[教育]戰(zhàn)略咨詢?nèi)腴T—利潤分析類-業(yè)務(wù)

1、商業(yè)案例分析Business Case Analysis,,,,Course Teacher: Wilson,未經(jīng)CareerVenture許可，任何個(gè)人或機(jī)構(gòu)不得用于商業(yè)目的,,1,,Content,咨詢案例面試簡介,Profit improvement 分析框架,案例分析基本思路（1）,Profit improvement 示例,Jacob Zhou Presented,Lesson 1,Summary,,3.1 Profitab

2、ility Case — Framework,2,Profit = Total Revenues - Total Cost Total Revenues = Price*QuantityMargin = Profit/Sales revenue,General Framework:,Jacob Zhou Presented,,How “strategic foundation” works in practice,,Business

3、 definition,,Company position,Supporting tools across “5Cs”,Industry context,Customers,Costs,Competitors,Capabilities,,3,Tools covered in this “Strategic Toolkit” module,Full potential,,Business definition,,Company posit

4、ion,Supporting tools across “5Cs”,Industry context,Customers,Costs,Competitors,Capabilities,Customer segmentationRetention and NPS (net promoter score),RCP (relative cost position)BDP (best demonstrated practice)PLP

5、(product line profitability)Experience curve,Competitor overview,Capabilities assessment,Leadership economicsRMS/ROS; growth share,Market, business and core definition,,Priority initiatives to get there,Value chain/pro

6、fit pool,Market map,,4,Business definition：Markets are defined by cost sharing and customer sharing,,,,High,Low,Low,High,One market,One market with potential for differentiation or niche position,Separate markets with p

7、otential for cost leadership,Separate markets,,,One market with potential for substitution,Separate markets with potential for bundling,Cost (and capability) sharing,Customer sharing,,5,Business definition： Examples,,,,

8、One market (Tee shirts and underwear),One market with potential for differentiation or niche position(Cross pens and BIC pens),Separate markets with potential for cost leadership (Toilet paper and diapers),Separate ma

9、rkets(Beer and distilled spirits),,,Separate markets with potential for bundling (Contact lenses and saline solution),One market with potential for substitution (Milk cartons and glass milk containers),High,Low,Low,Hi

10、gh,Cost (and capability) sharing,Customer sharing,,思考：大理石裝飾衛(wèi)浴材料企業(yè)，廚房、衛(wèi)生間面板是否是一個(gè)市場(chǎng)？,思考：裝飾衛(wèi)浴材料企業(yè)，大理石、人造板材料的廚房面板是否是一個(gè)市場(chǎng)？,6,Business definition： Examples,7,Market defined by application, not material typeDifferent channels

11、Different purchase occasion for customerLow cost sharing (75% of product cost happens after the product leaves CounterCo),思考：大理石裝飾衛(wèi)浴材料企業(yè)，廚房、衛(wèi)生間面板是否是一個(gè)市場(chǎng)？,思考：裝飾衛(wèi)浴材料企業(yè)，大理石、人造板材料的廚房面板是否是一個(gè)市場(chǎng)？,思考：大理石裝飾衛(wèi)浴材料企業(yè)，廚房、衛(wèi)生間面板是否是一個(gè)市

12、場(chǎng)？,思考：裝飾衛(wèi)浴材料企業(yè)，大理石、人造板材料的廚房面板是否是一個(gè)市場(chǎng)？,,Each model requires a different set of strategic tools,,,,,Value chain,,High road/low road,Relative market share,,,Premium percent of category,RMS-ROS,,,Relative market share,Return

13、 on sales,,,+,+,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,Key strategic tools,Cost position,Differentiation,Industry influence,ROS 5-10%,ROS 0-5%,ROS>20%,ROS 15-20%,,,,,,,,Experience curve,,,,,,,,,,,,,,,,,,,,,,Accu

14、mulated experience,Cost per unit,,,Customer loyalty,,,,Net Promoter Score,,,Revenue growth,,,,Profit pool,,,,,,ROS/RMS looks at one business unit vs. the competition,,,,,,25%,0%,0%,25%,Company Growth,Market growth,,,,,Bu

15、siness,unit B,Business,unit A,Business,unit C,Future market growth,All business units in one company,Scope:,Evaluate whether business units are gaining or losing market share,Purpose:,,A,C,B,,,Business unit,Business,uni

16、t,Businessunit,25%,0%,5x,.1x,RMS,All business units in one company,Arrays business units in one company’s portfolio to assess balance,Invest in Business Unit B with cash from Business Unit C,,20%,0%,.1x,5x,RMS,Return on

17、 sales,,,,,,Business,unit B,,,,,,,,,Company Z,Company Y,One business unit vs. its competitors,Compares a business unit’s performance and market share to competitors in same industry,Business Unit B should leverage high R

18、OS by “buying” share,Business Unit B is currently losing share and should aggressively turn this around,Potentialaction implication:,,,Ros/rms,Growth/share,Growth/growth,,Industry context:Market map, Value chain/profi

19、t pool,10,,成本界的標(biāo)桿分析：Relative cost position analysis,,RCP = Relative Cost PositionIdentifies potential cost savings using external benchmarks Give insights into practices, technologies resulting in cost differentials,,R

20、elative cost position analysis helps answer both strategic and tactical questions,Strategic questions,TACTICAL QUESTIONS,In what areas do our competitors have the biggest cost advantage?What is driving competitors’ prof

21、itability?How much flexibility would our competitors have in a price war?What is the client’s market position?What are the strategic implications of the full potential cost position?,Where should we focus our cost red

22、uction efforts? (e.g., labor rates, amounts of raw material inputs)Which cost elements would decrease significantly with an increase in scale?Which cost elements might benefit from different business practices?,,Prod

23、uct line profitability analysis determines “true” product profitability,PLP = Product Line ProfitabilityAppropriately allocates costs to products in company’s portfolio: often very different from current accounting meth

24、odsSuggests future product focus,,Product line profitability analysis helps managers make important decisions,,For which products should we increase prices?,Where should we focus our cost reduction efforts?,Where should

25、 we provide sales incentives?,Which product lines should we drop?,Which products should we focus R&D efforts on?,Decisions,,Profitability toolkit,15,,Profitability toolkit,16,,Profitability toolkit,17,,Case One,How c

26、ome the profitability of Yonghui decreased in recent one year?How should Yonghui think about growth and expansion? Info to be provided after your question Case來源：2013年貝恩杯咨詢起航案例大賽,18,,Case One,How

27、come the profitability of Yonghui decreased in recent one year?How should Yonghui think about growth and expansion? 老區(qū)沒變化，主要是新擴(kuò)張的新區(qū)問題嚴(yán)重。擴(kuò)張：新區(qū)老區(qū)績效不同（規(guī)模、消費(fèi)者習(xí)慣等）收入：產(chǎn)品結(jié)構(gòu)（生鮮特點(diǎn)）、坪效不高、品類管理成本：整合供應(yīng)商（進(jìn)貨價(jià)過高、供應(yīng)商關(guān)系“太好”不好

28、意思砍價(jià)）、庫存周轉(zhuǎn)、貨架管理其他可能提到的點(diǎn)：品牌、服裝業(yè)務(wù)砍除、電子商務(wù)、業(yè)態(tài)與消費(fèi)者的匹配,19,Structure？,,Case two: European seafood restaurant chain,20,One of our PE clients recently acquired a leading European seafood restaurant chain. The chain owns and op

29、erations 700 restaurants across Europe. Same store sales (SSS) declined last year. The private equity parent has aggressive expectations for improved business performance. How can the client improve SSS?,,,Case two: Euro

30、pean seafood restaurant chain,21,One of our PE clients recently acquired a leading European seafood restaurant chain. The chain owns and operations 700 restaurants across Europe. Same store sales (SSS) declined last year

31、. The private equity parent has aggressive expectations for improved business performance. How can the client improve SSS?,,,Case two: European seafood restaurant chain,22,One of our PE clients recently acquired a leadin

32、g European seafood restaurant chain. The chain owns and operations 700 restaurants across Europe. Same store sales (SSS) declined last year. The private equity parent has aggressive expectations for improved business per

33、formance. How can the client improve SSS?,,,Case two: European seafood restaurant chain,23,One of our PE clients recently acquired a leading European seafood restaurant chain. The chain owns and operations 700 restaurant

34、s across Europe. Same store sales (SSS) declined last year. The private equity parent has aggressive expectations for improved business performance. How can the client improve SSS?,,,對(duì)比中找出Revenue & Cost synergy,24,,R

35、evenue & Cost synergy,There appear to be opportunities in cost savings and in revenue gains.In cost savings:– There may be an opportunity to save on General & Administrative Expenses throughcombining manageme

36、nt locations/functions– There may be decreased Cost of Sales (per unit) because the companies are purchasing greater volumes togetherIn revenues:– Additional sales can be achieved through selling Donuts in GB stores

37、– Also GB has a greater global presence which HD could leverage in order to grow outside the US 高級(jí)答案：– GB appear to manage their property and equipment costs better, which means that they may be able to transfer t

38、his skill to HD– Since GB has greater Sales per Store, they may have better skills in finding good locations for stores, and could transfer this skill to HD– Since GB is bigger, it probably has more investment capital

39、available to help HD grow at a more rapid rate.,25,,Case three: Magna Health,26,ContextOur client is Magna Health, a health care company in the Midwest. It both insures patients and provides health care services. Emplo

40、yers pay a fixed premium to Magna for each of their employees in return for which Magna covers all necessary health services of the employee (ranging from physician care, and medications to hospitalization).Magna curr

41、ently has 300,000 patients enrolled in its plan. It has 300 salaried physician employees who provide a broad range of services to patients in 6 centers. These physicians represent a wide range of specialty areas, but not

42、 all areas.When a patient needs medical treatment in a specialty area not covered by a Magna physician, they are referred outside of the Magna network for care, and Magna pays all referral costs on a fee-for-service ba

43、sis. Magna doesn’t own anyhospitals itself, instead contracting services from several local hospitals.Over the past six months, Magna has been experiencing declining profitability. Magna’s CEO has retained McKinsey to

44、 help determine what is causing the problem and how Magna might fix it.Q1 How can Magna Health improve its financial situation?,,,Case three: Magna Health,27,ContextOur client is Magna Health, a health care company i

45、n the Midwest. It both insures patients and provides health care services. Employers pay a fixed premium to Magna for each of their employees in return for which Magna covers all necessary health services of the employe

46、e (ranging from physician care, and medications to hospitalization).Magna currently has 300,000 patients enrolled in its plan. It has 300 salaried physician employees who provide a broad range of services to patients i

47、n 6 centers. These physicians represent a wide range of specialty areas, but not all areas.When a patient needs medical treatment in a specialty area not covered by a Magna physician, they are referred outside of the M

48、agna network for care, and Magna pays all referral costs on a fee-for-service basis. Magna doesn’t own anyhospitals itself, instead contracting services from several local hospitals.Over the past six months, Magna has

49、 been experiencing declining profitability. Magna’s CEO has retained McKinsey to help determine what is causing the problem and how Magna might fix it. How can Magna Health improve its financial situation?Q1 How shoul

50、d Client determine how to improve its financial situation?,,,Case three: Magna Health,28,Q1 How should Client determine how to improve its financial situation?Magna's revenuesPrice paid by employer for employee

51、health coverage.Number of employees covered by Magna.Magna's costs (or fixed and variable costs)Magna's main cost components consist of administrative (non-medical) and medical costs (e.g., hospital, drugs, ou

52、tpatient care)Outpatient costs can be split into internal physician costs versus external referral costsQ2 Interviewer: The team discovers that the demographics of Magna’s subscribers have changed significantly in

53、the past 5 years, from majority industrial workers/laborers to majority office employees. Knowing this, are there any specific areas you would investigate first?,,,Case three: Magna Health,29,Q2 Interviewer: The team di

54、scovers that the demographics of Magna’s subscribers have changed significantly in the past 5 years, from majority industrial workers/laborers to majority office employees. Knowing this, are there any specific areas you

55、would investigate first?Claim costs, as the change in the subscriber base will change the profile of diseases(e.g., more heart disease/stress and less work related injury)? External referral costs, due to the change

56、 in the disease profile for which they have in-house competency,,,Case three: Magna Health,30,Q3 After reviewing the basics of Magna's business, your team believes thatone of the root causes of Magna's financial

57、 problems is how it manages medicalcosts, particularly the cost of referrals to specialists outside of its physician network.Your team has gathered the following information on Magna and its primarycompetitor, Sunshin

58、e HMO:,,What are the most likely reasons that the average cost of referral at Magna is higher than at Sunshine?,,Case three: Magna Health,31,Q3 Referral pricing: Magna might be paying more than Sunshine for specialist s

59、ervices (e.g., its outside contracts with oncologists might be at higher rates than Sunshine's contracts).Number of referrals: Magna's physicians might have different practice patterns than Sunshine physicians,

60、i.e., they may be less comfortable treating heart disease patients or have different training/protocols.Mix of specialties: Magna's mix of specialties that requires referrals (cardiology and neurosurgery) are probab

61、ly more expensive specialties (than cardiology and psychiatry, Sunshine's referral specialties).Mix of patients: Magna has sicker or older (>65) patients (individuals over 65 are more likely to need medical care

62、in the specialty areas outside of Magna's network, particularly cardiology).,,What analyses would you do if the things you suggest were contributing to this problem?,,Case three: Magna Health,32,,Q4,,Case three: Magn

63、a Health,Q5 When the team tells Magna's CEO that based on Magna's patient population he should expect about 210,000 cardiology referrals a year he exclaims, "We currently pay for 300,000 annual cardiology re

64、ferrals for our patient population!“Why might Magna's annual cardiology referrals be significantly higher than U.S. averages? What would you do to try to verify if any of these were a key cause of this problem?,33,

65、,Case three: Magna Health,Q5 The prevalence rate of heart disease in Magna's patient population is higher than average. To see if this was a cause of the problem, McKinsey should audit the internal data on heart di

66、sease prevalence and compare it to US National data.Magna's primary care physicians are referring patients who do not have serious heart disease to specialists. The team should interview specialists to get their opi

67、nion, or follow through a sample of patients who were referred.Primary care physicians are not comfortable (e.g., they are poorly trained or inexperienced) treating cardiac patients, even those with minor problems; they

68、 want to avoid malpractice suits. McKinsey should interview Magna physicians and institute an external review.Magna doesn't have clear guidelines on when physicians should be referring patients to specialists (or if

69、 guidelines exist, physicians are not complying with them). The team should gain an expert opinion on the current guidelines to see if this was a key cause of the problem.There are no incentives or penalties to prevent

70、physicians from referring patients with less serious problems to specialists. In order to verify this is a key cause of the problem, the team should review incentive schemes if they exist. They should also compare simila