营业战略常用分析模型(培训材料)课件

*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Unit of measure,*,Footnote,Quelle:Source,Legend,Legend,Legend,营业战略常用分析模型,(,培训材料,),0,营业战略常用分析模型(培训材料)0,技术,PORTER,模型,供应商,客户,新入竞争者,替代产品,行业竞争,Source:Team,宏观经济,政府法规,需求,1,技术 PORTER 模型供应商客户新入竞争者替代产品行业竞,PORTER,外在因素的影响,变化因素,:,GDP,就业率,汇率,国际关系,现有需求,潜在需求,未来需求,限制进入,价格控制,重大技术突破,技术,宏观经济,法规,需求,行业,2,PORTER 外在因素的影响变化因素:现有需求限制进入重大技,PORTER,行业分析五要素,1,决定供应商影响力的应素,产品可细分性,替换供应商的代价,是否有可替代产品,供应商多少,等,4,决定替代产品威胁的因素,价格,转换成本,3,决定客户影响力的因素,决定,讨价还价实力的因素,:,供应商多寡,采购量,替换成本,信息,价格,品牌,2,市场进入屏障,规模,品牌,转换供应商成本,资金需求,渠道,政府法规,竞争报复,5,行业竞争者,2,新入竞争者,4,替代品,3,客户,1,供应商,5,决定竞争者行为的因素,对手多寡,行业成长速度,成本结构,剩余产能,产品差异,品牌效益,退出障碍,3,PORTER行业分析五要素1决定供应商影响力的应素4决定,S-C-P,模型,外在冲击,S,结构,C,行为,P,表现,行业,厂家,反馈,技术突破,法规变化,用户行为改变,需求特点,产品可替代性,产品,可区分性,增长速度,周期性,供应特点,供应商多寡,成本结构,产能利用率,进入,/,退出障碍,产业链特点,供应商讨价还价能力,客户抬价还价能力,营销行为,定价,数量,促销,新产品开发,产能变化,扩大,/,收缩,进入,/,退出,兼并,上下游扩张,合资,长期合同,内部改进,成本控制,改进流程,提高组织效率,效益,技术进步,4,S-C-P 模型外在冲击S结构C行为P表现行业厂家反馈技术突,S-C-P,模型示意,结构,行为,多,不同,稳定,寡,相同,高速,竞争者多寡,竞争者成本结构,需求增长,低,低,高,高,忠诚度,/,替换成本,产品差异性,行业业绩差,行业业绩好,5,S-C-P 模型示意结构行为多 不同稳定寡相同高速竞争者多寡,战略方阵分析模型,新的模型,传统模型,产业结构,/,行为,竞争实力来源,产业,新模型,6,战略方阵分析模型 新的模型传统模型产业结构/行为竞争实力,新的竞争实力来源分析方法,独到见解,运用独到的见解、知识、洞察力、远见、创造力来创造价值,一线执行能力,运用在简单的日常运营活动中稳定的优异表现，获得在质量、速度、价格方面的有时，从而创造价值,结构优势,包括规模、技术、专有知识、专利、渠道、等,根据传统微观经济学理论，只有在结构上拥有优势，才能具有竞争优势,传统竞争,一线执行能力,结构优势,产业结构,/,行为,竞争实力来源,Porter,模型的适用范围,独到知识见解,7,新的竞争实力来源分析方法 独到见解 一线执行能力 结构优势,举例,特点,举例,一线执行能力,结构优势,进入屏障高,多种竞争优势来源,竞争基础差异小,进入屏障低,独到知识,/,见解,由于技术、法规、需求等原因、市场出现重大变化，前景难测,某个人或公司具有独到的胆识、见解、和眼光,8,举例特点举例一线执行能力结构优势进入屏障高竞争基础差异小,行业结构,/,行为分析的新方法,相互依存系统,特殊关系,传统竞争,产业结构,/,行为,结构优势,一线执行能力,独到知识,/,见解,Porter,模型使用范围,竞争优势来源,9,行业结构/行为分析的新方法相互依存系统特殊关系传统竞争 产业,技术团体,大学,芬兰政府,分销商,用户群,营销伙伴,Nokia,手机,当地政府,Nokia,投资公司,相互依存系统,NOKIA,合同商,技术伙伴,Motorola(Ixtreme technology),CISCO(ATM-development),Texas instruments,SCI,Dortmund:development of qualification training,Peking:Internet technology R&D,USD 650 million under management,Founder of,WAP forum,Bluetooth special interest group,Early deregulation of telecom industry,AT&T(USA),Mannesmann(Germany),Mitsui(Japan),Club Nokia with,Careline,Events,News,Credits,Service,10,技术团体大学芬兰政府分销商 用户群营销伙伴Nokia 手机当,机会,/,风险,供需将会如何变化？,产业链将会如何变化,?,行业将可能出现什么重大变化,?,竞争对手,?,贵企业,SWOT,分析,如何抓住机会,如何进一步发挥优势,如何降低风险,如何减少劣势,优势,/,劣势,有形资产方面？,无形资产方面？,11,机会/风险贵企业SWOT 分析如何抓住机会如何进一步发挥优势,能力平台分析,实物资产,位置,/,区域,营销网络,品牌,专利,关系,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,创新,内部协调,市场定位,成本,/,效率,人才管理,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,有利的资产（有形和无形）,卓越的能力,在行业中胜出所必备 的能力,举例,12,能力平台分析实物资产BHPs low-cost mines,四中程度的不确定,直线型,分叉型,范围型,混乱型,1,2,3,2,13,四中程度的不确定直线型分叉型范围型混乱型123213,四个不同的战略态势,Play a leadership role in establishing how the industry operates,Structure/conduct,Processes/systems,Products/services,塑造未来,Invest sufficiently to stay in the game,but avoid premature commitments,见机行事,Win through speed,agility,and flexibility in recognizing and capturing opportunities,紧跟行业老大,Decide not to participate in the business going forward,急流勇退,14,四个不同的战略态势Play a leadership rol,战略举措种类,种类,举例,“,豪赌一吧,Purchase of PCS license in recent auction,Staples/Office Depot recent merger activities,“,绝对错不了,Generation cost reduction programs at U.S.electric utilities,Sales and marketing improvement programs for industrial customers at U.S.electric utilities,“,期权,B&Qs warehouse store pilot program,Pharmaceutical staged R&D programs,战略举措种类种类举例“豪赌一吧Purchase of,TURNING STRATEGIC POSTURE INTO A SET OF ACTIONS,Building blocks,Big bets,No regrets,Options,?,Shape the future,Reserve the right to play,Examples,Generation cost reduction programs at 4.5 electric utilities,Sales and marketing improvement programs for industrial customers of electric utilities,B&Qs warehouse store pilot program,Pharmaceutical staged R&D programs,Purchase of PCS license in recent auction,Staples/Office Depot recent merger activities,Adapt the fastest,TURNING STRATEGIC POSTURE INTO,STRATEGIC POSTURES UNDER UNCERTAINTY,Levels of uncertainty,Shape,Adapt,Scenario-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 one course unfolds(e.g.,Microsofts application software strategy),1,2,3,Commitment 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 or frontline execution(concept of best fit),Active direction-setting strategy(e.g.,Iridium),Emergent strategy development by continuous experimentation or by building organ