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1、Author LairdReed Reviewers ScottWells KarenHellmich bc 3C s March1998 Copyright 1998Bain Company Inc 3C s The3C sframeworkToolsandstrategicquestionsansweredTakeawayslides Agenda 3C s Agenda The3C sframeworkToolsandstrategicquestionsansweredTakeawayslides 3C s StrategicPurpose Todetermineacompany sst
2、rategiccostpositionrelativetocompetitorsToidentifycostreductionopportunities Toidentifyrevenueandprofitmaximizingstrategies Toachievedifferentiationandpreemptcompetitormoves Todeterminethestrategiesthatfitbestwithacompany scorecompetencies Costs Customers Competitors Capabilities The3C sisoneoftheco
3、retoolsusedtodeterminethemostleveragedstrategyforabusiness Thefourth oftenneglected C Framework 3C s Agenda The3C sframeworkToolsandstrategicquestionsansweredTakeawayslides 3C s Costs Cost RelatedBainTools StrategicQuestionsAnswered 1 RelativeCostPosition 1 Howdoourcostscomparetocompetitors costsbyp
4、roduct service business Whatisourfullpotentialcostposition 2 ExperienceCurve 2 Towhatextentisthecompanyusingitsaccumulatedexperiencetodrivedownunitcosts 3 CostSharingAnalysis 3 Arethereanyopportunitiestosharecostswithinthecompany Whatarethepotentialsavingsfromcostsharing 4 BestDemonstratedPractice 4
5、 Whatarethebestinternalandexternalpractices Towhatextentaretheytransferable Whatwillbetheimpactofimplementingthemmorebroadly 5 ValueChainAnalysis 5 Howcanweoptimizeateachstepinthevaluechain Whatarethecostdriversateachstep 6 ProfitHunt 6 Whatarethequickhitoperatingimprovements Whatisthesavingspotenti
6、al 7 ProductLineProfitability CostAllocation ActivityBasedCosting 7 Howdoweallocatecoststoeachbusiness product customersegment 8 OverheadAnalysis 8 Isthecompany soverheadanefficientuseofresources 9 Fixed VariableAnalysis 9 Whatisthefixed variablesplitofthecompany scosts 10 Direct IndirectAnalysis 10
7、 Howmuchofthecompany scostsaredirectly vs notdirectly associatedwiththeproductionofaproduct 3C s Customers Customer RelatedBainTools StrategicQuestionsAnswered 1 CustomerSegmentation 1 Whataretheappropriatecustomersegments Howcaneachsegmentbedescribed 2 PurchaseCriteriaRating ImportanceAnalysis 2 Wh
8、atisimportanttoeachsegmentwhentheypurchaseaproductorservice 3 CompanyPositioning EffectivenessAnalysis 3 Howwellpositionedisthecompanywitheachsegment 4 AttractivenessAnalysis 4 Whichsegmentsaremostattractivefrombothafinancialandanimplementationperspective revenueopportunitycosttoservestrategicfit 5
9、ValuePropositionDevelopment 5 Whatproduct service channelofferingwillmeetthetargetsegment sneeds 8 CustomerRetentionandLoyalty 8 Howcanweincreaseourretentionofourbestcustomers HowmuchofanimpactwillincreasingretentionbyX haveonourbottomline 9 CustomerAcquisition 9 Howcanweacquireprofitablecustomers C
10、osts Customers Competitors Capabilities 6 PricingStrategy 6 Whatpricewillmaximizelongtermprofits 7 DistributionChannelAnalysis 7 Whataretheappropriatechannelsforeachproduct service Whataretheeconomicsofeachchannel 3C s Competitors Competitor RelatedBainTools StrategicQuestionsAnswered 1 MarketOvervi
11、ew 1 Whatisthemarketsize Growth Profitability Whatiseachcompetitor smarketshare Profitshare 2 CompanyOverview 2 Whatisthecompany srevenueandprofitbyproduct channel andgeography Whatisitsfinancialperformance 3 SWOT 3 Whatareeachcompetitor sstrengths weaknesses opportunities andthreats 5 Benchmarking
12、5 Howiseachcompetitorperformingonkeymeasures 6 ScenarioAnalysis 6 Howdoweexpecteachcompetitortoact reactindifferentsituations 7 MergersandAcquisitions 7 Whichcompaniesarepotentialtargets Howcanwerealizevaluefrommergersandacquisitions 8 Growth ShareMatrix 8 Howcanwedescribeacompany sportfolioofbusine
13、ssesintermsofmarketshareandgrowthpotential 4 Porter s5ForcesAnalysis 4 Howattractiveistheindustry Whatarethecompetitivedynamicsoftheindustry 9 Growth GrowthMatrix 9 Howisthecompanygrowingrelativetotheindustry Isthecompanygainingorlosingshare 10 ROS RMS 10 Whatisacompany srelativemarketshareandwhatis
14、itsreturnonsales Whereistheindustry snormativeband Costs Customers Competitors Capabilities 11 CompanyOwnershipandManagement 11 Whoarethemajorownersofthecompany Howexperiencedisthemanagementteam 3C s Capabilities Capabilities RelatedBainTools StrategicQuestionsAnswered 2 Make BuyAnalysis 2 Whatshoul
15、dthecompanymakeitselfversusbuyfromanothercompany 1 CoreCompetencies 1 Whatspecialskillsortechnologiesdoesthecompanyhavethatcreatedifferentiablecustomervalue Howcanacompanyleverageitscorecompetencies Whatinvestmentsintechnologyandpeoplewillhelpbuilduniquecapabilities Costs Customers Competitors Capab
16、ilities 3 Whatorganizationalstructurewillenablethecompanytoimplementitsstrategyeffectively 3 OrganizationalStructure 3C s Agenda The3C sframeworkToolsandstrategicquestionsansweredTakeawayslides 3C s TakeawaySlides Costs RCP CostExperienceCurve ValueChainAnalysis BDPQuantification A B C Procurematerials Make Sell Support Fixed VariableCosts Direct IndirectCosts PLP Client A B Client 3C s TakeawaySlides Customers 1 Attractiveness A B C Targetsegment SegmentFinancialAttractiveness EaseofImplementat
