企业内部实力

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,2021/2/8,#,战略管理框架,远景和使命陈述,环境研究,核心能力,战略选择,战术选择,资源配置计划,业绩度量与评价,反馈：不断学习，灵活调整,1,2,3,4,5,September 2002,1,天,一般环境,行业环境,竞争对手,企业自身,知天知地,知利危,知彼知己,识长短,扬长避短,趋利避害,满足顾客,目标市场,地,彼,己,顾客,外部环境和内部实力研究,深谙顾客,September 2002,2,第六讲 企业内部实力研究,1、竞争对手研究,2、自己研究,September 2002,3,1.竞争对手研究,(1)如何识别竞争对手,其他企业如何定义其市场范围的？,其他企业所提供的产品或服务与本企业所提供的价值相似性如何？,其他企业在本产业是如何行动的？,How do other firms define the scope of their market?,How similar are the benefits the customers derive from the products and services that other firms offer?,How committed are other firms to the industry?,September 2002,4,(2)识别潜在的竞争对手,虽不本产业但可特别便宜地克服进入壁垒者；,在本产业经营具有明显的协同效应者；,进入本产业竞争是其公司战略的自然延伸者；,前向一体化的供方或后向一体化的买方。,Firms not in the industry but who could overcome entry barriers particularly cheaply;,firms for whom there is obvious synergy from being in the industry;,firms for whom competing in the industry is an obvious extension of the corporate strategy;,customers or suppliers who may integrate backward or forward .,September 2002,5,(3),识别对手的常见错误,过分重视现有的和已知的对手而给潜在的入侵者不充分的注意；,过分重视大对手而忽视小者；,忽视国际竞争者；,假设其他公司继续采取与过去一样的行动；,Overemphasizing current and known competitors while giving inadequate attention to potential entrants.,Overemphasizing large competitors while ignoring small ones.,Overlooking potential international competitors.,Assuming that companies will continue to behave the same as in the past.,September 2002,6,误读可能反映对手战略转变的信号；,过分重视对手的财务资源、市场地位等；,假设产业内企业面临同样的威胁和机会；,相信战略的目的是漂亮地竞争而非满足顾客需要。,Misreading signals that may indicate a shift of the focus of the competitor.,Overemphasizing competitors financial resources, market position, etc.,Assuming that all firms in the industry are subjected to the same constraints or are open for the same opportunities.,Believing that the purpose of strategy is to outsmart the competition, than to satisfy customer needs.,September 2002,7,(4)竞争对手分析框架,September 2002,8,组合分析和竞争对手目标,对手的母公司用何标准划分其经营单位？每个经营单位是如何被划分的？,什么经营被看作是金牛单位？,哪些经营单位被看作是收获或剥离单位？,哪些单位作为公司抵销震荡的稳定源？,What criteria are used to classify businesses at the competitors parent if a classification scheme is in use? How is each business classified?,What Businesses are being counted on to be cash cows?,Which Businesses are candidates for harvest or divestment given their position in the portfolio?,What Businesses are the habitual sources of stability to offset fluctuations elsewhere in the portfolio?,September 2002,9,哪些单位,代,代表保护,主,主要业务,的,的防火墙,？,？,哪些业务,被,被看作是,明,明星单位,？,？,哪些业务,在,在公司业,务,务组合中,具,具有杠杆,作,作用？,Which Businessesrepresent defensivemoves to protect othermajor businesses?,Which Businessesarethemost promisingareas the parentcompanyhasinwhich toinvestresources and buildmarket position?,Which Businesseshave alotof “leverage,”,” intheportfolio?These businessesareones whereperformancechangeswillhave asignificantimpact on the performance oftheparentoverallin termsofstability, earnings,cash flow,sales growth, orcosts.Suchbusinesseswillbeprotected vigorously.,September 2002,10,假设,“假设”,研,研究主要,考,考察竞争,对,对手在本,行,行业中经,营,营的历史,、,、在其他,行,行业中经,营,营的历史,、,、对本行,业,业经营传,统,统的认识,、,、管理层,结,结构和个,人,人历史背,景,景，以及,企,企业的顾,问,问单位或,个,个人的背,景,景。,比如，典,型,型的例子,是,是Phlip Morris公司1970年(一家烟,草,草公司，,其,其著名品,牌,牌“万宝,路,路”)收,购,购Miller公,司,司(一家,啤,啤酒公司)，从烟,草,草行业进,入,入了啤酒,行,行业，把,在,在烟草行,业,业中的经,营,营经验,市场细,分,分策略,带入啤,酒,酒行业，,从,从而打破,了,了啤酒行,业,业的传统,经,经营思维,：,：啤酒市,场,场是同质,市,市场，只,要,要推出一,种,种产品及,一,一种包装,，,，消费者,就,就得到了,满,满足。它,推,推出了一,种,种7盎司,一,一瓶的“,小,小马力”,啤,啤酒，并,又,又推出名,叫,叫“Lite”的,低,低热量啤,酒,酒和“Lowenbrau,”,”的高档,啤,啤酒，获,得,得了巨大,成,成功。,September 2002,11,现有战略,与,与能力,参见价值,链,链分析和,核,核心能力,分,分析,September 2002,12,2、自己,分,分析,September 2002,13,(1)价,值,值链分析,根据价值,链,链分析法,，,，每个企,业,业都是用,来,来进行设,计,计、生产,、,、营销、,交,交货以及,对,对产品起,辅,辅助作用,的,的各种价,值,值活动的,集,集合。企,业,业的各种,价,价值活动,分,分为两类,，,，基本活,动,动(primary activities)和辅助,活,活动(support activities)。,September 2002,14,按价值活,动,动的工艺,顺,顺序，基,本,本活动由,五,五个部分,构,构成:,内部后,勤,勤(inbound logistics),，,，与接收,、,、存储和,分,分配相关,联,联的各种,活,活动；,生产作业(operations)，与将,投,投入转化为,最,最终产品形,式,式相关的各,种,种活动；,外部后勤(outboundlogistics),，,，与集中、,存,存储和将产,品,品发送给买,方,方有关的各,种,种活动；,市场营销,和,和销售(marketing and sales)，,与,与传递信息,、,、引导和巩,固,固行购买有,关,关的各种活,动,动；,服务(service)，与提,供,供服务以增,加,加或保持产,品,品价值有关,的,的各种活动,。,。,September2002,15,September2002,16,September2002,17,辅助活动主,要,要包括：,企业基础,设,设施(firm infrastructure)，包,括,括总体管理,、,、计划、财,务,务、会计、,法,法律、信息,系,系统等价值,活,活动。,人力资源,管,管理(human resource management)，,包,包括组织各,级,级员工的招,聘,聘、培训、,开,开发和激励,等,等价值活动,。,。,技术开,发,发(technologydevelopment)，包括,基,基础研究,、,、产品设,计,计、媒介,研,研究、工,艺,艺与装备,设,设计等价,值,值活动；,采购(procurement),，,，指购买,用,用于企业,价,价值链各,种,种投入的,活,活动，包,括,括原材料,采,采购，以,及,及诸如机,器,器、设备,、,、建筑设,施,施等直接,用,用于生产,过,过程的投,入,入品采购,等,等价值活,动,动。,September 2002,18,September 2002,19,September 2002,20,如何画价,值,值链?,企业的一,切,切活动都,应,应视为一,项,项基本或,辅,辅助的活,动,动。价值,活,活动的分,类,类是任意,的,的，但人,们,们应该选,择,择能对企,业,业提供最,透,透彻理解,的,的类别，,并,并且根据,工,工艺流程,来,来安排活,动,动的顺序,。,。各项活,动,动的分解,与,与组合应,依,依赖于这,些,些活动的,经,经济性和,分,分析价值,链,链的目的,。,。,September 2002,21,基本原则,是,是： 价,值,值活动应,分,分别列入,能,能最好地,反,反映它们,对,对企业竞,争,争优势贡,献,献的类别,中,中,具有不同,的,的经济性,；,；,对特色优,势,势产生很,大,大的潜在,影,影响；,在成本中,比,比例很大,或,或所占比,例,例在上升,。,。,September 2002,22,