038原版咨询手册全套资料
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1、be3CzsAuthor:LairdReedReviewers:ScottWells,KarenHellmich订he3CsframeworkToolsandstrategicquestionsansweredTakeawayslidesAgenda订he3CsframeworkToolsandstrategicquestionsansweredTakeawayslidesAgenda3C*sFrameworkThe3Cfsisoneofthecoretoolsusedtodeterminethemostleveragedstrategyforabusiness.Thefourth,often
2、neglected,uCnCostsCustomersCompetitorsCapabilitiesStrategicPurpose:TddetermineacompanysstrategiccostpositionrelativetocompetitorsToidentifycostreductionopportunitiesToidentifyrevenueandprofitmaximizingstrategiesToachievedifferentiationandpreemptcompetitormovesTodeterminethestrategiesthatfitbestwitha
3、companyscorecompetencies订he3CsframeworkToolsandstrategicquestionsansweredTakeawayslidesAgendaCostsCostsCustomersCompetitorsCapabilities1. CostRelatedBainToolsRelativeCostPositionExperienceCurveCostSharingAnalysisBestDemonstratedPracticeValueChainAnalysisProfitHuntProductLineProfitability/CostAllocat
4、ion/ActivityBasedCostingOverheadAnalysisFixedA/ariableAnalysis10.Direct/lndirectAnalysis1. StrategicQuestionsAnsweredHowdoourcostscomparetocompetitors*costsbyproduct/service/business?Whatisourfullpotentialcostposition?2. Towhatextentisthecompanyusingitsaccumulatedexperiencetodrivedownunitcosts?3. Ar
5、ethereanyopportunitiestosharecostswithinthecompany?Whatarethepotentialsavingsfromcostsharing?4. Whatarethebestinternalandexternalpractices?Towhatextentaretheytransferable?Whatwillbetheimpactofimplementingthemmorebroadly?5. Howcanweoptimizeateachstepinthevaluechain?Whatarethecostdriversateachstep?6.
6、Whatarethequickhitoperatingimprovements?Whatisthesavingspotential?7. Howdoweallocatecoststoeachbusiness/product/customersegment?8. Isthecompanysoverheadanefficientuseofresources?9. Whatisthefixed/variablesplitofthecompanyscosts?10. Howmuchofthecompanyscostsaredirectly,vs.notdirectly,associatedwithth
7、eproductionofaproduct?CustomersCostsCustomersCompetitorsCapabilitiesCustomerRelatedBainTools1. CustomerSegmentationPurchaseCriteriaRating(ImportanceAnalysis)CompanyPositioning(EffectivenessAnalysis)AttractivenessAnalysisValuePropositionDevelopmentPricingStrategyDistributionChannelAnalysisCustomerRet
8、entionandLoyaltyCustomerAcquisition1. StrategicQuestionsAnsweredWhataretheappropriatecustomersegments?Howcaneachsegmentbedescribed?2. Whatisimportanttoeachsegmentwhentheypurchaseaproductorservice?3. Howwellpositionedisthecompanywitheachsegment?4. Whichsegmentsaremostattractivefrombothafinancialandan
9、implementationperspective?revenueopportunitycosttoserve5. strategicfitWhatproduct/service/channelofferingwillmeetthetargetsegmentsneeds?6. Whatpricewillmaximizelongtermprofits?7. Whataretheappropriatechannelsforeachproduct/service?Whataretheeconomicsofeachchannel?8. Howcanweincreaseourretentionofour
10、bestcustomers?HowmuchofanimpactwillincreasingretentionbyX%haveonourbottomline?9. Howcanweacquireprofitablecustomers?UAXZ0OOMHANYCompetitorsCostsCustomersCompetitorsCapabilitiesCompetitorRelatedBainToolsMarketOverviewCompanyOverviewSWOTPorters5ForcesAnalysisBenchmarkingScenarioAnalysisMergersandAcqui
11、sitionsGrowth/ShareMatrixGrowth/GrowthMatrixROS/RMSCompanyOwnershipandManagement1. StrategicQuestionsAnsweredWhatisthemarketsize?Growth?Profitability?Whatiseachcompetitorsmarketshare?Profitshare?2. Whatisthecompanysrevenueandprofitbyproduct,channel,andgeography?Whatisitsfinancialperformance?3. Whata
12、reeachcompetitorsstrengths,weaknesses,opportunities,andthreats?4. Howattractiveistheindustry?Whatarethecompetitivedynamicsoftheindustry?5. Howiseachcompetitorperformingonkeymeasures?6. Howdoweexpecteachcompetitortoact/reactindifferentsituations?7. Whichcompaniesarepotentialtargets?Howcanwerealizeval
13、uefrommergersandacquisitions?8. Howcanwedescribeacompanysportfolioofbusinessesintermsofmarketshareandgrowthpotential?9. Howisthecompanygrowingrelativetotheindustry?Isthecompanygainingorlosingshare?10. Whatisacompanysrelativemarketshareandwhatisitsreturnonsales?Whereistheindustrysnormativeband?11. Wh
14、oarethemajorownersofthecompany?Howexperiencedisthemanagementteam?CostsCustomersCompetitorsCapabilitiesRelatedBairLTpolsStrategicQuestionsAnswered1.CoreCompetencies2.Make/BuyAnalysis3.OrganizationalStructureCapabilitiesCapabilities1.Whatspecialskillsortechnologiesdoesthecompanyhavethatcreatedifferent
15、iablecustomervalue?Howcanacompanyleverageitscorecompetencies?Whatinvestmentsintechnologyandpeoplewillhelpbuilduniquecapabilities?2.Whatshouldthecompanymakeitselfversusbuyfromanothercompany?3.Whatorganizationalstructurewillenablethecompanytoimplementitsstrategyeffectively?订he3CsframeworkToolsandstrat
16、egicquestionsansweredTakeawayslidesAgendaCostExperienceRCPCurveR2=0.80AccumulatedExperience(Icq)(600-SoouunFixed/VariableCostsPLPValueChainAnalysisTakeawaySlidesCostsBDPQuantificationAvg.revsalesperson:$BDPrev,person:$RevImpactofachievingBDP:Direct/lndirectCostsSegmentShareSegmentNeedsSegmentABCDLow
17、priceoooHighqualityoOFastdeliveryoOSatisfactionOverTimeAttractivenessTakeawaySlidesCustomers(1)RevenueandProfitValuePropositionPricePositioningTakeawaySlidesCustomers(2)PricePointsandChannelAnalysisCustomerRetentionMarketMarimekkoMarketGrowthGeographicSegmentationTakeawaySlidesCompetitors(1)StockPri
18、ceRevenue/ProfitOverTimeCcrTfXOUxAIndustryAver旳aTimeMarketSharebyProductTypeSWOTChannelMixPorters5Forces|Potcrflal|t_,SuteUlutoManagementTeamVPVP|Products|TakeawaySlidesCompetitors(2)Growth/ShareMatrixGrowth/GrowthBoardCompositionMajorInvestorsYearsonOcv5NameAgeBoardpatlonLengthorNomefOwnershipownershipCoreCompetenciesusinessB(Buslness(Buslness_DMake/BuyAnalysisTakeawaySlidesCapabilitiesOrganizationalStructure
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