营业战略常用分析模型.ppt

1、0,营业战略常用分析模型(培训材料),1,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,2,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,行业,3,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

2、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,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,5,S-C-P 模型示意,多,不同,稳定,寡,相同,

3、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,6,战略方阵分析模型 新的模型,传统模型,产业结构/行为,竞争实力来源,产业,新模型,7,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

4、围,独到知识见解,8,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,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,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)

5、CISCO(ATM-development),Texas instrumentsSCI,Dortmund:development of qualification trainingPeking:Internet technology R&D,USD 650 million under management,Founder of WAP forumBluetooth special interest group,Early deregulation of telecom industry,AT&T(USA)Mannesmann(Germany)Mitsui(Japan),Club Nokia w

6、ith CarelineEventsNewsCreditsService,11,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？,12,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 minesTelecomm/media company with rights radio spectrumAvons representativesCoca-ColaPharmaceutical company wi

7、th 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 productsMcDonalds with QSC&VJ&J with branded consumer health productsEmerson Electrics Best Cost Producer programP&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,13,四中程度

8、的不确定,直线型,分叉型,范围型,混乱型,1,2,3,2,14,四个不同的战略态势,Play a leadership role in establishing how the industry operatesStructure/conductProcesses/systemsProducts/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

9、 capturing opportunities,紧跟行业老大,Decide not to participate in the business going forward,急流勇退,战略举措种类,种类,举例,“豪赌一吧,Purchase of PCS license in recent auctionStaples/Office Depot recent merger activities,“绝对错不了,Generation cost reduction programs at U.S.electric utilitiesSales and marketing improvement pr

10、ograms for industrial customers at U.S.electric utilities,“期权,B&Qs warehouse store pilot programPharmaceutical staged R&D programs,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

11、 programs at 4.5 electric utilitiesSales and marketing improvement programs for industrial customers of electric utilities,B&Qs warehouse store pilot programPharmaceutical staged R&D programs,Purchase of PCS license in recent auctionStaples/Office Depot recent merger activities,Adapt the fastest,17,

12、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 unfold

13、s(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 organizational capabilities(strategy as organization),