战略策划Chap004.ppt

* * * * * * * Identify best and most efficient means of performing various value chain activities Learn what is the “best” way to perform a particular activity from those companies who have demonstrated that they are “best-in-industry” or “best-in-world” at performing the activity Learn what other firms do toperform an activity at lower cost Figure out what actions to take to improve a company’s own cost competitiveness Objectives of Benchmarking Cost competitiveness depends on how well a company manages its value chain relative to how well competitors manage their value chains When a company’s costs are out-of-line, the activities responsible for the higher costs may be due to any of three parts of industry value chain 1. Activities performed by suppliers 2. A company’s own internal activities 3. Activities performed by forward channel allies Activities, Costs, Margins of Forward Channel Allies Internally Performed Activities, Costs, Margins Activities, Costs, Margins of Suppliers Buyer/User Value Chains What Determines If aCompany Is Cost Competitive? Implement use of best practices throughout company Eliminate some cost-producing activitiesaltogether by revamping value chain system Relocate high-cost activities tolower-cost geographic areas See if high-cost activities can be performedcheaper by outside vendors/suppliers Invest in cost-saving technology Innovate around troublesome cost components Simplify product design Make up difference by achieving savings in backward or forward portions of value chain system Options to CorrectInternal Cost Disadvantages Pressure suppliers for lower prices Switch to lower-priced substitutes Collaborate closely with suppliers to identify mutual cost-saving opportunities Arrange for just-in-time deliveries from suppliers to lower inventory and internal logistics costs Integrate backward into businessof high-cost suppliers Options to Correct aSupplier-Related Cost Disadvantage Pressure dealer-d