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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,第,*,页,营销及管理体系咨询,Sinotrust,新天国际葡萄酒业有限公司,新天国际葡,萄,萄酒业有限,公,公司,营销及管理,体,体系咨询,第四期之,（战略方向,和,和企业文化,建,建设),新华信管理,咨,咨询公司,2001年7月06日,上,上海,1,多元化战略,的,的业务选择,注：匹配程,度,度是将泸州,老,老窖可能进,军,军行业的关,键,键成功因素,与,与泸州老窖,企,企业特征相,比,比较，从而,判,判断出匹配,程,程度,创造价值可,能,能性是通过,分,分析泸州老,窖,窖的企业特,征,征，判断泸,州,州老窖最可,能,能为某行业,企,企业创造价,值,值的可能性,。,。,5,4,3,2,1,5,4,3,2,1,核心业务,边缘业务,现金流业务,陷阱业务,包袱业务,饮料,中成药,生物制药,创造价值可能性,匹配程度,低,高,低,高,2,业务类型描,述,述,泸州老窖企业特征与进军行业的关键成功因素之间的匹配性,泸州老窖企业特征为目标企业创造价值的可能性,不匹配,核心业务,边缘业务,现金流业务,陷阱业务,包袱业务,很大,较大,较小,较大,较小,非常匹配,基本匹配,基本匹配,不匹配,优先考虑,重点考虑,效果很难判断,不考虑,尽量回避,能为多元化企业带来稳定现金流,能为多元化企业带来稳定现金流,能为多元化企业带来稳定现金流,很难为多元化企业带来稳定现金流,很难为多元化企业带来稳定现金流,对环境具有较强适应能力,对环境具有一定适应能力,对环境适应能力较弱,对环境适应能力较弱,对环境具有一定适应能力,业务特征,业务类型,考虑因素,结论,3,分销/,分销物流,售后服务,价值链分析,用,用法界定,价值链的长,度,度主要取决,于,于分析项目,目,目的,行业价值链:,公司价值链:,重要活动链:,研发,采购/,采购物流,制造/,运行,营销及销售,材料预备,功能转变,组装成形,品质保证,包装,供应,(供应商),转变,(制造商),流通,(经销商/,零售商),消费,(最终用户),战略供应商,成本分析,竞争差异化,行业划分,流程再造,成本分析,竞争差异化,项目,4,valuechain,成本领先,Differentiation,Company Bsellssameproduct as companyA butearns twice the level ofprofit per unit,Company Cproduces,at the same cost ascompany D,a productthatcustomersvalue more andhavea higherwillingness-to-pay.Company Cearns twice the level ofprofit per unit,售价,Pricepremium,Two ViableStrategies,5,industryanalysis,成功的资合,企,企业必须同,时,时关注三个,层,层面的业务,第一层面,核心业务,第二层面,新兴业务,第三层面,候选业务,没有开发未,来,来：没有第,三,三层面源源,不,不断提出新,待,待开发项目,，,，第,二层面业务,会,会逐渐枯竭,，,，最后是第,一,一层面业务,丧,丧失，无法,增,增长,6,风险投资符,合,合新华信的,战,战略：高边,际,际收益、领,先,先半步、客,户,户导向,7,Alternatives,Attractiveindustries toenter,Industriesfromwhich weshould exit,Increase and maintain competitive advantage in currentbusiness,Establishsustainable competitive advantage in a new business,Participate inan industry with above averageprofit potential,Achieve superior returnsin any industry,PortfolioStrategy,Competitive Strategy,StrategicAlternatives,8,industryanalysis,CoreCompetency,Business A,Business B,Business C,Business D,Core Competencies,Majorbusinesses arebased onthe companys core competencyor are closelyaround it.,9,BusinessDefinition,Thebusinessdefinitiondelineateseconomicboundaries.Costsharingandcustomersharingaretheprimarydeterminantsofdefiningabusiness.,High,CostSharing,Low,Low,High,CustomerSharing,Onebusiness,(chargecardsandcreditcards),Onebusinesswithpotentialfordifferentiationornicheposition,(CrosspensandBICpens),Separatebusinesseswithpotentialforcostleadership,(oilandrefineryby-products),Separatebusinesses,(beeranddistilledspirits),Separatebusinesseswithpotentialforbundling,(touringqualitymicrophonesandspeakers),Onebusinesswithpotentialforsubstitution,(milkcartonsandglassmilkbottles),10,BusinessDefinition,Core competencyfallswithin onebusinessofkeyadvantagesorseparatebusinesses of major advantages.,High,Cost Sharing,Low,Low,High,CustomerSharing,SeparateBusinesses of SignificantAdvantages,SeparateBusinesses,OneBusiness,SeparateBusinesses of Major Advantages,11,Company Positioning,Gaining share,30%,30%,15%,15%,Company Growth,MarketGrowth,Losingshare,Client,Player,%of marketsize,Competitor A,Client,$100MM,100%,Competitor B,Competitor C,Others,Competitor A,Competitor B,Competitor C,12,RedBook,RMS(log),ROS,Low,High,Sales,BusinessA,BusinessB,Ifkeybusinessesfall outofnormativeband,Companies shouldimprove itsperformancefirstinstead of entering other businesses.,ROS/RMSMatrix,13,Growth/ShareMatrix,Market Growth,Market Share,Star,Cow,Dog,?,Low,High,Low,High,BusinessA,BusinessB,It is extremelyimportant tounderstandstrategic positionsof businesses.,14,RedBook,Considerations of Business Diversification and Expensation,Business,Market Size,Criteria,Market Growth,RMS,CompanyGrowth,CostPosition,A,B,C,D,Core,Corebusiness,Relevantbusiness,Relevantbusiness,Nonocre/relevant,Large,Small,Slow,Market Leader,Faster thanmarket,Costleader,Market Share,Large,15,品牌战略,“高价位,产,产品”所,占,占比例,“徒步履行者”（慢速增长）,几个强大的竞争者（价格伞）,跟随者,小的价值分割,战略：别把穿打翻了,跟随领导价格,通过创新获取份额,“高速路”,优势市场份额,小的价值分割,消费者忠诚度高,战略：最大化利润pool和利润pool份额,保持/提高价格,向消费者提供新型产品,“低速路”,高价位,垄断性份额,大的价格细分,通常是地域性业务,战略：扩大高价位产品,与价格相比，较低的VA成本,采用不同的广告促销方式,获取地区性的业务,“死路”,价格战,低忠诚度,战略：彻底重新思考,彻底改变成本或重新评估参与种类,相对市场,份,份额,低,高,低,高,16,
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