营业战略常用分析模型

1、营业战略常用分析模型（培训材料）Source: Team限制进入价格控制现有需求潜在需求 未来需求决定供应商影响力的应素产品可细分栓替换供应商的代价是否有可替代产品供应商多少供应商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(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报复客户品牌效益退出障碍决定替代产品威胁的因素价格决定容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*卑转换成本S-C-P模型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借点供应商多寡成本结构产能利用率进入/退出障

2、碍产业链特点供应商:孑价还价能力客户抬价还价能力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Scp模型示意竞争者多寡相同不同竞争者成本结构忠诚度/替换成本产品差异性低 歪戟関辱-両国1/*&拥卓gffl绍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 价值结构优势牯括规模、技术、专有知识、专 禾I、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 争优势举例特点结构优势进入屏障高多种竞争优势来源

3、一线执行能力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、和眼光举例De BeersA DIAMOND 15 FOREVERnike相互依存系统-NOKIA技术伙伴 Motorola (Ixtreme tech no logy) CISCO (ATM-development)合同商 Texas instruments SCI当地政府营销伙伴Nokia投资公司> USD 650 million underman agementNokia手机用户群 Club Nokia with一 Careline一 Ev

4、ents-News一 Credits一 Service大学 Dortmund: development of qualificatio n training Peking: Inter net technology R&D技术团体 Founder of一 WAP forum一 Bluetooth special interestroup芬兰政府 Early deregulation of telecom分销商 industry AT&T (USA) Mann esma nn(Germa ny) Mitsui (Japan)SWOT分析无形资产方面？如何减少 劣势供需将会如何变化

5、？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？如何抓住机会能力平台分析实物资产 位置/区域-有利的资产（有形和无形）营销网络-品牌在行业中胜岀 所必备的能 力专利关系创新-卓越的能力-内部协调-市场定位成本威率人才管理举例 BHP3M with new products McDonald's with QSC&V J&J with branded consumer health products Emerson Electric's Best Cost Producer program P&G brand management progr

6、ams low-cost mines Telecomm/media company with rights radio spectrum Avon's representatives Coca-Cola Pharmaceutical company with a ”wonder drug" Tavored nation” status with a key minister in liberalizing economy!1!1中程度的不确定分叉型2 混乱型四个不同的战略态势紧跟行业老大塑造未来见机行事In vest sufficie ntly to stay in the

7、game, but avoid premature commitmentsPlay a leadership role in establishing how the industry operates Structure/conduct Processes/systems Products/servicesWin through speed, agility, and flexibility in recognizing and capturing opportunities急流勇11Decide not to participate in the business going forwar

8、d战略举措种类种类举例嚎赌一吧“绝对错不了,Purchase of PCS license in recent auction StaplesQffice Depot recent merger activitiesGen eration cost reduction programs at U.S. electric utilities Sales and marketing improvement programs forin dustrial customers at U.S. electric utilities“期权”B8Qs warehouse store pilot progra

9、mPharmaceutical staged R8D programsTURNING STRATEGIC POSTURE INTO A SET OF ACTIONSBuilding blocksReserve the right toPlayAdapt the fastestSTRATEGIC POSTURES UNDER UNCERTAINTYLevels ofuncertainty ShapeAdapt Raise level of uncertainty and change the game (e.g, FedEx) Compete on structural advantage or

10、 frontline execution (concept of best fit) Seenario-making strategy to make one discrete outcome more likely (e.g, JVC's VCR lice rising strategy) Active direction-settingstrategy (e.gv Iridium) Retain flexibility to stay in the game regardless of outcome, watching out for sign posts and updating strategy as one course unfolds (e.g., Microsoft's application software strategy) Emerge nt strategy developme nt by continuous experimentation or by building organizational capabilities (strategy as organization) Commitment to establish industry standard/touchstone that cr