@某咨询价值链分析方法PPT推荐.ppt

1、Company,Inc.,2,valuechainValue Chain,Agenda,The conceptValue Chain methodologyExample,3,valuechainValue Chain,The Concept,Value chain analysis is a systematic method for disaggregating a firm or industry into its major discrete activities to understand sources of competitive advantageValue chain ana

2、lysis can be used to identify opportunities togain cost advantage/improve performanceincrease competitive differentiationValue chain analysis is an analytical tool which can help provide clarity to consultants and clientsallows distinct boundaries to be drawn across business（or industry）processallow

3、s consultant to clearly evaluate and prioritize activities on which to focusfacilitates client understanding,4,valuechainValue Chain,Generic Value Chain,Successively finer disaggregations of activities are made to expose differences important to competitive advantage,The generic value chain consists

4、 of six general activities.,Tech.,R&D,Purchasing/Inbound Logistics,Manufact-uring/Operations,Marketing&Sales,Distribution/Outbound Logistics,5,valuechainValue Chain,Common Uses,Value chain analysis can be used as an analytical tool in two general situations.,Value Chain Analysisas a tool forCompetit

5、ive Advantage,Cost Analysis/Performance Improvement,Competitive Positioning,RCPRe-engineeringBusiness definitionVMR/Industry collaboration,Competitive differentiationDrawing business boundaries,6,valuechainValue Chain,Distribu-tion/OutboundLogistics,Service,Value Chain Scope,The scope of the value c

6、hain depends largely on the purpose for which the tool is being used.,System or Industry Value Chain:,Firm Value Chain:,Major Activity Value Chain:,Tech.,R&D,Purchas-ing/InboundLogistics,Manu-facturing/Operations,Marketing&Sales,MaterialPreparation,Conversion,Final Assembly,Quality Assurance,Packagi

7、ng,Inputs（Supplier）,Conversion（Manufacturer）,Distribution（Distributor/Retailer）,Consumption（End-User）,VMR,Cost Analysis,Process Re-engineeringCost Analysis,Sample Use,7,valuechainValue Chain,When to Use Value Chain Analysis,Cost Analysis/RCP,Process Re-Engineering,Business Definition,VMR/Industry Co

8、llaboration,Competitive Positioning,Map Major Activities,Map Sub-Activities,Always,Sometimes,Unlikely,8,valuechainValue Chain,Agenda,The conceptValue Chain methodologyExample,9,valuechainValue Chain,Value Chain Methodology（1 of 2）,1.What are the activities?,2.Which activities are most critical?,3.Wh

9、ich critical activities provide the most opportunity?（Where is the most leverage?）,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-fac

10、turing/Operations,Service,?,There are three steps in doing value chain analysis.,10,valuechainValue Chain,Value Chain Methodology（2 of 2）,1.What are the activities?,?,Step one is determining the appropriate activities to map.,Determine key steps in designing,producing,marketing,delivering and suppor

11、ting a product or serviceActivities can be separated and grouped based ondifferent economicsprocesses using different people/equipment/technologyhigh or growing percentage of total costdistinction in mind of customerHelpful methodology in mapping out activities:product floworder flowpaper flow,11,va

12、luechainValue Chain,Sanding/Dusting,Manu-facturing,Cutting,Packaging,Cooking,Forming,Wrapping,Bulk Containers,Major Activities:,Sub-Activities:,Wrapping individual candies,Bagging individually wrapped candies for retail salePlacing individually wrapped candies in bulk containers for delivery to reta

13、il outlets that sell loose candy,Find“break points”in the process flowcooking through sanding all one continuous lineproduct conveyed to wrapping linePackaging was actually separated into two activities,as there are two different product paths following wrappingmost process steps similar,however,sug

14、gesting a“packaging”grouping,Bagging,Drawing Activity Boundaries（Candy Co.Example）,12,valuechainValue Chain,Value Chain Methodology（1 of 3）,2.Which activities are most critical?,Step two is determining which activities are most critical.,Cost Analysis Case,Tech.,R&D,Purch-asing/InboundLogistics,Manu

15、-facturing/Opera-tions,Market-ing&Sales,Distri-bution/OutboundLogistics,Service,What are cost drivers?,Explanation:,Percent of total cost:,Allocate costs to each major activityDetermine which activities account for the greatest portion of total cost,13,valuechainValue Chain,Value Chain Methodology（2

16、 of 3）,Tech.,R&D,Purch-asing/InboundLogistics,Manu-facturing/Opera-tions,Marketing&Sales,Distri-bution/OutboundLogistics,Service,Which criteria drive customer decisions?,Customer importance scale（1=low,7=high）,Product Innovation,Reliability,Brand Image,Speed of Delivery,Responsiveness,Explanation:,Determine relative importance of each activity in mind of customerDetermine