资源描述
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,*,*,*,Analytical Models-Examples,BCG Growth Matrix,波士顿成长矩阵,Competitive Position Matrix,竞争态势矩阵,Competitor Analysis,竞争者分析,Competitor Benchmarking,竞争者标竿,/,定标比超,/,确立基准,Core Competence Analysis,核心竞争力分析,Country risk analysis,国家风险分析,Distribution strategy analysis,分销战略分析,Experience Curve,经验曲线,Gap Analysis,差距分析,GEC Business Screen,通用电气业务筛选,Macro-environmental analysis,宏观环境分析,Marketing Technology Matrix,营销技术矩阵,McKinsey 7S Framework,麦肯锡,7S,框架,Organisation,and personality assessment,组织和性格评估,Patent analysis,专利权分析,PIMS,信息管理系统,Portfolio Analysis,组合分析,Porter-five forces for industry analysis,波特产业五种力量分析,Analytical Models-Examples,Porter Generic Strategies,波特一般竞争战略,Porter Value Chain,波特价值链,Portfolio Management&Restructuring Strategies,组合管理和调整战略,Product Life Cycle,产品生命周期,Ratio analysis,比率分析,R&D,product and manufacturing analysis,研发，,产品和制造分析,Regulatory and legislative analysis,规章和立法分析,Scenario analysis,情景分析,Shell Directional Policy Matrix,壳牌方向政策矩阵,Strategy hypotheses and alliance analysis,战略假设,和联盟分析,S-curve analysis S-,曲线分析,Sustainable growth rate analysis,可持续增长率分析,SWOT,分析,Technology forecasting,技术预测,Trend Analysis,趋势分析,War Games/Simulations,军事演习,/,模拟,Win/loss analysis,赢,/,输分析,Systems Thinking,系统思维,Analytical Technique Categories 1,分析方法分类,1,Environmental External,环境,-,外部,Macro-environmental,宏观环境,Micro-environmental,微观环境,Environmental Internal,环境,-,内部,Financial,财务的,Non-Financial,非财务的,Strategic,战略性的,Operational,运营,/,运作性的,Key,External,Environmental Analysis Techniques,关键外部环境分析方法,Macro-,Environment,宏观,-,环境,Context:,环境,The big picture as a system,作为一个系统的全景,affects more than the industry,比产业的影响更大,Examples:,例如,PEST,STEEP,PEST Analysis PEST,分析,P,olitical,政治的,E,conomic,经济的,S,ocial,社会的,T,echnological,技术的,Advantages:Reasonable scope,优点：范围合理,Disadvantages:Does not specifically address Ecological impacts,弱点：不特别强调生态影响,Need to identify the significance/,favourablity,/,unfavourablity,要确认意义,/,有利,/,没有利的一面,STEEP Analysis STEEP,分析,S,ocial,社会的,T,echnological,技术的,E,conomic,经济的,E,cological,生态的,P,olitico,-legal,政治和法律的,Advantages:Excellent scope,优点：范围极广,Disadvantages:?,缺点,Need to identify the significance/,favourability,/,unfavourablity,需要确认意义,/,有利,/,没有利的一面,Key,External,Environmental Analysis Techniques,关键外部环境分析方法,Micro-,Environment-Industry Analysis,宏观环境,-,产业分析,Context:,环境,The industry as a system,产业作为一个系统,Examples:,举例,Porter Diamond of National Competitive Advantage(macro+micro),波特金刚石国家竞争优势理论（宏观,+,微观）,Porter 5-Forces(9 Forces?),波特五种力量模型（,9,力？）,Competitor Analysis,竞争对手分析,Strategic Group Analysis,竞争群体分析,Porters Diamond of National Competitive Advantage,波特国家竞争优势金刚石理论,(Porter,1990),Firm Strategy,Structure&Rivalry,企业战略，结构和竞争者,Demand Conditions,需求条件,Related&Supporting Industries,相关和支持产业,Factor Conditions,要素条件,Porters Diamond of National Competitive Advantage,(Porter,1990),波特国家竞争优势金刚石理论,(Porter,1990),Demand Conditions,Factor Conditions,Govern-,men,t,政府,Chance,机会,Factor Conditions,要素条件,Demand Conditions,需求条件,Firm Strategy,Structure&Rivalry,企业战略，结构和竞争者,Related&Supporting Industries,相关和支持产业,Porters Diamond of National Competitive Advantage,(Porter,1990),波特国家竞争优势金刚石理论,(Porter,1990),Advantages:,优点,Useful to identify countries as candidates for investment/integration/development,确认投资,/,整合,/,开发的国家,Based upon-but extends-classical economic trade and value chain theory,依据古典经济贸易和价值链理论，但又有所扩充,Based upon level of sophistication,development and improvement not absolute inheritance,依据“复杂、发展和进步水平”而不是绝对禀赋,Disadvantages:,弱点,Often misconstrued to(mistakenly),analyse,other issues,经常被用来（错误地）分析其它问题,5 Forces Model,Porter,五种力量模型,-,波特,POTENTIAL ENTRANTS,潜在,竞争者的进入,SUPPLIERS,供应商,INDUSTRY COMPETITORS,产业竞争者,BUYERS,购买者,SUBSTITUTES,替代品,4)Threat of new,entrants,新,进入者的威胁,2)Bargaining power of,buyers,购买者,的议价力量,5)Threat of substitute products or,services,替代品,的威胁,3)Bargaining power of suppliers,供应商的议价力量,1)Rivalry among existing,firms,企业间,的竞争,12,5 Forces Model,Porter,五种力量模型,-,波特,Advantages,优点,Dynamic examines the forces acting on an industry,动态,-,研究作用于产业的力量,Analyses market attractiveness,分析市场吸引力,Based on economic theory,以经济理论为基础,Disadvantages,弱点,?,Industry Analysis Step 1,产业分析,-,第一步,Complete a Porter 5-Forces Analysis,做完一个波特,5,种力量模型分析,Industry Analysis Step 2:Competitor Analysis,产业分析,-,第二步：竞争者分析,Identify Competitors,确认竞争者,Identify Strategic Variables,eg,(Porter),确认战略变量例如波特,Specialisation,专业化,Brand identification,品牌识别,Push v.pull strategy,推进和拉动战略,Channel selection,分销渠道选择,Product quality,产品质量,Technological leadership,技术领先,Vertical integration,纵向一体化,Cost position,成本状态,Service level,服务水平,Price policy,价格方针,Leverage,杠杆作用,Relationship with parent company,与母公司的关系,Relationship to home and government,与母国和政府的关系,Weight the strategic variables,给战略变量加权,Rate competitors re:the strategic variables,用战略变量评定竞争者,Calculate,WSs,and,TWSs,计算,WSs,和,TWSs,Industry Analysis Step 2:Competitor Analysis,产业分析,-,第二步：竞争者分析,Industry Analysis Step 3:Strategic Group Analysis,产业分析,-,第三步：战略群体分析,Separate a list of significant competitors from Competitor Analysis,从竞争对手分析中列出系列竞争对手,Group Stra
展开阅读全文