1、1CU7030298IMBAuthor: Laird ReedReviewers: Scott Wells, Karen Hellmich bc3CsMarch 1998Copyright 1998 Bain & Company, Inc. BOSCopyright 1998 Bain & Company, Inc. 2CU7112497ECA3 Cs The 3Cs frameworkTools and strategic questions answeredTakeaway slidesAgendaBOSCopyright 1998 Bain & Company, Inc. 3CU7112
2、497ECA3 Cs AgendaThe 3Cs frameworkTools and strategic questions answeredTakeaway slidesBOSCopyright 1998 Bain & Company, Inc. 4CU7112497ECA3 Cs Strategic Purpose:To determine a companys strategic cost position relative to competitorsTo identify cost reduction opportunitiesTo identify revenue and pro
3、fit maximizing strategiesTo achieve differentiation and preempt competitor movesTo determine the strategies that fit best with a companys core competenciesCostsCustomersCompetitorsCapabilitiesThe 3 Cs is one of the core tools used to determine the most leveraged strategy for a business.The fourth, o
4、ften neglected, “C”FrameworkBOSCopyright 1998 Bain & Company, Inc. 5CU7112497ECA3 Cs AgendaThe 3Cs frameworkTools and strategic questions answeredTakeaway slidesBOSCopyright 1998 Bain & Company, Inc. 6CU7112497ECA3 CsCosts Cost-Related Bain ToolsStrategic Questions AnsweredCostsCustomersCompetitorsC
5、apabilities1. Relative Cost Position1. How do our costs compare to competitors costs by product/service/business? What is our full potential cost position?2. Experience Curve2. To what extent is the company using its accumulated experience to drive down unit costs?3. Cost Sharing Analysis3. Are ther
6、e any opportunities to share costs within the company? What are the potential savings from cost sharing?4. Best Demonstrated Practice4. What are the best internal and external practices? To what extent are they transferable? What will be the impact of implementing them more broadly?5. Value Chain An
7、alysis5. How can we optimize at each step in the value chain? What are the cost drivers at each step?6. Profit Hunt6. What are the quick hit operating improvements? What is the savings potential?7. Product Line Profitability/ Cost Allocation/Activity Based Costing7. How do we allocate costs to each
8、business/product/customer segment?8. Overhead Analysis8. Is the companys overhead an efficient use of resources?9. Fixed/Variable Analysis9. What is the fixed/variable split of the companys costs?10. Direct/Indirect Analysis10. How much of the companys costs are directly, vs. not directly, associate
9、d with the production of a product?BOSCopyright 1998 Bain & Company, Inc. 7CU7112497ECA3 CsCustomers Customer-Related Bain ToolsStrategic Questions Answered1. Customer Segmentation1. What are the appropriate customer segments? How can each segment be described?2. Purchase Criteria Rating (Importance
10、 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 Analysis4. Which segments are most attractive from both a financial and an implementation pe
11、rspective?revenue opportunitycost to servestrategic fit5. Value Proposition Development5. What product/service/channel offering will meet the target segments needs?8. Customer Retention and Loyalty8. How can we increase our retention of our best customers? How much of an impact will increasing reten
12、tion by X% have on our bottom line? 9. Customer Acquisition9. How can we acquire profitable customers? CostsCustomersCompetitorsCapabilities6. Pricing Strategy6. What price will maximize long term profits?7. Distribution Channel Analysis7. What are the appropriate channels for each product/service?
13、What are the economics of each channel?BOSCopyright 1998 Bain & Company, Inc. 8CU7112497ECA3 CsCompetitors Competitor-Related Bain ToolsStrategic Questions Answered1. Market Overview1. What is the market size? Growth? Profitability? What is each competitors market share? Profit share?2. Company Over
14、view2. What is the companys revenue and profit by product, channel, and geography? What is its financial performance?3. SWOT3. What are each competitors strengths, weaknesses, opportunities, and threats?5. Benchmarking5. How is each competitor performing on key measures?6. Scenario Analysis6. How do
15、 we expect each competitor to act/react in different situations?7. Mergers and Acquisitions7. Which companies are potential targets? How can we realize value from mergers and acquisitions?8. Growth/Share Matrix8. How can we describe a companys portfolio of businesses in terms of market share and gro
16、wth potential?4. Porters 5 Forces Analysis4. How attractive is the industry? What are the competitive dynamics of the industry? 9. Growth/Growth Matrix9. How is the company growing relative to the industry? Is the company gaining or losing share?10. ROS/RMS10. What is a companys relative market shar
17、e and what is its return on sales? Where is the industrys normative band?CostsCustomersCompetitorsCapabilities11. Company Ownership and Management11. Who are the major owners of the company? How experienced is the management team?BOSCopyright 1998 Bain & Company, Inc. 9CU7112497ECA3 CsCapabilities C
18、apabilities-Related Bain ToolsStrategic Questions Answered2. Make/Buy Analysis2. What should the company make itself versus buy from another company?1. Core Competencies1.What special skills or technologies does the company have that create differentiable customer value? How can a company leverage i
19、ts core competencies? What investments in technology and people will help build unique capabilities?CostsCustomersCompetitorsCapabilities3. What organizational structure will enable the company to implement its strategy effectively?3. Organizational StructureBOSCopyright 1998 Bain & Company, Inc. 10
20、CU7112497ECA3 Cs AgendaThe 3Cs frameworkTools and strategic questions answeredTakeaway slidesBOSCopyright 1998 Bain & Company, Inc. 11CU7112497ECA3 CsTakeaway Slides - Costs RCPCost Experience CurveValue Chain AnalysisBDP QuantificationABCClient currentCompetitor ACompetitor BClient fullpotential$95
21、$100$100$80$0$20$40$60$80$100Cost/UnitProcure materialsMakeSellSupportAvg. rev/salesperson:BDP rev/person:Rev impact of achieving BDP:$ $ $ $ $ $ $ $Region - - - -Fixed/Variable CostsSupervisorylaborRentVariableFixedHourly laborRaw materialsFixed costsTotal costsVariable costs0%20%40%60%80%100%Perce
22、ntDirect/Indirect CostsPackagingHourly laborIndirectDirectAdvertisingOverheadDirect costsTotal costsIndirect costs0%20%40%60%80%100%PercentPLPShoesSocksBeltsShirts(10%)(5%)0%5%10%15%20%ROS (%)Revenue (% of total)Unit Cost (log)Accumulated Experience (log)R2 = 0.80Bain Slope = 70%ClientABClient$BOSCo
23、pyright 1998 Bain & Company, Inc. 12CU7112497ECA3 CsTakeaway Slides - Customers (1) AttractivenessABCTarget segmentSegmentFinancialAttractivenessEase of ImplementationHiLoLow priceHigh qualityFast deliveryA B C DSegment NeedsSegmentSegment ShareTotal market = $Competitors (% of Total Sales)ClientABC
24、D0%20%40%60%80%100%Segment (% of Total Sales)$Satisfaction Over TimePercent of Replies100%TimeGoodOkayBadValue PropositionSegment ASegment BSegment CSegment DProductServiceChannelSize of segmentSegment DSegment CSegment BSegment ACustomersSalesProfits0%20%40%60%80%100%PercentRevenue and Profit#$ Low
25、 priceHigh qualityFast delivery0%20%40%60%80%100%Importance / EffectivenessClientCompetitorComb ChartDPrice Positioning$0$1$2$3$4$5$6$7$8$9$10Average PriceProduct AProduct BProduct CBOSCopyright 1998 Bain & Company, Inc. 13CU7112497ECA3 CsTakeaway Slides - Customers (2) Best $5Better $4Good $2Generi
26、c $1Best $5Better $4Good $2Generic $1ClientCompetition0%20%40%60%80%100%Percent of SalesPrice Points and Product MixAverage price:$Channel AnalysisTellerPhoneATMPC Banking012345Cost per TransactionChannel Customer RetentionCustomer valueTimeAcquisition CostBOSCopyright 1998 Bain & Company, Inc. 14CU
27、7112497ECA3 CsTakeaway Slides - Competitors (1) Market Share by Product TypeShirtsPantsSocks0%5%10%15%20%25%30%Market ShareUKUSAGeographic SegmentationRevenue/Profit Over TimeTimeDollarsSalesProfitCAGR%Stock PriceIndexed Stock PriceTimeCompetitor ACompetitor BIndustry AverageMarket MarimekkoABCDEFGM
28、arket ShareProduct categoriesSales = $100%Market GrowthMarketCompetitor CCompetitor BTimeCompetitor ASalesCAGR%Cash Flow19911992199319941995($40)($20)$0$20$40$60DollarsNet Cash Flow$OpportunitiesStrengthsThreatsWeaknessesSWOT $ABCDEMarket ShareGeographic AreaSales = $100%BOSCopyright 1998 Bain & Com
29、pany, Inc. 15CU7112497ECB3 CsTakeaway Slides - Competitors (2) Porters 5 ForcesSuppliersPotential EntrantsBuyersSubstitute ProductsIndustry RivalryChannel MixTimePercent of SalesChannel IIIChannel IIChannel IGrowth/GrowthCompany GrowthMarket GrowthLosing shareGaining shareROS/RMSRMS (log)ROSLowHigh
30、Growth/Share MatrixMarket GrowthMarket ShareStarCowDog?LowHighLowHighManagement TeamChairmanCEOVPVPVPVPBoard CompositionNameAgeYears on BoardOccu- pation_Major InvestorsName% OwnershipLength of ownership_BOSCopyright 1998 Bain & Company, Inc. 16CU7112497ECB3 CsTakeaway Slides - Capabilities Core CompetenciesOrganizational StructureBusiness ABusiness BBusiness CBusiness DCore CompetenciesMake/Buy AnalysisMake hammersPackageDistribute_Purchase raw materials_
