The Tools of Strategic Analysis战略分析工具
战略分析工具与分析方法英文版)

5. What product/service/channel offering will meet the target segment’s needs? 6. What price will maximize long term profits?
bc
3C’s
Author: Laird Reed Reviewers: Scott Wells,
Karen Hellmich
March 1998
Copyright© 1998 Bain & Company, Inc.
3 C’s
Agenda
•The 3C’s framework •Tools and strategic questions answered •Takeaway slides
3 C’s
Costs
Customers
Competitors
Customers
Capabilities
Customer-Related Bain Tools
1. Customer Segmentation
2. Purchase Criteria Rating (Importance Analysis)
8. Is the company’s overhead an efficient use of resources?
9. What is the fixed/variable split of the company’s costs?
10. How much of the company’s costs are directly, vs. not directly, associated with the production of a product?
战略分析工具(PPT57页)

•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

权重
评分
加权 分数
0.08
4
0.32
0.15
3
0.45
0.10
2
0.20
0.10
3
0.30
0.12
4
0.48
0.05
2
0.10
0.09
4
0.36
0.05
1
0.050.0620.120.10
3
0.30
二 竞争态势矩阵CPM
建立步骤
列出关键战略因素5~15个 给每个因素赋予权重:0 0 ≤X ≤1.0;∑X=1考虑行业情况 评分:1~4(考虑分析对象的相 对强弱) 求各因素的加权分数:权重*评分 求各分析对象的综合加权评分值: ∑权重*评分
1、从业人员素质较低。 2、快递网络区域局限。 3、人才缺乏。 4、品牌意识不足。
韵达快递
1、知名度高。 2、网店密集。 3、拥有运输车队。
1、加盟式经营模式对公司的制约。 2、企业缺乏凝聚力。 3、人才缺乏。 4、客户满意度低。
关键因素
市场份额 价格竞争力 配送速度 用户忠诚度 邮递员服务态度 售后服务 信息系统 快递网络局限 自身的企业文化 总计
➢ 分析各产品价值链的内在联系,即一项价值活动比如采购的执 行方式与另一项价值活动(比如生产作业)成本之间的关系。
➢ 分析不同产品或事业部之间价值链的相互融合的可能性。
➢ 大多数情况下,一项活动通常都存在规模经济问题,如果某个 产品的产量达不到一定规模,就可以和其他产品一起承担能够 达到规模经济的产量,以此来达到生产成本最低的效果。
价值创造能力
举例
采购
通过对供应商的管理及准时 的采购订单,实现降低原材 丰田的供应商管理系统 料存为,创造更大价值
战略分析工具(英文PPT34页)

service repair
100%
aftermarket parts auto rental
2020/4/11
Darral G. Clarke for BM 499
5
Profit Pools: Company Examples
Companies
Automakers U-Haul Elevators (OTIS) Harley Davidson
Imperatives
Be open to a new perspective on your business and industry
Developing new strategy may require overturning elements of the current strategy
2020/4/11
Orit Gadiesh and James L. Gilbert Harvard Business Review May-June 1998
2
THE PC INDUSTRY’S PROFIT POOL
40% 30 20 10
The value chain for the PC industry includes six key activities; the profitability of the activities varies widely. Manufacturers compete in the largest but least-profitable segment of the chain.
Current vertical integration may be disintermediated
2020/4/11
战略分析与规划工具

战略分析与规划工具战略分析与规划工具可以帮助组织制定有效的战略计划和决策,在不同方面提供有针对性的数据和信息支持。
从企业竞争环境的分析到资源配置和绩效评估,这些工具为组织提供了全面的战略管理框架。
下面将介绍几种常用的战略分析与规划工具。
1. SWOT分析(Strengths, Weaknesses, Opportunities, Threats Analysis)SWOT分析是一种经典的战略分析工具,它通过评估组织的优势、劣势、机遇和威胁,帮助组织发现内外部环境中的关键要素。
通过SWOT分析,组织能够确定其核心竞争力,并制定相应的战略。
2. PESTLE分析(Political, Economic, Socio-cultural, Technological, Legal, Environmental Analysis)PESTLE分析是一种用于了解宏观环境的工具,它评估组织所处的政治、经济、社会、技术、法律和环境六个方面的因素。
这些因素对组织的业务运营和战略决策具有重要的影响。
PESTLE分析可以帮助组织预测未来的环境变化,为其制定相应的战略应对措施。
3. 五力模型(Porter's Five Forces Model)五力模型通过评估行业内的竞争压力、供应商和买家的议价能力、潜在进入者和替代品的威胁,帮助组织分析市场竞争的激烈程度。
通过这种分析,组织可以了解自身的市场定位,并制定相应的竞争策略。
4. VRIO分析(Valuable, Rare, Inimitable, Organized Analysis)VRIO分析是一种评估组织资源和能力的工具,它分析资源是否有价值、是否稀缺、是否不易模仿和是否能够被组织有效整合。
通过VRIO分析,组织可以确定其核心资源和能力,并制定相应的战略利用这些资源和能力。
5. BCG矩阵(Boston Consulting Group Matrix)BCG矩阵是一种用于评估组织产品组合的工具,它基于市场增长率和相对市场份额,将产品分为四个类别:明星、问号、现金奶牛和瘦狗。
战略分析工具

3. 收缩战略 收缩战略(Retrenchment strategy)——减小经营规模或是多元化经营的范围。 现在有少企业实行收缩战略,其中包括一些美国著名的大公司——通用动 力公司、美孚石油公司 (Mobil Oil)、伊斯特曼柯达公司、大通曼哈顿银 行,以及联合碳化公司(Union Carbide)等。 4. 组合型战略] 组合战略(Combination strategy)是同时实行两种或多种前面提到的战略。 例如,公司的某种事业可能实行增长战略而另一种事业可能实行转包战略。 1992年春季,通用汽车公司迅速扩展它的电子数据系统分公司(Electronic Data Systems),而大幅度削减它的美国国内汽车制造业务。
企业管理概论
定义: 标杆分析法(benchmarking)就是将本企业各项活动与从事该项活动最佳者进行比较,从而 提出行动方法,以弥补自身的不足。benchmarking是将本企业经营的各方面状况和环节 与竞争对手或行业内外一流的企业进行对照分析的过程,是一种评价自身企业和研究其他 组织的手段,是将外部企业的持久业绩作为自身企业的内部发展目标并将外界的最佳做法 移植到本企业的经营环节中去的一种方法。实施benchmarking的公司必须不断对竞争对 手或一流企业的产品、服务、经营业绩等进行评价来发现优势和不足。 总的来说,基准化分析法(Benchmarking)就是对企业所有能衡量的东西给出一个参考值, benchmarking可以是一种管理体系、学习过程,它更着重于流程的研究分析。
由美国哈佛商学院著名战略学家迈克尔•波特提出的“价值 链分析法”(如下图),把企业内外价值增加的活动分 为基本活动和支持性活动,基本活动涉及企业生产、销 售、进料后勤、发货后勤、售后服务。支持性活动涉及 人事、财务、计划、研究与开发、采购等,基本活动和 支持性活动构成了企业的价值链。不同的企业参与的价 值活动中,并不是每个环节都创造价值,实际上只有某 些特定的价值活动才真正创造价值,这些真正创造价值 的经营活动,就是价值链上的“战略环节”。企业要保持 的竞争优势,实际上就是企业在价值链某些特定的战略 环节上的优势。运用价值链的分析方法来确定核心竞争 力,就是要求企业密切关注组织的资源状态,要求企业 特别关注和培养在价值链的关键环节上获得重要的核心 竞争力,以形成和巩固企业在行业内的竞争优势。企业 的优势既可以来源于价值活动所涉及的市场范围的调整, 也可来源于企业间协调或合用价值链所带来的最优化效 益。
广告业常用英文术语

ae——account executive——客户代表,或客户执行。
代表广告公司接受广告主各种业务,并负责整体执行的人。
account group——业务小组。
广告公司内负责某特定客户之工作小组。
以ae为中心,成员包括行销企划、创意、媒体等工作人员,替客户执行广告企划设定、广告表现制作、媒体安排等业务。
appeal point——诉求点。
广告讯息中,最能打动消费者心理,并引起行动的重点。
brain storming——动脑会议。
可自由发想,不受限制的讨论会议。
brand image——品牌形象。
消费者对商品品牌之印象。
cf——commercial film——乃广告影片是也,可不是电视广告脚本哦,commercial 是电视广告脚本。
competitive presentation——比稿。
有的广告主不会将广告计划立即委托一家广告公司,而是让多家广告公司彼此竞争,再从中选择最优秀、最满意的广告公司。
copywriter——文案(撰文人员)。
负责广告文案的专门写作。
ci——corporate identity——企业识别。
以统一性的标志表示企业的理念、文化以及经营的任务。
creative boutique——创意工作室。
“boutique”为法语中商店的意思,指专门零售店,特别是指贩卖流行物品、装饰品的商店。
以这种语意为背景,由少数人组成、专门制作广告的公司,便称为小型制作专业广告公司。
direct response advertising——直效广告。
需要从潜在客户处得到简单回应的广告。
例如邮购、直接信函、电讯行销,及有线电视购物频道。
直效广告必须是双向沟通的。
director——指导。
在整个广告作业中,担任指导之专业职务。
依照其经验不同,指导可分为资深指导(senior director)、指导(director)和助理指导(assistant director)。
指导有以下各专业职位:account director(业务指导)creative director(创意指导)arts director(美术指导)copy director(文案指导)media director(媒体指导)planning director(企划指导)finisher——完稿员。
战略分析工具

SWOT 分析:战略规划的经典分析工具1.概念含义1.1.优势与劣势分析(SW )1.2.机会与威胁分析(OT )2.工具分析2.1.分析步骤2.2.组合分析2.3.综合分析3.SWOT 矩阵类型3.1.单层次SWOT矩阵分析法3.2.双层次SWOT矩阵分析法3.3.多层次SWOT矩阵分析法3.4.复合SWOT矩阵分析法4.工具特点 4.1.系统性特征4.2.主要优势4.3.局限性5.工具应用5.1.进行SWOT 分析需要注意的问题5.2.成功应用SWOT分析法的简单规则5.3.运用SWOT 分析法常见的错误6.应用实例6.1.案例1:基于SWOT 分析法的企业竞争情报案例分析:IBM 公司6.2.案例2:某玻璃企业SWOT 分析6.3.各名企SWOT分析简述6.3.1.沃尔玛(Wal-Mart)SWOT 分析6.3.2.星巴克(Starbucks)SWOT分析6.3.3.耐克(Nike)SWOT 分析案例7.相关工具7.1.TOWS 分析7.2.高级SWOT分析法8.参考书目 PEST 分析:组织外部宏观环境分析工具1.概念含义2.主要内容及分析2.1.政治法律环境(Political Factors )2.2.经济环境(EconomicFactors )2.3.社会文化环境(SocioculturalFators )2.4.技术环境(TechnologicalFactors )3.分析流程4.分析意义5.运用领域6.与SWOT 分析的关系6.1.异同点6.2.组合7.实例分析7.1.案例1:医疗器械行业的PEST分析7.2.案例2:旅行社产品的PEST分析8.相关工具8.1.STEEP分析8.2.PESTEL分析8.2.1.案例1:啤酒行业PESTEL分析9.参考书目 BCG矩阵法:制定公司层战略最流行的工具1.概念含义1.1.概念介绍2.主要内容2.1.二个基本因素2.2.八个圆圈2.3.四种业务组合2.4.假设条件3.分析步骤4.方法应用4.1.应用分析4.2.应用法则4.3.应用意义5.思想理念6.方法特点6.1.主要特点6.2.优点6.3.局限性7.适用范围8.实例分析8.1.荣事达集团案例8.2.某糖果企业案例9.相关工具9.1.新波士顿矩阵9.2.大战略矩阵9.2.1.含义9.2.2.内容分析9.2.3.适用范围10.参考书目 GE矩阵:企业決定发展战略的分析工具1.概念含义1.1.概念1.2.GE矩阵的做法2.分析应用2.1.1.绘制GE矩阵2.2.影响因素2.3.分析步骤2.4.工具优势2.5.工具局限性2.6.误用情况3.与BCG矩阵的比较4.实例分析5.相关工具5.1.产品/市场演变矩阵5.1.1.概念含义5.1.2.内容分析5.1.3.工具运用6.参考书目定向政策矩阵:战略业务组合计划分析工具1.概念含义2.内容分析2.1.三大战略区间 九个战略方格2.2.因素标准2.3.分析步骤2.4.不同权重的不同战略3.工具应用4.与BCG矩阵的比较5.实例分析6.参考书目IE矩阵:标识企业分布地位的分析工具1.概念含义2.工具分析3.工具应用4.与BCG矩阵的关系4.1.两者的联系4.2.两者的区别5.适用情况6.EFE矩阵6.1.概念含义6.2.分析步骤7.IFE矩阵7.1.概念含义7.2.分析步骤8.实例分析8.1.新产品上市的外部因素分析(EFE)8.2.新产品上市的内部因素分析(IFE)9.参考书目:竞争态势矩阵:企业战略制定提供竞争优势的分析工具1.概念含义2.分析步骤3.实例分析3.1.案例1:福特竞争态势矩阵分析4.参考书目麦肯锡三层面分析:企业设计战略规划、开拓增长的有效工具1.概念含义2.内容分析2.1.主要内容2.2.精髓与要点2.3.三层面的增长2.4.不健康的增长模式2.5.界定三层面是否平衡的要点3.分析运用3.1.运用步骤3.1.1.准备工作3.1.2.方法与操作模式3.1.3.后台支持3.2.意义作用4.实例分析4.1.案例1:澳大利亚C 娱乐公司三层面分析5.参考书目波特五力分析:行业竞争战略最流行的分析工具1.概念含义2.内容分析2.1.供应商的讨价还价能力2.2.购买者的讨价还价能力2.3.新进入者的威胁 2.4.替代品的威胁 2.5.行业内现有竞争者的竞争3.工具特点3.1.优势3.1.1.静态分析3.1.2.动态分析 3.1.3.环境分析的重要扩展3.1.4.正式的情景理论的先驱3.2.局限4.工具应用4.1.如何应用4.2.具体应用流程5.与一般战略的关系6.实例分析6.1.案例1:闪存式MP3播放机制造五力分析6.2.案例2:果汁饮料行业五力分析7.相关工具7.1.安迪?格鲁夫的六力分析模型7.1.1.含义7.1.2.主要内容 7.2.波特行业竞争结构分析模型7.2.1.含义7.2.2.应用方法8.延伸阅读9.参考书目战略集团分析法:行业内企业竞争格局分析工具1.概念含义1.1.定义1.2.深度解释1.3.总结2.战略集团图2.1.绘图原则2.2.绘图步骤3.工具分析3.1.差异因素3.2.竞争因素3.3.竞争对手分组3.4.识别维度3.5.界定方法3.6.分析步骤3.7.如何运用3.8.分析作用3.9.分析应用3.10.分析意义4.实例分析4.1.案例1:某市印刷行业战略集团分析5.参考书目战略钟模型:企业竞争战略选择分析工具1.概念含义2.内容分析2.1.战略路径2.1.1.基于价格的战略2.1.2.混合战略2.1.3.附加值或差异化战略就是广义的差异化战略2.2.战略与相应的风险2.3.分析步骤及注意事项3.实例分析3.1.案例:某地区二级综合医院战略钟分析4.参考书目核心竞争力分析:分析企业有效竞争和成长的重要工具1.概念含义1.1.含义1.2.属性1.3.与企业竞争力的区别2.内容分析2.1.识别标准2.2.识别2.3.构成要素2.4.产生来源2.5.表现形态3.工具构建3.1.如何构建3.2.构建意义4.实例分析4.1.案例1:华为的核心竞争力分析4.2.案例2:沃尔玛的核心竞争力5.相关工具5.1.概念含义5.2.主要内容5.3.工具应用6.参考文献波特价值链分析模型:寻求确定企业竞争优势的分析工具1.概念含义1.1.基本思想1.2.价值链的三个含义1.3.内涵2.主要内容2.1.价值活动价值活动分为两大类:基本活动和支持性活动。
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
战略管理常用的六种分析工具

战略管理常用的六种分析工具战略管理常用的六种分析工具战略管理(Strategic management):是指对一个企业或组织在一定时期的全局的、长远的发展方向、目标、任务和政策,以及资源调配做出的决策和管理艺术。
以下是店铺收集整理了战略管理常用的六种分析工具,供大家参考借鉴,希望可以帮助到有需要的朋友。
战略管理常用的六种分析工具1波特五力分析模型五力分析模型是迈克尔·波特(Michael Porter)于80年代初提出的战略管理分析工具,对企业战略制定产生全球性的深远影响。
用于竞争战略的分析,可以有效的分析客户的竞争环境。
五力分别是:供应商的讨价还价能力、购买者的讨价还价能力、潜在竞争者进入的能力、替代品的替代能力、行业内竞争者现在的竞争能力。
五种力量的不同组合变化最终影响行业利润潜力变化。
2安迪·格鲁夫的六力分析模型六力分析的概念是英特尔前总裁安迪·格鲁夫(Andrew S. Grove),以波特的五力分析架构为出发点,重新探讨并定义产业竞争的六种影响力。
他认为影响产业竞争态势的因素分别是:1、现存竞争者的影响力、活力、能力;2、供货商的影响力、活力、能力;3、客户的影响力、活力、能力;4、潜在竞争者的影响力、活力、能力;5、产品或服务的替代方式;6、协力业者的力量。
透过此六种竞争力量的战略管理分析,有助于理清企业所处的'竞争环境,点出产业中竞争的关键因素,并界定最能改善产业和企业本身获利能力的策略性创新。
3新7S原则新7S原则(Principal of New 7S),由美国管理大师达·维尼提出,强调的是企业能否打破现状、抓住主动权和建立一系列暂时的优势。
新7S原则的经营思维架构,具体包括:(1)更高的股东满意度(Stockholder satisfaction)。
这里的“股东”是一个十分广泛的概念,即客户的概念,包括过去企业最重视的股东、市场导向管理中迅速得到重视的顾客以及近几年人本管理的主角即员工。
常用的23种战略分析工具

常用的23种战略分析工具在当今竞争激烈的商业环境中,企业需要准确了解自身的竞争优势和市场环境,以制定有效的战略来应对挑战和机遇。
战略分析工具作为帮助企业洞察内外部环境、制定战略的重要方法之一,被广泛运用。
下面将介绍23种常用的战略分析工具,帮助企业更好地进行战略决策。
1. SWOT分析: SWOT分析是一种评估企业内部优势和劣势以及外部机会和威胁的工具,有助于企业制定适应性战略。
2. PESTEL分析: PESTEL分析用于评估宏观环境对企业战略的影响,包括政治、经济、社会、技术、环境和法律因素。
3. 五力分析: 五力分析是迈克尔·波特提出的一种评估竞争环境的工具,包括供应商的议价能力、买家的议价能力、替代品的威胁、新进入者的威胁以及现有竞争对手之间的竞争程度。
4. VRIO分析: VRIO分析用于评估企业核心资源的价值、稀缺性、难以模仿性和组织能力,以确定企业的竞争优势。
5. 价值链分析: 价值链分析是用于理解企业内部活动如何创造价值的工具,有助于确定每个环节的优化点和降低成本的机会。
6. BCG矩阵: BCG矩阵用于评估企业产品组合的盈利能力和市场份额,可以指导企业资源的分配和业务战略的制定。
7. GE矩阵: GE矩阵是通用电气公司提出的一种多维度战略分析工具,用于评估企业业务单元的相对竞争力和市场吸引力。
8. 战略群体分析: 战略群体分析用于确定同行业内具有共同竞争特点的企业群体,并评估其竞争力和利润潜力。
9. 核心竞争力分析: 核心竞争力分析有助于企业识别和发展自身的核心能力,以利用市场机会。
10. 六顶思考帽: 六顶思考帽是爱德华·德·博诺提出的一种思考模型,可以帮助企业全面考虑问题,从不同角度进行思考。
11. 战略地图: 战略地图是一种将企业的愿景、使命和战略目标可视化的工具,有助于员工理解和执行战略。
12. McKinsey 7S模型: McKinsey 7S模型是用于评估企业内部要素之间相互关系的工具,包括战略、结构、系统、技能、风格、员工和共享价值观。
毕业论文外文文献翻译We-need-strategic-cost-management我们需要战略成本管理

毕业设计(论文)外文文献翻译文献、资料中文题目:我们需要战略成本管理文献、资料英文题目:We need strategic cost management 文献、资料来源:文献、资料发表(出版)日期:院(部):专业:班级:姓名:学号:指导教师:翻译日期: 2017.02.14本科毕业论文(设计)外文翻译原文:We need strategic cost managementWe need strategic cost management? As noted earlier, the global financial crisis continues to wantonly slightly, off-season already unsolicited, but also to a year was bad, but even worse this year, Xi. Improve efficiency, reduce costs, many companies have become one of the ultimate weapon. Consequently, from Europe to the Americas, from global to domestic, sounded a dismissal, caused many large and small vibration. Various enterprises began Wujin their own property, to control expenditure, lowering of standards, so these are all related to the cost of this topic.In fact, the companies cut costs, all costs should not be without identification, "indiscriminate white uniform." If a business manager to every expenditure appears to cut off the excess, it is likely this weakened the competitiveness of enterprises and thus affects the business, results of more harm than good. Therefore, managers should be the perspective of corporate strategy to control costs and avoid damage to the value of those core elements of the decision. Consequently, cost-plus strategy, it leads to strategic cost management topics.He suggested approach for dedicating resources to supplier cost management may seem cost prohibitive. However, the organizations studied unanimously agree that they receive extremely high returns on their investments in supplier cost management efforts. The money spent on supplier cost management efforts. The money spent on supplier should-cost analysis, supplier development, and other tools and approaches pays for itself many times over in terms of reducing costs and bottom-line prices paid to suppliers. for large fortune 500 companies, successful strategic cost management may mean the addition of dedicated personnel to focus on supplier cost management. for smaller organizations which might not have as great an on-going need, or as great an asset base.So, what is strategic cost management? Strategy can be defined as the establishment of their fundamental long-term goals and to achieve the goals to take the necessary action planning and resource allocation, is to guide the overall plans and strategies. The so-called strategic cost management from a strategic perspective to study the formation and control costs. In established under the principle of corporate strategy, in terms of cost management for the strategic choice and design, it will lead to the final delivery of business products and services to lower costs, not every part of Shang Du Zhuiqiu lowest cost. Includes two levels of content: one from a cost perspective, the selection and optimization of business strategy; Second, the implementation of cost control strategies. Strategic cost management thinking on strategic cost management theoretical framework of the general and summary, which determines the strategic cost management theory and methodology to start the basic ideas.In the background of the crisis under the cost-cutting, more Xuyao follow strategic cost management thinking, to have a choice cut, not important link in the conduct of large Ke Yi drastic cuts; and the related core competitive Li's Guanjianyaosu, but not rule out the possibility of expanding into so targeted, there are tight with loose, smart, cost-cutting, a square is not only lower costs, but also without prejudice to the company health and even enhance the core competitiveness of the ideal choice.The basic tools of strategic cost management cost management strategy has three elements: value chain analysis, strategic positioning analysis and cost driver analysis. They also analyzed in the framework of strategic management and cost factors closely related to the three basic analysis tools.(A) of the value chain analysis of each end product from initial raw materials into the hands until it reaches the final consumer, intermediate to go through numerous interrelated operating procedures, these operating procedures is both a product of the production process, but it is also a value formation and value-added process to form the value chain (Value-chain). Value chain analysis can be divided into industry specific value chain analysis, value chain analysis and value chainanalysis of competitors. Through the analysis of the industry value chain, we understand the position of enterprises in industry and trade situation and prospects; through its own analysis of the value chain, eliminate non-value-added factors, we can not affect the decline in cost competitiveness of the premise; by value chain analysis of the competitors, you can know ourselves and insight into the situation, and the resulting business cost management strategies.(B) the strategic positioning analysis. Strategic positioning means of selecting the means of competition, and compete with rivals. Enterprises should first of all the internal and external environment in which their own detailed investigation of; then Queding enterprises are entering the Xing Ye Ying, based on the market by Shige Yijisuoxu Kaifa of products; finally determine to what strategy to ensure that enterprises in the selected industry, market and product stand firm in the defeat, to obtain profits above the industry average. To illustrate, such as cost leadership strategy, which is all a strategy most clearly? Under the guidance in this strategy, Enterprise's goal is to become of its properties to low-cost, Sheng Chan (services) Chang Shang, that is, offerings (or service) features, little quality difference in the conditions, cutting costs gain a competitive edge. If enterprises can create and maintain a comprehensive cost leader. That is as long as the price control in the industry average or close to the average level, we can obtain better than average results of operations. With opponents equal to or lower price, the cost leader in low-cost advantage will translate into higher earnings. The difference between strategic requirements of enterprises leading the extensive attention on some aspects of customers in unique within the industry, or the difference in cost is difficult to further expand the circumstances, the production of more powerful than the competition, better quality, service and better products to show the difference between operating . Of course, this difference should the buyer want or willing to accept. If a leader can be different, you can get the price premium paid, or in a certain price to sell more products, or cyclical, seasonal market access, such as shrinking the buyer loyalty during the corresponding benefits. Requirements between the logic of a leading strategic business choices that are conducive to competition and make theirown unique nature of the business, focusing on innovation. In addition to these, other common gathering strategies targeted strategic positioning, life cycle strategy and integration strategy and so on.(C) Cost Driver Analysis. Cost drivers is the driving force caused by production costs and causes of occurrence. Strategic cost driver is mainly a strategic cost management perspective, research on the company's cost structure and cost behavior of long-term impact of cost drivers. Theory of competitive strategy to create a business management scientist Michael * Porter will be divided into ten areas of these factors, namely economies of scale, learning curve, production capacity, use the form, contact, mutual relations, joint, select the time, independent policy, geography factor in location and form of government. Some scholars further strategic structural cost drivers and cost driver is divided into two types of implementation of cost drivers. The case of structural cost control, such as Southwest Airlines in response to competition, positioning its service route rather than the full route in a particular short-distance flights to avoid engaging in large-scale airport operations, to cancel dinner, reservation and other special services, and the establishment of automatic ticketing system and other measures to reduce costs. The results of many of its daily flights and low issue price attracted a lot of short-range travelers, lead to the establishment of the final cost.Source:Shank. J.K and V. Govindarajan,1993.”We need strategic cost management” . Harvard business review. August.pp.112-135.译文:我们需要战略成本管理我们需要战略成本管理?就像之前提到的,全球的金融危机继续,金融危机的时段过去后,提高效率,降低成本,已成为许多公司的最终武器。
战略咨询分析工具及使用方法

战略咨询分析工具及使用方法战略咨询是现代企业管理中的关键环节,为企业制定未来发展方向和解决问题提供了重要的参考依据。
战略咨询的核心是通过各种分析工具来深入剖析企业内外环境,识别问题,制定解决方案。
本文将介绍一些常用的战略咨询分析工具及其使用方法。
1. SWOT分析SWOT分析是一种常用的战略分析工具,它通过对企业内外环境进行综合评估,帮助企业识别自身优势、劣势、机会和威胁。
具体步骤如下:- 首先,收集和整理企业的内外部信息,包括公司资产、财务状况、市场竞争等;- 然后,将这些信息分为四个部分,分别代表企业的优势、劣势、机会和威胁;- 接下来,分析这些因素之间的关系,并制定相应的对策。
2. PESTEL分析PESTEL分析是一种对外部环境进行分析的工具,它主要关注政治、经济、社会、技术、环境和法律等因素对企业的潜在影响。
具体步骤如下:- 首先,收集并整理与这六个领域相关的信息,包括政府政策、经济趋势、社会文化变化、技术创新、环境法规等;- 然后,分析这些因素对企业的潜在影响,评估其可能带来的机会和威胁;- 最后,制定相应的战略计划,以应对这些外部环境变化。
3. 五力模型五力模型是由著名学者波特提出的,用于分析企业所处行业的竞争力和吸引力。
它包括竞争对手、供应商、顾客、替代品和进入者等五个方面。
具体步骤如下:- 首先,分析企业所处行业的竞争对手,评估其实力和战略;- 接着,评估供应商的议价能力和影响力;- 然后,分析顾客的购买力和忠诚度;- 同时,考虑替代品对企业的威胁程度;- 最后,评估进入者进入行业的难易程度。
4. BCG矩阵BCG矩阵是一种用于评估企业产品组合的工具,将产品划分为四个象限:明星、问题儿童、现金奶牛和瘦狗。
具体步骤如下:- 首先,绘制二维坐标轴,横轴代表市场增长率,纵轴代表市场份额;- 然后,将不同产品定位在不同的象限中;- 根据产品所处象限,制定不同的战略,如投资明星产品、削减瘦狗产品等。
战略分析工具.doc

战略分析工具【把搜集到的战略分析工具或模型简单整理了一下,与大家共享。
这些战略分析工具或模型散见于各种战略管理教科书,不包括各种战略咨询机构自己开发的战略分析工具和模型。
】一、战略框架(业务概念)战略框架抽象地描述了一个公司在市场上正在或期望扮演的角色,以及这样的角色能够长期稳定地创造价值的关键原因。
麦肯锡在战略框架有个三轴模型是:–在哪儿竞争:指从广泛的市场参与(即众多的产品种类,及可能吸引的各类消费者)中选择一些目标市场、产品和顾客,以集中力量于一些细分的产品或顾客市场上。
在这些可能的选择中,顾问人员再选择最合适市场中的关键点作为目标。
这个战略轴包括五个相互协调的子轴,并在上面定义客户的业务活动:顾客、产品、地理区域、渠道、垂直整合程度。
–如何竞争:指列举所有该产业通常的可能竞争方式,并尝试采用不同的基本竞争手段(例如,采用新技术,或不同的基本手段以满足顾客需求)。
这个战略轴包括企业与四种市场参与者的关系:为消费者提供“价值方案”、防止在市场上被竞争者取代、建立与主要供货商分销商建立良好关系、(有时)建立与其他利益相关者的良好关系。
–何时竞争:指战略的时间动态考虑,即随着时间推移,战略框架需不断改变成新模式。
这个战略轴包括何时进入和推出、决定何时施行不会改变或者会改变行业竞争基础、决定是否在现有的暂时优势基础上竞争。
总的来说公司层战略框架可以包括总战略模式和公司业务组合矩阵。
(一)总战略模式其中总战略分为:1、稳定性战略稳定性战略(Stability strategy)特征是很少发生重大的变化,这种战略包括持续地向同类型的顾客提供同样的产品和服务,维持市场份额,并保持组织一贯的投资报酬率记录。
判定一个组织是否在实行稳定性战略不是件容易的事。
如果找不到其他理由,而只是几位最高经理口头上这样就更难判断。
2、增长战略增长战略(Growth strategy)这个术语意味着提高组织经营的层次,这包括一些通行的衡量标准,如更高的销售额,更多的雇员和更大市场份额。
战略分析工具英文(ppt 57页)

STRATEGY PLANNING INSTRUCTIONS
• The objective of these templates is to provide completeness and
consistency of BU strategic plan submissions. These templates are not intended to replace or constrain BU strategic thinking and should be adapted to reflect a particular BU’s sectoral context as required
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
11
IIB. COMPETITIVE ASSESSMENT – SUMMARY B. What are your competitive strengths and weaknesses?
Instructions:
Instructions: Exhibit 2,3 or 4 could provide
opportunities and risks?
战略分析工具 英文PPT

Profit concentration may be very different than revenue concentration
Profit Pools and Core Competence
2023/1/26
Darral G Clarke Professor of Management
The Marriott School Brigham Young University
1
Profit Pools: A Fresh Look at Strategy
100%
services
2023/1/26
Darral G Clarke for BM 499
3
The Profit Pool Lens
The profit pool is the total profit earned in an industry at all points along the industry’s value chain
Shape of the profit pool reflects the competitive dynamics of a business
• Interactions of companies and customers • Competitive strategies of competitors
The goal should be to focus on profitable opportunities
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Copyright 2008 Pearson Prentice Hall. All rights reserved.
1 -2
The Tools of Strategic Analysis
Definition of Strategy
Strategy: A firm’s theory about how to gain competitive advantage Theories:
Copyright 2008 Pearson Prentice Hall. All rights reserved
The Tools of Strategic Analysis
Competitive Advantage
Temporary & Sustainable
Some competitive advantages are sustainable if: competitors are unable to imitate the source of advantage no one conceives of a better offering Of course, in time, even sustainable competitive advantage may be lost
Positioning RBT TCE RO AT
Copyright 2008 Pearson Prentice Hall. All rights reserved
The Tools of Strategic Analysis
The Strategic Management Process
External Analysis Strategic Choice Strategy Implementation Competitive Advantage
A Strategy Is Only As Good As Its Implementation
Copyright 2008 Pearson Prentice Hall. All rights reserved
The Tools of Strategic Analysis
The Strategic Management Process
Systematic Examination of the Environment External Analysis interest rates demographics social trends technology
Copyright 2008 Pearson Prentice Hall. All rights reserved
Copyright 2008 Pearson Prentice Hall. All rights reserved
The Tools of Strategic Analysis
Competitive Advantage
The Strategic Management Process
External Analysis Internal Analysis
Copyright 2008 Pearson Prentice Hall. All rights reserved
The Tools of Strategic Analysis
Competitive Advantage
Two Types of Difference
1) Preference for the firm’s output people choose the firm’s output over others’ people are willing to pay a premium Example: 友谊 2) Cost advantage vis-à-vis competitors lower costs of production/distribution Example: 好又多
The Tools of Strategic Analysis
Competitive Advantage
Economic Models
Imperfect Competition ATC MC P Perfect Competition ATC MC D
P
D
MR Q Q
(D=MR=Price)
Competitive Advantage
Copyright 2008 Pearson Prentice Hall. All rights reserved
The Tools of Strategic Analysis
The Strategic Management Process
Strategy Implementation
every strategic choice has strategy implementation implications strategy implementation is just as important as strategy formulation
Copyright 2008 Pearson Prentice Hall. All rights reserved
The Tools of Strategic Analysis
Competitive Advantage
Temporary & Sustainable
competitive advantage typically results in high profits profits attract competition competition limits the duratiБайду номын сангаасn of competitive advantage in most cases Therefore, most competitive advantage is temporary competitors imitate the advantage or offer something better
External Analysis Strategic Choice Business Level positioning a business
Copyright 2008 Pearson Prentice Hall. All rights reserved
Internal Analysis
Corporate Level which businesses?
Mission
Objectives
Internal Analysis
Copyright 2008 Pearson Prentice Hall. All rights reserved
The Tools of Strategic Analysis
The Strategic Management Process
External Analysis Strategic Choice Strategy Implementation Competitive Advantage
Objectives
Internal Analysis
Mission
Copyright 2008 Pearson Prentice Hall. All rights reserved
The Tools of Strategic Analysis
Competitive Advantage
The Ability to Create More Economic Value Than Competitors
there must be something different about a firm’s offering vis-à-vis competitors’ offerings if all firms’ strategies were the same, no firm would have a competitive advantage competitive advantage is the result of doing something different and/or better than competitors
Copyright 2008 Pearson Prentice Hall. All rights reserved
The Tools of Strategic Analysis
The Strategic Management Process
External and Internal Analysis
The Tools of Strategic Analysis
The Strategic Management Process
Objectives:
specific, measurable targets the things a firm needs to ‘do’ to achieve its mission should influence other elements in the strategic management process
The Tools of Strategic Analysis
中山大学管理学院 张书军 M410 mnszsj@
Copyright 2008 Pearson Prentice Hall. All rights reserved
Chapter 1
What is Strategy and the Strategic Management Process?
Internal Analysis human resources (knowledge) manufacturing abilities technology