贝恩咨询分析方法-rcp3

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)isakeyanalyticaltoolusedforcostanalysis.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.LowestcostPracticalcostRelativeCostPosition5QuestionsRCPCanHelpAnswerRCPanalysishelpsanswerbothstrategicandtacticalquestions.StrategicquestionsTacticalquestions•Inwhatareasdoourcompetitorshavethebiggestcostadvantage?•Whatisdrivingcompetitors’profitability?•Howmuchflexibilitywouldourcompetitorshaveinapricewar?•Whatistheclient’smarketposition?•Whatarethestrategicimplicationsofthefullpotentialcostposition?•Whereshouldwefocusourcostreductionefforts?(e.g.,wagerates,amountsofrawmaterialinputs)•Whichcostelementswoulddecreasesignificantlywithanincreaseinscale?•Whichcostelementsmightbenefitfromdifferentbusinesspractices?RelativeCostPosition6Agenda•Therelativecostposition(RCP)concept•Applications•RCPSteps•Clientexample•Challenges•KeytakeawaysRelativeCostPosition7Applications•Bainidentified$29MMinannualsavingsforachewinggummanufacturer.AnRCPanalysisledtoadecreaseinrawmaterialsusage,betterrawmaterialspurchasing,processimprovements,andmoreefficientinventorymanagement.•Bainhelpedaclientinthediaperbusinesstakebackmarketshareithadlost;itsshareincreasedby10%–theclienthadascale-drivencostadvantage,butwasmaintainingasignificantpriceumbrella–BainusedanRCPtoidentifyapriceabovetheclient’sbreakevenbutbelowthecompetitor’sbreakeven–thisstrategyhadasubstantialpositiveimpactontheclient’ssalesandprofits•Bainpreventedaclientfrommakingapooracquisitiondecisioninthebakeryproductsmarket.TheRCPshowedthatonecompetitorofthetargethada30%costadvantageandthatthetargetwouldnotbeabletoclosethatgap.BainhasusedRCPeffectivelyformanyclients.ExamplesofBainworkinclude:RelativeCostPosition8Agenda•Therelativecostposition(RCP)concept•Applications•RCPSteps•Clientexample•Challenges•KeytakeawaysRelativeCostPosition9ApproachesTherearetwowaystoapproachanRCP:detailedbottom-upanalysisortop-downanalysis.Detailedbottom-upanalysisTop-downanalysis•Buildupeachmajorcostelementforkeycompetitorsbasedonprimarydata•TriangulateusingcostdatafrommultiplesourcesLessaccurate,lesstimeintensive•Comparecompetitors’coststructurestoclient’scoststructureatmacrolevel–definekeyprocess/businesspracticedifferencesformajorcostelements–makeassumptionsaboutthecostimpactofdifferences•Testassumptionsvs.overallfinancialdataMoreaccurate,moretimeintensiveOftentimesweuseacombinationofthesetwoapproachesRelativeCostPosition10RCPStepsMapthebusinessvaluechainIdentifycostelementsanddriversScourinformationsourcesforcostdataonclientsandcompetitorsBuild,compare,andrealitycheckcostbarsCalculatepracticalfullpotentialcostpositionandsavingsDrawstrategicimplicationsProcessStepsKeySuccessFactors•Mapvaluechainfromendtoend(e.g.,rawmaterialstofinishedproductordelivery)•Tiecoststooperationsnotaccountingcategories•Buildupcostbarscategorybycategory•Realitycheckresultsagainstsimilarcompanies•Focusonareaswiththegreatestpotentialforcostsavings•Adjustforclient’ssituation(e.g.,differentstrategy(highqualityvs.lowquality),differentequipment,differentplantlocations)•Determinehowtotakeadvantageoftheimprovedcostposition•Bepersistentandcreative,butethicalDoinganRCPinvolvesseveralsteps:RelativeCostPosition11Agenda•Therelativecostposition(RCP)concept•Applications•RCPSteps•Clientexample•Challenges•KeytakeawaysRelativeCostPosition12YummyGum*-Background*Disguisedclientcase•Yummygumhasasolidhitchhikerpositioninthepremiumgumcategory.However,Yummy’s1997returnsarewellbelowexpectations•YummyhastriedtocompetebyintroducingnewandcostlySKUsandincreasingadvertising.Itsmaincompetitorhasfocusedoncostreduction•HowcanYummyimproveprofitsinapremiummarketthatrequiresinnovationandstrongbrandequity?Situation:Complication:Question:BainusedRCPtohelpitsclientYummyGumimproveitsprofitability.RelativeCostPosition13RCPStepsMapthebusinessvaluechainIdentifycostelementsanddriversScourinformationsourcesforcostdataonclientsandcompetitorsBuild,compare,andrealitycheckcostbarsCalculatepracticalfullpotentialcostpositionandsavingsDrawstrategicimplicationsProcessStepsKeySuccessFactors•Mapvaluechainfromendtoend(e.g.,rawmaterialstofinishedproductordelivery)RelativeCostPosition14YummyGum-ValueChainTherearesixmajorstepsinYummy’svaluechain:Rawmaterialspurchasi