1、Strategy Practitioner ToolsCore ToolsOctober 19990 1998,PricewaterhouseCoopers L.L.P.DRAFT:FOR DISCUSSION ONLY/Version:660_w3/ppt/sfSC111898KR-Sydney1 1998,PricewaterhouseCoopers L.L.P.Table of Contents1ANALYSIS PLAN2BREAKTHROUGH MODEL3COMPETITIVE BENCHMARKING4COMPETITIVE POSITIONING5CORE COMPETENCT
2、Y ANALYSIS6CUSTOMER SEGMENTATION7EXPERIENCE CURVE8FINANCIAL MODELING9FIT VS.ATTRACTIVENESS MODEL10FIVE FORCES ANALYSIS11GANTT CHART12GAP ANALYSIS13GROWTH SHARE MATRIX14INDUSTRY VALUE CHAIN ANALYSIS15ISSUE TREE/ISSUE MAP16KEY PERFORMANCE INDICATORS17MARKET PROFITABILITY 18PORTFOLIO ANALYSIS19REAL OPT
3、IONS/STRATEGIC OPTION20SCALE CURVE21SCENARIO ENVISIONING22SENSITIVITY ANALYSIS23SEVEN S FRAMEWORK24STAKEHOLDER ANALYSIS25SWOT26VALUE BASED MANAGEMENT27VALUE CHAIN ANALYSIS28VALUE TREE29 VOICE OF THE CUSTOMERSC111898KR-Sydney2 1998,PricewaterhouseCoopers L.L.P.Analysis Plan SummaryThe analysis plan d
4、etails 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 PlanCLIENT EXAMPLE:HYPOTHESIS/ANALYT
5、ICAL PLANHypothesisAnalysisInfo.RequiredInfo.SourceEnd ProductsOverall HypothesisOrganizational philosophy needs to be modifiedSupporting HypothesisExisting organization does not adequately support the business strategy Define business system,operating environment Define CSFs,organizational requirem
6、ents 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 documentsBusiness System DiagramsActivity
7、CSFEven 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 petitors,budget/plans Overview of cost structure(e.g.,fixed vs.variable costs)ROA,NI adjusted for
8、 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 increasing complexity of business and the evolving importance of,
9、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 gaps Define expertise,info required to make decision,organizational r
10、equirements 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 processes System flow chartsData/Info FlowsOrg ChartsSC111898KR-Sydney3
11、 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 hypotheses Define an issue on which a specific action depends and phrase it as a
12、“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 order to prove or disprove the hypothesis Identify the likely location or means of ob
13、taining data to accomplish the analysis Develop end products(presentations)to graphically represent the output of the analysisSC111898KR-Sydney4 1998,PricewaterhouseCoopers L.L.P.Citations-Client and Industry ExperienceAnalysis Plan Compaq/Technology/Vasu Krishnamurthy Galileo/Travel/Spencer Lin&Vas
14、u Krishnamurthy Post Office Counters Ltd./Transportation Services/KIT database PwC MCS/Consulting/Vasu Krishnamurthy United Airlines/Travel/Vasu Krishnamurthy Robert M.Grant,“Contemporary Strategy Analysis”,3rd EditionSource ListSC111898KR-Sydney5 1998,PricewaterhouseCoopers L.L.P.Breakthrough Model
15、 SummaryThe Breakthrough model focuses attention on most substantial opportunities for creating value for customers and shareholders.Breakthrough ModelExternalInternalIndustryCompanyTrends in theeconomicenvironment inwhich the marketsexistBest practicesacross this andsimilar industriesMarket/product
16、strategy and basisfor competitionCapabilities of the companyspeople,processes,technology,systems andstructure1234Market/ProductRepositioningIndustryTransformationEnterpriseAlignmentBest PracticePerformanceSC111898KR-Sydney6 1998,PricewaterhouseCoopers L.L.P.ApproachBreakthrough ModelWhen To ApplyUti
17、lize 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 considered:Summarize all opportunities to improve business performance from other analyses Categorize them
18、into four groups:Enterprise alignment Best practice performance Market/product repositioning Industry transformation Determine approximate economic value of each type of strategySC111898KR-Sydney7 1998,PricewaterhouseCoopers L.L.P.Citations-Client and Industry ExperienceBreakthrough ModelNon-PwC:Toy
19、ota: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,“Mastering Business Planning and Strategy:The Power and Application of
20、 Strategic Thinking”Source ListSC111898KR-Sydney8 1998,PricewaterhouseCoopers L.L.P.Competitive Benchmarking SummaryCompetitive Benchmarking is used to identify and measure the factors that determine why a process has specific cost,quality or timing attributes and incorporate the best practices into
21、 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 BenchmarkingAverage Speed of Answer(seconds)Call Abandon(%)Calls Handled In One Session(%)Av
22、erage Calls/Rep/DayCompanyICSABench-markingStudyGEAnswerCenterTARP800-Number Survey(median)34651005376GeorgiaPowerCompany(AdvertiserSurvey)ICSABench-markingStudy with89%ofrespondentsGEAnswerCenterGTEAcmePowerCompanyestimateICSABench-markingStudyBostonEdison TARP800-NumberSurvey(median)GeorgiaPowerDe
23、llComputer 90%within Company95%greaterthanICSABench-markingStudyApexPower&Light80%withinTARP800-Number Survey(median)AcmePower20%3%30 10060 1750%100%6250857098193.75.06.07.01720284560MonthsHome GoodsPerishablesApparel Average=6.7 =Maximum#=Average or Most Common =Minimum02468101214161820ABCDEFGIJKLM
24、NNEW PRODUCT DEVELOPMENT CYCLE TIMEBest Practices 3.55.04.56.513.55.06.09.07.06.010.56.04.5SC111898KR-Sydney9 1998,PricewaterhouseCoopers L.L.P.ApproachCompetitive BenchmarkingWhen To ApplyWhile not a comprehensive comparison,Competitive Benchmarking illustrates the efficiency of specific processes
25、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 collected are comparable and the the right processes are benchmarked;those which have the biggest impact on custome
26、r 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 outside the
27、 industry)For process benchmarking,determine the metrics to be measured;these can be key performance indicators(KPIs),or other measurements Establish data collection methodology(industry sources,on-line databases,on-site visits,phone interviews,survey questionnaires,competitors,etc.)Measure client c
28、ompany performance Measure performance of competitors and best practice leaders Illustrate the spectrum of performances on an appropriate graph Determine gaps and reasoning Develop action plans/recommendation to address gaps Implement actions and monitor progressSC111898KR-Sydney10 1998,Pricewaterho
29、useCoopers L.L.P.Citations-Client and Industry ExperienceCompetitive Benchmarking Ball Corporation/Packaging/Vasu Krishnamurthy&Mike Weiss Motorola/Technology/Vasu Krishnamurthy PwC MCS/Consulting/Vasu Krishnamurthy United Airlines/Travel/Vasu Krishnamurthy Paul Elkin,“Mastering Business Planning an
30、d Strategy:The Power and Application of Strategic Thinking”Liam Fahey,Robert M.Randall,“The Portable MBA in Strategy”Robert M.Grant,“Contemporary Strategy Analysis”,3rd Edition Michael Gould,Andrew Campbell,Marcus Alexander,“Corporate-Level Strategy:Creating Value in the Multibusiness Company”Source
31、 ListSC111898KR-Sydney11 1998,PricewaterhouseCoopers L.L.P.Competitive Positioning SummaryCompetitive Positioning analysis shows how a company is positioned in its industry relative to its competitorsPositioning MapExample:EntertainmentStudio EStudio GStudio AStudio HStudio BStudio DStudio CStudio F
32、HighLowLowHighChannel StrengthContent StrengthIntellectual property strengthProduct strengthLowMediumHighMarket StrengthCompetitive PositioningSC111898KR-Sydney12 1998,PricewaterhouseCoopers L.L.P.ApproachCompetitive PositioningWhen To ApplyTo show clients that you understand their market and positi
33、on.Can also be used to develop strategic recommendations.STEPDATA REQUIREDSOURCE(S)1.Choose axes that are relevant to customer decision-making(first)and those which differentiate suppliers(second)2.Illustrate where competitors lie on map(s)3.Interpret map for strategic implications(e.g.,clusters or
34、open spaces)Information on industry as a whole Information on competing companies strategies and positioning Trade associations Trade periodicals and publications Information services Analyst reports Various companies annual reports and other public information Interviews with competitor management
35、Industry expertsSC111898KR-Sydney13 1998,PricewaterhouseCoopers L.L.P.Citations-Client and Industry ExperienceCompetitive Positioning Barclays Global Investors(BGI)/Banking/KIT database Blue Cross/Insurance/Mike Weiss Boots/Retail/KIT database Galileo/Travel/Spencer Lin&Vasu Krishnamurthy Giddings&L
36、ewis/Machine Tool/Vasu Krishnamurthy Osh Kosh B Gosh?SP/Retail/Mike Weiss PwC MCS/Consulting/Vasu Krishnamurthy Save&Prosper/Banking/KIT databasePaul Elkin,“Mastering Business Planning and Strategy:The Power and Application of Strategic Thinking”Robert M.Grant,“Contemporary Strategy Analysis”Henry M
37、intzberg,James Brian Quinn,Sumantra Ghoshal,“The Strategy Process”Henry Mintzberg,James Brian Quinn,“The Strategy Process:Concepts,Contexts,Cases”Source ListSC111898KR-Sydney14 1998,PricewaterhouseCoopers L.L.P.Core Competency Analysis SummaryCore Competency Analysis provides a practical and systema
38、tic process to identify a companys core competencies and assess key competitive advantages.Examples of Core Competency Models:Core Competency AnalysisMarketingExample:McDonaldsCustomerRefill SupportSales/DistributionOtherCustomer ServiceCritical Strategic Capabilities(SC)-The capabilities in which a
39、 company is a leader.These capabilities are the source of competitive advantage.Critical Enabling Capabilities(EC)-The capabilities in which a company is competitively equivalent to other market leaders.These capabilities are often the source of a barrier to entry.Strategic/Financial PlanningTechnol
40、ogyDevelopmentProductDevelopmentMfg/JointVentureCore Competence(CC)-A competence which delivers a sustainable competitive advantage in current markets,provides access to a wide variety of markets,and makes a significant contribution to the perceived customer benefits of the end product.Primary Capab
41、ilities(PC)-Minimum functional and technical requirements necessary to participate.COMPETENCIES MODEL-FRAMEWORKFast,affordable,fun,family dining experience Marketing and brand mgmt.Training Franchise mgmt.Product innovation BigMac recipe High quality,low price product sourcing Efficient operation Ha
42、mburger preparation Menu selectionEssentially about catching upGives unique advantageHard to copyEasy to copyCapabilitiesCore CompetenciesStrategic RequirementSC111898KR-Sydney15 1998,PricewaterhouseCoopers L.L.P.ApproachCore Competency AnalysisWhen To ApplyEmploy Core Competency analysis to evaluat
43、e a companys capabilities in each function of the value chain with a hierarchical model which identifies capabilities and the degree to which they provide competitive advantage and can be leveraged.Please note that there is a risk of defining too narrowly the market in which the client competes,thus
44、 focusing on the wrong competency requirements or a subset of the competencies required to effectively compete.It is key that those projects and programs that aim at developing core competencies should not be open to re-prioritization at a later stage.Adhere to the following guidelines when analyzin
45、g core competencies and developing a Competencies Model-Framework:Interview company senior management and business line management as well as competitor management Define companys business system and activities performed within each function-Based on the total range of capabilities identified,ask th
46、e questions:Which ones do we have to be“good at”?Which ones do we have to be“market/world leading at”?Determine whether each activity is a primary capability,a critical enabling capability,a critical strategic capability,or a core competence,based on the degree to which the activity provides competi
47、tive advantage and can be leveraged Note that while all the identified capabilities will be critical to achieve the vision and strategy,the questions will help distinguish core from non-core by invoking management attention and reflection in a systematic and structured mannerSC111898KR-Sydney16 1998
48、,PricewaterhouseCoopers L.L.P.Citations-Client and Industry ExperienceCore Competency Analysis Galileo/Travel/Spencer Lin&Vasu Krishnamurthy Giddings&Lewis/Machine Tool/Vasu Krishnamurthy MetLife/Insurance/KIT database PwC MCS/Consulting/Vasu Krishnamurthy Save&Prosper/Banking/KIT database David A.A
49、aker,“Developing Business Strategies”,5th Edition Robert M.Grant,“Contemporary Strategy Analysis”,3rd Edition Michael Gould,Andrew Campbell,Marcus Alexander,“Corporate-Level Strategy:Creating Value in the Multibusiness Company”Henry Mintzberg,Bruce Ahlstrand,Joseph Lampel,“Strategy Safari:A Guided T
50、our Through the Wilds of Strategic Management”Henry Mintzberg,James Brian Quinn,Sumantra Ghoshal,“The Strategy Process”Henry Mintzberg,James Brian Quinn,“The Strategy Process:Concepts,Contexts,CasesSource ListSC111898KR-Sydney17 1998,PricewaterhouseCoopers L.L.P.What are the objectives of the segmen
