© 2010 IBM Corporation
40
Strategy
Strategy
Strategy
Strategy
Tactics
Tactics
Tactics
Tactics
Execution
Execution
Execution
Execution
Consumer
Consumer
Consumer
Consumer
Relationship
Relationship
Relationship
Relationship
Customer
Customer
Customer
Customer
Relationship
Relationship
Relationship
Relationship
Manufacturing
Manufacturing
Manufacturing
Manufacturing
Supply Chain &
Supply Chain &
Supply Chain &
Supply Chain &
Distribution
Distribution
Distribution
Distribution
Business
Business
Business
Business
Administration
Administration
Administration
Administration
Category/Br and Strat egy
Brand P& L Management
Matching Suppl y and
Demand
Marketing D evelopment &
Effecti veness
Product Ideat ion
Marketing E xecution
Product D irectory
Category/Br and Planning
Assessing Cust omer
Satisfact ion
Customer I nsights
Account Management
Value-Added S ervices
Customer A ccount
Servicing
Retail Marketing E xecution
Customer D irectory
Manufacturing S trategy
Supplier Relationshi p
Management
Production and M aterials
Planning
Manufacturing O versight
Supplier Control
Make Products
Plant I nventory
Management
Manufacturing P rocurement
Assemble/ Pkg . Products
Distri bution Oversi ght
Distri bution Cent er
Operations
Transportati on Resources
En route I nventory
Management
In-bound
Logistics
Corporate S trategy
Alli ance Management
Line of B usiness Planni ng
Business Per formance
Management
External Market Anal ysis
Organization and Process
Design
Legal and Regulatory
Compliance
Treasury and R isk
Management
Facili ties and E quipment
Management
IT S ystems and Operat ions
HR A dministr ation
Customer R elationship
Strategy
Customer R elationship
Planning
Supply Chai n Strat egy
Supply Chai n Planning
Out-bound
Logistics
Accounting and G L
Indirect Procurement
Corporate P lanning
Concept/Product Testi ng
Product D evelopment
Product Management
Consumer Ser vice
In-store I nventory Mgmt
The CBM can be used to identify which components in a business are strategic and enable outsourcing/
partnering conversations
Category/Br and Strat egy
Brand P& L Management
Matching Suppl y and Demand
Marketing D evelopment &
Effect iveness
Product Ideat ion
Marketing E xecution
Product D irectory
Category/Br and Planning
Assessing Cust omer
Satisfact ion
Customer I nsights
Account Management
Value-Added S ervices
Customer A ccount
Servicing
Retail Marketing E xecution
Customer D irectory
Manufacturing S trategy
Supplier Relationshi p Management
Production and M aterials Planning
Manufacturing O versight
Supplier Control
Make Products
Plant I nventory
Management
Manufacturing P rocurement
Assemble/ Pkg . Products
Distri bution Oversi ght
Distri bution Cent er
Operations
Transportati on Resources
En route I nventory
Management
In-bound
Logistics
Corporate S trategy
Alli ance Management
Line of B usiness Planni ng
Business Per formance
Management
External Market Anal ysis
Organization and Process
Design
Legal and Regulatory
Compliance
Treasury and R isk
Management
Facili ties and E quipment
Management
IT S ystems and Operat ions
HR A dministr ation
Customer R elationship Strategy
Customer R elationship Planning
Supply Chai n Strat egy
Supply Chai n Planning
Out-bound
Logistics
Accounting and G L
Indirect Procurement
Corporate P lanning
Concept/Product Testi ng
Product D evelopment
Product Management
Consumer Ser vice
In-store I nventory Mgmt
Strategic
Strategic
Strategic
Strategic
differentiation
differentiation
differentiation
differentiation
Strategic View
Strategic View
Strategic View
Strategic View
Competitive
Competitive
Competitive
Competitive
parity
parity
parity
parity
Basic
Basic
Basic
Basic
Category/Br and Strat egy
Brand P& L Management
Matching Suppl y and
Demand
Marketing D evelopment &
Effecti veness
Product Ideat ion
Marketing E xecution
Product D irectory
Category/Br and Planning
Assessing Cust omer
Satisfact ion
Customer I nsights
Account Management
Value-Added S ervices
Customer A ccount Servi cing
Retail Marketing E xecution
Customer D irectory
Manufacturing S trategy
Supplier Relationshi p
Management
Production and M aterials
Planning
Manufacturing O versight
Supplier Control
Make Products
Plant I nventory Management
Manufacturing P rocurement
Assemble/ Pkg . Products
Distri bution Oversi ght
Distri bution Cent er Operati ons
Transportati on Resources
En route I nventory
Management
In-bound
Logistics
Corporate S trategy
Alli ance Management
Line of B usiness Planni ng
Business Per formance
Management
External Market Anal ysis
Organization and Process
Design
Legal and Regulatory
Compliance
Treasury and R isk
Management
Facili ties and E quipment
Management
IT S ystems and Operat ions
HR A dministr ation
Customer R elationship
Strategy
Customer R elationship
Planning
Supply Chai n Strat egy
Supply Chai n Planning
Out-bound
Logistics
Accounting and G L
Indirect Procurement
Corporate P lanning
Concept/Product Testi ng
Product D evelopment
Product Management
Consumer Ser vice
In-store I nventory Mgmt
High Capital
High Capital
High Capital
High Capital
Area
Area
Area
Area
High Cost &
High Cost &
High Cost &
High Cost &
Capital Area
Capital Area
Capital Area
Capital Area
Financial View
Financial View
Financial View
Financial View
High Cost Area
High Cost Area
High Cost Area
High Cost Area
The CBM can be used to identify high cost and capital areas are in the organization.
Activity based costing exercises can allocate cost and capital, revenues can only be approximated
Category/Br and Strat egy
Brand P& L Management
Matching Suppl y and
Demand
Marketing D evelopment &
Effecti veness
Product Ideat ion
Marketing E xecution
Product D irectory
Category/Br and Planning
Assessing Cust omer
Satisfact ion
Customer I nsights
Account Management
Value-Added S ervices
Customer A ccount
Servicing
Retail Marketing E xecution
Customer D irectory
Manufacturing S trategy
Supplier Relationshi p
Management
Production and M aterials
Planning
Manufacturing O versight
Supplier Control
Make Products
Plant I nventory
Management
Manufacturing P rocurement
Assemble/ Pkg . Products
Distri bution Oversi ght
Distri bution Cent er
Operations
Transportati on Resources
En route I nventory Management
In-bound
Logistics
Corporate S trategy
Alli ance Management
Line of B usiness Planni ng
Business Per formance
Management
External Market Anal ysis
Organization and Process
Design
Legal and Regulatory
Compliance
Treasury and R isk Management
Facili ties and E quipment
Management
IT S ystems and Operat ions
HR A dministr ation
Customer R elationship
Strategy
Customer R elationship
Planning
Supply Chai n Strat egy
Supply Chai n Planning
Out-bound
Logistics
Accounting and G L
Indirect Procurement
Corporate P lanning
Concept/Product Testi ng
Product D evelopment
Product Management
Consumer Ser vice
In-store I nventory Mgmt
Immediate
Immediate
Immediate
Immediate
Priority
Priority
Priority
Priority
No Action
No Action
No Action
No Action
Transformational
Transformational
Transformational
Transformational
View
View
View
View
Medium Priority
Medium Priority
Medium Priority
Medium Priority
The CBM can be used to help understand the linkage between components to create a prioritized portfolio of
transformation initiatives
CBM
CBM
CBM
CBM
框架帮助客户剖析业务问题
© 2010 IBM Corporation
41
| |
Strategy
Strategy
Strategy
Strategy
Tactics
Tactics
Tactics
Tactics
Execution
Execution
Execution
Execution
Consumer
Consumer
Consumer
Consumer
Relationship
Relationship
Relationship
Relationship
Customer
Customer
Customer
Customer
Relationship
Relationship
Relationship
Relationship
Manufacturing
Manufacturing
Manufacturing
Manufacturing
Supply Chain &
Supply Chain &
Supply Chain &
Supply Chain &
Distribution
Distribution
Distribution
Distribution
Business
Business
Business
Business
Administration
Administration
Administration
Administration
Category/Br and Strat egy
Brand P& L Management
Matching Suppl y and
Demand
Marketing D evelopment &
Effecti veness
Product Ideat ion
Marketing E xecution
Product D irectory
Category/Br and Planning
Assessing Cust omer
Satisfact ion
Customer I nsights
Account Management
Value-Added S ervices
Customer A ccount
Servicing
Retail Marketing E xecution
Customer D irectory
Manufacturing S trategy
Supplier Relationshi p
Management
Production and M aterials
Planning
Manufacturing O versight
Supplier Control
Make Products
Plant I nventory
Management
Manufacturing P rocurement
Assemble/ Pkg . Products
Distri bution Oversi ght
Distri bution Cent er
Operations
Transportati on Resources
En route I nventory
Management
In-bound
Logistics
Corporate S trategy
Alli ance Management
Line of B usiness Planni ng
Business Per formance
Management
External Market Anal ysis
Organization and Process
Design
Legal and Regulatory
Compliance
Treasury and R isk
Management
Facili ties and E quipment
Management
IT S ystems and Operat ions
HR A dministr ation
Customer R elationship
Strategy
Customer R elationship
Planning
Supply Chai n Strat egy
Supply Chai n Planning
Out-bound
Logistics
Accounting and G L
Indirect Procurement
Corporate P lanning
Concept/Product Testi ng
Product D evelopment
Product Management
Consumer Ser vice
In-store I nventory Mgmt
The CBM can be used to help understand the linkage between components and technology
(primarily Applications )
We can highlight
We can highlight
We can highlight
We can highlight
where systems
where systems
where systems
where systems
have been
have been
have been
have been
overextended
overextended
overextended
overextended
We can map their
We can map their
We can map their
We can map their
existing
existing
existing
existing
applications
applications
applications
applications
infrastructure
infrastructure
infrastructure
infrastructure
onto the business
onto the business
onto the business
onto the business
map
map
map
map
We can identify
We can identify
We can identify
We can identify
where there are
where there are
where there are
where there are
systems
systems
systems
systems
duplications
duplications
duplications
duplications
We can highlight
We can highlight
We can highlight
We can highlight
where there are
where there are
where there are
where there are
gaps
gaps
gaps
gaps
CBM
CBM
CBM
CBM
框架帮助客户剖析业务问题