06 ACCAP3Models.docx

06 ACCAP3Models.docx

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06ACCAP3Models

1.mission&objective&stakeholders

-culture:

cultureweb

Symbols:

Thesymbolsexplorethelogos,offices,titlesandterminologyoftheorganisation.

Powerstructures:

Thepowerstructuresoftheorganisationaresignificant.Powercanbeseenastheabilityofcertaingroupstopersuadeorcoerceotherstofollowacertaincourseofaction.

organisationalstructure:

Theorganisationalstructureislikelytoreflectandreinforcethepowerstructure.

Controlsystem:

Thecontrolsoftheorganisationrelatetothemeasurementsandrewardsystemswhichemphasisewhatisimportanttotheorganisation.

routinesandrituals:

Theroutinesandritualsarethewaymembersoftheorganisationgoabouttheirdailyworkandthespecialeventsorparticularactivitiesthatreinforcethe‘waywedothingsaroundhere’.

Storiesandmyths:

Storiesareusedbymembersoftheorganisationtotellpeoplewhatisimportantintheorganisation.

Paradigm:

Thisisthesetofassumptionsthatarelargelyheldincommonandaretakenforgrantedintheorganisation.

-Stakeholdermapping:

Medelow’spower-interestmatrix

GroupA

Thecompanymayrequirelittleornoefforttobefocusedonthisgroup.Thestakeholdersposenothreatduetoalackofbothinterestandpower.

GroupB

Thisgroup,althoughhavingahighinterest,haslittlepowertoexercisecontrolsotheycanbemaintainedthroughthemanagementofinformationtokeeptheminformedofcompanyevents.

GroupC

Thisgroupmayormaynotrealisethedegreeofeffecttheyhaveoverthecompanyandthereforemustbekeptsatisfied.However,becauseoftheirlowinterestinevents,theyareunlikelytocausesignificantdisruption.

GroupD

Thecompanymusttrytosatisfythisgroupfirstandforemostastheyhavethepowertoeffectthecompanyandahighdegreeoflikelihoodthattheywillusetheirpower.

Mainbenefits

Therearetwomainbenefitstothistool:

1.Ithelpscategorisestakeholdersandidentifygroupsmostlikelytoaffectandbeaffectedbycompanydecisions.

2.Itletsthecompanyassesswaystoimproveitscommunicationbasedonproveninterestofstakeholders.Forexampleastakeholderwhoisgreatlyinterested,butexerciseslittlepower,mayonlyrequireanewslettertokeeptheminformedofcompanyevents.Alternatively,amajorshareholder,wieldingbothpowerandinterest,maydemanddirectinvolvementinanybigcompanydecisions,suchasdirectvotingatanAnnualGeneralMeeting.Byanalysingthedifferentgroupsofstakeholder,companiescanprioritiseandfocustheireffortstomaximisetheeffectivenessoftheirstakeholders'interestandpoweronbigstrategicdecisions.

2.environment

（1）ExternalFactorAnalysis

-Macro-environmentalanalysis:

PESTEL

1.政治因素（Political）：

是指对组织经营活动具有实际与潜在影响的政治力量和有关的政策、法律及法规等因素。

·政府的管制和管制解除·政府采购规模和政策·特种关税·专利数量·中美关系·财政和货币政策的变化·特殊的地方及行业规定·世界原油、货币及劳动力市场·进出口限制

·他国的政治条件·政府的预算规模

2.经济因素（Economic）：

是指组织外部的经济结构、产业布局、资源状况、经济发展水平以及未来的经济走势等。

·经济转型·可支配的收入水平·利率规模经济·消费模式·政府预算赤字·劳动生产率水平·股票市场趋势·进出口因素·地区间的收入和销售消费习惯差别·劳动力及资本输出

·财政政策·欧共体政策·居民的消费趋向·通货膨胀率·货币市场利率·汇率·国民生产总值变化趋势

3.社会因素（Social）：

是指组织所在社会中成员的历史发展、文化传统、价值观念、教育水平以及风俗习惯等因素。

·企业或行业的特殊利益集团·国家和企业市场人口的变化·生活方式·公众道德观念·对环境污染的态度社会责任·收入差距·人均收入·价值观、审美观·对售后服务的态度·地区性趣味和偏好评价

 4.技术因素（Technological）：

技术要素不仅仅包括那些引起革命性变化的发明，还包括与企业生产有关的新技术、新工艺、新材料的出现和发展趋势以及应用前景。

·企业在生产经营中使用了哪些技术

　　·这些技术对企业的重要程度如何

　　·外购的原材料和零部件包含哪些技术

　　·上述的外部技术中哪些是至关重要的？

为什么？

　　·企业是否可以持续的利用这些外部技术

　　·这些技术最近的发展动向如何？

哪些企业掌握最新的技术动态？

　　·这些技术在未来会发生哪些变化？

　　·企业对以往的关键技术曾进行过哪些投资？

　　·企业的技术水平和竞争对手相比如何？

　　·企业及其竞争对手在产品的开发和设计、工艺革新和生产等方面进行了哪些投资

　　·外界对各公司的技术水平的主观排序

　　·企业的产品成本和增值结构是什么？

　　·企业的现有技术有哪些能应用？

利用程度如何？

　　·企业需要实现目前的经营目标需要拥有哪些技术资源？

　　·公司的技术对企业竞争地位的影响如何？

是否影响企业的经营战略？

 5.环境因素（Environmental）：

一个组织的活动、产品或服务中能与环境发生相互作用的要素。

·企业概况（数量，规模，结构，分布）·该行业与相关行业发展趋势（起步，摸索，落后）

·对相关行业影响·对其他行业影响·对非产业环境影响（自然环境，道德标准）·媒体关注程度·可持续发展空间（气候，能源，资源，循环）·全球相关行业发展（模式。

趋势，影响） 

6.法律因素（Legal）：

组织外部的法律、法规、司法状况和公民法律意识所组成的综合系统。

·世界性公约，条款·基本法（宪法，民法）·劳动保护法·公司法和合同法·行业竞争法

·环境保护法·消费者权益保护法·行业公约

-Makingnationalorinternalizationoption:

Poter’sDiamond

Factorconditions:

1.Basicfactors:

Natureresource/unskilled/withlittleinvestmentrequired;2.Advancedfactors:

Well-developedtechnologicalfactorsandeducatedlaborforce.

Demandconditions:

Homemarketdemandconditions,anticipation（预期）ofbuyers’needs,growthrate,segmentation（分割）andsaturationlevel（市场饱和度）,consumersophistication（顾客成熟度）,culturalimpediments,etc.

Relatedandsupportingindustries（物流等是否支持）

Firmstrategy,structureandrivalry（唯一从微观企业角度不从宏观经济角度分析）

IndustryorSector:

Convergenceofindustries

-productlifecycle

（2）InternalFactorAnalysis

-Competitorsandmarkets:

Fiveforcesmodel

1.Thethreatfromnewentrants

Thisisaproblembecauseifcompetitorscaneasilyenteryourbusinesssectorthey

willbeabletoputaceilingonyourprofits.Therefore,thegreaterthethreatfromnew

entrantsenteringthesector,thehigherthelevelsofcompetition.Theeasewhichnew

entrantscanenterthebusinesssegmentislargelydeterminedbytheextentofthe

barrierstoentry.YoupotentiallycouldgetawholeSectionBquestion,whichgoes

intodetailonbarrierstoentry.

Thefollowingsummarisesthemainbarrierstoentry.

Capitalcostofentry.Thehigherthecapitalcost,thegreaterthedeterrentto

someoneenteringthebusinessand,therefore,thelikelihoodofcompetition

beinglessthaninindustrieswhereitismuchcheapertosetupbusiness.

Economiesofscale.Thiswillapplyifasubstantialinvestmentisneededto

allowanewentranttoachievecostparity.Therefore,anyoneenteringthe

segmentthatcannotmatchtheeconomiesofscalewillbeatasubstantialcost

disadvantagefromthestart.

Differentiation.Differentiationissaidtooccurifconsumersperceiveaproduct

orservicetohaveproperties,whichmakeituniqueordistinctfromitsrivals.

Thedifferentiationcanbeintheappearanceoftheproduct,itsbrandnameor

servicesattachedtotheproduct–forexample,Concorde.Therefore,ifnew

entrantsaretobesuccessfulinenteringthemarkettheywillneedtospenda

lotofmoneyondevelopingtheimageoftheproduct–hence,theyarelikelyto

beputoff.

Switchingcosts.Thisisthecostnotincurredbyanewcompanywishingto

enterthemarketbutbytheexistingcustomers.Ifthebuyerwillincurexpense

bychangingtoanewsupplier,theymaynotwishtochange.Forexample,

whenthecompactdiscwasinventedconsumershadtoincuracostofaCD

player,asthenewcompactdiscswouldnotworkonaconventionalrecord

player.

Expectedretaliation.Ifacompetitorenteringamarketbelievesthatthe

reactionofanexistingfirmwillbetoogreatthentheywillnotenterthemarket.

Legislation.Theremightbepatentprotectionforaproductorthegovernment

mightonlylicensecertaincompaniestooperateincertainsegments–

forexample,NuclearPower.

Accesstodistributionchannels.Existingrelationshipsbetweenmanufacturers

andthekeydistributorsoftheproductsmaymakeitdifficultforanyoneelseto

enterthemarket.

Therefore,insummary,whenthinkingaboutthebarrierstoentrygothrough

theabovelistinyourplanningtoseewhichofthemapply.Rememberthatitis

unlikelythattheyallwillapply,butthechecklistshouldensurethatallthose

thatdoapplywouldbepickedup.

2.Thebargainingpowerofbuyers

Dothebuyersoftheproducthavethepowertodepressthesupplier’sprices?

Ifthe

answertothisquestionisyes,itislikelythatcompetitionwillincrease.Buyerswill

havepowerwhen:

theyareconcentratedandcanexertpressureonthesupplier

thebuyerhasachoiceofalternativesourcesofsupply.

3.Thebargainingpowerofsuppliers

Theextentofsupplierbargainingpowerisverycloselylinkedinwiththeissuesof

buyerpower.Theextentofthepowerofthesupplierswillbeaffectedby:

theconcentrationofsuppliers:

ifonlyafewsuppliers,thebuyerswillhaveless

opportunitytoshoparound

thedegreetowhichproductscanbesubstitutedbythevarioussuppliers

thelevelofimportanceattachedtothebuyerbythesupplier.Theswitching

costsofmovingtoanothersupplier.

4.Thethreatfromsubstituteproducts

Iftherearesimilarproductsthatcanbeusedassubstitutethenthedemandforthe

productwillincreaseordecreaseasitmovesupwardsordownwardsinpricerelative

tosubstitutes.

5.Theextentofcompetitiverivalry

Themostcompetitivemarketswillbeaffectedbythepreviouslydiscussedforces.

Howevertheywillalsobeaffectedby:

thenumberofcompetitorsandthedegreeofconcentration

therateofgrowthoftheindustry

thecoststructuresifhigh–fixedcostspricesareoftencuttogeneratevolume

theexitcosts.Iftheyarehigh,firmsmaybewillingtoacceptlowmarginssoas

tostayintheindustry.

-resourceaudit（strategiccapability）:

6Ms’model

Money

Howmuchdowehave?

Whatisthecurrentcostofourcapital?

Isthecompanyexcessivelygearedorarethereanyopportunitiesforraising

additionalfinance?

Machinery

Thiswouldrefertomachineryinthebroadestsenseoftheword,andtypicalquestions

onemightaskwouldinclude:

Howtechnicallyuptodateisthemachinery?

Isthereadangerofobsolescence?

Hasitbeenpoorlymaintainedovertheyears?

Manpower

Howexpensiveisourworkforce?

Howefficientareouremployees?

Isthebusinessoverstaffed?

Isitunderstaffed?

Whatisthelabourturnoverrate?

Whatistheabsencerate?

Aretheregoodstructurestoallowmanagementsuccession?

Markets

Thereisadangerofoverlappingwiththeexternalenvironmenthere,sotrytokeepto

suchquestionsas:

Arethemarketsdeclining/growing?

Wherearenewmarketsemerging?

Howstrongareourbrandsinthecur