营业战略常用分析模型

#,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,略常用,分,分析模,型,型,(,培训材,料,料,),0,技术,PORTER,模型,供应商,客户,新入竞,争,争者,替代产,品,品,行业竞,争,争,Source:Team,宏观经,济,济,政府法,规,规,需求,1,PORTER,外在因,素,素的影,响,响,变化因,素,素,:,GDP,就业率,汇率,国际关,系,系,现有需,求,求,潜在需,求,求,未来需,求,求,限制进,入,入,价格控,制,制,重大技,术,术突破,技术,宏观经济,法规,需求,行业,2,PORTER,行业分,析,析五要,素,素,1,决定供,应,应商影,响,响力的,应,应素,产品可,细,细分性,替换供,应,应商的,代,代价,是否有,可,可替代,产,产品,供应商,多,多少,等,4,决定替,代,代产品,威,威胁的,因,因素,价格,转换成,本,本,3,决定客,户,户影响,力,力的因,素,素,决定,讨价还,价,价实力,的,的因素,:,供应商,多,多寡,采购量,替换成,本,本,信息,价格,品牌,2,市场进,入,入屏障,规模,品牌,转换供,应,应商成,本,本,资金需,求,求,渠道,政府法,规,规,竞争报,复,复,5,行业竞,争,争者,2,新入竞,争,争者,4,替代品,3,客户,1,供应商,5,决定竞,争,争者行,为,为的因,素,素,对手多,寡,寡,行业成,长,长速度,成本结,构,构,剩余产,能,能,产品差,异,异,品牌效,益,益,退出障,碍,碍,3,S-C-P,模型,外在冲,击,击,S,结构,C,行为,P,表现,行业,厂家,反馈,技术突,破,破,法规变,化,化,用户行,为,为改变,需求特,点,点,产品可,替,替代性,产品,可区分,性,性,增长速,度,度,周期性,供应特,点,点,供应商,多,多寡,成本结,构,构,产能利,用,用率,进入,/,退出障,碍,碍,产业链,特,特点,供应商,讨,讨价还,价,价能力,客户抬,价,价还价,能,能力,营销行,为,为,定价,数量,促销,新产品,开,开发,产能变,化,化,扩大,/,收缩,进入,/,退出,兼并,上下游,扩,扩张,合资,长期合,同,同,内部改,进,进,成本控,制,制,改进流,程,程,提高组,织,织效率,效益,技术进,步,步,4,S-C-P,模型示,意,意,结构,行为,多,不同,稳定,寡,相同,高速,竞争者,多,多寡,竞争者,成,成本结,构,构,需求增,长,长,低,低,高,高,忠诚度,/,替换成,本,本,产品差,异,异性,行业业,绩,绩差,行业业,绩,绩好,5,战略方,阵,阵分析,模,模型,新的模,型,型,传统模,型,型,产业结,构,构,/,行为,竞争实,力,力来源,产业,新模型,6,新的竞,争,争实力,来,来源分,析,析方法,独到见,解,解,运用独,到,到的见,解,解、知,识,识、洞,察,察力、,远,远见、,创,创造力,来,来创造,价,价值,一线执,行,行能力,运用在,简,简单的,日,日常运,营,营活动,中,中稳定,的,的优异,表,表现，,获,获得在,质,质量、,速,速度、,价,价格方,面,面的有,时,时，从,而,而创造,价,价值,结构优,势,势,包括规,模,模、技,术,术、专,有,有知识,、,、专利,、,、渠道,、,、等,根据传,统,统微观,经,经济学,理,理论，,只,只有在,结,结构上,拥,拥有优,势,势，才,能,能具有,竞,竞争优,势,势,传统竞,争,争,一线执,行,行能力,结构优,势,势,产业结,构,构,/,行为,竞争实,力,力来源,Porter,模型的,适,适用范,围,围,独到知,识,识见解,7,举例,特点,举例,一线执,行,行能力,结构优,势,势,进入屏,障,障高,多种竞,争,争优势,来,来源,竞争基,础,础差异,小,小,进入屏,障,障低,独到知,识,识,/,见解,由于技,术,术、法,规,规、需,求,求等原,因,因、市,场,场出现,重,重大变,化,化，前,景,景难测,某个人,或,或公司,具,具有独,到,到的胆,识,识、见,解,解、和,眼,眼光,8,行业结,构,构,/,行为分,析,析的新,方,方法,相互依,存,存系统,特殊关,系,系,传统竞,争,争,产业结,构,构,/,行为,结构优,势,势,一线执,行,行能力,独到知,识,识,/,见解,Porter,模型使,用,用范围,竞争优,势,势来源,9,技术团,体,体,大学,芬兰政,府,府,分销商,用户群,营销伙,伴,伴,Nokia,手机,当地政,府,府,Nokia,投资公,司,司,相互依,存,存系统,NOKIA,合同商,技术伙,伴,伴,Motorola(Ixtremetechnology),CISCO(ATM-development),Texasinstruments,SCI,Dortmund:development of qualificationtraining,Peking:Internettechnology R&D,USD650millionundermanagement,Founder of,WAPforum,Bluetoothspecialinterestgroup,Earlyderegulationoftelecomindustry,AT&T(USA),Mannesmann(Germany),Mitsui(Japan),Club Nokia with,Careline,Events,News,Credits,Service,10,机会,/,风险,供需将,会,会如何,变,变化？,产业链,将,将会如,何,何变化,?,行业将,可,可能出,现,现什么,重,重大变,化,化,?,竞争对,手,手,?,贵企业,SWOT,分析,如何抓,住,住机会,如何进,一,一步发,挥,挥优势,如何降,低,低风险,如何减,少,少劣势,优势,/,劣势,有形资,产,产方面,？,？,无形资,产,产方面,？,？,11,能力平,台,台分析,实物资,产,产,位置,/,区域,营销网,络,络,品牌,专利,关系,BHP,slow-costmines,Telecomm/mediacompany withrightsradiospectrum,Avonsrepresentatives,Coca-Cola,Pharmaceuticalcompany withawonder drug,”,”,Favorednation statuswith akey minister in liberalizingeconomy,创新,内部协,调,调,市场定,位,位,成本,/,效率,人才管,理,理,3Mwith newproducts,McDonalds withQSC&V,J&Jwithbranded consumer healthproducts,Emerson ElectricsBestCost Producer program,P&Gbrandmanagementprogram,有利的,资,资产（,有,有形和,无,无形）,卓越的,能,能力,在行业,中,中胜出,所,所必备,的,的能,力,力,举例,12,四中程,度,度的不,确,确定,直线型,分叉型,范围型,混乱型,1,2,3,2,13,四个不,同,同的战,略,略态势,Play aleadershiprole in establishinghowthe industry operates,Structure/conduct,Processes/systems,Products/services,塑造未,来,来,Investsufficiently to stayinthe game,butavoidprematurecommitments,见机行,事,事,Winthroughspeed,agility,and flexibility in recognizing andcapturingopportunities,紧跟行,业,业老大,Decidenot to participate in thebusinessgoingforward,急流勇,退,退,14,战略举,措,措种类,种类,举例,“,豪赌一,吧,吧,PurchaseofPCSlicenseinrecentauction,Staples/Office Depot recentmergeractivities,“,绝对错,不,不了,Generation costreduction programs at U.S.electricutilities,Sales andmarketingimprovementprogramsforindustrial customersatU.S.electric utilities,“,期权,B&Q,swarehousestorepilotprogram,Pharmaceutical stagedR&Dprograms,TURNING STRATEGICPOSTURE INTOASETOFACTIONS,Buildingblocks,Big bets,Noregrets,Options,?,Shapethefuture,Reserve therighttoplay,Examples,Generation costreduction programs at 4.5electricutilities,Sales andmarketingimprovementprogramsfor industrialcustomers of electric utilities,B&Qs warehousestorepilotprogram,Pharmaceutical stagedR&Dprograms,PurchaseofPCSlicenseinrecentauction,Staples/Office Depot recentmergeractivities,Adaptthefastest,STRATEGICPOSTURESUNDERUNCERTAINTY,Levelsofuncertainty,Shape,Adapt,Scenario-makingstrategytomakeonediscreteoutcomemore likely(e.g,JVCsVCRlicensing strategy),Retainflexibilitytostayinthegameregardless of outcome,watching outforsignposts andupdatingstrategyasonecourse unfolds(e.g.,Microsofts application software strategy),1,2,3,Commitment to establishindustrystandard/touchstone thatcreatesorderbysuperiorityand/orself-fulfilling prophecy(e.g.,Netscape),Emergentstrategydevelopmentespecially strategy as organization(e.g.,GoldmanSachs,McKinsey),?,Raiselevelofuncertaintyandchange thegame(e.g,FedEx),Compete on structuraladvantage or frontlineexecution(conceptofbestfit),Activedirection-settingstrategy(e.g.,Iridium),Emergentstrategydevelopmen