贝恩咨询-战略分析工具.ppt

贝恩-战略分析方法-分析方法
56、极端的法规，就Байду номын сангаас极端的不公。 ——西 塞罗 57、法律一旦成为人们的需要，人们 就不再 配享受 自由了 。—— 毕达哥 拉斯 58、法律规定的惩罚不是为了私人的 利益， 而是为 了公共 的利益 ；一部 分靠有 害的强 制，一 部分靠 榜样的 效力。 ——格 老秀斯 59、假如没有法律他们会更快乐的话 ，那么 法律作 为一件 无用之 物自己 就会消 灭。— —洛克
60、人民的幸福是至高无个的法。— —西塞 罗
61、奢侈是舒适的，否则就不是奢侈 。——CocoCha nel 62、少而好学，如日出之阳；壮而好学 ，如日 中之光 ；志而 好学， 如炳烛 之光。 ——刘 向 63、三军可夺帅也，匹夫不可夺志也。 ——孔 丘 64、人生就是学校。在那里，与其说好 的教师 是幸福 ，不如 说好的 教师是 不幸。 ——海 贝尔 65、接受挑战，就可以享受胜利的喜悦 。——杰纳勒 尔·乔治·S·巴顿
谢谢！

• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
collaborate
Value Cycle
Ensures continued supply for buyer and capacity utilization for supplier
Joint efforts lead to system-wide benefits
for both
PPT文档演模板
•VMRs create value for the buyer.
• Higher quality and fewer rejects
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• May require investment in
weak strategic business
• Focus driven by internal
incentives/ transfer prices
• Joint product design often atoddsPPT文档演模板
a.tr
focused upon lowest total systems cost using value chain perspectives

• Client represents significant part of industry output
• Industry competitive intensity high:
– capacity
utilization dropping – consolidation in progress – many new plants looking for volume – historical industry price umbrellas
potential of both vertical integration and traditionally negotiated "arm's length" transactions:
–
a consolidation of purchases to one or few suppliers who are capable of maintaining long term competitive economics, high quality and efficient delivery participants must share single goal of achieving lowest industry systems cost
substitution
• Product redesign • Material substitution • Volume discount • System cost improvement
High Potential
Value-added / engineered level
Medium/low potential
• In-house supply,

– participants must share single goal of achieving lowest industry systems cost
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies
A VMR creates a win/win relationship.
VMR DRelationship (VMR) is a full partnership between a customer and a supplier.
Its goal is to maximize quality and minimize total system costs of doing business through
6
Value Managed Relationships
VMRs can exceed the value of both traditional contracts as well as vertical integration.
Strategic Purchasing Options
Traditional "Arms Length" Approach
• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment

Procurement Str源自tegiesCompetitive Bid
Value Managed Relationship
Short-term Contract /
Spot
Longterm Contract
“Partnership ”
True VMR
Sole Source
Vertical Integration
5
Value Managed Relationships
A VMR, when appropriate, exceeds the value of all other types of relationships.
How Does a VMR Work?
• A Value Managed Relationship can exceed the value
VMR
Vertical Integration
• Fragmented supplier base,
sporadic communication
• Investments based upon
manufacturer's needs
• Adversarial bid negotiations
to obtain lowest unit price
focused upon lowest total systems cost using value chain perspectives
• Joint product design and
cross functional participation
• In-house supply,
communication frequent

• Commissions
Current Major Players:
• AOL • UUNet • @Work • @Home
• AOL • Yahoo • Netscape • Excite
• AOL • OneSource • CNN • BBC
• AOL • Yahoo • Chemdex • VerticalNet
•Company examples
• Nortel Networks • Dell • 3Com • American on line
• Technology and software enablers
• Portals
• Service enablers, e.g.: - professional services
• Web agents
- data management
• Commerce service providers
- affiliate programs • Support enablers, e.g.:
• Virtual trading communities
- payment systems/transaction clearing
•PRELIMINARY
•Internet penetration in both consumer and business markets is significant.
•Consumer
•CAGR •(1997-2002E)
•1%
Internet Penetration
•Business
•>1,000 employees •100-1,000 employees •<100 employees

• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• Technological expertise
– package performance improvements – spec consolidation – product redesign and materials substitution
focused upon lowest total systems cost using value chain perspectives
• Joint product design and
cross functional participation
• In-house supply,
communication frequent
VMRs are most effective in large dollar, high value added products.
• Large dollar purchase • High level of value-added cost in product • Fragmentation across many divisions and suppliers • Client represents significant part of industry output • Industry competitive intensity high:

• Understand VMR concept and application • Articulate types of cost savings opportunities created by VMRs • Use the Bain framework to conduct a VMR • Refer to real examples of Bain’s VMR process and success
VMR
Vertical Integration
• Fragmented supplier base,
sporadic communication
• Investments based upon
manufacturer's needs
• Adversarial bid negotiations
to obtain lowest unit price
High Potential
• Volume discount • Some system cost
Low High
Moderate Potential
Purchasing volume (relative to total supplier sales)
Low
8
Value Managed Relationships In Which Categories Are VMRs Most Effective?
both
Commitment and scale justifies joint investment in
cost savings and R&D/technology
10
Value Managed Relationships

– capacity utilization dropping – consolidation in progress – many new plants looking for volume – historical industry price umbrellas
9
Value Managed Relationships
Value Managed Relationships
Author:
Sheila Dubin
December 1998
Value Managed Relationships Value Managed Relationships Objectives
After completing this module, you will be able to:
potential of both vertical integration and traditionally negotiated "arm's length" transactions:
– a consolidation of purchases to one or few suppliers who are capable of maintaining long term competitive economics, high quality and efficient delivery
– participants must share single goal of achieving lowest industry systems cost
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies