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1、StrategyPractitionerTools CoreToolsOctober1999 1998 PricewaterhouseCoopersL L P DRAFT FORDISCUSSIONONLY Version 660 w3 ppt sf TableofContents 1ANALYSISPLAN2BREAKTHROUGHMODEL3COMPETITIVEBENCHMARKING4COMPETITIVEPOSITIONING5CORECOMPETENCTYANALYSIS6CUSTOMERSEGMENTATION7EXPERIENCECURVE8FINANCIALMODELING9
2、FITVS ATTRACTIVENESSMODEL10FIVEFORCESANALYSIS11GANTTCHART12GAPANALYSIS13GROWTHSHAREMATRIX14INDUSTRYVALUECHAINANALYSIS15ISSUETREE ISSUEMAP 16KEYPERFORMANCEINDICATORS17MARKETPROFITABILITY18PORTFOLIOANALYSIS19REALOPTIONS STRATEGICOPTION20SCALECURVE21SCENARIOENVISIONING22SENSITIVITYANALYSIS23SEVENSFRAME
3、WORK24STAKEHOLDERANALYSIS25SWOT26VALUEBASEDMANAGEMENT27VALUECHAINANALYSIS28VALUETREE29VOICEOFTHECUSTOMER AnalysisPlanSummary Theanalysisplandetailsaproblem solvingprocessandspecificanalysiswhichmustbedevelopedtoassessahypothesis Theanalysisplanmustbeflexibleandthattheanalysestobeconductedandthedeliv
4、erablestobeproducedmaychangeduringthecourseoftheproject AnalysisPlan Approach AnalysisPlan WhenToApply Whenitisnecessarytolayoutproblem solvingprocessindepth detailandidentifytheanalyseswhichneedtobeundertakentovalidatetheselectedhypotheses Defineanissueonwhichaspecificactiondependsandphraseitasa ye
5、s orno questionEstablishahypothesis astatementoflikelyresolutionoftheissueincludingthereasonsforanswering yes or no Developananalysisstatementthatoutlinesthe models thatwillbeexploredinordertoproveordisprovethehypothesisIdentifythelikelylocationormeansofobtainingdatatoaccomplishtheanalysisDevelopend
6、products presentations tographicallyrepresenttheoutputoftheanalysis Citations ClientandIndustryExperience AnalysisPlan Compaq Technology VasuKrishnamurthyGalileo Travel SpencerLin VasuKrishnamurthyPostOfficeCountersLtd TransportationServices KITdatabasePwCMCS Consulting VasuKrishnamurthyUnitedAirlin
7、es Travel VasuKrishnamurthy RobertM Grant ContemporaryStrategyAnalysis 3rdEdition SourceList BreakthroughModelSummary TheBreakthroughmodelfocusesattentiononmostsubstantialopportunitiesforcreatingvalueforcustomersandshareholders BreakthroughModel External Internal Industry Company Trendsinthe economi
8、c environmentin whichthemarkets exist Bestpractices acrossthisand similarindustries Market product strategyandbasis forcompetition Capabilitiesofthecompany s people processes technology systemsand structure 1 2 3 4 Market Product Repositioning Industry Transformation Enterprise Alignment BestPractic
9、e Performance Approach BreakthroughModel WhenToApply UtilizetheBreakthroughmodeltoidentifyandcategorizeallopportunitiestocreatesubstantialincrementalshareholdervalue WhencreatingaBreakthroughmodel thefollowingcriteriashouldbeconsidered Summarizeallopportunitiestoimprovebusinessperformancefromotheran
10、alysesCategorizethemintofourgroups EnterprisealignmentBestpracticeperformanceMarket productrepositioningIndustrytransformationDetermineapproximateeconomicvalueofeachtypeofstrategy Citations ClientandIndustryExperience BreakthroughModel Non PwC Toyota theleanproductionsystem Frito Lay end to endsuppl
11、ychainmanagementandtheuseofadvancedtechnology Intel highvelocityproductdevelopment A Internetbasedchannelsofdistributiononbehalfofshareholders PaulElkin MasteringBusinessPlanningandStrategy ThePowerandApplicationofStrategicThinking SourceList CompetitiveBenchmarkingSummary CompetitiveBenchmarkingisu
12、sedtoidentifyandmeasurethefactorsthatdeterminewhyaprocesshasspecificcost qualityortimingattributesandincorporatethebestpracticesintoanactionablechangeplan Itdoessoinpart bycomparingacompany sperformanceinkeyareaswithrespecttoitscompetitors performance ExamplesofpresentingCompetitiveBenchmarkingfindi
13、ngs CompetitiveBenchmarking Approach CompetitiveBenchmarking WhenToApply Whilenotacomprehensivecomparison CompetitiveBenchmarkingillustratestheefficiencyofspecificprocessesincomparisontoacompany scompetitors Selectcompaniestobenchmarkagainstcarefully rememberthatcompaniesoutsidetheclient sindustryma
14、ybethebestcandidates Ensurethatdatacollectedarecomparableandthetherightprocessesarebenchmarked thosewhichhavethebiggestimpactoncustomerservice satisfaction value Examinetheissuesmostimportanttothecompany ssituationtodeterminewhetherroles processes orstrategicissuesshouldbybenchmarkedIdentifykeyperfo
15、rmancevariablesanddeterminewhichcompaniestouseforcomparison bothwithincompany sindustryandoutsidetheindustry Forprocessbenchmarking determinethemetricstobemeasured thesecanbekeyperformanceindicators KPI s orothermeasurementsEstablishdatacollectionmethodology industrysources on linedatabases on sitev
16、isits phoneinterviews surveyquestionnaires competitors etc MeasureclientcompanyperformanceMeasureperformanceofcompetitorsandbestpracticeleadersIllustratethespectrumofperformancesonanappropriategraphDeterminegapsandreasoningDevelopactionplans recommendationtoaddressgapsImplementactionsandmonitorprogress Citations ClientandIndustryExperience CompetitiveBenchmarking BallCorporation Packaging VasuKrishnamurthy MikeWeissMotorola Technology VasuKrishnamurthyPwCMCS Consulting VasuKrishnamurthyUnitedAir
