某某的戰(zhàn)略分析框架課件

19990?1998,.::66030?1998,.::6603

1 2 3 4 5 6 7 8 9 .10 11 12 13 14 15 16 17 18 19 20 21 22 23 S24 25 26 27 28 29 1 16

aa..

CLIENTEXAMPLE:HYPOTHESIS/ANALYTICALPLANHypothesisAnalysisInfo.RequiredInfo.SourceEndProductsOverallHypothesisOrganizationalphilosophyneedstobemodifiedSupportingHypothesisExistingorganizationdoesnotadequatelysupportthebusinessstrategyDefinebusinesssystem,operatingenvironmentDefineCSFs,organizationalrequirementsalongbusinesssystemDefinehowexistingorganizationsupportsbusinesssystem,CSFsKeyactivities,processesbyLOBCSFsalongbusinesssystembyLOBExistingorganizationalelementsimpactingbusinesssystemManagementinterviewsSecondaryresearchHRdocumentsBusinessSystemDiagramsActivityCSF~~~~

~~~~~~~~

~~~~~~~~

~~~~~~~~

~~~~~~~~

~~~~~~~~

~~~~Evenafteradjustingforassetwrite-up,financialperformancehasnotmetcorporateexpectationsorcompetitivestandardsduetoaninappropriateorganization(andcost)structureFpetitors,budget/plansOverviewofcoststructure(e.g.,fixedvs.variablecosts)ROA,NIadjustedforassetwrite-upsHistoricandprojectedfinancialdataAssetwrite-upinformationSummarycost,volumeinfoforproductionunitsAnnualreports,10Ks,10Qs,etc.CompanyfinancialreportsFinancialdepartmentinterviewsFinancialMetricsTheincreasingcomplexityofbusinessandtheevolvingimportanceof,andcoordinationrequiredbetweenspecializedexpertiserequireschangesinthedecision-makingprocessandinformationflowsDefineactualvs.perceivedvs.“real”organizationchart,decision-makingprocess/responsibilities;identifygapsDefineexpertise,inforequiredtomakedecision,organizationalrequirementsDefineevolvingnatureoforganizationandinformationflowsKeydecisionsKeyindividualsinvolvedindecision-makingprocessInformationflowsManagementinterviewsOrganizationchartsMemos/documentsonmanagementprocessesSystemflowchartsData/InfoFlowsOrgCharts

aa.

aa“””a:a“”“”“”

()

-

&

M.,“”,3

-

.

’s,,,1234

.

.a,:

:

.a,-

::?:

?:

?:

.,“:”

-

a,.,a’s’.:

MonthsHomeGoodsPerishablesApparelAverage=6.7=Maximum#=AverageorMostCommon=Minimum02468101214161820ABCDEFGIJKLMNNEWPRODUCTDEVELOPMENTCYCLETIMEBestPractices~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~3.55.04.56.513.55.06.09.07.06.010.56.04.5

a,

a,a’s.-’s.;.’s,,

(’s),;(’s),

(,,,,,,.)

a,a’s.-

&

,“:”,M.,“”M.,“”,3

,,,“:”

-,“:

a

:

LowMediumHighMarketStrength

aLowMe

..STEPDATAREQUIREDSOURCE(S)1. Chooseaxesthatarerelevanttocustomerdecision-making(first)andthosewhichdifferentiatesuppliers(second)2. Illustratewherecompetitorslieonmap(s)3. Interpretmapforstrategicimplications(e.g.,clustersoropenspaces)InformationonindustryasawholeInformationoncompetingcompanies’strategiesandpositioningTradeassociationsTradeperiodicalsandpublicationsInformationservicesAnalystreportsVariouscompanies’annualreportsandotherpublicinformationInterviewswithcompetitormanagementIndustryexperts..STEPDATA-

()

&&B’

&,“:”M.,“”,,,“”,,“:,,”

-(),“:

aa’s.:

MarketingExample:McDonald’sCustomerRefillSupportSales/DistributionOtherCustomerServiceCriticalStrategicCapabilities(SC)-Thecapabilitiesinwhichacompanyisaleader.Thesecapabilitiesarethesourceofcompetitiveadvantage.CriticalEnablingCapabilities(EC)-Thecapabilitiesinwhichacompanyiscompetitivelyequivalenttoothermarketleaders.Thesecapabilitiesareoftenthesourceofabarriertoentry.Strategic/FinancialPlanningTechnologyDevelopmentProductDevelopmentMfg/JointVentureCoreCompetence(CC)-Acompetencewhichdeliversasustainablecompetitiveadvantageincurrentmarkets,providesaccesstoawidevarietyofmarkets,andmakesasignificantcontributiontotheperceivedcustomerbenefitsoftheendproduct.PrimaryCapabilities(PC)-Minimumfunctionalandtechnicalrequirementsnecessarytoparticipate.COMPETENCIESMODEL-FRAMEWORKFast,affordable,fun,familydiningexperienceMarketingandbrandmgmt.TrainingFranchisemgmt.ProductinnovationBigMacrecipeHighquality,lowpriceproductsourcingEfficientoperationHamburgerpreparationMenuselection

aa’s.

a’sa.a,a.a.a-:

’s-,:“”?“”?

a,a,a,a,,aa’sa-

&&

&A.,“”,5

M.,“”,3

,,,“:”,,,“:A”,,,“”,,“:,,

-&A.,“”,EstablishSegmentationObjectivesDataAssessmentModelConstructionBuildClosedLoopPerformanceTool?,,?????a??a()..a..

a

EstablishDataModelB

aa.:HoldinventoryCreditproblemBasicfabrics“Opportunistic”StrategySpecialtyproductsNarrowcustomerbaseNicheStrategy(specializedproducttonarrowcustomerbase)SelltomanufacturersbeforefabricpurchaseEstablishedcreditBroadcustomerbaseBasicfabricsLow-CostStrategySelltomanufacturersbeforefabricpurchaseEstablishedcreditFocusedcustomerbaseNovelfabrics(“fashionforward”)DifferentiationStrategy(specializedproducttobroadcustomerbase)

aa.STEPDATAREQUIREDSOURCE(S)1. Identifysegmentationvariablesandsegmentthemarketa) SurveyStage:Conductinterviews/focusgroupswithconsumerstogaininsightintomotivations,attitudes,andbehaviorb) AnalysisStage:Applyfactoranalysistodatatoremovehighlycorrelatedvariables;applyclusteranalysistocreateanumberofmaximallydifferentsegments2. Formsegmentsbylookingatconsumercharacteristicsaswellasconsumerresponsesa) GeographicSegmentationb) DemographicSegmentationc) PsychographicSegmentationd) BehavioralSegmentationResultsfromfocusgroups,interviews,andsurveysCustomercharacteristics:demographics,statistics,etc.Focusgroups,interviews,surveysCompanydata

,,.

STEPDATAREQUIREDSOURCE(S)1. I-

&

&

,“:”M.,“”,,,“”

-&,“:.,a.

-5040302010200400600800100020004000UnitVolume(Thousands)UnitCost($)19741975197619771978197919801981198219831984Slope20%.,

,(.),,.1 a( a, .)2 a.:.,,,.(.,,,)a.,,.

,.;.,.,(-

A.,“”,5,“”M.,“”,3

,,,“:A

-A.,“”,5

.

.

a’s,,.a"".

a1 .

2 .a(.a)3 4 5 "”6 ""a’s,,-

()

&B’

M.,“”,3

-()M.,“”,3.a.aa’s...BakedGoodsBulbsCheeseFruitKitchenwareMeat/SeafoodNurseryStockSnacks/CandyStationeryDecorativeAccessoriesIndoorPlantsNutsSeedsTrees/ShrubsGourmetFoodBed/BathPool/Patio/GardeningCraftsPersonalCare/GroomingSpecialtyApparelCampingEquipmentChildren’sApparelDrug/Vitamins/HealthFoodHardware/ToolsHosiery/LingerieWomen’sApparelMen’sApparelWomen’sLargeSizeApparelAthleticEquipmentFishingEquipmentHuntingEquipmentSportingGoodApparelCategoryFitWithCompanyHighMediumLowLowMediumHighCategoryAttractivenessCATEGORYEVALUATION-SPECIALTY/SPIN-OFFCategoriesincludedinexistingorplannedspecialtybooksRecommendedadditionalspecialtybookventureEXAMPLE.a..1 ,,,..2 ,,,..3 ;,, .

.a’sa,.;..1 ,,,..-.

&

,“:”,,,“”-.&,“:

.

:

:

,,"":

:a

a:

a's,'s

a

.

a’sa’s.aa.,.

aaa’s:1: 2: ,:(?)

3: a,4: a’sa’s.-

&&&

,

P,“”,,1995,M.,“”M.,“”,3

-&P,“”,

A’s.

IDNameScheduledFinish3/143/213/284/44/114/184/25MarApr1234567891011123/26/933/26/934/23/934/12/933/30/934/1/934/5/934/7/934/8/934/9/934/12/934/19/93MobilizationPwCMobilizationSCMMobilizationDesigncustomerserviceprocessMapcommunicationModeleconomicdecisionsIdentifycostdriversIdentifyvaluedriversSpecifyCSactivitiesSpecifyCSinformationneedsSpecifyCSresourcePreparetrainingmaterials

A’s.ID

a..'s.a,,a's"",a..-

-&,&&

,,,“”

-

a’sa.

(.7x24)

(.;)

()

:,:

a’sa

.STEPDATAREQUIREDSOURCE(S)1. Determinethetrademarkaxesforthematrix2. Determinethecompany’sexistingstrategyagainsttheindustry3. GeneratealternativestrategicoptionsforthecompanyandplotthemonthematrixAnunderstandingoftheclient’scurrentpositioning,vis-a-viscompetitorsUnderstandingofstrategicoptionsavailableInterviewswithseniormanagementAnalystreportsIndustryexpertsInterviewswithcompetitorsTradepublications???????????.STEPDATAR-

()

&

A.,“”,5

M.,“”3

,,,“:”

-()A.,“”,

STARSQUESTIONMARKSCASHCOWSDOGSNOMAN’SLAND30%0%MarketGrowthRateExpectedGrowthifAvailable;Otherwise3-YearHistoricalGrowthRates4x2x1.5x1x.5x.25xCompany’sSalesorShareLargestCompetitorsSalesorShare?a’s,’s’.a.:

’l

5.03.02.01.51.00.2a

Dataneededforeachbusinessunit:1. Sales2. Marketgrowth3. Salesoflargestcompetitor

(ormarketsharedata)

4.0

QUESTIONMARKSCASHCO

.a,..;.,,.,.:,,.a:1 2

,33 ()a

-

&

A.,“”,5M.,“”,3

&,“:”

-&A.,“”,

LosingMarketShareHoldingMarketShareGainingMarketShareMarketGrowthRateBusinessGrowthRate30%0%30%Use3-yearhistoricalgrowthrates(use5-yearifbusinessishighlycyclical)Dataneededforeachbusinessunit:1. Sales2. MarketGrowth3. Salesoflargestcompetitor (ormarketsharedata)EachcirclerepresentsadifferentbusinessCirclesizerepresentsproportionalsalesa,.,.LosingMarketShareHolding

:aa.:(),.,,

:a

1 2 3 's4 5 'a.1 -

&,“:”,M.,“”,“”,,,“”,,,“:A”

-&,“:

a()a.A,.Aa.,a.

()?

a(

.A,.().

.5:1 2 (.?)3 4 5 .A-

&

-

???

???AA213456’s.??

,.,14

“”10

S37

,aa?6

a“”?5

“”?2

a?1

12-18,?13

“”12

“”11

“”15

“”16

“”17

“”18

“”

a;S3;;

a“”9

“”(.,?)8

?4

?3

?

EXAMPLEa.a“”“”-a.,.,.,14

“”10

:,,,().a,a.a.a.-

…?

…?

…?

…?

:,,

-....a.“”.,,.-

“

a

”

-....a

a.’s.1 ’s; . : (%) (%)

($) () () (:) ()2 a

3 ,

a-

()

,“:”M.,“”,3

-,“:

.

($)

.

.STEPDATAREQUIREDSOURCE(S)1. Collectmargindataindollarsforindustrycompetitorsforthecurrentyearandaggregate2. Predictthesamemarginsforadeterminedfutureyearandaggregate3. GraphcurrentandfutureaggregatemarginsCompetitormargindataCompanyfinancialstatementsMoody’scompanydataBloombergIndustryAssociations/

Publications.STEPDATAREQUIREDSO-

A.,“”,5M.,“”,3

-A.,“”,5

;:.

;:

a’s.,:

,%,’s:.

-,,-a’s.-

A.,“”,5,“”

-A.,“”,5

.,,(),a,.,.a,a.a;a“”a.

“”1.00.06:.,1:.,5:

.

4:,

3:2:.

.

“”

(),.STEPDATAREQUIREDSOURCE(S)1. Determinethetrademarkaxesforthematrix2. Determinethecompany’sexistingstrategyagainsttheindustry3. GeneratealternativestrategicoptionsforthecompanyandplotthemonthematrixAnunderstandingoftheclient’scurrentpositioning,vis-a-viscompetitorsUnderstandingofstrategicoptionsavailableInterviewswithseniormanagementAnalystreportsIndustryexpertsInterviewswithcompetitorsTradepublications(),.STEPDAT-

&

.-

M.,“”,“ ”,, 1998,“a ”,,1998

-M.,“”

.

10.05.01.00.50.1123456789101A1A1A1A1A1A1A1A1A1A1A1A1A1AClientAClientBCompetitorCCompetitorB-

(000)

=67%

.10.05.01.00.5

a.aa

a.a-

,“”

-,“”,“”..,,.’..,,.’t,’s..,a’s.,.

,“”.a–.a.…,,”.A,“,”a.A“,”a...,:.,,,,

,

,a.

a–.

’,a.,.--a.

1 ., ,.2 .,, ,,? a??3 --., ,?4 . ,a, ?5 aa. a,a .a.’,a.1

..,a.

8 . .9 ’s .’s.10 ,,a ,. .7 ., .,a“” ,,,.6 . ,’s, ?..,-

a, . .& , . .?J.,“:A”:

-J.,“

1:2:3:4:5:6:

a

57:

8:

9:10:,’s’s

1:7:

,

.a.(,,.)

AnnualProjectCashFlow

.a

a.a,.1: a2: 3: ,

a.-

&&,“:”

-,“:S7()

Aaa;

,,

7a.’s.S7()

AS7

?

??????????????

()????a7,a’s.

.S7???7

(S)1.

2.

3.

4. ,,,

..a;.7(S)1.

-7-S

&

,“:”,M.,“”,,,“:A”

-7-S,“:

,,,.

,,,

.,.:

,,,.(.,)

.-

(),“:”,M.,“”,,,“:”,,,“:A

-,“:a,,,.aa,’s.,a.

2000

,

,

(.,,)

.“”

a,,,.a

a4,,,,,.1 2 3 4

,a,,..a4,,,,-

,“:”,M.,“”M.,“”,3

,,,“:A

&

&

-,“:&

a...a,,,.,.,(),.

2015105005101520ValueCreationValueDestructionReturnonEquityCostofEquityFRAMEWORKFORSBUANALYSISEXAMPLE

a.

a’s.a.,*

*a’s.

BusinessValuation5. 4. 3. 2. 1.

BusinessValuation1. -

()

,,“:

M.,“”,3

,,,“:”

-(),,“:

:aa.

:a

a.a.

a:’s

’s

a.-

()

&

&()()

A.,“”,5

P,“”,,1995,M.,“”M.,“”,3

,,,“:A

-()A.,“”,5

a

a

aa,,

",".,,'s

(.,,)“”aa,-

-

1996

,

-

"",

.

,,,

()

()).()(C)(C).(G)56787.86.9.().().(C)..(C)(G).(G)56786.87.97.8.()(C).(C)(C)(G).(G)(G).(G)56789

a'.1996,

.,"".Aa:,,,.a

aa.,a.a.1

a(a)2 .::,,:,,:a153 .:4 ..Citations-ClientandIndustryExperienceVoiceoftheCustomerBaxter/Pharmaceuticals/KITdatabaseCoachLeather/Retail/KITdatabaseHormel/CIP/JohanSauerPolaroid/CIP/KITdatabaseJonAnton,DebraPerkins,“ListeningtotheVoiceoftheCustomer:16StepstoaSuccessfulCustomerSatisfactionManagementProgram”WilliamBarnard,ThomasF.Wallace,TheInnovativeEdge:CreatingStrategicBreakthroughsUsingtheVoiceoftheCustomer”PriceWaterhouse,“BetterChange”VoicesintoChoices:ActingontheVoiceoftheCustomer

SourceListCitations-ClientandIndustr通過辛勤的工作獲得財(cái)富才是人生的大快事。一個(gè)人一生可能愛上很多人，等你獲得真正屬于你的幸福后，你就會(huì)明白以前的傷痛其實(shí)是一種財(cái)富，它讓你學(xué)會(huì)更好地去把握和珍惜你愛的人。12月-2210:2610:26:17人只有為自己同時(shí)代人的完善，為他們的幸福而工作，他才能達(dá)到自身的完善。每項(xiàng)事業(yè)成功都離不開選擇，而只有不同尋常的選擇才會(huì)獲取不同尋常的成功。10:26:1710:2612月-22論命運(yùn)如何，人生來就不是野蠻人，也不是乞討者。人的四周充滿真正而高貴的財(cái)富—身體與心靈的財(cái)富。人生沒有彩排，每一個(gè)細(xì)節(jié)都是現(xiàn)場(chǎng)直播。對(duì)產(chǎn)品質(zhì)量來說，不是100分就是0分。成功的經(jīng)理人員在確定組織和個(gè)人的目標(biāo)時(shí)，一般是現(xiàn)實(shí)主義的。他們不是害怕提出高目標(biāo)，而是不讓目標(biāo)超出他們的能力。管理就是決策。10:2610:26:1712月-22經(jīng)營(yíng)管理，成本分