普华永道的战略分析框架

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1、StrategyPractitionerToolsCoreToolsOctober19990©1998,PricewaterhouseCoopersL.L.P.DRAFT:FORDISCUSSIONONLY/Version:660_w3/ppt/sfTableofContents1ANALYSISPLAN2BREAKTHROUGHMODEL3COMPETITIVEBENCHMARKING4COMPETITIVEPOSITIONING5CORECOMPETENCTYANALYSIS6CUSTOMERSEGMENTATION7EXPERIENCECURVE8

2、FINANCIALMODELING9FITVS.ATTRACTIVENESSMODEL10FIVEFORCESANALYSIS11GANTTCHART12GAPANALYSIS13GROWTHSHAREMATRIX14INDUSTRYVALUECHAINANALYSIS15ISSUETREE/ISSUEMAP16KEYPERFORMANCEINDICATORS17MARKETPROFITABILITY18PORTFOLIOANALYSIS19REALOPTIONS/STRATEGICOPTION20SCALECURVE21SCENARIOENVISION

3、ING22SENSITIVITYANALYSIS23SEVENSFRAMEWORK24STAKEHOLDERANALYSIS25SWOT26VALUEBASEDMANAGEMENT27VALUECHAINANALYSIS28VALUETREE29VOICEOFTHECUSTOMERAnalysisPlanSummaryTheanalysisplandetailsaproblem-solvingprocessandspecificanalysiswhichmustbedevelopedtoassessahypothesis.Theanalysisplanm

4、ustbeflexibleandthattheanalysestobeconductedandthedeliverablestobeproducedmaychangeduringthecourseoftheproject.AnalysisPlanCLIENTEXAMPLE:HYPOTHESIS/ANALYTICALPLANHypothesisAnalysisInfo.RequiredInfo.SourceEndProductsOverallHypothesisOrganizationalphilosophyneedstobemodifiedSupport

5、ingHypothesisExistingorganizationdoesnotadequatelysupportthebusinessstrategyDefinebusinesssystem,operatingenvironmentDefineCSFs,organizationalrequirementsalongbusinesssystemDefinehowexistingorganizationsupportsbusinesssystem,CSFsKeyactivities,processesbyLOBCSFsalongbusinesssystem

6、byLOBExistingorganizationalelementsimpactingbusinesssystemManagementinterviewsSecondaryresearchHRdocumentsBusinessSystemDiagramsActivityCSF~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Evenafteradjustingforassetwrite-up,financialperformancehasnotmetcorporateexpectationsor

7、competitivestandardsduetoaninappropriateorganization(andcost)structureFinancialperformancevs.competitors,budget/plansOverviewofcoststructure(e.g.,fixedvs.variablecosts)ROA,NIadjustedforassetwrite-upsHistoricandprojectedfinancialdataAssetwrite-upinformationSummarycost,volumeinfofo

8、rproductionunitsAnnualreports,10Ks,10Qs,