某咨詢咨詢工具箱營(yíng)業(yè)戰(zhàn)略常用分析模型

1、營(yíng)業(yè)戰(zhàn)略常用分析模型營(yíng)業(yè)戰(zhàn)略常用分析模型( (培訓(xùn)材料培訓(xùn)材料) )0技術(shù)技術(shù) PORTER PORTER 模型模型供應(yīng)商供應(yīng)商客戶客戶新入競(jìng)爭(zhēng)者新入競(jìng)爭(zhēng)者替代產(chǎn)品替代產(chǎn)品行業(yè)競(jìng)爭(zhēng)行業(yè)競(jìng)爭(zhēng) Source:Team宏觀經(jīng)濟(jì)宏觀經(jīng)濟(jì)政府法規(guī)政府法規(guī)需求需求1PORTER PORTER 外在因素的影響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)突破技術(shù)技術(shù)宏觀經(jīng)濟(jì)宏觀經(jīng)濟(jì)法規(guī)法規(guī)需求需求行業(yè)行業(yè)2PORTERPORTER行業(yè)分析五要素行業(yè)分析五要素1 1 決定供應(yīng)商影響力的應(yīng)素決定供應(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

2、多少等4 4 決定替代產(chǎn)品威脅的因素決定替代產(chǎn)品威脅的因素價(jià)格轉(zhuǎn)換成本3 3 決定客戶影響力的因素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 2 市場(chǎng)進(jìn)入屏障市場(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 5 行業(yè)競(jìng)爭(zhēng)者行業(yè)競(jìng)爭(zhēng)者2 2 新入競(jìng)爭(zhēng)者新入競(jìng)爭(zhēng)者4 4 替代品替代品3 3 客戶客戶1 1 供應(yīng)商供應(yīng)商 5 5 決定競(jìng)爭(zhēng)者行為的因素決定競(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3S-C-P S-C-P 模型模型外在沖擊外在沖擊S S結(jié)構(gòu)結(jié)構(gòu)C C行為行為P P表現(xiàn)表現(xiàn)行業(yè)行業(yè)廠家廠家反饋

3、反饋技術(shù)突破法規(guī)變化用戶行為改變需求特點(diǎn)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)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)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(xiāo)行為營(yíng)銷(xiāo)行為定價(jià)數(shù)量促銷(xiāo)新產(chǎn)品開(kāi)發(fā)產(chǎn)能變化產(chǎn)能變化擴(kuò)大/收縮進(jìn)入/退出兼并上下游擴(kuò)張上下游擴(kuò)張合資長(zhǎng)期合同內(nèi)部改進(jìn)內(nèi)部改進(jìn)成本控制改進(jìn)流程提高組織效率效益效益技術(shù)進(jìn)步技術(shù)進(jìn)步4S-C-P S-C-P 模型示意模型示意結(jié)構(gòu)結(jié)構(gòu)行為行為多 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)差行業(yè)業(yè)績(jī)好行業(yè)業(yè)績(jī)好5戰(zhàn)略方陣分析模

4、型戰(zhàn)略方陣分析模型 新的模型新的模型傳統(tǒng)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)產(chǎn)業(yè)新模型新模型 6新的競(jìng)爭(zhēng)實(shí)力來(lái)源分析方法新的競(jìng)爭(zhēng)實(shí)力來(lái)源分析方法 獨(dú)到見(jiàn)解獨(dú)到見(jiàn)解 運(yùn)用獨(dú)到的見(jiàn)解、知識(shí)、洞察力、遠(yuǎn)見(jiàn)、創(chuàng)造力來(lái)創(chuàng)造價(jià)值一線執(zhí)行能力一線執(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)結(jié)構(gòu)優(yōu)勢(shì) 包括規(guī)模、技術(shù)、專(zhuān)有知識(shí)、專(zhuān)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)傳統(tǒng)競(jìng)爭(zhēng)一線執(zhí)行能力一線執(zhí)行能力結(jié)構(gòu)優(yōu)勢(shì)結(jié)構(gòu)優(yōu)勢(shì)產(chǎn)業(yè)結(jié)構(gòu)產(chǎn)業(yè)結(jié)構(gòu)/ /行為行為競(jìng)爭(zhēng)實(shí)力來(lái)源競(jìng)爭(zhēng)實(shí)力來(lái)源PorterPorter模型的適

5、用范圍模型的適用范圍獨(dú)到知識(shí)見(jiàn)解獨(dú)到知識(shí)見(jiàn)解7 舉例舉例特點(diǎn)特點(diǎn)舉例舉例一線執(zhí)行能力一線執(zhí)行能力結(jié)構(gòu)優(yōu)勢(shì)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)獨(dú)到知識(shí)/ /見(jiàn)解見(jiàn)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(jiàn)解、和眼光8行業(yè)結(jié)構(gòu)行業(yè)結(jié)構(gòu)/ /行為分析的新方法行為分析的新方法相互依存系統(tǒng)相互依存系統(tǒng)特殊關(guān)系特殊關(guān)系傳統(tǒng)競(jìng)爭(zhēng)傳統(tǒng)競(jìng)爭(zhēng) 產(chǎn)業(yè)結(jié)構(gòu)產(chǎn)業(yè)結(jié)構(gòu)/ /行為行為結(jié)構(gòu)優(yōu)勢(shì)結(jié)構(gòu)優(yōu)勢(shì)一線執(zhí)行能力一線執(zhí)行能力獨(dú)到知識(shí)獨(dú)到知識(shí)/ /見(jiàn)解見(jiàn)解Porter Porter 模型使用范圍模型使用范圍競(jìng)爭(zhēng)優(yōu)勢(shì)來(lái)源競(jìng)爭(zhēng)優(yōu)勢(shì)來(lái)源9技術(shù)團(tuán)體技術(shù)團(tuán)體大學(xué)大

6、學(xué)芬蘭政府芬蘭政府分銷(xiāo)商分銷(xiāo)商 用戶群用戶群營(yíng)銷(xiāo)伙伴營(yíng)銷(xiāo)伙伴Nokia Nokia 手機(jī)手機(jī)當(dāng)?shù)卣?dāng)?shù)卣甆okiaNokia投資公司投資公司相互依存系統(tǒng)相互依存系統(tǒng) NOKIA NOKIA合同商合同商技術(shù)伙伴技術(shù)伙伴Motorola (Ixtreme technology)CISCO (ATM-development)Texas instrumentsSCIDortmund: development of qualification trainingPeking: Internet technology R&D USD 650 million under managementFou

7、nder of WAP forumBluetooth special interest groupEarly deregulation of telecom industryAT&T (USA)Mannesmann (Germany)Mitsui (Japan)Club Nokia with CarelineEventsNewsCreditsService10機(jī)會(huì)機(jī)會(huì)/風(fēng)險(xiǎn)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)貴企業(yè)SWOT SWOT 分析分析如何抓住機(jī)會(huì)如何抓住機(jī)會(huì)如何進(jìn)一步發(fā)揮如何進(jìn)一步發(fā)揮優(yōu)勢(shì)優(yōu)勢(shì)如何降低風(fēng)如何降低風(fēng)險(xiǎn)險(xiǎn)如何

8、減少如何減少劣勢(shì)劣勢(shì)優(yōu)勢(shì)優(yōu)勢(shì)/劣勢(shì)劣勢(shì) 有形資產(chǎn)方面？ 無(wú)形資產(chǎn)方面？ 11能力平臺(tái)分析能力平臺(tái)分析實(shí)物資產(chǎn)位置/區(qū)域營(yíng)銷(xiāo)網(wǎng)絡(luò)品牌專(zhuān)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

9、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)中勝在行業(yè)中勝出所必備出所必備 的的能力能力舉例舉例12四中程度的不確定四中程度的不確定直線型直線型分叉型分叉型范圍型范圍型混亂型混亂型1 12 23 32 213四個(gè)不同的戰(zhàn)略態(tài)勢(shì)四個(gè)不同的戰(zhàn)略態(tài)勢(shì)Play a lead

10、ership role in establishing how the industry operatesStructure/conductProcesses/systemsProducts/services塑造未來(lái)塑造未來(lái)Invest sufficiently to stay in the game, but avoid premature commitments見(jiàn)機(jī)行事見(jiàn)機(jī)行事Win through speed, agility, and flexibility in recognizing and capturing opportunities緊跟行業(yè)老大緊跟行業(yè)老大Decide not

11、 to participate in the business going forward急流勇退急流勇退14戰(zhàn)略舉措種類(lèi)戰(zhàn)略舉措種類(lèi)種類(lèi)種類(lèi)舉例舉例“豪賭一吧Purchase of PCS license in recent auctionStaples/Office Depot recent merger activities“絕對(duì)錯(cuò)不了Generation cost reduction programs at U.S. electric utilitiesSales and marketing improvement programs for industrial customers a

12、t U.S. electric utilities“期權(quán)B&Qs warehouse store pilot programPharmaceutical staged R&D programsTURNING STRATEGIC POSTURE INTO A SET OF ACTIONS Building blocksBig betsNo regretsOptions?Shape the futureReserve the right to playAdapt the fastestSTRATEGIC POSTURES UNDER UNCERTAINTYSTRATEGIC POS

13、TURES UNDER UNCERTAINTYLevels of Levels of uncertaintyuncertaintyShapeShapeAdaptAdaptScenario-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 o

14、ne course unfolds (e.g., Microsofts application software strategy)123Commitment 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