贝恩行业分析-overviewonanalysis1lap.pptx

Left Header Right HeaderShadow BoxSource:1994 The Boston Consulting Group All rights reserved-1-A Primer on AnalysisOverviewConfidential DocumentLeft Header Right HeaderShadow BoxSource:1994 The Boston Consulting Group All rights reserved-2-TABLE OF CONTENTSIntroductionGeneral analytical techniques Graphs Deflators Regression analysisSupply side analysis Cost structures Design differences Factor costs Scale,experience,complexity and utilization Supply curvesDemand side analysis Customer understanding-segmentation and“Discovery”-conjoint analysis-multi-dimensional scaling Price-volume curves and elasticity Demand forecasting-technology/substitution curvesWrap-upLeft Header Right HeaderShadow BoxSource:1994 The Boston Consulting Group All rights reserved-3-LOGIC AND ANALYSIS CRITICAL TOSTRATEGY DEVELOPMENTKey to strategy development is laying out“logic”to Understand what makes business work-economics-interactions across competitors,segments,time,.Conceptually organize client goals Devise ways to achieve clients goals Help client“make it happen”A tightly developed piece of this logic is analysis Reducing complex reality to a few salient points Isolating important economic elementsLeft Header Right HeaderShadow BoxSource:1994 The Boston Consulting Group All rights reserved-4-ANALYSIS IS MORE THAN NUMBER CRUNCHINGAnalysis is.Integrating quantitative and qualitative knowledge Seeing the bigger picture Thinking-creatively-conceptuallyNot.Endless calculations Letting statistics dictate/rule“Classic”scientific rigorLeft Header Right HeaderShadow BoxSource:1994 The Boston Consulting Group All rights reserved-5-ANALYTICAL BIAS“Everything can be quantified”Not really,but Most“qualitative”effects are based in economics-explicit or opportunity costs-accurately quantifiable or notClient hires us to analyze and objectify Quantitative analysis is the basisLeft Header Right HeaderShadow BoxSource:1994 The Boston Consulting Group All rights reserved-6-CREATIVITY AND ANALYTICAL PERSEVERANCE AREIMPORTANT TRAITS FOR SUPERIOR ANALYSTS Strive to address a problem using different approaches to test hypotheses and find inconsistencies Triangulate on answers Never believe a data series blindlyNever stop at first obstacle Clients often stop short of good analysis because they quickly surrender in the absence of good,readily available data We never surrender to the unavailability of data 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 costLeft Header Right HeaderShadow BoxSource:1994 The Boston Consulting Group All rights reserved-7-WHERE THIS PRIMER FITSNo document can teach you to be a great analyst Answers look easy,but process of getting there painful Each problem somewhat different from examplesA primer can Give flavor of expected analyses Show which analyses have been most productive historically Explain basic techniques and warn of common methodological errorsBest training comes from Experience in project team work Discussions with John Tang and othersYou are expected to locate knowledge on your own initiativeLeft Header Right HeaderShadow BoxSource:1994 The Boston Consulting Group All rights reserved-8-DONT LIMIT YOURSELF TO THESE TOOLSThey are a sample of the most commonly used toolsOthers will be of use in specific situations Value management(CFROI,asset growth,etc.)Additionally,no tool can substitute for a new creative approachLeft Header Right HeaderShadow BoxSource:1994 The Boston Consulting Group All rights reserved-9-TABLE OF CONTENTSIntroductionGeneral analytical techniques Graphs Deflators Regression analysisSupply side analysis Cost structures Design differences Factor costs Scale,experience,complexity and utilization Supply curvesDemand side analysis Customer understanding-segmentation and“Discovery”-conjoint analysis-multi-dimensional scaling Price-volume curves and elasticity Demand forecasting-technology/substitution curvesWrap-up