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1、Author: Laird Reed,Reviewers: Scott Wells, Karen Hellmich,bc,3Cs,March 1998,Copyright 1998 Bain & Company, Inc.,2,CU7112497ECA,3 Cs,The 3Cs framework Tools and strategic questions answered Takeaway slides,Agenda,3,CU7112497ECA,3 Cs,Agenda,The 3Cs framework Tools and strategic questions answered Take
2、away slides,4,CU7112497ECA,3 Cs,Strategic Purpose:,To determine a companys strategic cost position relative to competitors To identify cost reduction opportunities,To identify revenue and profit maximizing strategies,To achieve differentiation and preempt competitor moves,To determine the strategies
3、 that fit best with a companys core competencies,Costs,Customers,Competitors,Capabilities,The 3 Cs is one of the core tools used to determine the most leveraged strategy for a business.,The fourth, often neglected, “C”,Framework,5,CU7112497ECA,3 Cs,Agenda,The 3Cs framework Tools and strategic questi
4、ons answered Takeaway slides,6,CU7112497ECA,3 Cs,Costs,Cost-Related Bain Tools,Strategic Questions Answered,1. Relative Cost Position,1. How do our costs compare to competitors costs byproduct/service/business? What is our full potential cost position?,2. Experience Curve,2. To what extent is the co
5、mpany using its accumulated experience to drive down unit costs?,3. Cost Sharing Analysis,3. Are there any opportunities to share costs within the company? What are the potential savings from cost sharing?,4. Best Demonstrated Practice,4. What are the best internal and external practices? To what ex
6、tent are they transferable? What will be the impact of implementing them more broadly?,5. Value Chain Analysis,5. How can we optimize at each step in the value chain? What are the cost drivers at each step?,6. Profit Hunt,6. What are the quick hit operating improvements? What is the savings potentia
7、l?,7. Product Line Profitability/Cost Allocation/Activity Based Costing,7. How do we allocate costs to each business/product/customer segment?,8. Overhead Analysis,8. Is the companys overhead an efficient use of resources?,9. Fixed/Variable Analysis,9. What is the fixed/variable split of the company
8、s costs?,10. Direct/Indirect Analysis,10. How much of the companys costs are directly, vs. not directly, associated with the production of a product?,7,CU7112497ECA,3 Cs,Customers,Customer-Related Bain Tools,Strategic Questions Answered,1. Customer Segmentation,1. What are the appropriate customer s
9、egments?How can each segment be described?,2. Purchase Criteria Rating(Importance Analysis),2. What is important to each segment when they purchase a product or service?,3. Company Positioning(Effectiveness Analysis),3. How well positioned is the company with each segment?,4. Attractiveness Analysis
10、,4. Which segments are most attractive from both a financial and an implementation perspective? revenue opportunity cost to serve strategic fit,5. Value Proposition Development,5. What product/service/channel offering will meet the target segments needs?,8. Customer Retention and Loyalty,8. How can
11、we increase our retention of our best customers? How much of an impact will increasing retention by X% have on our bottom line?,9. Customer Acquisition,9. How can we acquire profitable customers?,Costs,Customers,Competitors,Capabilities,6. Pricing Strategy,6. What price will maximize long term profi
12、ts?,7. Distribution Channel Analysis,7. What are the appropriate channels for each product/service? What are the economics of each channel?,8,CU7112497ECA,3 Cs,Competitors,Competitor-Related Bain Tools,Strategic Questions Answered,1. Market Overview,1. What is the market size? Growth? Profitability?
13、 What is each competitors market share? Profit share?,2. Company Overview,2. What is the companys revenue and profit by product, channel, and geography? What is its financial performance?,3. SWOT,3. What are each competitors strengths, weaknesses, opportunities, and threats?,5. Benchmarking,5. How i
14、s each competitor performing on key measures?,6. Scenario Analysis,6. How do we expect each competitor to act/react in different situations?,7. Mergers and Acquisitions,7. Which companies are potential targets? How can we realize value from mergers and acquisitions?,8. Growth/Share Matrix,8. How can
15、 we describe a companys portfolio of businesses in terms of market share and growth potential?,4. Porters 5 Forces Analysis,4. How attractive is the industry? What are the competitive dynamics of the industry?,9. Growth/Growth Matrix,9. How is the company growing relative to the industry? Is the com
16、pany gaining or losing share?,10. ROS/RMS,10. What is a companys relative market share and what is its return onsales? Where is the industrys normative band?,Costs,Customers,Competitors,Capabilities,11. Company Ownership and Management,11. Who are the major owners of the company? How experienced is the management team?,
