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StrategyPractitionerToolsCoreToolsOctober19990©1998,PricewaterhouseCoopersL.L.P.DRAFT:FORDISCUSSIONONLY/Version:660_w3/ppt/sfSC111898KR-Sydney1©1998,PricewaterhouseCoopersL.L.P.TableofContents1ANALYSISPLAN2BREAKTHROUGHMODEL3COMPETITIVEBENCHMARKING4COMPETITIVEPOSITIONING5CORECOMPETENCTYANALYSIS6CUSTOMERSEGMENTATION7EXPERIENCECURVE8FINANCIALMODELING9FITVS.ATTRACTIVENESSMODEL10FIVEFORCESANALYSIS11GANTTCHART12GAPANALYSIS13GROWTHSHAREMATRIX14INDUSTRYVALUECHAINANALYSIS15ISSUETREE/ISSUEMAP16KEYPERFORMANCEINDICATORS17MARKETPROFITABILITY18PORTFOLIOANALYSIS19REALOPTIONS/STRATEGICOPTION20SCALECURVE21SCENARIOENVISIONING22SENSITIVITYANALYSIS23SEVENSFRAMEWORK24STAKEHOLDERANALYSIS25SWOT26VALUEBASEDMANAGEMENT27VALUECHAINANALYSIS28VALUETREE29VOICEOFTHECUSTOMERSC111898KR-Sydney2©1998,PricewaterhouseCoopersL.L.P.AnalysisPlanSummaryTheanalysisplandetailsaproblem-solvingprocessandspecificanalysiswhichmustbedevelopedtoassessahypothesis.Theanalysisplanmustbeflexibleandthattheanalysestobeconductedandthedeliverablestobeproducedmaychangeduringthecourseoftheproject.AnalysisPlanCLIENTEXAMPLE:HYPOTHESIS/ANALYTICALPLANHypothesisAnalysisInfo.RequiredInfo.SourceEndProductsOverallHypothesisOrganizationalphilosophyneedstobemodifiedSupportingHypothesisExistingorganizationdoesnotadequatelysupportthebusinessstrategy•Definebusinesssystem,operatingenvironment•DefineCSFs,organizationalrequirementsalongbusinesssystem•Definehowexistingorganizationsupportsbusinesssystem,CSFs•Keyactivities,processesbyLOB•CSFsalongbusinesssystembyLOB•Existingorganizationalelementsimpactingbusinesssystem•Managementinterviews•Secondaryresearch•HRdocumentsBusinessSystemDiagramsActivityCSF~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Evenafteradjustingforassetwrite-up,financialperformancehasnotmetcorporateexpectationsorcompetitivestandardsduetoaninappropriateorganization(andcost)structure•Financialperformancevs.competitors,budget/plans•Overviewofcoststructure(e.g.,fixedvs.variablecosts)•ROA,NIadjustedforassetwrite-ups•Historicandprojectedfinancialdata•Assetwrite-upinformation•Summarycost,volumeinfoforproductionunits•Annualreports,10Ks,10Qs,etc.•Companyfinancialreports•FinancialdepartmentinterviewsFinancialMetricsTheincreasingcomplexityofbusinessandtheevolvingimportanceof,andcoordinationrequiredbetweenspecializedexpertiserequireschangesinthedecision-makingprocessandinformationflows•Defineactualvs.perceivedvs.“real”organizationchart,decision-makingprocess/responsibilities;identifygaps•Defineexpertise,inforequiredtomakedecision,organizationalrequirements•Defineevolvingnatureoforganizationandinformationflows•Keydecisions•Keyindividualsinvolvedindecision-makingprocess•Informationflows•Managementinterviews•Organizationcharts•Memos/documentsonmanagementprocesses•SystemflowchartsData/InfoFlowsOrgChartsSC111898KR-Sydney3©1998,PricewaterhouseCoopersL.L.P.ApproachAnalysisPlanWhenToApplyWhenitisnecessarytolayoutproblem-solvingprocessindepth/detailandidentifytheanalyseswhichneedtobeundertakentovalidatetheselectedhypotheses•Defineanissueonwhichaspecificactiondependsandphraseitasa“yes”orno”question•Establishahypothesis:astatementoflikelyresolutionoftheissueincludingthereasonsforanswering“yes”or“no”•Developananalysisstatementthatoutlinesthe“models”thatwillbeexploredinordertoproveordisprovethehypothesis•Identifythelikelylocationormeansofobtainingdatatoaccomplishtheanalysis•Developendproducts(presentations)tographicallyrepresenttheoutputoftheanalysisSC111898KR-Sydney4©1998,PricewaterhouseCoopersL.L.P.Citations-ClientandIndustryExperienceAnalysisPlan•Compaq/Technology/VasuKrishnamurthy•Galileo/Travel/SpencerLin&VasuKrishnamurthy•PostOfficeCountersLtd./TransportationServices/KITdatabase•PwCMCS/Consulting/VasuKrishnamurthy•UnitedAirlines/Travel/VasuKrishnamurthy•RobertM.Grant,“ContemporaryStrategyAnalysis”,3rdEditionSourceListSC111898KR-Sydney5©1998,PricewaterhouseCoopersL.L.P.BreakthroughModelSummaryTheBreakthroughmodelfocusesattentiononmostsubstantialopportunitiesforcreatingvalueforcustomersandshareholders.BreakthroughModelExternalInternalIndustryCompanyTrendsintheeconomicenvironmentinwhichthemarketsexistBestpracticesacrossthisandsimilarindustriesMarket/productstrategyandbasisforcompetitionCapabilitiesofthecompany’speople,processes,technology,systemsandstructure1234Market/ProductRepositioningIndustryTransformationEnterpriseAlignmentBestPracticePerformanceSC111898KR-Sydney6©1998,PricewaterhouseCoopersL.L.P.ApproachBreakthroughModelWhenToApplyUtilizetheBreakthroughmodeltoidentifyandcategorizeallopportunitiestocreatesubstantialincrementalshareholdervalue.WhencreatingaBreakthroughmodel,thefollowingcriteriashouldbeconsidered:•Summarizeallopportunitiestoimprovebusinessperformancefromotheranalyses•Categorizethemintofourgroups:•Enterprisealignment•Bestpracticeperformance•Market/productrepositioning•Industrytransformation•DetermineapproximateeconomicvalueofeachtypeofstrategySC111898KR-Sydney7©1998,PricewaterhouseCoopersL.L.P.Citations-ClientandIndustryExperienceBreakthroughModelNon-PwC:•Toyota:the