市场策略

The SWOT Analysis
SWOT 分析
What
are the company’s resource strengths and weaknesses and its external opportunities and threats?
公司资源的强弱及外部的机会和危机是
什么？
The SWOT Analysis
One of the most valuable resources a company has is the ability to perform a competitively relevant activity well.
核心竞争力：有价值的公司资源--公司最重要的资
源之一 是将竞争相关活动做好的能力
Strategic Marketing 战略性市场学
• The First Strategic Task 第一战略性任务
–Forming a strategic vision of what the company’s future business will be. –确定公司未来业务的战略远景
Strategic Marketing 战略性市场学
What is the industry like? 2 企业需要什么？
Number of buyers and their relative


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size. 买家数量及相应规模 The types of distribution channels used to access buyers. 用力接触买家的分销渠道形式 The pace of technological change. 工艺改变的步调
What is the industry like? 1 企业需要什么？

Market size : 市场容量 Scope of competitive rivalry 竞争范围 Market growth rate and where the industry is in the growth cycle 市场增长率及企业在增长周期中的位置 Number of rivals and their relative sizes 竞争者数量及相应规模
The five-forces Model of Competition - #1 竞争的五个压力
• The rivalry among competitors in the industry. • 企业内的竞争
The five-forces Model of Competition - #2 竞争的五个压力
• The bargaining power of buyers of the product. • 产品买家运用的交涉力量
The five-forces Model of Competition 竞争的五个压力
Comment on what is
the most serious factor in the five forces: 关于五个压力中哪个是最严重的评论
-- Strengths 强处
A skill or important expertise 技巧或重要专长 Valuable physical assets 有价值的物产 Valuable organizational assets 有价值的组织资产 Valuable intangible assets 有价值的无形资产 Competitive capabilities
The SWOT Analysis
-- Threats -- 1 危机
the emergence of cheaper technologies, 廉价技术的出现 rivals’ introduction of new or better products, 竞争对手推出新或更好的产品 the entry of lower-cost foreign competitors into the company’s market stronghold, 成本低廉的外国公司进入公司核心市场
The SWOT Analysis
-- Opportunities -- 3 机会

Is the resource hard to copy?
资源是否难以仿效？
How long does the resource last?
资源有多持久？
Is the resource really competitively superior?
in terms of quality, performance, and other relevant attributes, 2。替代产品在质量，表现和其他相关特性上的满意 程度如何？ 3 The ease with which buyers can switch to substitutes. 3。买家改选替代产品的难易度
资源是否真的竞争优势？ Can the resource be bettered by the
different rivals?
对于不同的竞争对手，资源能否变得更强？
The SWOT Analysis
-- Opportunities -- 4 机会
• What are the market opportunities most relevant to the company? • 什么是于公司最有关系的市场机会？
利率上升带来困难 the potential of a hostile takeover, 敌意收购的可能性 unfavorable demographic shifts, 不理想的人口迁移 adverse changes in foreign exchange rates, 不利的汇率变化
竞争力
The SWOT Analysis
-- Weaknesses 弱处
Deficiencies in competitively
important skills or expertise,
竞争的技巧和专长不够有效 Lack of competitively important
physical, human, organizational assets, or
The SWOT Analysis
-- Threats -- 2 危机
new regulations that are more burdensome to a company than to its competitors, 出现使公司特别困难的新政策规定 vulnerability to a rise in interest rates,
The Second Strategic Task 第二战略性任务
• Setting objectives – performance outcomes for the company to achieve.
•为公司设定业绩目标
Strategic Marketing 战略性市场学
The Third Strategic Task 第三战略性任务
The SWOT Analysis
-- Opportunities -- 2 机会
For
a sustainable competitive advantage, a resource must pass four tests or competitive value:
对于一个足够的竞争优势，必须经过四个测试：
The five-forces Model of Competition - #4 竞争的五个压力
• The bargaining power suppliers of inputs can use. • 原料供应商能运用的交涉力量
The five-forces Model of Competition - #5 竞争的五个压力
竞争者的产品/服务是否差异性很大，很小或本质上
相同
What is the industry like? 4 企业需要什么？
Resource requirements and the ease of entry and exit. 资源需求和市场进入及推出的难易 Whether industry profitability is above/below par. 企业利润是否超越/低于预计目标
•
Making a strategy to achieve the desired outcomes.
• 制定战略来达到期望的结果
Strategic Marketing 战略性市场学
The Fourth Strategic Task 第四战略性任务
• Implementing and executing the chosen strategy efficiently and effectively. • 有效地贯彻执行所选择的战略
缺乏竞争所需的重要的物质，人力，组织资源 Missing or weak competitive
capabilities in key areas.
在关键处的竞争力缺少或较弱
The SWOT Analysis
-- Opportunities -- 1 机会
Core Competencies: A Valuable Company Resource –
What is the industry like? 3 企业需要什么？
Whether the product(s)/ service(s) of
rival firms are highly differentiated, weakly differentiate, or essentially identical.
Strategic Marketing 战略性市场学
The Fifth Strategic Task 第五战略性任务
•Evaluating performance and initiating corrections. •评估业绩和主动修正
Defining your Company’s Present Business- 1
• The potential entry of new competitors. • 潜在的新竞争者的进入
The five-forces Model of Competition - #3 竞争的五个压力
Just how strong are the competitive
pressures from substitute products depends on three factors:
定义你公司目前的业务
•Customer needs, or what is being satisfied. •客户需求，或被满足的
Defining your Company’s Present Business-- 2
定义你公司目前的业务
•Customer groups, or who is being satisfied. •客户组群，或被满足者
Defining your Company’s Present Business-- 3
定义你公司目前的业务
•The technologies used and functions performed – how customers needs are satisfied. •技术使用和功能实施后，客户需求是如何被 满足的
替代产品的竞争压力的强弱取决于三个问题： 1. - Whether attractive priced
substitutes are available,
1。替代产品是否有吸引人的价钱
The five-forces Model of Competition - #3 竞争的五个压力
2.How satisfactory the substitutes are