Strategy Practitioner Tools Core Tools October 1999 0 1998, PricewaterhouseCoopers L.L.P. DRAFT: FOR DISCUSSION ONLY /Version: 660_w3/ppt/sf SC111898KR-Sydney 1 1998, PricewaterhouseCoopers L.L.P. Table of Contents 1 ANALYSIS PLAN 2 BREAKTHROUGH MODEL 3 COMPETITIVE BENCHMARKING 4 COMPETITIVE POSITIONING 5 CORE COMPETENCTY ANALYSIS 6 CUSTOMER SEGMENTATION 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/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 SC111898KR-Sydney 2 1998, PricewaterhouseCoopers L.L.P. Analysis Plan Summary The analysis plan details 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 Plan CLIENT EXAMPLE: HYPOTHESIS/ANALYTICAL PLAN Hypothesis Analysis Info. Required Info. Source End Products Overall Hypothesis Organizational philosophy needs to be modified Supporting Hypothesis Existing organization does not adequately support the business strategy Define business system, operating environment Define CSFs, organizational requirements 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 documents Business System Diagrams Activity CSF Even 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 vs. competitors, budget/plans Overview of cost structure (e.g., fixed vs. variable costs) ROA, NI adjusted for 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 interviews Financial Metrics The increasing complexity of business and the evolving importance of, 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 requirements 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 charts Data/Info Flows Org Charts SC111898KR-Sydney 3 1998, PricewaterhouseCoopers L.L.P. Approach Analysis Plan When To Apply When 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 “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 obtaining data to accomplish the analysis Develop end products (presentations) to graphically represent the output of the analysis SC111898KR-Sydney 4 1998, PricewaterhouseCoopers L.L.P. 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/Travel/Vasu Krishnamurthy Robert M. Grant, “Contemporary Strategy Analysis”, 3rd Edition Source List SC111898KR-Sydney 5 1998, PricewaterhouseCoopers L.L.P. Breakthrough Model Summary The Breakthrough model focuses attention on most substantial opportunities for creating value for customers and shareholders. Breakthrough Model External Internal Industry 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 Transformation Enterprise Alignment Best Practice Performance SC111898KR-Sydney 6 1998, PricewaterhouseCoopers L.L.P. 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 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 SC111898KR-Sydney 7 1998, PricewaterhouseCoopers L.L.P. Citations - 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, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” Source List SC111898KR-Sydney 8 1998, PricewaterhouseCoopers L.L.P. 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 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 A v e r a g e S p e e d o f A n s w e r( s e c o n d s )C a l l A b a n d o n( % )C a l l s H a n d l e d I n O n e S e s s i o n( % )A v e r a g e C a l l s / R e p / D a yC o m p a n yI C S AB e n c h -m a r k i n gS t u d yGEA n s w e rC e n t e rT A R P800-N u m b e rS u r v e y( m e d i a n )34 65 10053 76G e o r g i aP o w e rC o m p a n y( A d v e r t i s e rS u r v e y )I C S AB e n c h -m a r k i n gS t u d y w i t h8 9 % o fr e s p o n d e n t sGEA n s w e rC e n t e rG T EA c m eP o w e rC o m p a n ye s t i m a t eI C S AB e n c h -m a r k i n gS t u d yB o s t o nE d i s o n T A R P800-N u m b e rS u r v e y( m e d i a n )G e o r g i aP o w e rD e l lC o m p u t e r9 0 %w i t h i n C o m p a n y95%g r e a t e rt h a nI C S AB e n c h -m a r k i n gS t u d yA p e xP o w e r&L i g h t80%w i t h i nT A R P800-N u m b e rS u r v e y( m e d i a n )A c m eP o w e r2 0 % 3%30 1006 0 175 0 % 100%62 5 0 8570 9819 3 . 75 . 06 . 07 . 01720284560Months Home Goods Perishables Apparel Average = 6.7 = Maximum # = Average or Most Common = Minimum 0 2 4 6 8 10 12 14 16 18 20 A B C D E F G I J K L M N NEW PRODUCT DEVELOPMENT CYCLE TIME Best Practices 3.5 5.0 4.5 6.5 13.5 5.0 6.0 9.0 7.0 6.0 10.5 6.0 4.5 SC111898KR-Sydney 9 1998, PricewaterhouseCoopers L.L.P. Approach Competitive Benchmarking When To Apply While not 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 collected 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 outside the 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 company 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 progress SC111898KR-Sydney 10 1998, PricewaterhouseCoopers L.L.P. Citations - Client and Industry Experience Competitive 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 and 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 List SC111898KR-Sydney 11 1998, PricewaterhouseCoopers L.L.P. Competitive Positioning Summary Competitive Positioning analysis shows how a company is positioned in its industry relative to its competitors Positioning Map Example: Entertainment S t u d i o ES t u d i o GS t u d i o AS t u d i o HS t u d i o BS t u d i o DS t u d i o CS t u d i o FHigh Low Low High Channel Strength Content Strength Intellectual property strength Product strength Low Medium High Market Strength Competitive Positioning SC111898KR-Sydney 12 1998, PricewaterhouseCoopers L.L.P. Approach Competitive Positioning When To Apply To show clients that you understand their market and position. Can also be used to develop strategic recommendations. STEP DATA REQUIRED SOURCE(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 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 Industry experts SC111898KR-Sydney 13 1998, PricewaterhouseCoopers L.L.P. Citations - Client and Industry Experience Competitive Positioning Barclays Global Investors (BGI)/Banking/KIT database Blue Cross/Insurance/Mike Weiss Boots/Retail/KIT database Galileo/Travel/ Spencer Lin & Vasu Krishnamurthy Giddings & Lewis/Machine Tool/Vasu Krishnamurthy Osh Kosh B Gosh?SP/Retail/Mike Weiss PwC MCS/Consulting/Vasu Krishnamurthy Save & Prosper/Banking/KIT database Paul Elkin, “Mastering Business Planning and Strategy: The Power and Application of Strategic Thinking” Robert M. Grant, “Contemporary Strategy Analysis” Henry Mintzberg, James Brian Quinn, Sumantra Ghoshal, “The Strategy Process” Henry Mintzberg, James Brian Quinn, “The Strategy Process: Concepts, Contexts, Cases” Source List SC111898KR-Sydney 14 1998, PricewaterhouseCoopers L.L.P. Core Competency Analysis Summary Core Competency Analysis provides a practical and systematic process to identify a companys core competencies and assess key competitive advantages. Examples of Core Competency Models: Core Competency Analysis Marketing Example: McDonalds Customer Refill Support Sales/ Distribution Other Customer Service Critical Strategic Capabilities (SC) - The capabilities in which a 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 Planning Technology Development Product Development Mfg/Joint Venture Core 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 Capabilities (PC) - Minimum functional and technical requirements necessary to participate. COMPETENCIES MODEL - FRAMEWORK Fast, affordable, fun, family dining experience Marketing and brand mgmt. Training Franchise mgmt. Product innovation BigMac recipe High quality, low price product sourcing Efficient operation Hamburger preparation Menu selection Essentially about catching upGives unique advantageHard to copyEasy to copyCapabilitiesCore CompetenciesStrategic RequirementSC111898KR-Sydney 15 1998, PricewaterhouseCoopers L.L.P. Approach Core Competency Analysis When To Apply Employ Core Competency analysis to evaluate 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 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 analyzing 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 the 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 competitive 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 manner SC111898KR-Sydney 16 1998, PricewaterhouseCoopers L.L.P. Citations - Client and Industry Experience Core 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. Aaker, “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 Tour 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, Cases Source List SC111898KR-Sydney 17 1998, PricewaterhouseCoopers L.L.P. Establish Segmentation Objectives Data Assessment Model Construction Build Closed Loop Performance Tool What are the objectives of the segmentation? Better ROI, redistribute spending, change sales efforts? What data is needed to meet the objectives? How much of that data can be obtained internally? externally? What data is essential to the segmentation? What data can be a focus for further improvement in the future? Define the variables of the model with accessible data? Develop an analytical tool that utilizes the variables to determine a customer ranking or grouping (ie most ideal partner to most inefficient partner). Refocus internal efforts based on segmentation outcome. Establish a way to capture the key data needed to segment customer base. Utilize the data on an ongoing basis to improve performance and continually reward the better performing customers. Customer Segmentation Methodology High level work flow for a customer segmentation Customer Segmentation Methodology Summary SC111898KR-Sydney 18 1998, PricewaterhouseCoopers L.L.P. Customer Segmentation Summary Customer segmentation is a division of a market into distinct groups of buyers who might require separate products and/or marketing mixes. THE CONVERTER MARKET CAN BE SEGMENTED USING TWO VARIABLES: ECONOMIC