LeftHeaderLeftHeaderRightHeaderRightHeaderShadowBoxShadowBoxSource:©1994TheBostonConsultingGroupAllrightsreserved-1-APrimeronAnalysisOverviewConfidentialDocumentLeftHeaderLeftHeaderRightHeaderRightHeaderShadowBoxShadowBoxSource:©1994TheBostonConsultingGroupAllrightsreserved-2-TABLEOFCONTENTSIntroductionGeneralanalyticaltechniques•Graphs•Deflators•RegressionanalysisSupplysideanalysis•Coststructures•Designdifferences•Factorcosts•Scale,experience,complexityandutilization•SupplycurvesDemandsideanalysis•Customerunderstanding-segmentationand“Discovery”-conjointanalysis-multi-dimensionalscaling•Price-volumecurvesandelasticity•Demandforecasting-technology/substitutioncurvesWrap-upLeftHeaderLeftHeaderRightHeaderRightHeaderShadowBoxShadowBoxSource:©1994TheBostonConsultingGroupAllrightsreserved-3-LOGICANDANALYSISCRITICALTOSTRATEGYDEVELOPMENTKeytostrategydevelopmentislayingout“logic”to•Understandwhatmakesbusinesswork-economics-interactionsacrosscompetitors,segments,time,......•Conceptuallyorganizeclientgoals•Devisewaystoachieveclient’sgoals•Helpclient“makeithappen”Atightlydevelopedpieceofthislogicisanalysis•Reducingcomplexrealitytoafewsalientpoints•IsolatingimportanteconomicelementsLeftHeaderLeftHeaderRightHeaderRightHeaderShadowBoxShadowBoxSource:©1994TheBostonConsultingGroupAllrightsreserved-4-ANALYSISISMORETHANNUMBERCRUNCHINGAnalysisis......•Integratingquantitativeandqualitativeknowledge•Seeingthebiggerpicture•Thinking-creatively-conceptuallyNot...•Endlesscalculations•Lettingstatisticsdictate/rule•“Classic”scientificrigorLeftHeaderLeftHeaderRightHeaderRightHeaderShadowBoxShadowBoxSource:©1994TheBostonConsultingGroupAllrightsreserved-5-ANALYTICALBIAS“Everythingcanbequantified”•Notreally,but•Most“qualitative”effectsarebasedineconomics-explicitoropportunitycosts-accuratelyquantifiableornotClienthiresustoanalyzeandobjectify•QuantitativeanalysisisthebasisLeftHeaderLeftHeaderRightHeaderRightHeaderShadowBoxShadowBoxSource:©1994TheBostonConsultingGroupAllrightsreserved-6-CREATIVITYANDANALYTICALPERSEVERANCEAREIMPORTANTTRAITSFORSUPERIORANALYSTSStrivetoaddressaproblemusingdifferentapproachestotesthypothesesandfindinconsistencies•Triangulateonanswers•NeverbelieveadataseriesblindlyNeverstopatfirstobstacle•Clientsoftenstopshortofgoodanalysisbecausetheyquicklysurrenderintheabsenceofgood,readilyavailabledata•Weneversurrendertotheunavailabilityofdata•Yourcaseleaderdoesnotwanttohearthat“thereisnodata,”butratherwhatcanbedeveloped,inhowmuchtime,andatwhatcostLeftHeaderLeftHeaderRightHeaderRightHeaderShadowBoxShadowBoxSource:©1994TheBostonConsultingGroupAllrightsreserved-7-WHERETHISPRIMERFITSNodocumentcanteachyoutobeagreatanalyst•Answerslookeasy,butprocessofgettingtherepainful•EachproblemsomewhatdifferentfromexamplesAprimercan•Giveflavorofexpectedanalyses•Showwhichanalyseshavebeenmostproductivehistorically•ExplainbasictechniquesandwarnofcommonmethodologicalerrorsBesttrainingcomesfrom•Experienceinprojectteamwork•DiscussionswithJohnTangandothersYouareexpectedtolocateknowledgeonyourowninitiativeLeftHeaderLeftHeaderRightHeaderRightHeaderShadowBoxShadowBoxSource:©1994TheBostonConsultingGroupAllrightsreserved-8-DON’TLIMITYOURSELFTOTHESETOOLSTheyareasampleofthemostcommonlyusedtoolsOtherswillbeofuseinspecificsituations•Valuemanagement(CFROI,asset...
