贝恩咨询分析方法-rosrms2.pptVIP

* Agenda ROS/RMS overview Applications ROS/RMS steps Client examples wireless infrastructure drug retailing Challenges Key takeaways * LAGTEL* - Background *Disguised client case Situation: LAGTEL is a $6B telecom player. Wireless infrastructure is a $2B business unit of LAGTEL, and it is the only “star” business in LAGTEL’s portfolio. All other business units are dogs. Complication: The wireless infrastructure division’s profitability is falling amid rising overcapacity in North America. Management expects that the over-capacity will continue to drive prices downward. Moreover, LAGTEL’s returns are 2% while four competitors earn in excess of 10% operating margins Question: How can LAGTEL improve its long-term profitability? Bain used ROS/RMS analysis to develop a strategy for a wireless telecommunications business. * Source: Natwest Securities; CS First Boston; Killen Associates; Wireless Operating Plan 25% 20% 15% 10% 5% 0% (5%) (10%) .1 .2 .3 .5 1 1.5 2 5 10 20 LAGTEL Callums E-tel Lucia Alliance $2B 1995 Wireless Infrastructure revenue Relative Market Share (Total Telecom) Operating Profit Margin Telco The profitability vs. overall scale did not demonstrate or clear normative band. LAGTEL - Background * LAGTEL- Wireless RMS Source: Natwest Securities; CS First Boston; Killen Associates; Wireless Operating Plan The team “peeled the onion” and found a stronger relationship between wireless only RMS and wireless infrastructure profitability. $2B 1995 Wireless Infrastructure Revenue 25% 20% 15% 10% 5% 0% (5%) (10%) .1 .2 .3 .5 1 1.5 2 5 10 Lucia Alliance E-tel Telco LAGTEL Callums Relative Market Share (Wireless) Operating Profit Margin Billtel R2 = 0.52 * LAGTEL - Technology-Weighted RMS * Weighted by manufacturer revenue by technology When RMS was adjusted for the mix of wireless technology, an even stronger relationship appeared. LAGTEL’s profitability was low considering its share, and LAGTEL was considerably behind four key competitors. $2B