贝恩咨询分析方法-PenetrationCurv
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贝恩咨询分析方法-bainmath
• To understand how a company has performed over time (e.g., in terms of revenue, costs, or profit), it is necessary to remove inflation, (i.e. use real figures).
has purchased this time series for all Bain employees to use.
BOS CU7112997ECA 8 Copyright© 1998 Bain & Company, Inc.
Bain Math
Inflation - Real vs. Nominal Figures
inflation does not create intrinsic value.
Related Terminology:
1. Real (constant) dollars:
2. Nominal (current) dollars:
3. Price deflator
Dollar figures for a number of years that are stated in a chosen “base” year’s dollar terms (i.e., inflation has been taken out). Any year can be chosen as the base year, but all dollar figures must be stated in the same base year
122.02
2005
125.65
2006
129.31
企业咨询-贝恩咨询分析方法Reengineering5 精品
process continues
• Group moderating skills • Analytical horsepower
11
•Objectives •Reengineering Introduction
–definition –significance –Bain’s reengineering practice
program halted – additional $14 million allocated
for a two-year ‘education’ effort to calm unhappy employees
– productivity doubled in order fulfillment
•Defense Co. •Exercise
Agenda
2
Objectives
•Explain what reengineering is about
–what is reengineering and why is it important?
•Convey Bain’s experience and unique approach
advantage
13
The Bain Approach to Reengineering (2 of 2)
Bain’s Approach to Strategic Reengineering
Strategy
Results
Experience
•Comprehensive, strategic
approach
Clear and consistent sense of purpose
• Top management leadership
• Group moderating skills • Analytical horsepower
11
•Objectives •Reengineering Introduction
–definition –significance –Bain’s reengineering practice
program halted – additional $14 million allocated
for a two-year ‘education’ effort to calm unhappy employees
– productivity doubled in order fulfillment
•Defense Co. •Exercise
Agenda
2
Objectives
•Explain what reengineering is about
–what is reengineering and why is it important?
•Convey Bain’s experience and unique approach
advantage
13
The Bain Approach to Reengineering (2 of 2)
Bain’s Approach to Strategic Reengineering
Strategy
Results
Experience
•Comprehensive, strategic
approach
Clear and consistent sense of purpose
• Top management leadership
贝恩咨询分析方法-plp1
• Operating margin
• Activity-based cost drivers • Difficult to capture all
activities that drive costs
贝恩咨询分析方法-plp1
Product Line Profitability
•Direct and Indirect Costs
•Picture Frames
•PLP Description
•Operating Margin •2.3% •5.3% •7.0%
•10.0%
•
贝恩咨询分析方法-plp1
Product Line Profitability
•Profit Improvement Tools
•PLP analysis is one of the Bain diagnostic tools that can identify sources of profit improvement.
•
贝恩咨询分析方法-plp1
Product Line Profitability
•Paths to Low Profitability
•Multi-product businesses that do not understand their products’ true profitability become low profit firms.
贝恩咨询分析方法-plp1
2020/12/10
贝恩咨询分析方法-plp1
Product Line Profitability
• PLP overview • Applications • PLP steps • Client example • Challenges • Key takeaways
• Activity-based cost drivers • Difficult to capture all
activities that drive costs
贝恩咨询分析方法-plp1
Product Line Profitability
•Direct and Indirect Costs
•Picture Frames
•PLP Description
•Operating Margin •2.3% •5.3% •7.0%
•10.0%
•
贝恩咨询分析方法-plp1
Product Line Profitability
•Profit Improvement Tools
•PLP analysis is one of the Bain diagnostic tools that can identify sources of profit improvement.
•
贝恩咨询分析方法-plp1
Product Line Profitability
•Paths to Low Profitability
•Multi-product businesses that do not understand their products’ true profitability become low profit firms.
贝恩咨询分析方法-plp1
2020/12/10
贝恩咨询分析方法-plp1
Product Line Profitability
• PLP overview • Applications • PLP steps • Client example • Challenges • Key takeaways
贝恩咨询分析方法-rcp3
competitors have in a price war?
• What is the client’s market
position?
• What are the strategic implications
of the full potential cost position?
Tactical questions
• Which cost elements might
benefit from different business practices?
5
Relative Cost Position
•The relative cost position (RCP) concept •Applications •RCP Steps •Client example •Challenges •Key takeaways
Allocation / Activity Based Costing
• Overhead Analysis • Fixed/Variable Analysis • Direct/Indirect Analysis
3
Relative Cost Position Full Potential
Bain uses RCP to determine a company’s practical full potential cost position based on a comparison of its unit costs with those of its competitors and an understanding of the client’s business.
Clienttheoretical
• What is the client’s market
position?
• What are the strategic implications
of the full potential cost position?
Tactical questions
• Which cost elements might
benefit from different business practices?
5
Relative Cost Position
•The relative cost position (RCP) concept •Applications •RCP Steps •Client example •Challenges •Key takeaways
Allocation / Activity Based Costing
• Overhead Analysis • Fixed/Variable Analysis • Direct/Indirect Analysis
3
Relative Cost Position Full Potential
Bain uses RCP to determine a company’s practical full potential cost position based on a comparison of its unit costs with those of its competitors and an understanding of the client’s business.
Clienttheoretical
贝恩咨询分析方法-ProductLineProfitability
•
•Bain profit improvement tool kit
• PLP • BDP • RCP • VMR
•5
贝恩咨询分析方法ProductLineProfitability
Profit Line Profitability
•Senior managers can use PLP analysis to make important decisions about product lines.
change in supplier quality
• Standard excludes switchover from main produce
• Increased labor due to rework from lost
•
贝恩咨询分析方法ProductLineProfitability
Product Line Profitability
•If gross margins are based on inappropriate accounting standards and indirect costs are not allocated appropriately
•Accounting standard
•Revenue per widget: •Raw materials:
•$6.00 •$1.75
•Production floor labor:
•0.30 hours x 8.00/hour = $2.40
•Gross margin: •Gross margin percent:
•Sales and marketing
• Spend advertising
贝恩利润池分析范文
贝恩利润池分析范文
贝恩利润池分析的核心思想是将特定行业或市场中所创造的利润视为
一个“池子”，这个池子由行业内的各个参与者共同拥有。
贝恩认为，企
业之所以能够从这个池子中获取利润，取决于其在利润池中所占有的份额。
而企业要在竞争激烈的市场中获得可持续的利润，就需要理解和运用贝恩
利润池分析方法。
1.确定行业边界：首先要确定具体分析的行业范围和市场边界，只有
明确行业的参与者和定位，才能进行后续的利润池分析。
3.理解竞争关系：分析市场格局和竞争关系，了解竞争对手的优势和
劣势。
这一步骤可以通过SWOT分析、五力模型等方法来进行，从而帮助
企业了解行业内的竞争态势，找到自身的竞争优势。
5.制定策略和行动计划：根据利润池分析的结果，制定相应的策略和
行动计划。
这一步骤可以通过分析行业内各个环节的成本结构、利润规模
和增长趋势，来确定企业的定位和发展方向。
贝恩咨询战略分析工具
贝恩咨询战略分析工具引言贝恩咨询战略分析工具是一套用于战略分析的有力工具集，主要用于帮助企业进行战略决策和业务优化。
该工具集由贝恩公司开发，通过深入剖析企业内外环境及相关数据，提供了全面的战略分析功能，帮助企业把握市场机会、规避风险、实现竞争优势。
1. SWOT分析SWOT分析是贝恩咨询战略分析工具中的一个重要组成部分。
SWOT分析是对企业的优势、劣势、机会和威胁进行评估和分析的方法。
通过SWOT分析，企业可以全面了解自身的优势和劣势，并抓住市场机会，同时应对潜在的威胁。
SWOT分析的四个要素包括：•优势（Strengths）•劣势（Weaknesses）•机会（Opportunities）•威胁（Threats）通过对这四个要素进行分析和比较，企业可以制定出更加明晰的战略和行动计划。
2. Porter五力模型Porter五力模型是贝恩咨询战略分析工具中的另一个重要组成部分。
它是由迈克尔·波特（Michael Porter）提出的一种行业竞争分析方法。
该模型通过分析行业内的竞争力量，帮助企业了解市场竞争结构，评估市场潜力和竞争压力。
Porter五力模型的五个竞争力量包括：•行业内竞争者关系•买家的议价能力•供应商的议价能力•替代品对产品或服务的威胁•新进入者对行业的威胁通过分析这些竞争力量，企业可以制定出相应的竞争策略，并且更好地应对市场竞争。
3. PESTEL分析PESTEL分析是贝恩咨询战略分析工具中的又一个重要组成部分。
PESTEL是指政治（Political）、经济（Economic）、社会（Social）、技术（Technological）、环境（Environmental）和法律（Legal）等六个方面。
通过分析这些外部环境因素，企业可以了解市场的宏观环境，并针对性地制定战略。
PESTEL分析可以帮助企业了解政策法规的变化、经济形势的发展、社会、文化和人口结构的变化以及技术创新的影响等。
贝恩分析方法-rcp
数据获取的挑战与解决方案
挑战
数据获取是RCP实施过程中的一大挑战，尤其是在数据分散、数据质量参差不 齐的情况下。
解决方案
建立统一的数据管理平台，制定数据标准，加强数据治理，确保数据的准确性 和完整性。同时，加强与各业务部门的沟通与协作，提高数据共享的意识和积 极性。
资源整合的挑战与解决方案
挑战
资源整合涉及到人力、物力、财力等多个方面，如何高效地整合资源是RCP实施 过程中的一大难题。
THANKS
感谢观看
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企业需要对资源进行有效的管理和规划，以确保资源的充足性和可持 续性。
企业还需要不断优化资源配置，以提高资源的利用效率和企业的整体 效益。
能力维度（Capacity）
能力维度是指企业所具备的能 力，包括生产能力、研发能力
、营销能力、管理能力等。
在能力维度上，企业需要考虑 如何提升自身的能力，以应对
RCP的含义和重要性
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RCP是贝恩分析方法中的一个重要概念，分别代表了Repositioning（重新定位）、 Creativity（创造力）和Positioning（定位）。
02
RCP强调企业在市场竞争中不仅要有准确的定位，还要根据市场变化和消费者 需求的变化进行重新定位，同时要发挥创造力，不断创新和改进产品或服务， 以保持竞争优势。
RCP在企业中的发展趋势
更广泛的应用领域
随着RCP的不断发展，其应用领域将越来越广泛，不仅限 于财务和战略分析，还将扩展到市场营销、人力资源等领 域。
个性化定制服务
企业将更加注重个性化的定制服务，根据不同行业和企业 的特点，提供更加贴合需求的RCP解决方案。
持续优化和升级
随着技术和市场的变化，RCP将持续优化和升级，以适应 不断变化的市场需求和企业战略调整。
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Agenda
• Concept • Application •Case example • Methodology
Company Logo
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Applications
of
Penetration
• Given the pattern of penetration curves over time, and given th at this relationship holds to some extent in almost every case, penetration curves can be a powerful tool in predicting the gro wth of new products
Curves Company
Logo
Penetration curves can be useful in addressing a series of different str ategic questions which arise when new products enter a market.
• Penetration can occur at the expense of an existing product, or it can drive n
ew markets to grow
• Several factors will influence the end state, or saturation point, of a product:
Company Logo
Penetration Curve (S-Curve)
Author: Nancy Greene
Copyright © by ARTCOM PT All rights reserved.
March 1998
Copyright© 1998 Bain & Company, Inc.
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Characteristics of Penetration Curves Company Logo
When considering penetration curves, there are a few characteristics to keep in mind:
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What is a Penetration Curve? (S-Curv Company Logo e)
• Products can be thought of as following a life-cycle that has s everal distinct phases:
–early adoption/trial
–mass adoption
– saturation/substitution
– decline
• The product life-cycle generates a series of market penetratio n rates that tend to follow a specific pattern, called an S-curve (or penetration curve)
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Agenda
• Concept • Application •Case example • Methodology
Company Logo
Copyright © by ARTCOM PT All rights reserved.
Copyright© 1998 Bain & Company, Inc.
The product beco mes accepted by t he general market; characterized by r apid product grow th
The product has either saturated the market, or is already being sub stituted for by another product that is in an e arlier phase of the pro duct life cycle
Compadoption/trial
Driven by people who always adopt new things early a nd fuel the produc t’s initial growth
Mass adoption Saturation/substitution
Decline
The decline of the p roduct, driven by co mplete substitution f or or replacement w ith another product
Time
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Copyright © by ARTCOM PT All rights reserved.
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Product Life-Cycle
Products can be thought of as following a lif e-cycle that has several distinct phases.
• Validating/determining market growth for a new or established product • Showing precedents for success of a product through existing penetration curves • Predicting the saturation level for a product • Determining market entry strategy or timing, given the predicted penetration of a prod
– duration/speed of product life-cycle – competitive forces – innovation – culture/society
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