超級(jí)流行的管理工具薈萃3ppt課件

1、Blindspot Analysis 盲點(diǎn)分析Objective: To assess the presence of blindspots that may compromise a competitors ability to respond to a competitive action.目的：評(píng)價(jià)某個(gè)盲點(diǎn)，該盲點(diǎn)能夠減弱一個(gè)競(jìng)爭(zhēng)者對(duì)一項(xiàng)競(jìng)爭(zhēng)性舉措的應(yīng)對(duì)才干Misjudging industry boundaries 對(duì)產(chǎn)業(yè)領(lǐng)域的錯(cuò)誤判別Poor identification of the competition 對(duì)競(jìng)爭(zhēng)認(rèn)知缺乏Overemphasis on competitors vi

2、sible competence 過分注重競(jìng)爭(zhēng)對(duì)手所顯示出來的才干Overemphasis on scope not posture 過分強(qiáng)調(diào)范圍而不是態(tài)勢(shì)Faulty assumptions about the competition 對(duì)競(jìng)爭(zhēng)情況作錯(cuò)誤假設(shè)Paralysis by analysis因分析而墮入企業(yè)運(yùn)作癱瘓.Competitor Profiling 競(jìng)爭(zhēng)對(duì)手概要分析Successful strategists take great pains in understanding their competitors 勝利的戰(zhàn)略家在了解競(jìng)爭(zhēng)者上付出極大的努力 Identifying

3、their strategies確定他們的戰(zhàn)略 Watching their actions察看他們的行動(dòng) Evaluating their vulnerability to driving forces and competitive pressures 評(píng)價(jià)他們的驅(qū)動(dòng)力的弱點(diǎn)以及競(jìng)爭(zhēng)壓力下的弱點(diǎn) Sizing up their resource strengths and weaknesses and their capabilities 評(píng)價(jià)他們的資源優(yōu)勢(shì)和弱勢(shì)以及他們的實(shí)踐才干 Trying to anticipate rivals next moves 試圖估計(jì)對(duì)手的下一步行動(dòng).Co

4、mpetitive Profiling - The 4 Corner Analysis Model (Porter, 1980).DRIVERS驅(qū)動(dòng)力CAN DO/IS DOING可行/現(xiàn)行Future Goals/Philosophies/Strategies未來目的/理念/戰(zhàn)略Current Strategies現(xiàn)行戰(zhàn)略Management Assumptions管理假設(shè)Capabilities才干COMPETITIVE PROFILING THE 4 CORNER ANALYSIS MODEL競(jìng)爭(zhēng)概要分析四角分析模型波特，1980 .Competitive Profile Matrix

5、競(jìng)爭(zhēng)態(tài)勢(shì)矩陣 (CPM) (David, 2001, pp. 114-115)CPM- compares competitors against critical success factors (CSFs) in the industry + other comparators (eg.- GE strengths)CPM- 將競(jìng)爭(zhēng)對(duì)手與行業(yè)中的關(guān)鍵勝利要素CSFs)及其他比較目的如-GE 優(yōu)勢(shì)進(jìn)展比較Weighted score system 加權(quán)評(píng)分系統(tǒng)CSFs/ comparators are weighted by importance ; 關(guān)鍵勝利要素CSFs)/比較目的按重要性進(jìn)

6、展加權(quán)Total 總分= 1.00 Competitors are listed re: relative strength for each CSF列出競(jìng)爭(zhēng)對(duì)手，例如根據(jù)在每個(gè)關(guān)鍵勝利要素上，各個(gè)競(jìng)爭(zhēng)對(duì)手的相對(duì)優(yōu)勢(shì)進(jìn)展羅列：4 = major strength 主要優(yōu)勢(shì)3 = minor strength 次要優(yōu)勢(shì)2 = minor weakness 次要優(yōu)勢(shì)1 = major weakness 主要優(yōu)勢(shì)Total weighted score indicates overall strength of competitor.加權(quán)總分表示競(jìng)爭(zhēng)對(duì)手的整體優(yōu)勢(shì).Customer & Produc

7、t Analysis Techniques顧客及產(chǎn)品分析技巧Customer value analysis 顧客價(jià)值分析Customer segmentation/ needs analysis顧客市場(chǎng)細(xì)分/需求分析Competitive benchmarking競(jìng)爭(zhēng)定標(biāo)比超/基準(zhǔn)設(shè)定.Customer Value Analysis顧客價(jià)值分析“Customer value is the most important source of competitive advantage. (F&B, p. 182)“顧客價(jià)值是競(jìng)爭(zhēng)優(yōu)勢(shì)的最主要來源。 (F&B, p. 182)CVA Process:

8、顧客價(jià)值分析流程 (CVA流程)Customer Intimacy 顧客親密度Surveys - Focus groups調(diào)查 焦點(diǎn)小組訪談法Conjoint analysis - Price Sensitivity analysis結(jié)合分析/交互分析 價(jià)錢敏感度分析Motivation analysis - Unmet Needs analysis動(dòng)機(jī)分析 未滿足需求分析Lead User analysis - Defection analysis領(lǐng)先運(yùn)用者分析 背棄分析.Customer Value Analysis顧客價(jià)值分析CVA Process (cont.)CVA流程續(xù)Formal

9、 CVA 正式CVAChoice of what matrices to use選擇運(yùn)用何種矩陣Use the matrices to create a picture 運(yùn)用矩陣以獲得一幅整體“圖畫了解全局Strategic Management of Customer Value 顧客價(jià)值的戰(zhàn)略管理Strengthen CV priorities 加強(qiáng)顧客價(jià)值的重要性Regularly monitor for CV shifts 經(jīng)常監(jiān)控顧客價(jià)值的轉(zhuǎn)變.Customer Segmentation & Needs Analysis顧客細(xì)分及需求分析Step 1: Segmentation第一步

10、：市場(chǎng)細(xì)分Segmentation Criteria (Consumer Markets)細(xì)分規(guī)范(消費(fèi)者市場(chǎng))Product-Related (“Why?)與產(chǎn)品相關(guān)的(“為什么？)User types (regular, first time, non-users, potential) 運(yùn)用者類型(常用者，初次運(yùn)用者，非運(yùn)用者，潛在運(yùn)用者Price sensitivity 價(jià)錢敏感度Consumption patterns/ usage frequency消費(fèi)習(xí)慣/運(yùn)用頻率Perceived benefits (performance, quality, image, service)

11、感知利益表現(xiàn)，質(zhì)量，籠統(tǒng)，效力Brand Loyalty 品牌忠實(shí)度Application (purchase occasion, media exposure) 運(yùn)用(購買場(chǎng)所，媒體曝光度.Customer Segmentation & Needs Analysis顧客細(xì)分及需求分析Step 1: Segmentation (cont.)第一步：市場(chǎng)細(xì)分Segmentation Criteria for Consumer Markets 消費(fèi)者市場(chǎng)的細(xì)分規(guī)范 User-based (“Who?)以運(yùn)用者為根底(“誰)Demographic人口Geographic地理Socioeconomic

12、 社會(huì)經(jīng)濟(jì)Lifestyle/ Personality 生活方式/性格.Customer Segmentation & Needs Analysis顧客細(xì)分及需求分析Step 1: Segmentation (cont.)第一步：市場(chǎng)細(xì)分(續(xù))Segmentation Criteria for Industrial Markets工業(yè)市場(chǎng)的細(xì)分規(guī)范User-based (“Who?)以運(yùn)用者為根底(“誰)Industry type/ position產(chǎn)業(yè)類型/定位Company size公司規(guī)模Technology employed所運(yùn)用的科技Product-related (“Why?)與產(chǎn)

13、品相關(guān)的(“為什么？)Consumption patterns - Seller/ Purchaser relationship消費(fèi)方式 買賣雙方的關(guān)系End usage - Purchasing policies最終用途 采購政策Perceived benefits感知利益Size of purchase采購規(guī)模.Customer Segmentation & Needs Analysis顧客細(xì)分及需求分析Step 2: Targeting第二步：確定目的4 R test: 4R測(cè)試R ate the market? (Quantitative + qualitative)評(píng)價(jià)市場(chǎng)定量 +

14、定性R ealistic in size? (Support segmentation?)規(guī)模能否具有現(xiàn)實(shí)性 能否足以進(jìn)展細(xì)分？R each?(Feasibly reachable?)實(shí)現(xiàn)？能否可行？R esponsiveness?(to marketing mix?)呼應(yīng)度/敏感度 對(duì)營銷組合的反響如何？Refine using Competitive & External analyses 運(yùn)用競(jìng)爭(zhēng)及外部分析加以修正Customer Value Analysis顧客價(jià)值分析.Customer Segmentation & Needs Analysis顧客細(xì)分及需求分析Step 3: Str

15、ategic Positioning第三步：戰(zhàn)略定位4 (5?) Ps of the Marketing Mix市場(chǎng)營銷組合的4(5?)PProduct產(chǎn)品Price價(jià)錢Promotion推行Place地點(diǎn)(People?)人Analysis tools:分析工具Conjoint analysis結(jié)合分析/交互分析Competitor maps競(jìng)爭(zhēng)對(duì)手圖Performance matrices, etc.績效矩陣，等.Experiential Exercise練習(xí)In your discussion groups, consider the organisation that you iden

16、tified in the Industry Analysis 在他的討論小組里，以他在產(chǎn)業(yè)分析里所用的組織為例Take 40 minutes to develop a hypothetical Customer Segmentation and Needs analysis for that organisation. 用40分鐘時(shí)間為該組織進(jìn)展一個(gè)“假設(shè)性的顧客市場(chǎng)細(xì)分及需求分析Be prepared to present a summary of your findings to the class.預(yù)備向全班同窗講述他們對(duì)發(fā)現(xiàn)結(jié)果的總結(jié)Have fun!享用其中的樂趣！.Competi

17、tive Benchmarking 競(jìng)爭(zhēng)定標(biāo)比超/基準(zhǔn)設(shè)定1) Determine which function(s) to benchmark.確定哪個(gè)些部門需求定標(biāo)比超/設(shè)立基準(zhǔn)/標(biāo)桿2) Identify key performance indicators (KPIs) to measure.確認(rèn)需求衡量的主要績效目的(KPIs)3) Identify best-in-class organisations確認(rèn)最優(yōu)秀的組織4)Measure performance of best-in-class organisations (Best Practice)衡量最優(yōu)秀組織的績效最正確實(shí)際

18、5) Measure your organisations performance 衡量他的組織的績效6) Specify programs & actions to close gap 對(duì)意在縮短差距的方案和行動(dòng)進(jìn)展詳細(xì)闡明7) Implement and monitor results.實(shí)施并監(jiān)測(cè)結(jié)果.Issues Analysis事項(xiàng)分析.Issues Priority Matrix 優(yōu)先事項(xiàng)矩陣 Low低 Impact 影響 High高UrgencyHigh高Low低New premises新辦公地點(diǎn)Expected product recall 估計(jì)產(chǎn)品召回New product l

19、aunch 新產(chǎn)品發(fā)布緊急性.Issues Priority Matrix優(yōu)先事項(xiàng)矩陣 Low低 Impact 影響 High高UrgencyHigh高Low低New premises新辦公地點(diǎn)Expected product recall估計(jì)產(chǎn)品召回New product launch新產(chǎn)品發(fā)布Monitor監(jiān)控Monitor closely/ act 親密監(jiān)控/行動(dòng)Urgent priority!緊急性緊急優(yōu)先！.Issues Priority Matrix優(yōu)先事項(xiàng)矩陣 Low低 Impact 影響 High高UrgencyHigh高Low低New premises新辦公地點(diǎn)Expecte

20、d product recall估計(jì)產(chǎn)品召回New product launch新產(chǎn)品發(fā)布Monitor監(jiān)控Monitor closely/ actMonitor closely/ act 親密監(jiān)控/行動(dòng)Urgent priority!Dynamic Movement動(dòng)態(tài)挪動(dòng)緊急性緊急優(yōu)先！.Scenario Analysis情景分析“What if?假設(shè)Quantitative定量Computerised Econometric models 電算化的計(jì)量經(jīng)濟(jì)學(xué)模型Downstream impacts with feedback loops 因反響環(huán)而產(chǎn)生的下游影響Qualitative定性

21、Intuitive methods直覺方法Delphi德爾菲法Cross Impact methods - interrelated dependencies相互影響方法相互依賴性.Scenario Analysis情景分析5 Specific Levels/ Purposes:5個(gè)詳細(xì)層次/目的STEEP scenario STEEP 情景Sensitivity scenario敏感度情景Internal/ controllable factors內(nèi)部/可控要素Spreadsheets電子數(shù)據(jù)表Industry scenario行業(yè)情景Diversification scenario多元化情

22、景Public Issue scenario公共事件情景.Stakeholder Analysis利益相關(guān)者分析Who?誰？What?什么？Opportunities & Threats (Challenges)?時(shí)機(jī)&要挾挑戰(zhàn)？Strategies 戰(zhàn)略.Stakeholder mapping利益相關(guān)者圖 利益程度低高力量低高最小的努力讓利益相關(guān)者稱心讓利益相關(guān)者知情主要參與者.Stakeholder mapping利益相關(guān)者圖 可預(yù)測(cè)性高低力量低高很少問題有強(qiáng)大力量但可預(yù)測(cè)不可預(yù)測(cè)但可管理最大的危險(xiǎn)或時(shí)機(jī).Experiential Exercise 練習(xí)In your discussion

23、 groups, consider that the organisation that you identified in the Industry Analysis is making a major shift in its strategic direction (you decide what that will be).在他的討論小組中，以他在行業(yè)分析中確定的組織為例，該組織正在作出一個(gè)艱苦的戰(zhàn)略方向改動(dòng)由他來決議它是一個(gè)什么樣的改動(dòng)Take 30 minutes to develop a hypothetical Predictability / Power Stakeholde

24、r Map for that organisation. 用30分鐘時(shí)間為該組織建立一個(gè)“假設(shè)性的可預(yù)測(cè)性/力量利益相關(guān)者圖Be prepared to present a summary of your findings to the class.預(yù)備向全班同窗講述他們對(duì)發(fā)現(xiàn)結(jié)果的總結(jié)Have fun!享用其中的樂趣！.Evolutionary Analysis Tools 進(jìn)化分析工具Experience Curve analysis閱歷曲線分析Growth Vector analysis增長矢量分析Patent analysis專利分析Product Life Cycle analysi

25、s產(chǎn)品生命周期分析S-curve analysis S曲線分析Organisational Life Cycle analysis組織生命周期分析.Experience Curve Analysis閱歷曲線分析Introduced as a concept by BCG in 1966該概念由波士頓管理咨詢公司BCG在1966年率先提出Used by Ford as early as 1908福特早在1908年就曾經(jīng)運(yùn)用Complex and limited復(fù)雜且有局限性Remember the Model T!記住T模型.Growth Vector Analysis Ansoff增長矢量分析

26、安索夫Ansoff模型MarketOpt ionsProduct Alternatives產(chǎn)品選項(xiàng)Present Products現(xiàn)有產(chǎn)品Improved Products改良產(chǎn)品New Products新產(chǎn)品Existing Market現(xiàn)有市場(chǎng)Expanded Market已拓展市場(chǎng)New Market新市場(chǎng)Market Penetration市場(chǎng)浸透2) Product Extension (eg.- variants/ imitations)產(chǎn)品擴(kuò)展例如變化/模擬3) Product Development (eg/- line extension產(chǎn)品開展例如：系列延伸4) Marke

27、t Extension市場(chǎng)拓展5) Market Segmentation/ Product Differentiation市場(chǎng)細(xì)分/產(chǎn)品差別化6) Product Development/ Market Extension產(chǎn)品開發(fā)/市場(chǎng)拓展7) Market Development市場(chǎng)開發(fā)8) Product/ Service Extension & Market Development 產(chǎn)品/效力拓展&市場(chǎng)開發(fā)9) Diversification多元化 市場(chǎng)選項(xiàng).Patent Analysis專利分析Identify scope確定范圍Specific geographical areas?特定的地理區(qū)域？Specific firms?特定企業(yè)？Specific technologies?特定技術(shù)？Determine analytical framework決議分析架構(gòu)Highly Cited Patents高