贝恩战略咨询报告模板.ppt

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This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
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This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

• 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
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•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

5 20
or 0.25
In percentage terms, 0.25 = 25 per 100 or 25%
Application:
A percentage can be used to express the change in a number from one time period to the next
Year 1996=100* % Change
1970
2 7 .7 9
5 .3 2
1971
2 9 .2 3
5 .1 8
1972
3 0 .4 6
4 .2 3
1973
3 2 .1 8
5 .6 4
1974
3 5 .0 7
8 .9 9
1975
3 8 .3 6
9 .3 7
1976
4 0 .6 1
5 .8 6
1977
written
A B
or
A:B
A ratio can be used to calculate price per unit ( PUrniciet ), given the total revenue and total units
Given:
total revenue = $9.0 MM
total units =
the dollar is less valuable
• When calculating the “real” growth of a dollar figure over time (e.g.,
revenue growth, unit cost growth), it is necessary to subtract out the

Procurement Strategies
Competitive Bid
Value Managed Relationship
Short-term Contract /
Spot
Longterm Contract
“Partnership ”
True VMR
Sole Source
Vertical Integration
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
VMR
Vertical Integration
• Fragmented supplier base,
sporadic communication
• Investments based upon
manufacturer's needs
• Adversarial bid negotiations
to obtain lowest unit price
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:

•When you use nominal dollars, it is impossible to tell how much of the price increase was due to inflation.
•
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贝恩-战略分析方法之一
Bain Math
•Inflation - Example (2)
•Dollar figures for a number of years that are stated in each individual year’s dollar terms (i.e., inflation has not been taken out).
•A price deflator is a measure of inflation over time.
•= $166MM
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贝恩-战略分析方法之一
Bain Math
•Percent
• Definition:
•A percentage (abbreviated “percent”) is a convenient way to express a ratio.
Literally, percentage means “per 100.”
•Price deflator (current year) Price deflator (base year)
•=•Dollar figure (current year)
Dollar figure (base year)
•=•yIenaflraationnd
between current base year
贝恩-战略分析方法之一
Bain Math

•Approach
Revising the Mix of Businesses
•Retail Co businesses were evaluated along three groups
of criteria
•Market Attractiveness
• Market size • Market growth • Segment returns • Segment profitability trends
• Rapidly growing channel with high returns.
Need to invest to capture market share and improve operating efficiency
• Large potential market with opportunity to
•Understandable: •Communicates a clear and compelling approach to the business •Will be fully valued by analysts and shareholders
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贝恩咨询行业分析-RetailCo1
•France
• Overcapacity in segment, losing market
strategy
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贝恩咨询行业分析-RetailCo1
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• Background • Approach • Conclusion • Implementation • Results
Agenda
贝恩咨询行业分析-RetailCo1
Approach

A primer can • Give flavor of expected analyses • Show which analyses have been most productive historically • Explain basic techniques and warn of common methodological errors
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贝恩咨询行业分析overviewonanalysis1
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LINEAR VS. LOG
•On a linear scale, a given difference between two values covers the same distance anywhere on the scale •On a logarithmic scale, a given ratio of two values covers the same distance anywhere on the scale¹
贝恩咨询行业分析overviewonanalysis1
PPT文档演模板
2020/12/10
贝恩咨询行业分析overviewonanalysis1
TABLE OF CONTENTS
Introduction
General analytical techniques • Graphs • Deflators • Regression analysis
•Log •Constant “Elasticity”
•Given no prior expectation about the form of a relationship, plot it linearly
• Your case leader does not want to hear that “there is no data,” but rather what can be developed, in how much time, and at what cost

• 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

•Return on Equity •Ratio exercises •Forecasting exercise •Abbreviations •Key takeaways
Agenda
BOS
2
Ratio Analysis
Analyzing Ratios
Ratios in isolation are meaningless. A company's ratios must be examined over time and/or against its competitors’ ratios.
BOS
5
Ratio Analysis
•Using ratios •Types of key ratios
–profitability – turnover – leverage –liquidity – coverage
•Return on Equity •Ratio exercises •Forecasting exercise •Abbreviations •Key takeaways
NOT necessarily predict future
• Need to standardize across companies
to adjust for different accounting methods
• Need to be very sensitive about
industry-specific seasonality and cyclicality
Return
Risk
Profitability
Turnover
• Operating margin • Receivables

Industries of Yonghui's subsidiaries
2% 3% 3%
Commodity retail 20% commodity delivery Property rental Supermarket advertising 72% investment
Subsidiary (Co. Ltd)
strategy
Team: Members: School Email:
Contents
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• 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

A successful VMR will continue to create value as the relationship progresses.
Consolidate volume in longterm partnership
Added value leads to more reasons to
both
Commitment and scale justifies joint investment in
cost savings and R&D/technology
10
Value Managed Relationships
VMRs create value for the buyer.
• Higher quality and fewer rejects
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
collaborate
Value Cycle
Ensures continued supply for buyer and capacity utilization for supplier
Joint efforts lead to system-wide benefits

bc
Cost Accounting
Author: Collins Qian Reviewer: Bob Armacost
March 2019
Copyright© 2019 Bain & Company, Inc.
Cost Accounting
•Importance of cost allocation •Client example •Definitions
bc
BOS CU7122397ECA 4 Copyright© 1998 Bain & Company, Inc.
Cost Accounting
Why Costs Are Often Not Allocated Correctly
பைடு நூலகம்
Most companies lack accurate cost data by product.
• Historically, only 20% of manufacturing costs were “shared” across product lines. Today,
typically 50% of costs are “shared” across products. Shared costs might include rent, freight, and administrative costs.
– for example, companies tend to allocate rent costs based on something that is easy to measure, such as direct labor dollars for each product line. A better allocation method, however, might be the actual space resource demands of each product line

collaborative sharing of information and resources.
4
Value Managed Relationships
What is a VMR?
A VMR is one procurement strategy to maximize cost savings and strategic value.
– capacity utilization dropping – consolidation in progress – many new plants looking for volume – historical industry price umbrellas
9
Value Managed Relationships
• May require investment in
weak strategic business
• Focus driven by internal
incentives/ transfer prices
• Joint product design often at
odds
7 a.tr
Value Managed Relationships
A VMR creates a win/win relationship.
VMR Definition
A Value Managed Relationship (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

• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
Value Managed Relationships
Author:
Sheila Dubin
December 1998
Value Managed Relationships Value Managed Relationships Objectives
After completing this module, you will be able to:
VMRs create value for suppliers.
Value Of VMRs—Supplier
• Larger volumes in fewer items
– longer run lengths and fewer set-ups – higher capacity utilization – learning curve benefits
• Product redesign • Material substitution • Volume discount • System cost improvement
Value-added / engineered level
Medium/low potential
No / Little opportunity (need to cluster)
Where Are VMRs Appropriate?