分析方法--3CS

Author:LairdReedReviewers:ScottWells,KarenHellmichbc3C’sMarch1998Copyright©1998Bain&Company,Inc.3C’sThe3C’sframeworkToolsandstrategicquestionsansweredTakeawayslidesAgenda3C’sAgendaThe3C’sframeworkToolsandstrategicquestionsansweredTakeawayslides3C'sStrategicPurpose:Todetermineacompany’sstrategiccostpositionrelativetocompetitorsToidentifycostreductionopportunitiesToidentifyrevenueandprofitmaximizingstrategiesToachievedifferentiationandpreemptcompetitormovesTodeterminethestrategiesthatfitbestwithacompany’scorecompetenciesCostsCustomersCompetitorsCapabilitiesThe3C’sisoneofthecoretoolsusedtodeterminethemostleveragedstrategyforabusiness.Thefourth,oftenneglected,“C”Framework3C’sAgendaThe3C’sframeworkToolsandstrategicquestionsansweredTakeawayslides3C’sCostsCost-RelatedBainToolsStrategicQuestionsAnsweredCostsCustomersCompetitorsCapabilities1.RelativeCostPosition1.Howdoourcostscomparetocompetitors’costsbyproduct/service/business?Whatisourfullpotentialcostposition?2.ExperienceCurve2.Towhatextentisthecompanyusingitsaccumulatedexperiencetodrivedownunitcosts?3.CostSharingAnalysis3.Arethereanyopportunitiestosharecostswithinthecompany?Whatarethepotentialsavingsfromcostsharing?4.BestDemonstratedPractice4.Whatarethebestinternalandexternalpractices?Towhatextentaretheytransferable?Whatwillbetheimpactofimplementingthemmorebroadly?5.ValueChainAnalysis5.Howcanweoptimizeateachstepinthevaluechain?Whatarethecostdriversateachstep?6.ProfitHunt6.Whatarethequickhitoperatingimprovements?Whatisthesavingspotential?7.ProductLineProfitability/CostAllocation/ActivityBasedCosting7.Howdoweallocatecoststoeachbusiness/product/customersegment?8.OverheadAnalysis8.Isthecompany’soverheadanefficientuseofresources?9.Fixed/VariableAnalysis9.Whatisthefixed/variablesplitofthecompany’scosts?10.Direct/IndirectAnalysis10.Howmuchofthecompany’scostsaredirectly,vs.notdirectly,associatedwiththeproductionofaproduct?3C’sCustomersCustomer-RelatedBainToolsStrategicQuestionsAnswered1.CustomerSegmentation1.Whataretheappropriatecustomersegments?Howcaneachsegmentbedescribed?2.PurchaseCriteriaRating(ImportanceAnalysis)2.Whatisimportanttoeachsegmentwhentheypurchaseaproductorservice?3.CompanyPositioning(EffectivenessAnalysis)3.Howwellpositionedisthecompanywitheachsegment?4.AttractivenessAnalysis4.Whichsegmentsaremostattractivefrombothafinancialandanimplementationperspective?revenueopportunitycosttoservestrategicfit5.ValuePropositionDevelopment5.Whatproduct/service/channelofferingwillmeetthetargetsegment’sneeds?8.CustomerRetentionandLoyalty8.Howcanweincreaseourretentionofourbestcustomers?HowmuchofanimpactwillincreasingretentionbyX%haveonourbottomline?9.CustomerAcquisition9.Howcanweacquireprofitablecustomers?CostsCustomersCompetitorsCapabilities6.PricingStrategy6.Whatpricewillmaximizelongtermprofits?7.DistributionChannelAnalysis7.Whataretheappropriatechannelsforeachproduct/service?Whataretheeconomicsofeachchannel?3C’sCompetitorsCompetitor-RelatedBainToolsStrategicQuestionsAnswered1.MarketOverview1.Whatisthemarketsize?Growth?Profitability?Whatiseachcompetitor’smarketshare?Profitshare?2.CompanyOverview2.Whatisthecompany’srevenueandprofitbyproduct,channel,andgeography?Whatisitsfinancialperformance?3.SWOT3.Whatareeachcompetitor’sstrengths,weaknesses,opportunities,andthreats?5.Benchmarking5.Howiseachcompetitorperformingonkeymeasures?6.ScenarioAnalysis6.Howdoweexpecteachcompetitortoact/reactindifferentsituations?7.MergersandAcquisitions7.Whichcompaniesarepotentialtargets?Howcanwerealizevaluefrommergersandacquisitions?8.Growth/ShareMatrix8.Howcanwedescribeacompany’sportfolioofbusinessesintermsofmarketshareandgrowthpotential?4.Porter’s5ForcesAnalysis4.Howattractiveistheindustry?Whatarethecompetitivedynamicsoftheindustry?9.Growth/GrowthMatrix9.Howisthecompanygrowingrelativetotheindustry?Isthecompanygainingorlosingshare?10.ROS/RMS10.Whatisacompany’srelativemarketshareandwhatisitsreturnonsales?Whereistheindustry’snormativeband?CostsCustomersCompetitorsCapabilities11.CompanyOwnershipandManagement11.Whoarethemajorownersofthecompany?Howexperiencedisthemanagementteam?3C’sCapabilitiesCapabilities-RelatedBainToolsStrategicQuestionsAnswered2.Make/BuyAnalysis2.Whatshouldthecompanymakeitselfversusbuyfromanothercompany?1.CoreCompetencies1.Whatspecialskillsortechnologiesdoesthecompanyhavethatcreatedifferentiablecustomervalue?Howcanacompanyleverageitscorecompetencies?Whatinvestmentsintechnologyandpeoplewillhelpbuilduniquecapabilities?CostsCustomersCompetitorsCapabilities3.Whatorganizationalstructurewillenablethecompanytoimplementitsstrategyeffectively?3.OrganizationalStructure3C’sAgendaThe3C’sframeworkToolsandstrategicquestionsansweredTakeawayslides3C'sTakeawaySlides-CostsRCPCostExperienceCurveValueChainAnalysisBDPQuantificationABCProcurematerialsMakeSellSupportAvg.rev/salesperson:BDPrev/person:RevimpactofachievingBDP:$$$$$$$$$Region--------------------------------------------------------------------------------------------Fixed/VariableCostsDirect/IndirectCostsPLPRevenue(%oftotal)UnitCost(log)AccumulatedExperience(log)R2=0.80BainSlope=70%ClientABClient$$$$$$3C'sTakeawaySlides-Customers(1)AttractivenessABCTargetsegmentSegmentFinancialAttractivenessEaseofImplementationHiLoLowpriceHighqualityFastdeliveryABCDSegmentNeedsSegmentSegmentShareTotalmarket=$Competitors(%ofTotalSales)Client$$$$$SatisfactionOverTimePercentofReplies100%TimeGoodOkayBadValuePropositionSegmentASegmentBSegmentCSegmentDProductServiceChannelSizeofsegmentRevenueandProfit#$$ClientCompetitorCombChartDPricePositioningProductAProductBProductC3C'sTakeawaySlides-Customers(2)PricePointsandProductMixAverageprice:$$ChannelAnalysisCustomerRetentionAcquisitionCost3C'sTakeawaySlides-Competitors(1)MarketSharebyProductTypeGeographicSegmentationRevenue/ProfitOverTimeTimeDollarsSalesProfitCAGR%%StockPriceIndexedStockPriceTimeCompetitorACompetitorBIndustryAverageMarketMarimekkoSales=$100%MarketGrowthMarketCompetitorCCompetitorBTimeCompetitorASalesCAGR%%%%CashFlowNetCashFlow$$OpportunitiesStrengthsThreatsWeaknessesSWOT$$$Sales=$100%3C'sTakeawaySlides-Competitors(2)Porter’s5ForcesSuppliersPotentialEntrantsBuyersSubstituteProductsIndustryRivalryChannelMixTimePercentofSalesChannelIIIChannelIIChannelIGrowth/GrowthCompanyGrowthMarketGrowthLosingshareGainingshareROS/RMSRMS(log)ROSLowHighGrowth/ShareMatrixMarketGrowthMarketShareStarCowDog?LowHighLowHighManagementTeamChairmanCEOVPVPVPVPBoardCompositionNameAgeYearsonBoardOccu-pation________________________________________________________________________________________________________________MajorInvestorsName%OwnershipLengthofownership____________________________________________________________________________________3C'sTakeawaySlides-CapabilitiesCoreCompetenciesOrganizationalStructureBusinessABusinessBBusinessCBusinessDCoreCompetenciesMake/BuyAnalysisMakehammersPackageDistribute_____Purchaserawmaterials___________________________________________________________________________