普华永道战略分析框架.pptxVIP

Table of Contents16 KEY PERFORMANCE INDICATORS17 MARKET PROFITABILITY18 PORTFOLIO ANALYSIS19 REAL OPTIONS/STRATEGIC OPTION20 SCALE CURVE21 SCENARIO ENVISIONING22 SENSITIVITY ANALYSIS23 SEVEN S FRAMEWORK24 STAKEHOLDER ANALYSIS25 SWOT26 VALUE BASED MANAGEMENT27 VALUE CHAIN ANALYSIS28 VALUE TREE29 VOICE OF THE CUSTOMER1 ANALYSIS PLAN2 BREAKTHROUGH MODEL3 COMPETITIVE BENCHMARKING4 COMPETITIVE POSITIONING5 CORE COMPETENCTY ANALYSIS6 CUSTOMER SEGMENTATION7 EXPERIENCE CURVE8 FINANCIAL MODELING9 FIT VS. ATTRACTIVENESS MODEL10 FIVE FORCES ANALYSIS11 GANTT CHART12 GAP ANALYSIS13 GROWTH SHARE MATRIX14 INDUSTRY VALUE CHAIN ANALYSIS15 ISSUE TREE/ISSUE MAPCLIENT EXAMPLE: HYPOTHESIS/ANALYTICAL PLANHypothesisAnalysisInfo. RequiredInfo. SourceEnd ProductsOverall HypothesisOrganizational philosophy needs to be modifiedSupporting HypothesisExisting organization does not adequately support the business strategyBusiness System DiagramsDefine business system, operating environmentDefine CSFs, organizational requirements along business systemDefine how existing organization supports business system, CSFsKey activities, processes by LOBCSFs along business system by LOBExisting organizational elements impacting business systemManagement interviewsSecondary researchHR documentsActivity~~~~~~~~~~~~~~~~~~~~~~~~CSF~~~~~~~~~~~~~~~~~~~~~~~~Financial MetricsEven after adjusting for asset write-up, financial performance has not met corporate expectations or competitive standards due to an inappropriate organization (and cost) structureFinancial performance vs. competitors, budget/plansOverview of cost structure (e.g., fixed vs. variable costs)ROA, NI adjusted for asset write-upsHistoric and projected financial dataAsset write-up informationSummary cost, volume info for production unitsAnnual reports, 10Ks, 10Qs, etc.Company financial reportsFinancial department interviewsData/Info FlowsOrg ChartsThe increasing complexity of business and the evolving importance of, and coordination required betwee