贝恩－战略分析方法之三

GiseleGarrawaySusanCaraviello,PaulDiPaola,andToddSenturiabcBusinessDefinitionMarch1998Author:Contributors:ToddSenturiaReviewer:Copyright©1998Bain&Company,Inc.bcBOSCopyright©1998Bain&Company,Inc.2CU7121997ECABusinessDefinitionAgenda•Thebusinessdefinitionconcept•Applications•Businessdefinitionsteps•Clientexamples–BunkerHillDoorSystems–JJRIndustrialCoatings•KeytakeawaysbcBOSCopyright©1998Bain&Company,Inc.3CU7121997ECABusinessDefinitionAgenda•Thebusinessdefinitionconcept•Applications•Businessdefinitionsteps•Clientexamples–BunkerHillDoorSystems–JJRIndustrialCoatings•KeytakeawaysbcBOSCopyright©1998Bain&Company,Inc.4CU7121997ECABusinessDefinitionWhatisBusinessDefinition?•Indicateswhethertwobusinesssegmentsshouldbeoperatedasonebusinessorasseparatebusinesses•Helpsidentifywhatdrivessuperiorprofitabilityinanindustry•ServesasthefoundationforstrategicanalysisandsounddecisionmakingBusinessdefinitiondelineatestheeconomicboundarieswithinwhichcompaniesshouldcompete.bcBOSCopyright©1998Bain&Company,Inc.5CU7121997ECABusinessDefinitionOneBusinessvs.SeparateBusinesses•Samecustomers•Samecoststructure•Samecompetitors•Differentcustomers•Differentcoststructure•DifferentcompetitorsIftwobusinesssegmentshavethesamecustomers,thesamecoststructure,andthesamecompetitors,theyareonebusiness.Iftheyaredifferentonallofthesedimensions,theyareseparatebusinesses.OnebusinessSeparatebusinessesCompeteinbothsegmentstotakeadvantageofsynergiesDonotcompeteinbothsegmentsbcBOSCopyright©1998Bain&Company,Inc.6CU7121997ECABusinessDefinitionWhyBainUsesBusinessDefinitionStrategicinsightsTacticalinsightswithstrategicimportance•Shouldwebuyorselltherestaurantbusiness?•ShouldweexpandintoChina?•ArewevulnerabletoJapanesecompetitors?•Shouldweverticallyintegrateintogrowingvegetables?•Shouldwedropthisproductline?•Shouldwecross-trainoursalesforce?•HowshouldwegrouppurchasesforVMRs(valuemanagedrelationships?•Howshouldweconfigureourmanufacturingplants?Thecorrectbusinessdefinitioncanleadtocase-crackinginsights.bcBOSCopyright©1998Bain&Company,Inc.7CU7121997ECABusinessDefinitionConsequencesofIncorrectBusinessDefinitionCompaniesthatdefinetheirbusinessesincorrectlymakepoorstrategicdecisions.CostsCompetitors•Incurunnecessarycosts•Forgoopportunitiestocapturesynergies•Donottransferexperience•UnderinvestinimportantR&Dinitiatives•Overlookrelevantcompetitivethreats•Miscalculate“marketshare”•Setinappropriateperformancetargets•Overlookrelevantcapacitychanges•MisjudgetruecostpositionCustomers•Neglectprofitablecustomersegments•Over-investinunprofitablecustomers•Forgoopportunitiestocapturesynergies•Misjudgerelevantmarkettrends•OverlookrelevantgeographiesbcBOSCopyright©1998Bain&Company,Inc.8CU7121997ECAExamplesofIncorrectBusinessDefinitionBusinessDefinitionSomerespectedcompanieshavemissedprofitopportunitiesorsufferedunnecessarylossesbecausetheydidnotdefinetheirbusinessescorrectly.•AmericanExpress•Allegis•Saatchi&SaatchiChargecardsandcreditcardsareseparateChargecardsandcreditcardsareonebusiness-plasticmoneyChargecarddivisionlostmoneyduetopoorcostpositionandmisguidedmarketingeffortsAirlines,hotelsandrentalcarsareonebusiness-caringfortravelersworldwideAirlines,rentalcarsandhotelsarethreeseparatebusinessesThecombinationprovidedlittlevaluetocustomers:AllegiswassplitupAdvertisingandconsultingareonebusiness--servicetoglobalbusinessexecutivesAdvertisingandconsultingareseparatebusinessesCompanysufferedseverelossesduetoinabilitytotransferexperience,lackoffocus,andtaintedimageCompanyAbetterbusinessdefinitionConsequencesofincorrectbusinessdefinitionHowmanagementdefinedthebusinessbcBOSCopyright©1998Bain&Company,Inc.9CU7121997ECA0%2%4%6%0.10.20.512510CiderFizzDrinksRedAleROSBeerandDistilledSpirits0%1%2%3%4%0.10.20.512510CiderFizzRedAleDrinksROSBeeronlyBusinessDefinitionAnalyticConsequencesofIncorrectBusinessDefinition(p.1)BusinessdefinitionmustbethestartingpointofanyBaincasebecausedefiningabusinessincorrectlycanadverselyaffectstrategicanalysisanddecisionmaking.Ifwedefineabusinessincorrectly...IncorrectBusinessDefinitionCorrectBusinessDefinition0%10%20%0.10.20.512510RealEstateMarketGrowthRMS0%10%20%0.10.20.512510CommercialResidentialMarketGrowthRMS•Theunderlyingnormativebandwillnotemerge•AbusinessmaylookdeceptivelyattractiveorunattractiveROS/RMSGrowth/SharebcBOSCopyright©1998Bain&Company,Inc.10CU7121997ECABusinessDefinitionAnalyticConsequencesofIncorrectBusinessDefinition(p.2)DefiningabusinessincorrectlycanleadtoproblemsinconductingE-CurveandRCPanalysis.Ifwedefineabusinessincorrectly...IncorrectBusinessDefinitionCorrectBusinessDefinitionAlphaOmegaBeta$1.89$1.76$1.51$0.0$0.5$1.0$1.5$2.0CostperAccount•Wemayignorerelevantexperience•WemaybenchmarkthewrongcompetitorsAlphaOmega$1.89$1.76$0.0$0.5$1.0$1.5$2.0CostperAccount$1$2$5125102050100CostperTransactionNowAccountsSlope=70.1%R²=0.98$1$2$51020501002005001,000CostperTransactionNow+SavingsAccountsSlope=57.2%R²=1.00ExperienceCurveRCPbcBOSCopyright©1998Bain&Company,Inc.11CU7121997ECABusinessDefinitionComplexityofBusinessDefinitionAsimplecatalogoflogicalargumentsis