BCG案例分析全本

BCG案例 分析 定性数据统计分析pdf销售业绩分析模板建筑结构震害分析销售进度分析表京东商城竞争战略分析 全本BCGsimplecaseRevenueGrowthOverviewYourclientisGenCo,alarge,international,diversifiedcompanywithahealthcaredivisionthatproducesawidevarietyofmedicalinstrumentsandrelatedservices.Fiveyearsago,itexpandedintothehealthcaresoftwareindustrybypurchasingMedCount,whichmarketsadministrativesystemstolargeU.S.hospitals.Thesesystemsaredesignedprimarilyforback-officefunctions;theyarenotdesignedformanagingpatientsorprovidingotherphysicianandtechnicalsupport.Sinceitwaspurchased,thesoftwaredivisionhasfailedtodeliverthegrowthneededtojustifythemultipleGenCopaidforit.GenCofeelsithasalreadysqueezedmarginsasmuchaspossible,andnowislookingfornewsalesopportunities.MedCountturnedtoBCGtohelpidentifypotentialwaystoincreaserevenues.Howwouldyouapproachthisproblem?EstablishunderstandingofthecaseFirst,letmemakesureIunderstandtheproblem.Theparentcompanyproducesmedicaldevicesandservices,butbeforetheacquisitionwasnotinvolvedinhealthcaresoftware.Thecompanyitpurchased,MedCount,sellsonlyadministrativesystemssoftwaretolargehospitals.Itisnowlookingforopportunitiestoincreaserevenues.Thatiscorrect.CouldItakeamomenttojotdownafewthoughts?Sure,thatwouldbefine.ApproachSetuptheframeworkIwouldsuggestusingthefollowingframework:First,I'dwanttounderstandthemarketsizeandgrowthratesforMedCount'smarketandrelatedsoftwaremarkets.Next,Iwouldliketoexplorethecompetitionandtheirmarketshares.Third,Iwouldliketoexaminecustomerrequirementsandthen,giventhoseexternalconditions,lookatthedivision'scapabilitiestounderstandhowwellprepareditistomeettheneedsofthemarketplace.Thatsoundsfine.Sowhatdoyouwanttoknowaboutthemarket?EvaluateEvaluatethecaseusingtheframeworkWell,thefirsthurdlewouldbetoidentifythemarketsthecompanywouldbeinterestedin.Besidesadministrationsystems,whatothertypesofmedicalsoftwaresystemsdolargehospitalspurchase?Therearemanysoftwaresystems,butforthesakeoftime,theteamfocusedonthreeprimarymarkets:administrationsystems,patientadministration,andphysiciansupportsystems.Whatdothosesystemsdo?Patientadministrationincludessystemslikeadmissionsandtracking.Physiciansupportsystemsaremorespecialized,forindividualphysicianprocedures.Iwouldliketoknowhowlargeeachmarketisandhowfasteachisgrowing.Iwouldusesecondarysourcessuchaspressreleases,analystreports,andpublishedmarketstudies,toobtainthisinformation.Great!Thatiswhatwedidduringthemarketstudy.Ourinformationrevealedthefollowingmarketsizesandgrowthrates.Fromasizeandgrowthperspective,physiciansupportsystemslookslikeaveryattractivemarket.I'dliketoknowalittleaboutthecustomersthemselves.Theclientiscurrentlytargetinglargehospitals.Approximatelywhatpercentageofthemarketdotheyrepresent?Wewereunabletogetanexactbreakdown,butweknowthatthesehospitalsmakeupthevastmajorityofthetotalmedicalsoftwaremarket.Thatwouldmakesense,sincethemoresophisticatedproceduresatahospitalmightnecessitatemoreadvancedsoftwaresolutions.Iknowthattherehavebeenalotofchangesintheindustryasaresultofmanagedcare.Idon'tknowmuchabouttheindustry,soIwouldwanttolookatmarketstudiesandpressclippingstogetabettersenseofthehospitalmarketingeneralandanytechnologyorsoftwaretrendsmorespecifically.Okay.Let'ssaythatyoudidthatandwerepresentedwiththissummaryofmarkettrends:●Consolidationintheindustry,withthreetofourlargehospitalnetworksdominating45percentofthemarket●Costcontrolsinstituted,particularlyastheselargehospitalnetworksacquiresmallerhospitals(centralizationoffunctionsbeingakeycostissue)●Manyhospitalsseekingtoconsolidatetheirvendorbase●Withregardtotechnology,manyhospitalsupgradingtheiroldersystemsIfhospitalsareconsolidatingvendors,perhapsourclienthasanadvantageinbeingpartofalargermedicalcompany.Maybetheclientcouldalsogainsomeadvantagesbyexpandingintoothersoftwaresegments.Arethepeopleresponsibleforpurchasingsoftwareatthehospitalthesameforallthreesegments?Likeallthings,itdiffersbyhospital,butthelargerhospitalnetworks,havetriedtoconsolidatetheirpurchasingnotonlywithinbutalsoacrosshospitals.Isthedecisionmakerformedicalsoftwarethesameasformedicalinstrumentationanddevices?Insomecases,theheadofpurchasinginfluencesbothdecisions,butthepersonwhomakesthefinalchoiceisdifferent.SoftwaredecisionsareusuallymadebythehospitalITfunction,andthoseforinstrumentationbythemedicalstaff.IthinkIhaveaprettygoodunderstandingofthemarketfornow.Let'slookatcompetitionnext.Wecouldidentifyallthecompetitorsandbuildupthemarketsharesusingacombinationofpublicdataandestimates.Well,let'sassumethatyoudon'thaveaninfiniteamountoftimetolookatallthecompetitors.Youcanonlylookatthetopfivecompetitorsineachmarket.Youaregiventhefollowingdata:Veryinteresting.ThefirstthingIwouldnotefromthedataisthatthemarketconcentrationsareverydifferent.Inadministrativesystems,thetopfivecompetitorscontrol66percentofthemarketandinpatientadministration,theycontrol65percent.Butinthephysiciansupportmarket,theycontrolonly25percent.Iwouldwanttoknowwhatgrossmarginslooklikeineachofthesemarketsaswell.Imightturntoanalystreportsandlookatcompetitors'financialstatementstodeducewhethertheyaremakingmoneyineachmarket.Grossmarginsvary,ofcourse,buttheanalystreportshavemarginsof25to30percentforadministrativesystemsandforpatientadministration.Forphysiciansupport,themarginstendtobehigher,morelike45to50percent.Iseethattwocompetitors,HTIandHCSSoftwareSystems,haveverylargerevenuegrowthinallthreesectors,althoughtheyeachdominateone.Iwouldwanttolookattheirfinancials,annualreports,andpressreleasestofindoutabitmoreabouttheirstrategyineachoftheseareas.You'dfindthattheyrecentlyenteredthesenoncoremarkets.Whymighttheyhavedonethat?Perhaps,likeourclient,eachhadastrongpositioninitsownsegment,HTIinpatientadministrationandHCSSoftwareSystemsinphysiciansupport.Maybetheytoodecidedtobranchoutintotheothersegmentstofindadditionalgrowth.Thatisaverygoodhypothesis.Let'ssaythereisevidenceinthesourcesyouconsultthatsupportsyourassertion.Well,ifthatweretrue,thesetwocompaniescouldbeathreatnotonlyintheothertwosegments,butalsoinourclient'ssegment,administrativesystems.Itlooksasiftheclientisslowlylosingmarketshareinitssegment,sinceitisgrowingmoreslowlythanitsmarket.Goodobservation.Themarketandcompetitortrendscouldalsosuggestthattheclientmaywanttoentertheseothermarkets.Inparticular,thephysiciansupportmarketlooksattractive,givenithashighgrowthandlackofadominantcompetitor.Thehighergrossmarginsmayprovideattractivereturnsonthenecessaryinvestmentinsoftwaredevelopment.However,thepatientadministrationmarketmayalsobeattractive.Althoughitismoreconcentratedandofferslowermarginsthanphysiciansupport,theclientmaybeabletoenterthissegmentwithasmallerup-frontinvestment.Giventhetrendtowardupgradingexistingcomputersystems,itmaybeimportantforMedCounttohaveaproductofferingineachofthethreemarketsegments.Thatshouldnotbetoodifficult,sincethecompanyisalreadyinthesoftwareindustry.Perhaps,butyoushouldthinkalittlemorecloselyaboutthesetypesofsoftware.Areallsoftwaresystemsalike?Well,letmethinkaboutthatforamoment.Isuspectpatientadministrationwouldhaverelativelylowentrybarriers.Fromyourearlierdescription,thesesystemsappeartobeprettybasic,dealingprimarilywithadmissionsandpatienttracking.However,theentrybarriersinphysiciansupportmightbehigher,sincethesesystemsaremorecomplexandthereareprobablymultiplesystemsforthevariousphysicianprocedures.Iguessitwouldbehardertogetintothosetypesofsystems.Thatwouldmakesense.Sincethecompanymightwanttogointoonlysomeofthesegments,Iwouldwanttoknowhowimportantitistohaveproductsinallthreesegments.Doweknowifthecompetitorsaremarketingtheirproductsasabundle?Howmightyoufindthatout?Sinceitwouldbedifficulttotalktoacompetitordirectly,Iwouldprobablytargetacompetitor'scustomer,particularlyonethatjustconvertedfromourclient'ssoftware.Let'ssayyougetaninterviewwithacustomerthatrecentlyswitchedtoHTI.Youdiscoverthatthecompetitorwasofferingitabetterpricingdealandserviceforsoftwareproductsinallthreesegments.HowwereMedCount'ssoftwareandserviceperceivedinrelationtothoseofcompetitors?Thecustomerthoughtthatitsadministrativesystemswereadequate,"theoldstandby,"butnotstellar.WerethereanyotherkeyreasonsitswitchedfromMedCount'ssystem?Whenitdecidedtoupgradeitssystems,ittriedtocontactMedCount,butcouldnevergetarepresentativetodescribeitsoptions.Interesting.HowdidHTIperform?TheHTIrepresentativehadheardthatthecompanywasconsideringswitchingsoftwarevendorsandprovidedasalesrepresentativetopitchHTI'sadministrativeproductthenextday.Itdefinitelysoundsasiftherewasaproblemwiththesalesfunctionandthatcustomerrelationsneedtobeimproved,particularlyforthelargerhospitalchains.Therealsoseemstobeanadvantagefrombothamarketingandsalesperspectiveinhavingmultiplesoftwareproducts.Iwouldwanttoconfirmthoseviewsbydoingfurtherinterviews.Let'ssayfurtherinterviewssupportthoseassumptions.Sincewehavealreadylookedattheexternalconditions,Iwouldliketomoveontotheclientitself.I'dliketoknowmoreaboutitsmarketingandsellingorganizationaswellasitssoftwaredevelopmentskills.Sofar,weknowthatourclientoffersadministrativesoftwareandthattheremaybeaproblemwithsalesandmarketing.Couldyoutellmealittleaboutthemarketingdepartment?Themarketingdepartmentisorganizedregionally.Teamsareassignedtohospitalswithineachstateorgeographicregion,suchasNewEngland.ThatcouldexplainsomeoftheproblemswithMedCount'smarketingandsales.Ifhospitalpurchasingiscentralized,themarketingorganizationmaybeoutdated.Doesthecompanyhaveanyteamsdedicatedtothefourorfivebiggesthospitalnetworks?No,therearenodedicatedteams.Theytalkedaboutdoingthatforawhile,butitconflictedwiththeregionalstructureithadinplace.Withregardtosoftware,doesthecompanyfeelithasanystrengthsorweaknesses?Itfeelsthattheiradministrativeproductisverystrong("bestofbreed")andisthedominanttechnology.Also,theproductismodularindesign,whichallowsforeasierupgrades.Althoughthecompanyhasneverbranchedoutintoothermarketsegments,thesoftwaredevelopersbelievethatcertainmodulescouldbeusedtobuildthefoundationforotheradministrativesoftwareprograms.Thecompanyfeelscustomersupportisalsoanareainwhichitexcels.SummarizeandmakerecommendationsLet'sstartwithourclient'smarket.Theclientdominatestheadministrativesoftwaremarket,whichisfairlylargebutgrowingslowly,andthecompanyappearstobeslowlylosingmarketshare.Patientadministrationisalsogrowingrelativelyslowly.Bothmarketsarerelativelyconcentratedandappeartoofferlowermarginsthanphysiciansupport.Thephysiciansupportmarketislargeandlessconcentrated,andcouldpotentiallyprovidehighermargins,butwouldrequirealargerinvestment.Thehospitalmarketitselfisbecomingmoreconcentratedandispushingtoconsolidatevendors.Thepurchasingagentisoftenthesameforthethreetypesofsoftware.Lookingatourclient'scompetitors,two,HTIandHCSSoftwareSystems,appeartobeparticularlythreatening.Eachhasadominantpositioninonesegmentandisbranchingoutintootherareas.Theyappeartobemarketingtheirproductsandservicesasabundleandareusingserviceasakeypointofdifferentiation.Theclientoffersonlyonetypeofsystemandappearstohavesomeweaknessesinitsmarketingorganization,particularlyinmarketingtothelargerhospitalnetworks,whichofferthemostpromisingmarketopportunities.Howwouldyourecommendproceeding?Thefirstpriorityshouldbetofixthemarketingorganization,particularlyforthelargehospitalnetworks.MedCountwillhavetroubleexpandingintonewmarketsifitcan'tdefenditscurrentpositionandshoreupitsexistingcustomerrelationships.Thereshouldbeateamdedicatedtoeachofthemajorchains.Theclientshouldalsolookatimprovingcustomertrackingsothatitisclearwhenitscustomersaregoingtoupgrade.ThereshouldalsobeclearcontactssothatthecustomercaneasilykeepintouchwithMedCount.Next,Iwouldrecommendthattheclientexploreenteringtheothermarketsegmentsbyleveragingitsdominantpositioninadministrativesystems.Atfirstglance,patientadministrationdoesnotappeartobeveryattractive,withslowgrowth,lowmargins,andlarge,dominantcompetitors.Thereappearstobesomeadvantage,however,inhavingproductsacrosstheproductrange.IwouldrecommendthatweinterviewsomeofMedCount'sexistingcustomerstobetterunderstandtheirneedsandfutureITrequirements.Ifthecustomerbaseisinterestedinonesoftwareproviderforbothback-officeadministrationandpatientadministrationfunctions,thissegmentlookspromising.Iftheclientdoesdecidetoenterthismarket,itshouldlookatthelowest-costmethodofentry,eitherdevelopingaproductinternallyoracquiringacompetitor.Themodulardesignofitsexistingadministrativesoftwaresuggestsinternaldevelopmentofthepatientadministrationproductmaybethewaytogo,butwewouldneedamorethoroughcomparisonoftheinternaldevelopmentandacquisitionoptions,includingbothcostandtimetomarket.Ithinkthatphysiciansupportoffersourclientanexcitinggrowthopportunity,givenitshighmargins,highgrowth,andfragmentedcompetition.Iwoulddefinitelythinkaboutanacquisitionstrategy,sincetheclientmaylackthetechnicalcapabilitiestoenterthisspecializedmarket.Iwouldrecommendgoingforoneofthelargercompanies,asthatwouldgivetheclientastrongerposition.Smallercompanieswouldprobablynotofferanimportantenoughpositioninthemarket.Moreresearchwouldbeneeded,however,forustobetterunderstandtheintricaciesofthemarketandeachpotentialacquisition.Thoseareveryinterestingconclusions.Thankyou.DistributionStrategyActivelylistentothecaseYourclientisthesugarcerealdivisionofFoodsInc.,aU.S.-baseddistributorandmanufacturerofpackagedfoods.Accordingtothedivisionpresident,FoodsInc.'straditionalstrengthhasbeenwithgrocerystores,whichstillaccountforthemajorityofits$1.1billioninsugarcerealsales.ButBigMMart,adiscountchain,hasbeengrowingatahealthyrateofalmost15percentperyearandhasnowbecomeFoodInc.'slargestcustomer.Yourclientisnotsurehowtoreact,andhasaskedBCGforassistancewithitsdistributionstrategy.EstablishunderstandingofthecaseFirst,letmemakesureIunderstandtheproblem.Ourclientspecializesinsugarcerealstraditionallydistributedthroughgrocerystores.SalestoBigMMart,adiscountchain,havebeengrowingat15percentperyear,andthechainhasrecentlybecomethelargestdistributoroftheclient'sproductnationwide.WeareheretohelpevaluatethedistributionstrategyinlightofBigMMart'sgrowth.Thatiscorrect.Couldyouexplaintomehowgrocerystoresdifferfromdiscountstores?Sure.Grocerystoresgenerallyspecializeinfood,aswellassellingsomehouseholdgoodsandover-the-counterpharmaceuticals.Discountstores,ontheotherhand,offerfoodalongsideawidevarietyofmerchandise,includingclothing,homeelectronics,andhousewares.DoesBigMMartmarketitsfoodproductsdifferentlythandogrocerystores?Discountstoresadvertiselowerpricesforawidevarietyoffoods,particularlystaple,nonperishablefoods.CouldItakeamomenttowriteafewnotestomyself?Pleasefeelfree.SetuptheframeworkBeforemakingrecommendations,IthinkwewouldneedtoevaluatewhethersalesgrowthatBigMMartisgoodorbadforFoods,Inc.Todothat,IwouldfirstlookathowitssugarcerealperformanceatBigMMartcompareswiththatinotherdistributionchannels.Second,IwouldlookatitsperformanceatBigMMartinrelationtocompetitors'performance.Next,Iwoulddeterminewhatdrivescustomerpurchases.Finally,Iwouldwanttounderstandthesupplychain.Thatcertainlysoundslikeareasonableapproach.Let'sproceed.EvaluatethecaseusingtheframeworkFirst,IwouldliketogetabettersenseofwhereBigMMartstandsinrelationtoourclient'sotherdistributionchannelsbyexaminingtheclient'ssalesdataandmargins,bydistributor.Themarketingdepartmentdoesnothavemarginsbychannel,buttrackssalesandvolumeforitstopfivedistributors.WhatdoesthisimplyaboutBigMMartasadistributionoutlet?Itlooksasifthetopdistributorshavebeengrowingmoreimportant,butparticularlyBigMMart,whichisgrowingfasterthanalltheothers.Thisisparticularlytruewhenwelookatvolume,whereBigMMart'sgrowthismuchhigherthanthatoftheotherfourchannels.Andhowcouldyouinterpretwhatthesedatasaysaboutmargins?Whiletheclient'ssalesthroughotherdistributionchannelsaregrowingfasterthanvolume,BigMMartvolumeandsalesgrowtharethesame,sotheaveragepricepaidbyBigMMarthasremainedconstant.ThatimpliesthatsalesgrowthatBigMMartcouldhavenegativeimplicationsforourclient'smargins.Next,IwouldliketolookathowourclientisdoinginrelationtothecompetitionwithinBigMMart.Havetheybeengainingorlosingmarketshare?Howmightyoufindthatout?IwouldtrytointerviewBigMMart'spurchasingpersonnel,sincetheywouldprobablytrackthosedatafortheirownpurposes.Whywouldtheywanttotalktoyou?Howmightyouapproachsuchaninterview?IwouldapproachthepurchasingpersonnelandsuggestthatourclientandBigMMartworktogethertoidentifybestpracticestoreducecostsandincreasesalesofsugarcerealsatBigMMart.Let'ssayinaperfectworldyoucouldgetabreakdownofBigMMartsalesforthefourlargestcompetitors(seemarketsharesbelow).Whatcanweinferaboutourclient'scompetitorswithinthischannel?Whoshouldtheybeworriedabout?Itlookslikeourclientislosingmarketshare,asisTastyBreakfast,whileCerealCo.andPrivateLabelaregainingshare.PrivateLabel,however,lookstobegrowingfromaverysmallbase.IwouldliketoexplorewhyourclientislosingmarketsharetoCerealCo.atBigMMarts.Aretheirpricesbetterthanthoseofourclient?Afteraperiodofpricewarssixtosevenyearsagothatloweredindustrymargins,thecerealcompanieshaverefrainedfrompricecompetitionwithinthesamechannel.Ifpricesarenotdrivingthedifference,Iwouldlookatotherfactorssuchasbrandselection,percentageofshelfspace,productplacement,andin-storepromotions.VisitstoBigMMartsindicatethateachname-brandcompanyholds30percentoftheshelfspace,whileprivatelabelhas10percent.CerealCo.brands,however,tendtobeplacedlowerontheshelfthanyourclient'sproducts.Well,Isuspectthatchildrenarealargetargetmarketforthesugarcerealmanufacturers.Thelowershelfplacementcouldbeespeciallyimportanttochildrenwhoarelookingatthedifferenttypesofcereals.Arethereanyotherpromotions?SomeCerealCo.brandshavesalespromotiontags,andtheteamnotesthatstoreflyersadvertisespecialsonCerealCo.brandsforBigMMartcustomercardholders.So,evenifallthecompaniesaremaintainingproductprices,maybeCerealCo.isstrategicallydiscountingpricestogainmarketshare.ItseemsasifthereisevidenceofcooperationbetweenCerealCo.andBigMMart.Doweknowanythingabouttheirrelationship?DuringearlierdiscussionswithBigMMart,youdiscoveredthatyourclient'scompetitorshave50salesrepresentativesdedicatedtotheBigMMartaccount.Yourclienthasseven.CerealCo.appearstobededicatingmoreresourcestoitsrelationshipwithBigMMartthanourclientis.Thismayexplainitsbetterproductplacementandpromotionprograms.IthinkIhaveagoodsenseofdistributionandcompetition.Iwouldnowliketolookatthecustomersandunderstandwhytheyselecttheproductstheydo.OnehypothesisIhaveisthatshiftingbrandloyaltiesarehurtingourclient'smarketshareatBigMMart.That'sinteresting.Whatdoyouthinkmightmotivatepurchasesofsugarcereals?Therearelotsoffactors,suchasthegamesintheboxes,thepriceofthecerealitself,howittastes.Tobetterunderstandconsumerbehavior,wemightconductmarketresearch,possiblythroughfocusgroups,customerobservation,andpricesensitivitystudies.BCGteamsoftendosuchresearch.Let'sassumeyourteamconductssomeanalysis.Yourresearchconcludesthatmostbuyerstendtofallintotwocategories.Approximately60percentofbuyersgostraighttoonecerealandgrabit.Wecancallthisgroupthe"brand-loyal"shoppers.Another40percentofshopperslookatallthecerealsandthenselectonethatintereststhem.Let'scallthisgroupthe"impulse"buyers.Forthebrand-loyalshopper,theprioritywouldbeproductavailability,whileproductplacementwouldbeimportantforconsumerswholiketoshoparound.Withinthesegroups,areconsumerspricesensitivesuchthatonebrandcanlureshoppersloyaltoanotherbrand?Ingeneral,yourresearchindicatesthatconsumersarenotpricesensitiveandareextremelyloyaltotheirpreferredbrand.Butwhenthepreferredcerealisunavailable,thebrand-loyalcustomerswillpurchasediscountedcerealsapproximately35percentofthetime.Well,fromthatinformation,itappearsthatpriceisnotamajordriverofpurchasesunlessthepreferredcerealisoutofstock.Inthesestock-outsituations,yousaid,brand-loyalcustomerswillpurchasediscountedcereals35percentofthetime.Whathappenswhenthecustomerdoesnotpurchaseadiscountedcereal?Inapproximately25percentofcases,thecustomerwalksawaywithoutpurchasinganycerealatall.Intheremaining40percentofcases,thebrand-loyalcustomerwillactlikeanimpulseshopperandselectanotherbrand.Interesting.ItseemsasifproductavailabilitycouldbeamajordriveroftotalcerealvolumeforBigMMart.Ofcourse,wewouldneedtoknowhowoftenstock-outsoccurthatcauseconsumerstowalkawaywithoutpurchasingcerealoccur.SinceIhaveaprettygoodunderstandingofcustomermotivation,I'dnowliketoaskafewquestionsabouttheclient'ssupplychain.Iwouldwanttotalktoourclient'sdistr