管理谘詢方法簡介(英文版)(ppt 34頁)

管理谘詢方法簡介內容摘要：
Lay out a systematic approach to solving business problems –“Structured Problem Solving ”
Establish a common “modus operandus” for Consulting teams
Practice the suggested process on a real-life example
Strategy is about making decisions”
The best strategy “makers” are able to blend analytic techniques with an understanding of the future uncertainties and simple good luck
Based on often imperfect information they make decisions and then drive implementation
Think through these three stages as you create a hypothesis to help you plan out how you will test it:
What is the issue?
What is the underlying opportunity?
Where is the advantage?
What do you think causes the issue?
What are the key drivers of the process?
What is the impact of the issue?
How can we tell there is an opportunity?
Why do we care?
Situation
Kmart and Wal*Mart operate similar chains of Full line Discount stores
Different pricing strategies: Kmart follows a promotional pricing strategy of weekly sales, offering discounts on selected items, Wal*Mart follows an EDLP strategy (EDLP = Every Day Low Prices); Kmart's regular prices are higher than Wal*Mart’s, its sales prices are lower
Wal*Mart has a better price perception than Kmart
Kmart has a higher GM than Wal*Mart (23% vs. 21%)
Kmart has significantly higher SG&A as percent of sales, which eliminate Kmart's Gross Margin advantage over Wal*Mart
Wal*Mart’s scale advantage is not driven by the number of stores, but by its sales per store (better sales per square foot)
Kmart has significantly lower sales per square foot sales than Wal*Mart ($170 vs $250). With Wal*Mart’s sales productivity, Kmart would be about as profitable as Wal*Mart
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