P04PwC企业战略制定方法（英文）

CorporateStrategyFormulationMethodPracticeAidsTableofContents•DuPontAnalysis(Slide3)•LeanProducerChart(Slide4)•ValueTree(Slide5)•StrategyDiagnostic(Slide6)•Point-of-View(Slide7)•ProjectApproachGraphic(Slide8)•ProjectOrganizationChart(Slide9)•StatementofWork(Slide10)•GANNTChart(Slide11)•ProjectManagementSoftwareTool(Slide12)•ProjectBudgetTemplate(Slide13)•OrientationPresentation(Slide14)•BPRGame(Slide15)•SupplyChainManagementGame(Slide16)•Porter’sFiveForcesModel(Slide17)•MarketSegmentationScheme(Slide18)•CustomerParetoAnalysis(Slide19)•CustomerValueDriversbySegment(Slide20)•PEST-Political,Economic,SocialandTechnologicalChange(Slide21)•ProductProfitabilityAnalysis(Slide22)•ProductPortfolioAnalysis(Slide23)•CoreCompetencyAnalysis(Slide24)•SWOTAnalysis(Slide25)•CompetitiveOpportunitiesSpace(Slide26)•BusinessModels(Slide27)•CompetitivePositioningSummary(Slide28)•IndustryAllianceMapping(Slide29)•PerformanceBenchmarking(Slide30)•CultureMatrix(Slide31)•ManagementProcessAssessment(Slide32)•ActivitiesDictionary(Slide33)•As-IsProcessMaps(Slide34)•Routing-by-Walking-Around(Slide35)•WorkDistributionCharts(Slide36)•ProcessTreatmentModel(Slide37)•Sparks(Slide38)•InformationNeedsAssessmentModeling(Slide39-40)•OrganizationStructureDimensionAnalysis(Slide41)•BreakthroughModel(Slide42)•StrategicVisionStatementOutline(Slide43)•KeyImpedimentsAnalysis(Slide44)•MintoLogic(Slide45)•OrganizationalLearningKPIs(Slide46)•VisionWorksWarGamingandSimulationTechnology(Slide47)FromSlideShow,ClickonthelinksBelow:DuPontAnalysisEstimateacompany'sfinancialperformanceifoneormoreofitskeyfinancialratiosequaledthatofthebest-in-classorbest-in-industry.•Collectfinancialdataonthecompanyanditspublicly-heldcompetitors.•Calculateanas-isfinancialtree.•Identifythecompany'sfinancialweaknesseswithrespecttotherestoftheindustry'sfinanciallevers.•Substitutealeverfromthecompetitionintothecompany'sfinancialstogenerateacould-befinancialtree.•Theanalysishelpstoestimatethefinancialimprovementacompanymightexperiencebyimprovingvariousaspectsofitsoperation.•Italsopinpointstheareaswhichwouldhavethegreatesteffectonthebottomline,suggestingapossibleprioritizationforthecompany'simprovementefforts.•Caveat:themodelignorestradeoffsthatexistinthepracticalitiesofrunningandshapingabusiness;consequently,theabsolutevalueofthefinancialimprovementsgeneratedfromthemodelmaybeunrealisticallyhigh.6.4%12.5%ROALegendmetricunitsCould-BeAs-IsOperatingProfitMargin10%18%TotalAssetPerformance1.601.76NetProfitAfterTax4%7%8%16%ROEA/RDSO6150InventoryTurns6.08.0OtherAssets12%11%PP&ETurns5.05.5timesdaystimesofNetSalesCash1%5%ofNetSales1.251.25FinancialLeverageTaxRate40%LeanProducerChartAssessopportunitiestocreatevaluebychangingproductionstrategies,usingpubliclyavailabledataaboutinventoryinagivenmanufacturingindustry.•Identifythecomparisonsetofsimilarcompanieswithinagivenindustryorfamilyofindustries.•Gatherthefollowingdataforeachcompany:Inventory-Raw,Inventory-Work-in-progress,Inventory-Finishedgoods,andInventoryturns.•Calculateandgraphthefinalvariables:Inventoryturnsvs.(Raw+WiP)/Fin.goods.•Note:Tenormoredatapointsshouldgeneratethedatacloudnecessaryforanalysis.•Ifthedatapointsclusteraroundapositivelyslopingline,thenthatgenerallyindicatesthecomparisonbetweencompaniesismeaningful.•Leanproducingcompanies,i.e.,thosewithhighinventoryturnsandlowinventoriesoffinishedgoodswilllieintheupperrightquadrantofthegraph.•Companiespositionedtotheupperleftlikelysufferfromcomplexproductportfoliosandbills-of-materials.•Companiestothelowerleftlikelyneedastrategictransformationfrommassproducerstoleanproducers.•Companiestothelowerrightcouldbenefitfromsellingmorevalue-addedproductsandservices.AlcoholicBeverageProducersInventoryTurnsRaw+WIPFinishedGoodsGrandMetGeneseeCorp.CanadiguaWineBrownFormanAnheuserBuschAdolphCoors05101520LeanProducersTraditionalManufacturersJobShopsDistributors0123ValueTreeDevelopacomprehensivelistofpotentialvaluecreationdrivers.•Beginwithastandardvaluetreeconsistingofbenefittype,first-orderdrivers,andsecond-orderdrivers.•Determinethird-orderdrivers,i.e.,thosespecificactivitieswhichconstitutethesecond-orderdrivers,basedonone'sindustryknowledgeandanycompany-specificinformation.•Usetheavailableinformationandinsightsfromothertools(e.g.DupontAnalysis,EnterpriseDiagnostic,andLeanProducerChart)todeterminewhichbenefitdriversmightbethespecificareasofcompanyconcern.•“Runthenumbers”tomodelpotentialprofitimprovement.•Thistoolprovidesacomprehensivesnapshotofpotentialvaluecreation.•Itprovidesthelinkbetweenchangeinitiativesandimprovementinfinancialperformance.•ItalsoindicatesKeyPerformanceIndicatorsonwhichtofocus.ExampleofapartialvaluetreeforasalesoperationBenefittypeSecond-orderdriversIncreaserevenueReduceexpenseThird-orderdrivers(Examplesof)First-orderdriversIncreasevolumesIncreasepricesImprovemixImproveefficiencyAvoidcostsEliminatenon-value-addedworkIncreasesalesopportunitiesIncreasecloseratioIncreaseitemspercloseIncreasecustomerretentionIncreasebasepriceReducediscountingUp-sellcurrentcustomersAcquireupscalecust