[教育]戰(zhàn)略分析工具-分析方法-3cs英文版

1、Author: Laird Reed,Reviewers: Scott Wells, Karen Hellmich,bc,3C’s,3 C’s,,The 3C’s frameworkTools and strategic questions answeredTakeaway slides,Agenda,3 C’s,,Agenda,,The 3C’s frameworkTools and strategic questi

2、ons answeredTakeaway slides,3 C's,,Strategic Purpose:,To determine a company’s strategic cost position relative to competitorsTo identify cost reduction opportunities,To identify revenue and profit maximizing strat

3、egies,To achieve differentiation and preempt competitor moves,To determine the strategies that fit best with a company’s core competencies,Costs,Customers,Competitors,Capabilities,The 3 C’s is one of the core tools used

4、to determine the most leveraged strategy for a business.,The fourth, often neglected, “C”,Framework,,來自www.3722.cn中國最大的資料庫下載,3 C’s,,Agenda,,The 3C’s frameworkTools and strategic questions answeredTakeaway slides,3 C’s,

5、Costs,,Cost-Related Bain Tools,Strategic Questions Answered,1. Relative Cost Position,1. How do our costs compare to competitors’ costs by product/service/business? What is our full potential cost position?,2.

6、Experience Curve,2. To what extent is the company using its accumulated experience to drive down unit costs?,3. Cost Sharing Analysis,3. Are there any opportunities to share costs within the company? What are

7、 the potential savings from cost sharing?,4. Best Demonstrated Practice,4. What are the best internal and external practices? To what extent are they transferable? What will be the impact of implementing

8、them more broadly?,5. Value Chain Analysis,5. How can we optimize at each step in the value chain? What are the cost drivers at each step?,6. Profit Hunt,6. What are the quick hit operating improvements? What

9、 is the savings potential?,7. Product Line Profitability/ Cost Allocation/Activity Based Costing,7. How do we allocate costs to each business/product/customer segment?,8. Overhead Analysis,8. Is the company’s

10、 overhead an efficient use of resources?,9. Fixed/Variable Analysis,9. What is the fixed/variable split of the company’s costs?,10. Direct/Indirect Analysis,10. How much of the company’s costs are directly, vs. not d

11、irectly, associated with the production of a product?,3 C’s,Customers,,Customer-Related Bain Tools,Strategic Questions Answered,1. Customer Segmentation,1. What are the appropriate customer segments? How c

12、an each segment be described?,2. Purchase Criteria Rating (Importance Analysis),2. What is important to each segment when they purchase a product or service?,3. Company Positioning (Effectiveness Analys

13、is),3. How well positioned is the company with each segment?,4. Attractiveness Analysis,4. Which segments are most attractive from both a financial and an implementation perspective?revenue opportunitycost

14、to servestrategic fit,5. Value Proposition Development,5. What product/service/channel offering will meet the target segment’s needs?,8. Customer Retention and Loyalty,8. How can we increase our retention of our

15、 best customers? How much of an impact will increasing retention by X% have on our bottom line?,9. Customer Acquisition,9. How can we acquire profitable customers?,Costs,Customers,Competitors,Capabilities,6. P

16、ricing Strategy,6. What price will maximize long term profits?,7. Distribution Channel Analysis,7. What are the appropriate channels for each product/service? What are the economics of each channel?,3 C’s,Comp

17、etitors,,Competitor-Related Bain Tools,Strategic Questions Answered,1. Market Overview,1. What is the market size? Growth? Profitability? What is each competitor’s market share? Profit share?,2. Company Over

18、view,2. What is the company’s revenue and profit by product, channel, and geography? What is its financial performance?,3. SWOT,3. What are each competitor’s strengths, weaknesses, opportunities, and threats?,

19、5. Benchmarking,5. How is each competitor performing on key measures?,6. Scenario Analysis,6. How do we expect each competitor to act/react in different situations?,7. Mergers and Acquisitions,7. Which compan

20、ies are potential targets? How can we realize value from mergers and acquisitions?,8. Growth/Share Matrix,8. How can we describe a company’s portfolio of businesses in terms of market share and growth potenti

21、al?,4. Porter’s 5 Forces Analysis,4. How attractive is the industry? What are the competitive dynamics of the industry?,9. Growth/Growth Matrix,9. How is the company growing relative to the industry? Is the

22、 company gaining or losing share?,10. ROS/RMS,10. What is a company’s relative market share and what is its return on sales? Where is the industry’s normative band?,Costs,Customers,Competitors,Capabilities,11. C

23、ompany Ownership and Management,11. Who are the major owners of the company? How experienced is the management team?,3 C’s,Capabilities,,Capabilities-Related Bain Tools,Strategic Questions Answered,2. Make/Buy

24、Analysis,2. What should the company make itself versus buy from another company?,1. Core Competencies,1.What special skills or technologies does the company have that create differentiable customer value? How can

25、 a company leverage its core competencies? What investments in technology and people will help build unique capabilities?,Costs,Customers,Competitors,Capabilities,3. What organizational structure will enable the comp

26、any to implement its strategy effectively?,3. Organizational Structure,3 C’s,,Agenda,,The 3C’s frameworkTools and strategic questions answeredTakeaway slides,3 C's,Takeaway Slides - Costs,,RCP,Cost Exper

27、ience Curve,Value Chain Analysis,BDP Quantification,,,,,A,B,C,,Procure materials,Make,Sell,Support,Fixed/Variable Costs,,Direct/Indirect Costs,,PLP,Client,A,B,Client,$,$,$,$,$,$,3 C's,Takeaway Slides - Customers (1),

28、,,,Attractiveness,,,,A,B,C,Target segment,SegmentFinancialAttractiveness,Ease of Implementation,,,,,Hi,Lo,,,Low priceHigh qualityFast delivery,A B C D,Segment Needs,,,,,,Segment,,,,,,,Segment Share,Total mar

29、ket = $,Competitors (% of Total Sales),,Client,$,$,$,$,$,Satisfaction Over Time,,Value Proposition,Segment ASegment BSegment CSegment D,Product,Service,Channel,,,,,,,,,,,Size of segment,,Revenue and Profit,#,$,$,,,

30、Client,Competitor,Comb Chart,,,D,,,,來自www.3722.cn中國最大的資料庫下載,3 C's,Takeaway Slides - Customers (2),,Acquisition Cost,3 C's,Takeaway Slides - Competitors (1),,Geographic Segmentation,Market Growth,,Cash Flow,Net Ca

31、sh Flow,$,$,,,$,$,$,,Sales = $,100%,3 C's,Takeaway Slides - Competitors (2),,,ROS/RMS,,,RMS (log),ROS,,,,,,,,Low,High,,Growth/Share Matrix,Market Growth,,Market Share,,,Star,Cow,Dog,?,Low,High,Low,High,,,,,,,,,Manage

32、ment Team,Chairman,CEO,VP,VP,VP,VP,,Board Composition,Name,Age,Years on Board,Occu- pation,_______,_______,_______,_______,_______,_______,_______,_______,_______,_______,_______,_______,_______,_______,_______,_______,,

33、Major Investors,Name,% Ownership,Length of ownership,_______,_______,_______,_______,_______,_______,_______,_______,_______,_______,_______,_______,3 C's,Takeaway Slides - Capabilities,,,,Core Competencies,Organizat