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1、Strategy Practitioner Tools,Core Tools October 1999,0, 1998, PricewaterhouseCoopers L.L.P.,DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf,Table of Contents,1 ANALYSIS PLAN 2 BREAKTHROUGH MODEL 3 COMPETITIVE BENCHMARKING 4 COMPETITIVE POSITIONING 5 CORE COMPETENCTY ANALYSIS 6 CUSTOMER SEGMENTATIO
2、N 7 EXPERIENCE CURVE 8 FINANCIAL MODELING 9 FIT VS. ATTRACTIVENESS MODEL 10 FIVE FORCES ANALYSIS 11 GANTT CHART 12 GAP ANALYSIS 13 GROWTH SHARE MATRIX 14 INDUSTRY VALUE CHAIN ANALYSIS 15 ISSUE TREE/ISSUE MAP,16 KEY PERFORMANCE INDICATORS 17 MARKET PROFITABILITY 18 PORTFOLIO ANALYSIS 19 REAL OPTIONS/
3、STRATEGIC OPTION 20 SCALE CURVE 21 SCENARIO ENVISIONING 22 SENSITIVITY ANALYSIS 23 SEVEN S FRAMEWORK 24 STAKEHOLDER ANALYSIS 25 SWOT 26 VALUE BASED MANAGEMENT 27 VALUE CHAIN ANALYSIS 28 VALUE TREE 29 VOICE OF THE CUSTOMER,Analysis Plan Summary,The analysis plan details a problem-solving process and
4、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,Approach,Analysis Plan,When To Apply,When it is necessary to lay o
5、ut problem-solving process in depth/detail and identify the analyses which need to be undertaken to validate the selected hypotheses,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 inclu
6、ding the reasons for answering “yes” or “no” Develop an analysis statement that outlines the “models” that will be explored in order to prove or disprove the hypothesis Identify the likely location or means of obtaining data to accomplish the analysis Develop end products (presentations) to graphica
7、lly represent the output of the analysis,Citations - Client and Industry Experience,Analysis Plan,Compaq/Technology/Vasu Krishnamurthy Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy Post Office Counters Ltd./Transportation Services/KIT database PwC MCS/Consulting/Vasu Krishnamurthy United Airlines
8、/Travel/Vasu Krishnamurthy,Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition,Source List,Breakthrough Model Summary,The Breakthrough model focuses attention on most substantial opportunities for creating value for customers and shareholders.,Breakthrough Model,External,Internal,Industry
9、,Company,Trends in the,economic,environment in,which the markets,exist,Best practices,across this and,similar industries,Market/product,strategy and basis,for competition,Capabilities of the companys,people, processes,technology, systems and,structure,1,2,3,4,Market/Product,Repositioning,Industry,Tr
10、ansformation,Enterprise,Alignment,Best Practice,Performance,Approach,Breakthrough Model,When To Apply,Utilize the Breakthrough model to identify and categorize all opportunities to create substantial incremental shareholder value.,When creating a Breakthrough model, the following criteria should be
11、considered: Summarize all opportunities to improve business performance from other analyses Categorize them into four groups: Enterprise alignment Best practice performance Market/product repositioning Industry transformation Determine approximate economic value of each type of strategy,Citations -
12、Client and Industry Experience,Breakthrough Model,Non-PwC: Toyota: the lean production system Frito-Lay: end-to-end supply chain management and the use of advanced technology Intel: high velocity product development A: Internet based channels of distribution on behalf of shareholders.,Paul Elkin, “M
13、astering Business Planning and Strategy: The Power and Application of Strategic Thinking”,Source List,Competitive Benchmarking Summary,Competitive Benchmarking is used to identify and measure the factors that determine why a process has specific cost, quality or timing attributes and incorporate the
14、 best practices into an actionable change plan. It does so in part, by comparing a companys performance in key areas with respect to its competitors performance. Examples of presenting Competitive Benchmarking findings:,Competitive Benchmarking,Approach,Competitive Benchmarking,When To Apply,While n
15、ot a comprehensive comparison, Competitive Benchmarking illustrates the efficiency of specific processes in comparison to a companys competitors. Select companies to benchmark against carefully - remember that companies outside the clients industry may be the best candidates. Ensure that data collec
16、ted are comparable and the the right processes are benchmarked; 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 benchmarked Identify key performance variables and determine which companies to use for comparison (both within companys industry and outsi
