常用战略分析工具精品PPT课件
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常用战略分析工具-超实用117页PPT
39、没有不老的誓言，没有不变的承 诺，踏 上旅途 ，义无 反顾。 40、对时间的价值没有没有深切认识坏的，就再没有什么损失。——卡耐基 47、书到用时方恨少、事非经过不知难。——陆游 48、书籍把我们引入最美好的社会，使我们认识各个时代的伟大智者。——史美尔斯 49、熟读唐诗三百首，不会作诗也会吟。——孙洙 50、谁和我一样用功，谁就会和我一样成功。——莫扎特
常用战略分析工具-超实用
36、“不可能”这个字(法语是一个字 )，只 在愚人 的字典 中找得 到。--拿 破仑。 37、不要生气要争气，不要看破要突 破，不 要嫉妒 要欣赏 ，不要 托延要 积极， 不要心 动要行 动。 38、勤奋，机会，乐观是成功的三要 素。(注 意：传 统观念 认为勤 奋和机 会是成 功的要 素，但 是经过 统计学 和成功 人士的 分析得 出，乐 观是成 功的第 三要素 。
常用战略分析工具-超实用
36、“不可能”这个字(法语是一个字 )，只 在愚人 的字典 中找得 到。--拿 破仑。 37、不要生气要争气，不要看破要突 破，不 要嫉妒 要欣赏 ，不要 托延要 积极， 不要心 动要行 动。 38、勤奋，机会，乐观是成功的三要 素。(注 意：传 统观念 认为勤 奋和机 会是成 功的要 素，但 是经过 统计学 和成功 人士的 分析得 出，乐 观是成 功的第 三要素 。
战略分析工具(PPT57页)
margin and market share as the required minimum
•Strengths and weaknesses of your competitive position vs. necessary capabilities:
•Benchmark performance against the relevant industry’s KPIs:
•Industry definition:
• Industry definition • Industry segmentation
– Definitionห้องสมุดไป่ตู้
– Sizing
•Industry segmentation:
路漫漫其修远兮, 吾将上下而求索
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 2
I. EXECUTIVE SUMMARY
路漫漫其修远兮, 吾将上下而求索
•II. ENVIRONMENTAL AND INTERNAL ASSESSMENT
路漫漫其修远兮, 吾将上下而求索
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY
•A. What are the major changes in industry dynamics and the resulting opportunities and risks?
• A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
•Strengths and weaknesses of your competitive position vs. necessary capabilities:
•Benchmark performance against the relevant industry’s KPIs:
•Industry definition:
• Industry definition • Industry segmentation
– Definitionห้องสมุดไป่ตู้
– Sizing
•Industry segmentation:
路漫漫其修远兮, 吾将上下而求索
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 2
I. EXECUTIVE SUMMARY
路漫漫其修远兮, 吾将上下而求索
•II. ENVIRONMENTAL AND INTERNAL ASSESSMENT
路漫漫其修远兮, 吾将上下而求索
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – SUMMARY
•A. What are the major changes in industry dynamics and the resulting opportunities and risks?
• A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
战略分析工具简介125页PPT
45、法律的制定是为了保证每一个人 自由发 挥自己 的才能 ，而不 是为了 束缚他 的才能 。—— 罗伯斯 庇尔
谢谢！
36、自己的鞋子，自己知道紧在哪里。——西班牙
37、我们唯一不会改正的缺点是软弱。——拉罗什福科
xiexie! 38、我这个人走得很慢，但是我从不后退。—Байду номын сангаас亚伯拉罕·林肯
39、勿问成功的秘诀为何，且尽全力做你应该做的事吧。——美华纳
40、学而不思则罔，思而不学则殆。——孔子
战略分析工具简介
41、实际上，我们想要的不是针对犯 罪的法 律，而 是针对 疯狂的 法律。 ——马 克·吐温 42、法律的力量应当跟随着公民，就 像影子 跟随着 身体一 样。— —贝卡 利亚 43、法律和制度必须跟上人类思想进 步。— —杰弗 逊 44、人类受制于法律，法律受制于情 理。— —托·富 勒
谢谢！
36、自己的鞋子，自己知道紧在哪里。——西班牙
37、我们唯一不会改正的缺点是软弱。——拉罗什福科
xiexie! 38、我这个人走得很慢，但是我从不后退。—Байду номын сангаас亚伯拉罕·林肯
39、勿问成功的秘诀为何，且尽全力做你应该做的事吧。——美华纳
40、学而不思则罔，思而不学则殆。——孔子
战略分析工具简介
41、实际上，我们想要的不是针对犯 罪的法 律，而 是针对 疯狂的 法律。 ——马 克·吐温 42、法律的力量应当跟随着公民，就 像影子 跟随着 身体一 样。— —贝卡 利亚 43、法律和制度必须跟上人类思想进 步。— —杰弗 逊 44、人类受制于法律，法律受制于情 理。— —托·富 勒
战略分析工具(PPT 57页)
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
Financial projections
• What are the expected
a useful framework for
answering this question
10
IIB. COMPETITIVE ASSESSMENT – SUMMARY
B. What are your competitive strengths and weaknesses?
Instructions: The answer to this overarching question requires a recapitulation of the section’s main
A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
• Economics of demand
Instructions: The answer to this overarching question requires a recapitulation of the section’s main
findings
A.1 What industry are you competing in? What are the various segments in the industry?
战略分析工具(PPT57页)
A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
• Economics of demand
– Marketing initiatives – Industry capacity changes – M&As, divestitures – Vertical integration/disaggregation – Alliances and partnerships – Cost control and efficiency improvements
+
Internal assessment
+
• How does your current
business emphasis fit with industry opportunity and competitive landscape?
+
Financial projections
• What are the expected
findings
6
IIA. INDUSTRY DYNAMICS AND IMPLICATIONS – BACK-UP 1
A.1 What industry are you competing in? What are the various segments in the industry?
• Industry definition • Industry segmentation
战略重点分析工具详解(咨询必备)【PPT】125页PPT
谢谢！
61、奢侈是舒适的，否则就不是奢侈 。——CocoCha nel 62、少而好学，如日出之阳；壮而好学 ，如日 中之光 ；志而 好学， 如炳烛 之光。 ——刘 向 63、三军可夺帅也，匹夫不可夺志也。 ——孔 丘 64、人生就是学校。在那里，与其说好 的教师 是幸福 ，不如 说好的 教师是 不幸。 ——海 贝尔 65、接受挑战，就可以享受胜利的喜悦 。——杰纳勒 尔·乔治·S·巴顿
战略重点分析工具详解(咨询必备) 【PPT】
46、法律有权打破平静。——马·格林 47、在一千磅法律里，没有一盎司仁 爱。— —英国
48、法律一多，公正就少。——托·富 勒 49、犯罪总是以惩罚相补偿；只有处 罚才能 使犯罪 得到偿 还。— —达雷 尔
50、弱者比强者更能得到法律的保护 。—— 威·厄尔
战略分析工具PPT 57页.ppt
A.2 How is industry structure changing (demand, supply, and industry chain economics)? What are the resulting opportunities and risks?
A.3 What is the expected competitor conduct? What are the resulting opportunities and risks?
a useful framework for
answering this question
10
IIB. COMPETITIVE ASSESSMENT – SUMMARY
B. What are your competitive strengths and weaknesses?
Instructions: The answer to this overarching question requires a recapitulation of the section’s main
financial returns of your strategy?
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
3
I. EXECUTIVE SUMMARY
Instructions: The Executive Summary provides a synthesis of the Environmental and Internal
• Impact and likelihood of major industry discontinuities
A.3 What is the expected competitor conduct? What are the resulting opportunities and risks?
a useful framework for
answering this question
10
IIB. COMPETITIVE ASSESSMENT – SUMMARY
B. What are your competitive strengths and weaknesses?
Instructions: The answer to this overarching question requires a recapitulation of the section’s main
financial returns of your strategy?
Risk/contingencies & strategic alternatives
• What strategic alternatives
have you considered?
3
I. EXECUTIVE SUMMARY
Instructions: The Executive Summary provides a synthesis of the Environmental and Internal
• Impact and likelihood of major industry discontinuities
战略分析工具(PPT 57页)
1
TABLE OF CONTENTS
I. Executive summary II. Environmental and internal assessment
A. Industry dynamics and its implications B. Competitive assessment C. Internal assessment III. Strategic definition and implications A. Strategy articulation B. Strategic initiatives C. Financial projection D. Risks/contingencies and strategic
A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
• Economics of demand
alternatives IV. Exhibits
2
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
CONFIDENTIAL
BU Strategic Plan Template Book
Jim Ayala – PHO Melissa Gil – PHO Regina Manzano – PHO Suresh Mustapha – PHO Steve Shaw – HKO Shelly Yeh – PHO Choon-Gin Tan – SIO
TABLE OF CONTENTS
I. Executive summary II. Environmental and internal assessment
A. Industry dynamics and its implications B. Competitive assessment C. Internal assessment III. Strategic definition and implications A. Strategy articulation B. Strategic initiatives C. Financial projection D. Risks/contingencies and strategic
A.2 How is industry structure changing with respect to demand, supply, and industry chain economics? What are the resulting opportunities and risks?
• Economics of demand
alternatives IV. Exhibits
2
BU STRATEGIC PLAN DEVELOPMENT
Environmental and internal assessment
Industry dynamics and implications
+
Competitive assessment
CONFIDENTIAL
BU Strategic Plan Template Book
Jim Ayala – PHO Melissa Gil – PHO Regina Manzano – PHO Suresh Mustapha – PHO Steve Shaw – HKO Shelly Yeh – PHO Choon-Gin Tan – SIO