{"id":4527,"date":"2021-03-23T06:48:51","date_gmt":"2021-03-23T11:48:51","guid":{"rendered":"http:\/\/flevy.com\/blog\/?p=4527"},"modified":"2021-02-20T16:56:28","modified_gmt":"2021-02-20T21:56:28","slug":"strategic-cost-reduction-good-vs-bad-costs","status":"publish","type":"post","link":"https:\/\/flevy.com\/blog\/strategic-cost-reduction-good-vs-bad-costs\/","title":{"rendered":"Strategic Cost Reduction: Good vs. Bad Costs"},"content":{"rendered":"

\"\"Disruption<\/a> is creating opportunities for some businesses and threats for the others.\u00a0 As a matter of fact, it was considered one the most significant concerns by the CEOs in a PwC 2016 global survey.\u00a0 A significant percentage (70%) of the leaders in the survey were planning to implement a cost reduction initiative, owing to low yields and strict regulations.<\/p>\n

But implementing a cost transformation<\/a> initiative often fails owing to focusing merely on cost cutting. \u00a0In the wake of massively disruptive marketplace, marginal efficiency savings aren\u2019t sufficient to survive let alone thrive.<\/p>\n

Organizations need to plan to come up with ways to get even closer to the customers, become more agile, and innovative in responding to their needs.\u00a0 They should focus their resources towards Strategic Cost Reduction<\/a> by stimulating growth and creating differential advantage.\u00a0 Success during disruption requires revisiting the strategy, costs, and the way both align together. Strategic cost reduction helps organizations plan to deliver ways to get closer to the customers, become more lean and agile, and spur innovative in responding to their customers\u2019 needs.<\/p>\n

Strategic cost reduction is about directing resources and perfecting the operational capabilities in a way that enables you to set the pace in a fast-evolving marketplace.\u00a0 To begin with, senior leaders need to segregate the following two types of costs and shift resources from low-return segments to higher-value opportunities:<\/p>\n

    \n
  1. Good Costs<\/strong><\/li>\n
  2. Bad Costs <\/strong><\/li>\n<\/ol>\n

    \"\"<\/p>\n

    Now, let’s talk about the two cost categories in detail.<\/p>\n

    Good Costs<\/strong><\/h2>\n

    Organizations need to ascertain the competences needed to drive growth.\u00a0 Good costs are cash outlays spent on developing capabilities that differentiate your business, move it closer to customers, and enable it to develop new value propositions.<\/p>\n

    Bad Costs <\/strong><\/h2>\n

    Likewise, leadership needs to identify low-performing businesses and inefficient operations.\u00a0 These bad costs are the non-essential areas of spending, which should be prioritized for overhaul or elimination.<\/p>\n

    For a business to flourish, it is essential for the leadership to think strategically and radically, transforming the organization\u2019s critical competences and core costs, and lining up all costs with the organizational strategy.\u00a0 It involves ascertaining the activities crucial to add value, isolating investments being made in redundant endeavors, and financing differentiated value-generating ventures.<\/p>\n

    Businesses need to address 2 questions critical in transforming costs from a challenge to a source of differential edge:<\/p>\n

      \n
    1. How to target investments more accurately to maximize strategic advantage (good costs)?<\/li>\n
    2. How to forgo inefficient operations\u2014bad costs\u2014that waste resources and hold back returns?<\/li>\n<\/ol>\n

      Strategic Cost Reduction in Insurance Industry\u00a0<\/strong><\/h2>\n

      Insurance industry is under threat by low rates, tight investment yields, and changing regulations.\u00a0 So, naturally, cost reduction is the focus of the industry leadership.\u00a0 The scenario warrants radical transformation in strategy and operational abilities utilizing technology.<\/p>\n

      A large insurance group analyzed that many of their high cost initiatives were not adding competitive advantage.\u00a0 The group elected to outsource these projects to an external entity\u2014a partner that could deliver significant cost savings as well as support their mobile distribution.<\/p>\n

      The group executed a strategic outsourcing program, by selecting a partner to facilitate improvement in operational abilities, data analytics, and robotics capabilities.\u00a0 They achieved cost savings amounting to millions of dollars, which enabled the group to plan and finance innovative offerings in the digital space and develop healthier customer relationships.<\/p>\n

      Cost Analysis<\/strong><\/h2>\n

      Conducting thorough Cost Analysis<\/a> is critical.\u00a0 Realization of significant cost savings and development of stronger customer relationships necessitates analyzing and minimizing bad costs and targeting maximum resources at profitable growth avenues\u2014good costs.\u00a0 Particularly, enterprises need to analyze 4 key areas with respect to good versus bad costs:<\/p>\n

        \n
      1. Distribution<\/li>\n
      2. Transactional Processes<\/li>\n
      3. Property<\/li>\n
      4. Service Providers<\/li>\n<\/ol>\n

        Let\u2019s look at the first 2 key areas.<\/p>\n

        Distribution<\/strong><\/h2>\n

        Distribution is the first area to analyze in order to achieve strategic cost efficiency.\u00a0 Bad costs (for example, in the insurance sector) include Distribution and Policy Development.\u00a0 Due to inadequately targeted marketing and low conversion rates in most insurance companies, distribution and policy development are unnecessarily costly.\u00a0 The distribution expense can get as high as 30% of the cost of product in insurance, which isn\u2019t viable and should be minimized.<\/p>\n

        Good Costs include \u201cSharpening Customization\u201d and \u201cConversion.\u201d\u00a0 Leading businesses are using machine learning, advanced analytics, and sensors to pursue customers, analyze their requirements, create custom-built solutions, and ascertain price risk immediately.\u00a0 A careful risk selection and customer customization aids in keener pricing and reduced claims costs.<\/p>\n

        Transactional Processes<\/strong><\/h2>\n

        Technology helps the organizations to streamline archaic processes, prevent wastes, and achieve Operational Excellence<\/a>.<\/p>\n

        Bad Costs under this head (e.g., from the insurance sector) include \u201cUnderwriting,\u201d \u201cClaims,\u201d and \u201cFinance.\u201d\u00a0 \u00a0These areas are cluttered with low-value operational processes and wasted costs.\u00a0 In underwriting, administrative tasks can consume around 80% of the sales time\u2014doing heavy manual workarounds or incorporating information onto multiple systems.<\/p>\n

        Good Costs include investments in technology implementations to reduce processing times, prompt decision making, and improved customer experience.\u00a0 In the insurance sector these investments could be in the form of robotic process automation, straight-through-processing (STP), claims digitization, behavioral and predictive analytics, and sharpening underwriting.<\/p>\n

        Interested in learning more about the Strategic Cost Reduction?\u00a0 You can download an editable PowerPoint on <\/u>Strategic Cost Reduction: Good vs. Bad Costs<\/strong> here<\/u><\/a> on the Flevy documents marketplace<\/a>.<\/p>\n

        Are you a Management Consultant?<\/strong><\/h2>\n

        You can download this and hundreds of other\u00a0consulting frameworks<\/a>\u00a0and\u00a0consulting training guides<\/a>\u00a0from the\u00a0FlevyPro library<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"

        Disruption is creating opportunities for some businesses and threats for the others.\u00a0 As a matter of fact, it was considered one the most significant concerns by the CEOs in a PwC 2016 global survey.\u00a0 A significant percentage (70%) of the leaders in the survey were planning to implement a cost reduction initiative, owing to low… Strategic Cost Reduction: Good vs. Bad Costs<\/span><\/a><\/p>\n","protected":false},"author":110,"featured_media":4529,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"neve_meta_sidebar":"","neve_meta_container":"","neve_meta_enable_content_width":"","neve_meta_content_width":0,"neve_meta_title_alignment":"","neve_meta_author_avatar":"","neve_post_elements_order":"","neve_meta_disable_header":"","neve_meta_disable_footer":"","neve_meta_disable_title":"","footnotes":""},"categories":[83,408],"tags":[1489,1491,1490,1488,824],"class_list":["post-4527","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-corporate-finance","category-management-leadership","tag-cost-analysis","tag-cost-optimization","tag-investments","tag-strategic-cost-reduction","tag-transformation"],"_links":{"self":[{"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/posts\/4527","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/users\/110"}],"replies":[{"embeddable":true,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/comments?post=4527"}],"version-history":[{"count":7,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/posts\/4527\/revisions"}],"predecessor-version":[{"id":8723,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/posts\/4527\/revisions\/8723"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/media\/4529"}],"wp:attachment":[{"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/media?parent=4527"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/categories?post=4527"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/tags?post=4527"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}