSharing(p.1)Source:BunkerHillFinancialsTheBainteamfoundthatmaterialsaccountedforasubstantialproportionofBunkerHill’scostsinallthreebusinesssegments.CostsCustomersCompet-itors37CU7121997ECABusinessDefinitionBunkerHill-DirectCostSharing(p.2)*IncludesgatesandelectronicsSource:PurchasePriceVarianceReportHowever,inpeelingtheonion,theteamdiscoveredverylittlematerialcostsharing,suggestingthatonacostbasistherewere3separatebusinesses.CostsCustomersCompet-itors38CU7121997ECABusinessDefinitionBunkerHill-ExperienceTransferUsingentrydoorsasabaseline,theBainteamfoundlimitedopportunitiesforexperiencetransfer.GarageDoorGarageDoorOpenersManufacturingR&DDistributionProcurementCostsCustomersCompet-itorsLowMediumHighExperiencetransferpotentialwithentrydoorsSource:ManagementManufacturingInterviews39CU7121997ECABusinessDefinitionBunkerHill-CustomerBaseOverlapSource:BunkerHillCustomerDatabaseTheBainteamfoundlimitedcustomerbaseoverlapbetweengaragedoorsandentrydoors,andbetweengaragedoorsandgaragedooropeners.CostsCustomersCompet-itors40CU7121997ECABusinessDefinitionSource:DoorSystemsCustomerInterviewsMostBunkerHillcustomersboughtopenerswhentheyboughtBunkerHilldoors.CostsCustomersCompet-itorsBunkerHill-GDandGDOCustomerSharing41CU7121997ECABusinessDefinitionBunkerHill-PerceptualBarriersGaragedoorsandentrydoorsEntrydoorsandgaragedooropenersLowHighPerceptualBarriers“Garagedoorsneedtobemadeofsteelandbestrong.Entrydoorsshouldbewellcraftedandbeattractive.”-Garagedoorcustomer“Garagedooropenersshouldbeboughtfromareputableelectronicstypecompany.””-Garagedooropenercustomer“Iliketobuymygaragedoorandtheopenerfromthesamemanufacturer.It’’sthesameaswithTVs.Iwouldn’tbuytheremotecontrolfromonecompanyandtheTVfromanother.”-GaragedoorcustomerCustomerfeedbackrevealedlowbarriersbetweengaragedoorsandopeners.However,customersviewedentrydoorsasseparatefromgaragedoorsandopeners.GaragedoorsandgaragedooropenersSource:CustomerInterviewsCostsCustomersCompet-itors42CU7121997ECABusinessDefinitionBunkerHill-CompetitorAcidTestBunkerHillChamberlainOverheaddoorWayne-DaltonClopayCastlegate/PremdorPeachtreePeaseTherma-TruAcompetitoracidtestvalidatedtheteam’sfindings.BunkerHillistheonlyplayerwhoparticipatesinallthreesegments.Allotherplayersmakeandsellonlyentrydoorsoronlygaragedoorsandgaragedooropeners.CompanyGarageDoorOpenersGarageDoorsEntryDoorsCostsCustomersCompet-itorsSource:CompetitorAnnualReportsandWebSites43CU7121997ECABusinessDefinitionBunkerHill-CustomerandCostSummaryHighLowCostSharingLowHighCustomerSharingOnebusinesswithpotentialfordifferentiationornichepositionSeparatebusinesseswithpotentialforcostleadershipEntrydoorsandgaragedoorsOnebusinessEntrydoorsandgaragedooropenersSeparatebusinessesGaragedoorsandgaragedooropenersSeparatebusinesseswithpotentialforbundlingOnebusinesswithpotentialforsubstitutionBasedonitsanalysis,theBainteamclassifiedBunkerHill’sbusinessesasfollows:44CU7121997ECABusinessDefinitionAgendaThebusinessdefinitionconceptApplicationsBusinessdefinitionstepsClientexamplesBunkerHillDoorSystemsJJRIndustrialCoatingsKeytakeaways45CU7121997ECABusinessDefinitionJJR*-U.S.IndustrialCoatingsMarket*DisguisedclientcaseSource:Skeist,U.S.Census,Frost&Sullivan,Freedonia,LiteratureSearches,IndustryInterviews$14,433MM$5,380MM$4,297MMJJRdefineditsbusinessasthe13end-usesegmentsofthenon-autoindustrialcoatingsmarket.Manyclientswilldefinetheirbusinessinthisway.46CU7121997ECABusinessDefinitionJJR-CoatingsProductsDescriptionUsesSolvent-based(SB):Water-based(WB):Ultravioletcure(UV):Electra-coat(E-coat):Powder:Mostcommonspray-onindustrialpaintUsedbyOEMsHighlytoxicCommonOEMspray-onpaintEnvironmentallyfriendlySpecializedapplicationforcuringor

dryingfinalclearcoatDriesunderUVlightforbetterappearanceAnti-corrosiveprimercoatItemsaredippedintotanksElectriccurrentpassesthroughpainttanktoapplycolorLimitedcolorsNewer,moreenvironmentallyfriendlyAppliedinsprayboothEasytocollectexcessandrecyclePaintontractors,cars,metalofficefurniture,toys,etc.Clearcoatonhardwoodfloors,foodcartonsandcontainers

(e.g.,orangejuicecartons)Anti-rustundercoatingoncarsSimilartosolventbasedTherearefivetypesofindustrialcoatings:solvent-based,water-based,ultravioletcure,E-coat,andpowder.47CU7121997ECABusinessDefinitionSource:Skeist;Frost&Sullivan;Freedonia;U.S.Census;ChemicalMarketingReporter;BainAnalysis$403$206$209$149$170$52$164$42$284$91$257$36$57$201$47$193$67Totalsales=$2,578MMJJR-CoatingsUsageTheusageofthefivecoatingtypesvariessignificantlyacrosstheend-usesegments.48CU7121997ECABusinessDefinitionJJR-DirectCostSharingUsingSBasabaseline,theteamusedlimitedcostdataalongwithqualitativeassessmentsfrommanufacturingandindustryexpertstodeterminethattheonlysignificantdirectcostsharingwasbetweensolvent-basedandwater-based.CostsCustomersCompeti-torsWater-basedPowderUltra-violetElectra-coatOverlapwithSBHighMediumLow(rawmaterials)COGS(other)49CU7121997ECABusinessDefinitionJJR-ExperienceTransferInanalyzingthevaluechainsteps,theBainteamfoundthattheopportunitiesforexperiencetransferbetweenE-coatandnon-E-coatwerelow.CostsCustomersCompeti-torsSolventPigmentResinAdditiveResinR&DCoatingR&DRawmat’lQCRawmat’lhandlingResinprodPre-batchQCGrindingBlending/mixingPost-batchQCPackingFinishedmat’’lhandlingSellingFieldApplicationE-coatvs.none-coatleveragabilityHighMediumLow50CU7121997ECABusinessDefinitionJJR-FunctionalSubstitutionThecaseteamfoundthattheonlysubstitutabilitywasamongsolvent-based,water-basedandpowder.CostsCustomersCompeti-torsDegreeofcurrent/potentialsubstitutabilityLowMediumHighSolvent-basedWater-basedPowderE-coatEB/UVSolvent-basedWater-basedPowderE-coatUV51CU7121997ECABusinessDefinitionJJR-CustomerSharingTheteamfoundlittlecustomersharingbetweenE-coatandothertechnologies.Customeroverlap52CU7121997ECABusinessDefinitionJJR-CompetitorAcidTestJJR’swastheonlycompetitortocompeteinE-coattoasignificantdegree.Thishelpedtoexplainitsaboveaverageprofitability.CostsCustomersCompeti-torsPercentageofrevenuefromE-coat:55%35%10%0%5%5%0%0%53CU7121997ECABusinessDefinitionJJR-BusinessDefinitionSummaryRationale:HighcostsharingbetweenSBandWBHighcustomersharingandhighdegreeofproductsubstitutionbetweenSBandWBModeratecostsharingbetweenSB/WBandpowderHighcustomersharingandhighdegreeofproductsubstitutionbetweenSB/WBandpowderModeratecostsharingbetweenSB/WBandUVModeratecustomersharingandlowdegreeofproductsubstitutionbetweenSB/WBandUVLowercostsharingwithotherbusinessesHighcustomersharing,butmoderatedegreeofsubstitutionwithotherbusinessesPowderSolvent-basedWater-basedUVE-coatAsinglebusinessAsinglebusinesswithsomesegmentbarriersSeparatebusinesswithopportunitiestouseasdooropenerforSB/WB/PowderbusinessTheBainteam’sanalysisdemonstratedthatJJRwasnotinonlyonebusiness.54CU7121997ECABusinessDefinitionJJR-ImplicationsJJR’sindustrialcoatingsbusinessconsistsofatleasttwoseparatebusinessesE-coat:technologybusinesswithdistinctresins,R&Dandfieldtechnicalsupportpursuedacrossmultipleverticalindustrysegmentsnon-E-coat:multipletechnologies(solvent,water-based,powder,UV)withsomeuniqueR&DpursuedonaverticalindustrybasiswithuniquefieldtechnicalsupportandsalesoftenrequiredforlargeverticalsJJR’scompetitivepositionsinthetwobusinessesareverydifferentverystrongpositioninhighmargin,moderategrowthE-coatbusinesswiderangeofprofit,growthandcompetitivepositionsinnon-E-coatbusinessesthatrequireuniquestrategiesTherulesofcompetitionforthetwobusinessesareverydifferentanddistinctstrategiesarerequiredE-coat:maintainpositionthroughtechnologicalinnovationdifferentiateontechnologyandspecifictechnicalservicesexpandbroadlyacrossnewverticalsnon-E-coat:buildscalepositioninindividualindustriesdifferentiateonverticalexpertiseandproductbreadthinmaturesegments,focusonlowcostposition55CU7121997ECABusinessDefinitionJJR-Follow-OnWorkInfurtherworkonindustrialcoatings,Bainidentifiedtwodistinctnon-E-coatbusinesses.Verticalindustry-specificR&DVerticalindustry-specificsales/servicesSpecializedformulationswithoutpatentsGeneralcoatingsR&DDistributedmixing/deliverysiteGeneralsales/serviceLargemanufacturersinselectverticalindustries(e.g.,appliances,furniture,containers,construction,auto)Widerangeofgenerallysmallercoatingscustomers(i.e.,coatingjobshops,machineshops,smallpartsmanufacturers)CoatingsmanufacturersspecializedbyverticalindustryRegionalandnationalcoatingsmanufactu