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单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Blindspot Analysis,盲点分析,Objective: To assess the presence of blindspots that may compromise a competitors ability to respond to a competitive action.,目的：评估某个盲点，该盲点可能削弱一个竞争者对一项竞争性举措的应对能力,Misjudging industry boundaries,对产业领域的错误判断,Poor identification of the competition,对竞争认知不足,Overemphasis on competitors visible competence,过分重视竞争对手所显示出来的能力,Overemphasis on scope not posture,过分强调范围而不是态势,Faulty assumptions about the competition,对竞争情况作错误假设,Paralysis by analysis,因分析而陷入企业运作瘫痪,1,Competitor Profiling,竞争对手概要分析,Successful strategists take great pains in understanding their competitors,成功的战略家在了解竞争者上付出极大的努力,Identifying their strategies,确定他们的战略,Watching their actions,观察他们的行动,Evaluating their vulnerability to driving forces and competitive pressures,评估他们的驱动力的弱点以及竞争压力下的弱点,Sizing up their resource strengths and weaknesses and their capabilities,评估他们的资源优势和弱势以及他们的实际能力,Trying to anticipate rivals next moves,试图预计对手的下一步行动,.,2,Competitive Profiling - The 4 Corner Analysis Model (Porter, 1980),3,DRIVERS,驱动力,CAN DO/IS DOING,可行,/,现行,Future Goals/Philosophies/Strategies,未来目标,/,理念,/,战略,Current Strategies,现行战略,Management Assumptions,管理假设,Capabilities,能力,COMPETITIVE PROFILING THE 4 CORNER ANALYSIS MODEL,竞争概要分析四角分析模型（波特，,1980,）,4,Competitive Pro,竞争态势矩阵,(CPM),(David, 2001, pp. 114-115),CPM- compares competitors against critical success factors (CSFs) in the industry + other comparators (eg.- GE strengths),CPM-,将竞争对手与行业中的关键成功因素（,CSFs),及其他比较指标（如,-GE,优势）进行比较,Weighted score system,加权评分系统,CSFs/ comparators are weighted by importance ;,关键成功因素（,CSFs)/,比较指标按重要性进行加权,Total,总分,= 1.00,Competitors are listed re: relative strength for each CSF,列出竞争对手，例如根据在每个关键成功因素上，各个竞争对手的相对优势进行罗列：,4 = major strength,主要优势,3 = minor strength,次要优势,2 = minor weakness,次要劣势,1 = major weakness,主要劣势,Total weighted score indicates overall strength of competitor.,加权总分表示竞争对手的整体优势,5,Customer & Product Analysis Techniques,顾客及产品分析技巧,Customer value analysis,顾客价值分析,Customer segmentation/ needs analysis,顾客（市场）细分,/,需求分析,Competitive benchmarking,竞争定标比超,/,基准设定,6,Customer Value Analysis,顾客价值分析,“Customer value is the most important source of competitive advantage.” (F&B, p. 182),“,顾客价值是竞争优势的最主要来源。”,(F&B, p. 182),CVA Process:,顾客价值分析流程,(CVA,流程,),Customer Intimacy,顾客亲密度,Surveys - Focus groups,调查 焦点小组访谈法,Conjoint analysis - Price Sensitivity analysis,联合分析,/,交互分析 价格敏感度分析,Motivation analysis - Unmet Needs analysis,动机分析 未满足需求分析,Lead User analysis - Defection analysis,领先使用者分析 背弃分析,7,Customer Value Analysis,顾客价值分析,CVA Process (cont.)CVA,流程（续）,Formal CVA,正式,CVA,Choice of what matrices to use,选择使用何种矩阵,Use the matrices to create a picture,使用矩阵以取得一幅整体“图画”（了解全局）,Strategic Management of Customer Value,顾客价值的战略管理,Strengthen CV priorities,增强顾客价值的重要性,Regularly monitor for CV shifts,经常监控顾客价值的转变,8,Customer Segmentation & Needs Analysis,顾客细分及需求分析,Step 1: Segmentation,第一步：（市场）细分,Segmentation Criteria (Consumer Markets),细分标准,(,消费者市场,),Product-Related (“Why?”),与产品相关的,(“,为什么？”,),User types (regular, first time, non-users, potential),使用者类型,(,常用者，初次使用者，非使用者，潜在使用者）,Price sensitivity,价格敏感度,Consumption patterns/ usage frequency,消费习惯,/,使用频率,Perceived benefits (performance, quality, image, service),感知利益（表现，质量，形象，服务）,Brand Loyalty,品牌忠诚度,Application (purchase occasion, media exposure),应用,(,购买场所，媒体曝光度）,9,Customer Segmentation & Needs Analysis,顾客细分及需求分析,Step 1: Segmentation (cont.),第一步：（市场）细分,Segmentation Criteria for Consumer Markets,消费者市场的细分标准,User-based (“Who?”),以使用者为基础,(“,谁”,),Demographic,人口,Geographic,地理,Socioeconomic,社会经济,Lifestyle/ Personality,生活方式,/,性格,10,Customer Segmentation & Needs Analysis,顾客细分及需求分析,Step 1: Segmentation (cont.),第一步：（市场）细分,(,续,),Segmentation Criteria for Industrial Markets,工业市场的细分标准,User-based (“Who?”),以使用者为基础,(“,谁”,),Industry type/ position,产业类型,/,定位,Company size,公司规模,Technology employed,所应用的科技,Product-related (“Why?”),与产品相关的,(“,为什么？”,),Consumption patterns - Seller/ Purchaser relationship,消费模式 买卖双方的关系,End usage - Purchasing policies,最终用途 采购政策,Perceived benefits,感知利益,Size of purchase,采购规模,11,Customer Segmentation & Needs Analysis,顾客细分及需求分析,Step 2: Targeting,第二步：确定目标,4 R test: 4R,测试,R ate the market? (Quantitative + qualitative),评估市场（定量,+,定性）,R ealistic in size? (Support segmentation?),规模是否具有现实性 （是否足以进行细分？）,R each?(Feasibly reachable?),实现？（是否可行？）,R esponsiveness?(to marketing mix?),响应度,/,敏感度 （对营销组合的反应如何？）,Refine using Competitive & External analyses,运用竞争及外部分析加以修改,Customer Value Analysis,顾客价值分析,12,Customer Segmentation & Needs Analysis,顾客细分及需求分析,Step 3: Strategic Positioning,第三步：战略定位,4 (5?) Ps of the Marketing Mix,市场营销组合的,4(5?)P,Product,产品,Price,价格,Promotion,推广,Place,地点,(People?),人,Analysis tools:,分析工具,Conjoint analysis,联合分析,/,交互分析,Competitor maps,竞争对手图,Performance matrices, etc.,绩效矩阵，等,13,Experiential Exercise,练习,In your discussion groups, consider the organisation that you identified in the Industry Analysis,在你的讨论小组里，以你在产业分析里所用的组织为例,Take 40 minutes to develop a hypothetical Customer Segmentation and Needs analysis for that organisation.,用,40,分钟时间为该组织进行一个“假设性的”顾客（市场）细分及需求分析,Be prepared to present a summary of your findings to the class.,准备向全班同学讲述你们对发现结果的总结,Have fun!,享受其中的乐趣！,14,Competitive Benchmarking,竞争定标比超,/,基准设定,1) Determine which function(s) to benchmark.,确定哪个（些）部门需要定标比超,/,设立基准,/,标杆,2) Identify key performance indicators (KPI,s) to measure.,确认需要衡量的主要绩效指标,(KPI,s),3) Identify best-in-class organisations,确认最优秀的组织,4)Measure performance of best-in-class organisations (Best Practice),衡量最优秀组织的绩效（最佳实践）,5) Measure your organisation,s performance,衡量你的组织的绩效,6) Specify programs & actions to close gap,对意在缩短差距的计划和行动进行详细说明,7) Implement and monitor results.,实施并监测结果,15,Issues Analysis,事项分析,16,Issues Priority Matrix,优先事项矩阵,Low,低,Impact,影响,High,高,Urgency,High,高,Low,低,New premises,新办公地点,Expected product recall,预计产品召回,New product launch,新产品发布,紧急性,17,Issues Priority Matrix,优先事项矩阵,Low,低,Impact,影响,High,高,Urgency,High,高,Low,低,New premises,新办公地点,Expected product recall,预计产品召回,New product launch,新产品发布,Monitor,监控,Monitor closely/ act,密切监控,/,行动,Urgent priority!,紧急性,紧急优先！,18,Issues Priority Matrix,优先事项矩阵,Low,低,Impact,影响,High,高,Urgency,High,高,Low,低,New premises,新办公地点,Expected product recall,预计产品召回,New product launch,新产品发布,Monitor,监控,Monitor closely/ actMonitor closely/ act,密切监控,/,行动,Urgent priority!,Dynamic Movement,动态移动,紧急性,紧急优先！,19,Scenario Analysis,情景分析,“What if?”,如果,Quantitative,定量,Computerised Econometric models,电算化的计量经济学模型,Downstream impacts with feedback loops,因反馈环而产生的下游影响,Qualitative,定性,Intuitive methods,直觉方法,Delphi,德尔菲法,Cross Impact methods - interrelated dependencies,相互影响方法相互依赖性,20,Scenario Analysis,情景分析,5 Specific Levels/ Purposes:5,个具体层次,/,目的,STEEP scenario STEEP,情景,Sensitivity scenario,敏感度情景,Internal/ controllable factors,内部,/,可控因素,Spreadsheets,电子数据表,Industry scenario,行业情景,Diversification scenario,多元化情景,Public Issue scenario,公共事件情景,21,Stakeholder Analysis,利益相关者分析,Who?,谁？,What?,什么？,Opportunities & Threats (Challenges)?,机会,&,威胁（挑战）？,Strategies,战略,22,Stakeholder mapping,利益相关者图,利益程度,低,高,力量,低,高,最小的努力,让利益相关者满意,让利益相关者知情,主要参与者,23,Stakeholder mapping,利益相关者图,可预测性,高,低,力量,低,高,很少问题,有强大力量但可预测,不可预测但可管理,最大的危险或机会,24,Experiential Exercise,练习,In your discussion 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).,在你的讨论小组中，以你在行业分析中确定的组织为例，该组织正在作出一个重大的战略方向改变（由你来决定它是一个什么样的改变）,Take 30 minutes to develop a hypothetical Predictability / Power Stakeholder Map for that organisation.,用,30,分钟时间为该组织建立一个“假设性的”可预测性,/,力量利益相关者图,Be prepared to present a summary of your findings to the class.,准备向全班同学讲述你们对发现结果的总结,Have fun!,享受其中的乐趣！,25,Evolutionary Analysis Tools,进化分析工具,Experience Curve analysis,经验曲线分析,Growth Vector analysis,增长矢量分析,Patent analysis,专利分析,Product Life Cycle analysis,产品生命周期分析,S-curve analysis S,曲线分析,Organisational Life Cycle analysis,组织生命周期分析,26,Experience Curve Analysis,经验曲线分析,Introduced as a concept by BCG in 1966,该概念由波士顿管理咨询公司（,BCG,）在,1966,年率先提出,Used by Ford as early as 1908,福特早在,1908,年就已经运用,Complex and limited,复杂且有局限性,Remember the Model T!,记住,T,模型,27,Growth Vector Analysis Ansoff,增长矢量分析安索夫（,Ansoff,）模型,Market,Opt ions,Product Alternatives,产品选项,Present Products,现有产品,Improved Products,改良产品,New Products,新产品,Existing Market,现有市场,Expanded Market,已拓展市场,New Market,新市场,Market Penetration,市场渗透,2) Product Extension (eg.- variants/ imitations),产品扩展（例如变化,/,模仿）,3) Product Development (eg/- line extension,产品发展（例如：系列延伸）,4) Market Extension,市场拓展,5) Market Segmentation/ Product Differentiation,市场细分,/,产品差异化,6) Product Development/ Market Extension,产品开发,/,市场拓展,7) Market Development,市场开发,8) Product/ Service Extension & Market Development,产品,/,服务拓展,&,市场开发,9) Diversification,多元化,市场选项,28,Patent Analysis,专利分析,Identify scope,确定范围,Specific geographical areas?,特定的地理区域？,Specific firms?,特定企业？,Specific technologies?,特定技术？,Determine analytical framework,决定分析架构,Highly Cited Patents,高引用率专利,Technical Impact Analysis (TII),技术影响分析,Identifies most technically significant,确定大多数技术重点,Current Impact Index (CII),现有影响指数,= (,avg citations per firm patent each year,企业专利被后续专利引用的年平均数）,(avg. number of citations for all patents in the database per yr,在专利数据库中所有专利被后续专利引用的年平均数,),Technical Cycle Time (TCT),技术生命周期,Median age of earlier patents cited in the firms most recent patents,企业的最新专利中所引用的早期专利的年龄的平均值（中位数）,29,Patent Analysis (cont.),专利分析,(,续,),Determine analytical framework (cont.),决定分析架构,(,续,),Technology Strength,技术力量,= no. of company patents x CII,企业专利数目,x,现有影响指数（,CII,）,Dominance & Scope Indicators,优势,&,范围指标,Observable patterns of citations between firms that reveal the competitive position of each firms technology and strategic thrust,企业间值得注意的（专利）引用模式，这些模式揭示了每个企业在技术和战略发展方向上的竞争地位,Determine which databases to search,决定搜索哪些数据库,Search databases,搜索数据库,Analyse data for statistical relevance,对数据的统计相关性进行分析,Continue to monitor periodically,持续地进行定期监控,30,
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