@某咨询价值链分析方法.ppt
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Author:
TomMacina,Reviewers:
ScottBender,PeterFisher,CyrusVilla,AmmarMaraqa,bc,ValueChain,March1998,Copyright1998Bain&Company,Inc.,2,valuechainValueChain,Agenda,TheconceptValueChainmethodologyExample,3,valuechainValueChain,TheConcept,ValuechainanalysisisasystematicmethodfordisaggregatingafirmorindustryintoitsmajordiscreteactivitiestounderstandsourcesofcompetitiveadvantageValuechainanalysiscanbeusedtoidentifyopportunitiestogaincostadvantage/improveperformanceincreasecompetitivedifferentiationValuechainanalysisisananalyticaltoolwhichcanhelpprovideclaritytoconsultantsandclientsallowsdistinctboundariestobedrawnacrossbusiness(orindustry)processallowsconsultanttoclearlyevaluateandprioritizeactivitiesonwhichtofocusfacilitatesclientunderstanding,4,valuechainValueChain,GenericValueChain,Successivelyfinerdisaggregationsofactivitiesaremadetoexposedifferencesimportanttocompetitiveadvantage,Thegenericvaluechainconsistsofsixgeneralactivities.,Tech.,R&D,Purchasing/InboundLogistics,Manufact-uring/Operations,Marketing&Sales,Distribution/OutboundLogistics,5,valuechainValueChain,CommonUses,Valuechainanalysiscanbeusedasananalyticaltoolintwogeneralsituations.,ValueChainAnalysisasatoolforCompetitiveAdvantage,CostAnalysis/PerformanceImprovement,CompetitivePositioning,RCPRe-engineeringBusinessdefinitionVMR/Industrycollaboration,CompetitivedifferentiationDrawingbusinessboundaries,6,valuechainValueChain,Distribu-tion/OutboundLogistics,Service,ValueChainScope,Thescopeofthevaluechaindependslargelyonthepurposeforwhichthetoolisbeingused.,SystemorIndustryValueChain:
FirmValueChain:
MajorActivityValueChain:
Tech.,R&D,Purchas-ing/InboundLogistics,Manu-facturing/Operations,Marketing&Sales,MaterialPreparation,Conversion,FinalAssembly,QualityAssurance,Packaging,Inputs(Supplier),Conversion(Manufacturer),Distribution(Distributor/Retailer),Consumption(End-User),VMR,CostAnalysis,ProcessRe-engineeringCostAnalysis,SampleUse,7,valuechainValueChain,WhentoUseValueChainAnalysis,CostAnalysis/RCP,ProcessRe-Engineering,BusinessDefinition,VMR/IndustryCollaboration,CompetitivePositioning,MapMajorActivities,MapSub-Activities,Always,Sometimes,Unlikely,8,valuechainValueChain,Agenda,TheconceptValueChainmethodologyExample,9,valuechainValueChain,ValueChainMethodology(1of2),1.Whataretheactivities?
2.Whichactivitiesaremostcritical?
3.Whichcriticalactivitiesprovidethemostopportunity?
(Whereisthemostleverage?
),Tech.,R&D,Purchas-ing/InboundLogistics,Manu-facturing/Opera-tions,Marketing&Sales,Distri-bution/OutboundLogistics,Service,Tech.,R&D,Purcha-sing/InboundLogistics,Marketing&Sales,Distri-bution/OutboundLogistics,Manu-facturing/Operations,Service,?
Therearethreestepsindoingvaluechainanalysis.,10,valuechainValueChain,ValueChainMethodology(2of2),1.Whataretheactivities?
?
Steponeisdeterminingtheappropriateactivitiestomap.,Determinekeystepsindesigning,producing,marketing,deliveringandsupportingaproductorserviceActivitiescanbeseparatedandgroupedbasedondifferenteconomicsprocessesusingdifferentpeople/equipment/technologyhighorgrowingpercentageoftotalcostdistinctioninmindofcustomerHelpfulmethodologyinmappingoutactivities:
productfloworderflowpaperflow,11,valuechainValueChain,Sanding/Dusting,Manu-facturing,Cutting,Packaging,Cooking,Forming,Wrapping,BulkContainers,MajorActivities:
Sub-Activities:
Wrappingindividualcandies,BaggingindividuallywrappedcandiesforretailsalePlacingindividuallywrappedcandiesinbulkcontainersfordeliverytoretailoutletsthatsellloosecandy,Find“breakpoints”intheprocessflowcookingthroughsandingallonecontinuouslineproductconveyedtowrappinglinePackagingwasactuallyseparatedintotwoactivities,astherearetwodifferentproductpathsfollowingwrappingmostprocessstepssimilar,however,suggestinga“packaging”grouping,Bagging,DrawingActivityBoundaries(CandyCo.Example),12,valuechainValueChain,ValueChainMethodology(1of3),2.Whichactivitiesaremostcritical?
Steptwoisdeterminingwhichactivitiesaremostcritical.,CostAnalysisCase,Tech.,R&D,Purch-asing/InboundLogistics,Manu-facturing/Opera-tions,Market-ing&Sales,Distri-bution/OutboundLogistics,Service,Whatarecostdrivers?
Explanation:
Percentoftotalcost:
AllocatecoststoeachmajoractivityDeterminewhichactivitiesaccountforthegreatestportionoftotalcost,13,valuechainValueChain,ValueChainMethodology(2of3),Tech.,R&D,Purch-asing/InboundLogistics,Manu-facturing/Opera-tions,Marketing&Sales,Distri-bution/OutboundLogistics,Service,Whichcriteriadrivecustomerdecisions?
Customerimportancescale(1=low,7=high),ProductInnovation,Reliability,BrandImage,SpeedofDelivery,Responsiveness,Explanation:
DeterminerelativeimportanceofeachactivityinmindofcustomerDetermine