贝恩咨询分析方法-rcp3

1、Author:LairdReedCostPositionRelativeMarch1998RelativeCostPosition2Agenda•Therelativecostposition(RCP)concept•Applications•RCPSteps•Clientexample•Challenges•KeytakeawaysRelativeCostPosition3Context•RelativeCostPosition•ExperienceCurve•CostSharingAnalysis•BestDemonstratedPractice•ValueChainAnalysis•ProfitHunt•ProductLineProfitability/CostAllocation/ActivityBasedCosting•OverheadAnalysis•Fixed/VariableAnalysis•Direct/IndirectAnalysisCostsCustomersCompetitorsCapabilitiesRelativecostposition(RCP)isak。

2、eyanalyticaltoolusedforcostanalysis.RelativeCostPosition4FullPotentialOverheadLaborMaterialsClient-currentClientACompetitorBCompetitorCClient-theoreticalfullpotentialClient-practicalfullpotential$1.75$1.45$1.35$1.30$1.10$1.27$0.00$0.50$1.00$1.50$2.00UnitCost(inDollars)BainusesRCPtodetermineacompany’spracticalfullpotentialcostpositionbasedonacomparisonofitsunitcostswiththoseofitscompetitorsandanunderstandingoftheclient’sbusiness.LowestcostPracticalcostRelativeCostPosition5QuestionsRCPCanHelpAnswe。

3、rRCPanalysishelpsanswerbothstrategicandtacticalquestions.StrategicquestionsTacticalquestions•Inwhatareasdoourcompetitorshavethebiggestcostadvantage?•Whatisdrivingcompetitors’profitability?•Howmuchflexibilitywouldourcompetitorshaveinapricewar?•Whatistheclient’smarketposition?•Whatarethestrategicimplicationsofthefullpotentialcostposition?•Whereshouldwefocusourcostreductionefforts?(e.g.,wagerates,amountsofrawmaterialinputs)•Whichcostelementswoulddecreasesignificantlywithanincreaseinscale?•Whichcost。

4、elementsmightbenefitfromdifferentbusinesspractices?RelativeCostPosition6Agenda•Therelativecostposition(RCP)concept•Applications•RCPSteps•Clientexample•Challenges•KeytakeawaysRelativeCostPosition7Applications•Bainidentified$29MMinannualsavingsforachewinggummanufacturer.AnRCPanalysisledtoadecreaseinrawmaterialsusage,betterrawmaterialspurchasing,processimprovements,andmoreefficientinventorymanagement.•Bainhelpedaclientinthediaperbusinesstakebackmarketshareithadlost;itsshareincreasedby10%–theclienth。

5、adascale-drivencostadvantage,butwasmaintainingasignificantpriceumbrella–BainusedanRCPtoidentifyapriceabovetheclient’sbreakevenbutbelowthecompetitor’sbreakeven–thisstrategyhadasubstantialpositiveimpactontheclient’ssalesandprofits•Bainpreventedaclientfrommakingapooracquisitiondecisioninthebakeryproductsmarket.TheRCPshowedthatonecompetitorofthetargethada30%costadvantageandthatthetargetwouldnotbeabletoclosethatgap.BainhasusedRCPeffectivelyformanyclients.ExamplesofBainworkinclude:RelativeCostPosition。

6、8Agenda•Therelativecostposition(RCP)concept•Applications•RCPSteps•Clientexample•Challenges•KeytakeawaysRelativeCostPosition9ApproachesTherearetwowaystoapproachanRCP:detailedbottom-upanalysisortop-downanalysis.Detailedbottom-upanalysisTop-downanalysis•Buildupeachmajorcostelementforkeycompetitorsbasedonprimarydata•TriangulateusingcostdatafrommultiplesourcesLessaccurate,lesstimeintensive•Comparecompetitors’coststructurestoclient’scoststructureatmacrolevel–definekeyprocess/businesspracticedifference。

7、sformajorcostelements–makeassumptionsaboutthecostimpactofdifferences•Testassumptionsvs.overallfinancialdataMoreaccurate,moretimeintensiveOftentimesweuseacombinationofthesetwoapproachesRelativeCostPosition10RCPStepsMapthebusinessvaluechainIdentifycostelementsanddriversScourinformationsourcesforcostdataonclientsandcompetitorsBuild,compare,andrealitycheckcostbarsCalculatepracticalfullpotentialcostpositionandsavingsDrawstrategicimplicationsProcessStepsKeySuccessFactors•Mapvaluechainfromendtoend(e.g.。

8、,rawmaterialstofinishedproductordelivery)•Tiecoststooperationsnotaccountingcategories•Buildupcostbarscategorybycategory•Realitycheckresultsagainstsimilarcompanies•Focusonareaswiththegreatestpotentialforcostsavings•Adjustforclient’ssituation(e.g.,differentstrategy(highqualityvs.lowquality),differentequipment,differentplantlocations)•Determinehowtotakeadvantageoftheimprovedcostposition•Bepersistentandcreative,butethicalDoinganRCPinvolvesseveralsteps:RelativeCostPosition11Agenda•Therelativecostposi。

9、tion(RCP)concept•Applications•RCPSteps•Clientexample•Challenges•KeytakeawaysRelativeCostPosition12YummyGum*-Background*Disguisedclientcase•Yummygumhasasolidhitchhikerpositioninthepremiumgumcategory.However,Yummy’s1997returnsarewellbelowexpectations•YummyhastriedtocompetebyintroducingnewandcostlySKUsandincreasingadvertising.Itsmaincompetitorhasfocusedoncostreduction•HowcanYummyimproveprofitsinapremiummarketthatrequiresinnovationandstrongbrandequity?Situation:Complication:Question:BainusedRCPtohel。

10、pitsclientYummyGumimproveitsprofitability.RelativeCostPosition13RCPStepsMapthebusinessvaluechainIdentifycostelementsanddriversScourinformationsourcesforcostdataonclientsandcompetitorsBuild,compare,andrealitycheckcostbarsCalculatepracticalfullpotentialcostpositionandsavingsDrawstrategicimplicationsProcessStepsKeySuccessFactors•Mapvaluechainfromendtoend(e.g.,rawmaterialstofinishedproductordelivery)RelativeCostPosition14YummyGum-ValueChainTherearesixmajorstepsinYummy’svaluechain:Rawmaterialspurchasi。