贝恩战略咨询报告模板.ppt

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• 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
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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:
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