咨詢工具箱營(yíng)業(yè)戰(zhàn)略常用分析模型.ppt

0,營(yíng)業(yè)戰(zhàn)略常用分析模型 (培訓(xùn)材料),1,技術(shù),PORTER 模型,供應(yīng)商,客戶,新入競(jìng)爭(zhēng)者,替代產(chǎn)品,行業(yè)競(jìng)爭(zhēng),Source: Team,宏觀經(jīng)濟(jì),政府法規(guī),需求,2,PORTER 外在因素的影響,變化因素: GDP 就業(yè)率 匯率 國(guó)際關(guān)系,現(xiàn)有需求 潛在需求 未來(lái)需求,限制進(jìn)入 價(jià)格控制,重大技術(shù)突破,行業(yè),3,PORTER行業(yè)分析五要素,1 決定供應(yīng)商影響力的應(yīng)素 產(chǎn)品可細(xì)分性 替換供應(yīng)商的代價(jià) 是否有可替代產(chǎn)品 供應(yīng)商多少 等,4 決定替代產(chǎn)品威脅的因素 價(jià)格 轉(zhuǎn)換成本,3 決定客戶影響力的因素 決定討價(jià)還價(jià)實(shí)力的因素: 供應(yīng)商多寡 采購(gòu)量 替換成本 信息 價(jià)格 品牌,2 市場(chǎng)進(jìn)入屏障 規(guī)模 品牌 轉(zhuǎn)換供應(yīng)商成本 資金需求 渠道 政府法規(guī) 競(jìng)爭(zhēng)報(bào)復(fù),5 行業(yè)競(jìng)爭(zhēng)者,2 新入競(jìng)爭(zhēng)者,4 替代品,3 客戶,1 供應(yīng)商,5 決定競(jìng)爭(zhēng)者行為的因素 對(duì)手多寡 行業(yè)成長(zhǎng)速度 成本結(jié)構(gòu) 剩余產(chǎn)能 產(chǎn)品差異 品牌效益 退出障礙,4,S-C-P 模型,外在沖擊,S,結(jié)構(gòu),C,行為,P,表現(xiàn),行業(yè),廠家,反饋,技術(shù)突破 法規(guī)變化 用戶行為改變,需求特點(diǎn) 產(chǎn)品可替代性 產(chǎn)品可區(qū)分性 增長(zhǎng)速度 周期性 供應(yīng)特點(diǎn) 供應(yīng)商多寡 成本結(jié)構(gòu) 產(chǎn)能利用率 進(jìn)入/退出障礙 產(chǎn)業(yè)鏈特點(diǎn) 供應(yīng)商討價(jià)還價(jià)能力 客戶抬價(jià)還價(jià)能力,營(yíng)銷行為 定價(jià) 數(shù)量 促銷 新產(chǎn)品開發(fā) 產(chǎn)能變化 擴(kuò)大/收縮 進(jìn)入/退出 兼并 上下游擴(kuò)張 合資 長(zhǎng)期合同 內(nèi)部改進(jìn) 成本控制 改進(jìn)流程 提高組織效率,效益 技術(shù)進(jìn)步,5,S-C-P 模型示意,多,不同,穩(wěn)定,寡,相同,高速,競(jìng)爭(zhēng)者多寡,競(jìng)爭(zhēng)者成本結(jié)構(gòu),需求增長(zhǎng),低,低,高,高,忠誠(chéng)度/替換成本,產(chǎn)品差異性,行業(yè)業(yè)績(jī)差,行業(yè)業(yè)績(jī)好,6,戰(zhàn)略方陣分析模型 新的模型,傳統(tǒng)模型,產(chǎn)業(yè)結(jié)構(gòu)/行為,競(jìng)爭(zhēng)實(shí)力來(lái)源,產(chǎn)業(yè),新模型,7,新的競(jìng)爭(zhēng)實(shí)力來(lái)源分析方法,獨(dú)到見解 運(yùn)用獨(dú)到的見解、知識(shí)、洞察力、遠(yuǎn)見、創(chuàng)造力來(lái)創(chuàng)造價(jià)值,一線執(zhí)行能力 運(yùn)用在簡(jiǎn)單的日常運(yùn)營(yíng)活動(dòng)中穩(wěn)定的優(yōu)異表現(xiàn)，獲得在質(zhì)量、速度、價(jià)格方面的有時(shí)，從而創(chuàng)造價(jià)值,結(jié)構(gòu)優(yōu)勢(shì) 包括規(guī)模、技術(shù)、專有知識(shí)、專利、渠道、等 根據(jù)傳統(tǒng)微觀經(jīng)濟(jì)學(xué)理論，只有在結(jié)構(gòu)上擁有優(yōu)勢(shì)，才能具有競(jìng)爭(zhēng)優(yōu)勢(shì),傳統(tǒng)競(jìng)爭(zhēng),一線執(zhí)行能力,結(jié)構(gòu)優(yōu)勢(shì),產(chǎn)業(yè)結(jié)構(gòu)/行為,競(jìng)爭(zhēng)實(shí)力來(lái)源,Porter模型的適用范圍,獨(dú)到知識(shí)見解,8,舉例,特點(diǎn),舉例,一線執(zhí)行能力,結(jié)構(gòu)優(yōu)勢(shì),進(jìn)入屏障高 多種競(jìng)爭(zhēng)優(yōu)勢(shì)來(lái)源,競(jìng)爭(zhēng)基礎(chǔ)差異小 進(jìn)入屏障低,獨(dú)到知識(shí)/見解,由于技術(shù)、法規(guī)、需求等原因、市場(chǎng)出現(xiàn)重大變化，前景難測(cè) 某個(gè)人或公司具有獨(dú)到的膽識(shí)、見解、和眼光,9,行業(yè)結(jié)構(gòu)/行為分析的新方法,相互依存系統(tǒng),特殊關(guān)系,傳統(tǒng)競(jìng)爭(zhēng),產(chǎn)業(yè)結(jié)構(gòu)/行為,結(jié)構(gòu)優(yōu)勢(shì),一線執(zhí)行能力,獨(dú)到知識(shí)/見解,Porter 模型使用范圍,競(jìng)爭(zhēng)優(yōu)勢(shì)來(lái)源,10,技術(shù)團(tuán)體,大學(xué),芬蘭政府,分銷商,用戶群,營(yíng)銷伙伴,Nokia 手機(jī),當(dāng)?shù)卣?Nokia 投資公司,相互依存系統(tǒng) NOKIA,合同商,技術(shù)伙伴,Motorola (Ixtreme technology) CISCO (ATM-development),Texas instruments SCI,Dortmund: development of qualification training Peking: Internet technology R&D, USD 650 million under management,Founder of WAP forum Bluetooth special interest group,Early deregulation of telecom industry,AT&T (USA) Mannesmann (Germany) Mitsui (Japan),Club Nokia with Careline Events News Credits Service,11,機(jī)會(huì)/風(fēng)險(xiǎn) 供需將會(huì)如何變化？ 產(chǎn)業(yè)鏈將會(huì)如何變化? 行業(yè)將可能出現(xiàn)什么重大變化? 競(jìng)爭(zhēng)對(duì)手?,貴企業(yè),SWOT 分析,如何抓住機(jī)會(huì),如何進(jìn)一步發(fā)揮優(yōu)勢(shì),如何降低風(fēng)險(xiǎn),如何減少劣勢(shì),優(yōu)勢(shì)/劣勢(shì) 有形資產(chǎn)方面？ 無(wú)形資產(chǎn)方面？,12,能力平臺(tái)分析,實(shí)物資產(chǎn) 位置/區(qū)域 營(yíng)銷網(wǎng)絡(luò) 品牌 專利 關(guān)系,BHPs low-cost mines Telecomm/media company with rights radio spectrum Avons representatives Coca-Cola Pharmaceutical company with a “wonder drug” “Favored nation“ status with a key minister in liberalizing economy,創(chuàng)新 內(nèi)部協(xié)調(diào) 市場(chǎng)定位 成本/效率 人才管理,3M with new products McDonalds with QSC&V J&J with branded consumer health products Emerson Electrics Best Cost Producer program P&G brand management program,有利的資產(chǎn)（有形和無(wú)形）,卓越的能力,在行業(yè)中勝出所必備 的能力,舉例,13,四中程度的不確定,直線型,分叉型,范圍型,混亂型,1,2,3,2,14,四個(gè)不同的戰(zhàn)略態(tài)勢(shì),Play a leadership role in establishing how the industry operates Structure/conduct Processes/systems Products/services,塑造未來(lái),Invest sufficiently to stay in the game, but avoid premature commitments,見機(jī)行事,Win through speed, agility, and flexibility in recognizing and capturing opportunities,緊跟行業(yè)老大,Decide not to participate in the business going forward,急流勇退,戰(zhàn)略舉措種類,種類,舉例,“豪賭一吧“, Purchase of PCS license in recent auction Staples/Office Depot recent merger activities,“絕對(duì)錯(cuò)不了“, Generation cost reduction programs at U.S. electric utilities Sales and marketing improvement programs for industrial customers at U.S. electric utilities,“期權(quán)“, B&Qs warehouse store pilot program Pharmaceutical staged R&D programs,TURNING STRATEGIC POSTURE INTO A SET OF ACTIONS,Building blocks,“Big bets“,“No regrets“,“Options“,Shape the future,Reserve the right to play,Examples, Generation cost reduction programs at 4.5 electric utilities Sales and marketing improvement programs for industrial customers of electric utilities, B&Qs warehouse store pilot program Pharmaceutical staged R&D programs, Purchase of PCS license in recent auction Staples/Office Depot recent merger activities,Adapt the fastest,17,STRATEGIC POSTURES UNDER UNCERTAINTY,Levels of uncertainty,Shape,Adapt,Scenario-making strategy to make one discrete outcome more likely (e.g, JVCs VCR licensing strategy),Retain flexibility to stay in the game regardless of outcome, watching out for signposts and updating strategy as one course unfolds (e.g., Microsofts application software strategy),1,2,3,Commitment to establish industry standard/touchstone that creates order by superiority and/or self-fulfilling prophecy (e.g., Netscape),Emergent strategy development especially strategy as organization (e.g., Goldman Sachs, McKinsey),?,Raise level of uncertainty and change the game (e.g, FedEx),Compete on structural advantage or front