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1、Author:Laird Reed,Reviewers:Scott Wells,Karen Hellmich,bc,3Cs,March 1998,Copyright 1998 Bain&Company,Inc.,2,CU7112497ECA,3 Cs,The 3Cs frameworkTools and strategic questions answeredTakeaway slides,Agenda,3,CU7112497ECA,3 Cs,Agenda,The 3Cs frameworkTools and strategic questions answeredTakeaway slide
2、s,4,CU7112497ECA,3 Cs,Strategic Purpose:,To determine a companys strategic cost position relative to competitorsTo identify cost reduction opportunities,To identify revenue and profit maximizing strategies,To achieve differentiation and preempt competitor moves,To determine the strategies that fit b
3、est with a companys core competencies,Costs,Customers,Competitors,Capabilities,The 3 Cs is one of the core tools used to determine the most leveraged strategy for a business.,The fourth,often neglected,“C”,Framework,5,CU7112497ECA,3 Cs,Agenda,The 3Cs frameworkTools and strategic questions answeredTa
4、keaway slides,6,CU7112497ECA,3 Cs,Costs,Cost-Related Bain Tools,Strategic Questions Answered,1.Relative Cost Position,1.How do our costs compare to competitors costs by product/service/business?What is our full potential cost position?,2.Experience Curve,2.To what extent is the company using its acc
5、umulated experience to drive down unit costs?,3.Cost Sharing Analysis,3.Are there any opportunities to share costs within the company?What are the potential savings from cost sharing?,4.Best Demonstrated Practice,4.What are the best internal and external practices?To what extent are they transferabl
6、e?What will be the impact of implementing them more broadly?,5.Value Chain Analysis,5.How can we optimize at each step in the value chain?What are the cost drivers at each step?,6.Profit Hunt,6.What are the quick hit operating improvements?What is the savings potential?,7.Product Line Profitability/
7、Cost Allocation/Activity Based Costing,7.How do we allocate costs to each business/product/customer segment?,8.Overhead Analysis,8.Is the companys overhead an efficient use of resources?,9.Fixed/Variable Analysis,9.What is the fixed/variable split of the companys costs?,10.Direct/Indirect Analysis,1
8、0.How much of the companys costs are directly,vs.not directly,associated with the production of a product?,7,CU7112497ECA,3 Cs,Customers,Customer-Related Bain Tools,Strategic Questions Answered,1.Customer Segmentation,1.What are the appropriate customer segments?How can each segment be described?,2.
9、Purchase Criteria Rating(Importance Analysis),2.What is important to each segment when they purchase a product or service?,3.Company Positioning(Effectiveness Analysis),3.How well positioned is the company with each segment?,4.Attractiveness Analysis,4.Which segments are most attractive from both a
10、financial and an implementation perspective?revenue opportunitycost to servestrategic fit,5.Value Proposition Development,5.What product/service/channel offering will meet the target segments needs?,8.Customer Retention and Loyalty,8.How can we increase our retention of our best customers?How much o
11、f an impact will increasing retention by X%have on our bottom line?,9.Customer Acquisition,9.How can we acquire profitable customers?,Costs,Customers,Competitors,Capabilities,6.Pricing Strategy,6.What price will maximize long term profits?,7.Distribution Channel Analysis,7.What are the appropriate c
12、hannels for each product/service?What are the economics of each channel?,8,CU7112497ECA,3 Cs,Competitors,Competitor-Related Bain Tools,Strategic Questions Answered,1.Market Overview,1.What is the market size?Growth?Profitability?What is each competitors market share?Profit share?,2.Company Overview,
13、2.What is the companys revenue and profit by product,channel,and geography?What is its financial performance?,3.SWOT,3.What are each competitors strengths,weaknesses,opportunities,and threats?,5.Benchmarking,5.How is each competitor performing on key measures?,6.Scenario Analysis,6.How do we expect
14、each competitor to act/react in different situations?,7.Mergers and Acquisitions,7.Which companies are potential targets?How can we realize value from mergers and acquisitions?,8.Growth/Share Matrix,8.How can we describe a companys portfolio of businesses in terms of market share and growth potentia
15、l?,4.Porters 5 Forces Analysis,4.How attractive is the industry?What are the competitive dynamics of the industry?,9.Growth/Growth Matrix,9.How is the company growing relative to the industry?Is the company gaining or losing share?,10.ROS/RMS,10.What is a companys relative market share and what is i
16、ts return on sales?Where is the industrys normative band?,Costs,Customers,Competitors,Capabilities,11.Company Ownership and Management,11.Who are the major owners of the company?How experienced is the management team?,9,CU7112497ECA,3 Cs,Capabilities,Capabilities-Related Bain Tools,Strategic Questio
17、ns Answered,2.Make/Buy Analysis,2.What should the company make itself versus buy from another company?,1.Core Competencies,1.What special skills or technologies does the company have that create differentiable customer value?How can a company leverage its core competencies?What investments in techno
18、logy and people will help build unique capabilities?,Costs,Customers,Competitors,Capabilities,3.What organizational structure will enable the company to implement its strategy effectively?,3.Organizational Structure,10,CU7112497ECA,3 Cs,Agenda,The 3Cs frameworkTools and strategic questions answeredT
19、akeaway slides,11,CU7112497ECA,3 Cs,Takeaway Slides-Costs,RCP,Cost Experience Curve,Value Chain Analysis,BDP Quantification,A,B,C,Procure materials,Make,Sell,Support,Fixed/Variable Costs,Direct/Indirect Costs,PLP,Client,A,B,Client,$,$,$,$,$,$,12,CU7112497ECA,3 Cs,Takeaway Slides-Customers(1),Attract
20、iveness,A,B,C,Target segment,SegmentFinancialAttractiveness,Ease of Implementation,Hi,Lo,Low priceHigh qualityFast delivery,A B C D,Segment Needs,Segment,Segment Share,Total market=$,Competitors(%of Total Sales),Client,$,$,$,$,$,Satisfaction Over Time,Value Proposition,Segment ASegment BSegment CSeg
21、ment D,Product,Service,Channel,Size of segment,Revenue and Profit,#,$,$,Client,Competitor,Comb Chart,D,13,CU7112497ECA,3 Cs,Takeaway Slides-Customers(2),Acquisition Cost,14,CU7112497ECA,3 Cs,Takeaway Slides-Competitors(1),Geographic Segmentation,Market Growth,Cash Flow,Net Cash Flow,$,$,$,$,$,Sales=
22、$,100%,15,CU7112497ECB,3 Cs,Takeaway Slides-Competitors(2),ROS/RMS,RMS(log),ROS,Low,High,Growth/Share Matrix,Market Growth,Market Share,Star,Cow,Dog,?,Low,High,Low,High,Management Team,Chairman,CEO,VP,VP,VP,VP,Board Composition,Name,Age,Years on Board,Occu-pation,_,_,_,_,_,_,_,_,_,_,_,_,_,_,_,_,Major Investors,Name,%Ownership,Length of ownership,_,_,_,_,_,_,_,_,_,_,_,_,16,CU7112497ECB,3 Cs,Takeaway Slides-Capabilities,Core Competencies,Organizational Structure,Business A,Business B,Business C,Business D,Core Competencies,Make/Buy Analysis,Make hammers,Package,Distribute,_,
