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1、Strategy Practitioner ToolsCore Tools October 19991 1998, PricewaterhouseCoopers L.L.P.DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sfSC111898KR-Sydney2 1998, PricewaterhouseCoopers L.L.P.Table of Contents1ANALYSIS PLAN 2BREAKTHROUGH MODEL3COMPETITIVE BENCHMARKING 4COMPETITIVE POSITIONING 5CORE C
2、OMPETENCTY ANALYSIS 6CUSTOMER SEGMENTATION 7EXPERIENCE CURVE 8FINANCIAL MODELING 9FIT VS. ATTRACTIVENESS MODEL 10FIVE FORCES ANALYSIS 11GANTT CHART 12GAP ANALYSIS13GROWTH SHARE MATRIX 14INDUSTRY VALUE CHAIN ANALYSIS 15ISSUE TREE/ISSUE MAP16KEY PERFORMANCE INDICATORS 17MARKET PROFITABILITY 18PORTFOLI
3、O ANALYSIS 19REAL OPTIONS/STRATEGIC OPTION 20SCALE CURVE 21SCENARIO ENVISIONING 22SENSITIVITY ANALYSIS 23SEVEN S FRAMEWORK 24STAKEHOLDER ANALYSIS 25SWOT 26VALUE BASED MANAGEMENT 27VALUE CHAIN ANALYSIS28VALUE TREE 29 VOICE OF THE CUSTOMERSC111898KR-Sydney3 1998, PricewaterhouseCoopers L.L.P.Analysis
4、Plan SummaryThe analysis plan details a problem-solving process and specific analysis which must be developed to assess a hypothesis. The analysis plan must be flexible and that the analyses to be conducted and the deliverables to be produced may change during the course of the project.Analysis Plan
5、CLIENT EXAMPLE: HYPOTHESIS/ANALYTICAL PLANHypothesisAnalysisInfo. RequiredInfo. SourceEnd ProductsOverall Hypothesis Organizational philosophy needs to be modifiedSupporting Hypothesis Existing organization does not adequately support the business strategy Define business system, operating environme
6、nt Define CSFs, organizational requirements along business system Define how existing organization supports business system, CSFs Key activities, processes by LOB CSFs along business system by LOB Existing organizational elements impacting business system Management interviews Secondary research HR
7、documentsBusiness System DiagramsActivityCSF Even after adjusting for asset write-up, financial performance has not met corporate expectations or competitive standards due to an inappropriate organization (and cost) structure Financial performance vs. competitors, budget/plans Overview of cost struc
8、ture (e.g., fixed vs. variable costs) ROA, NI adjusted for asset write-ups Historic and projected financial data Asset write-up information Summary cost, volume info for production units Annual reports, 10Ks, 10Qs, etc. Company financial reports Financial department interviewsFinancial MetricsThe in
9、creasing complexity of business and the evolving importance of, and coordination required between specialized expertise requires changes in the decision-making process and information flows Define actual vs. perceived vs. “real” organization chart, decision-making process/responsibilities; identify
10、gaps Define expertise, info required to make decision, organizational requirements Define evolving nature of organization and information flows Key decisions Key individuals involved in decision-making process Information flows Management interviews Organization charts Memos/documents on management
11、processes System flow chartsData/Info FlowsOrg ChartsSC111898KR-Sydney4 1998, PricewaterhouseCoopers L.L.P.ApproachAnalysis PlanWhen To ApplyWhen it is necessary to lay out problem-solving process in depth/detail and identify the analyses which need to be undertaken to validate the selected hypothes
12、es Define an issue on which a specific action depends and phrase it as a “yes” or no” question Establish a hypothesis: a statement of likely resolution of the issue including the reasons for answering “yes” or “no” Develop an analysis statement that outlines the “models” that will be explored in ord
13、er to prove or disprove the hypothesis Identify the likely location or means of obtaining data to accomplish the analysis Develop end products (presentations) to graphically represent the output of the analysisSC111898KR-Sydney5 1998, PricewaterhouseCoopers L.L.P.Citations - Client and Industry Expe
14、rienceAnalysis Plan Compaq/Technology/Vasu Krishnamurthy Galileo/Travel/ Spencer Lin those which have the biggest impact on customer service/satisfaction/value. Examine the issues most important to the companys situation to determine whether roles, processes, or strategic issues should by benchmarke
15、d Identify key performance variables and determine which companies to use for comparison (both within companys industry and outside the industry) For process benchmarking, determine the metrics to be measured; these can be key performance indicators (KPIs), orother measurements Establish data collection methodology (industry sources, on-line databases, on-site visits, phone interviews, survey questionnaires, competitors, etc.) Measure client company performance Measure performance of competitors and best practice leaders Illustrate the spectrum of performances on an a
