超级流行的管理工具荟萃3ppt课件

1、Blindspot Analysis 盲点分析Objective: To assess the presence of blindspots that may compromise a competitors ability to respond to a competitive action.目的：评价某个盲点，该盲点能够减弱一个竞争者对一项竞争性举措的应对才干Misjudging industry boundaries 对产业领域的错误判别Poor identification of the competition 对竞争认知缺乏Overemphasis on competitors vi

2、sible competence 过分注重竞争对手所显示出来的才干Overemphasis on scope not posture 过分强调范围而不是态势Faulty assumptions about the competition 对竞争情况作错误假设Paralysis by analysis因分析而堕入企业运作瘫痪.Competitor Profiling 竞争对手概要分析Successful strategists take great pains in understanding their competitors 胜利的战略家在了解竞争者上付出极大的努力 Identifying

3、their strategies确定他们的战略 Watching their actions察看他们的行动 Evaluating their vulnerability to driving forces and competitive pressures 评价他们的驱动力的弱点以及竞争压力下的弱点 Sizing up their resource strengths and weaknesses and their capabilities 评价他们的资源优势和弱势以及他们的实践才干 Trying to anticipate rivals next moves 试图估计对手的下一步行动.Co

4、mpetitive Profiling - The 4 Corner Analysis Model (Porter, 1980).DRIVERS驱动力CAN DO/IS DOING可行/现行Future Goals/Philosophies/Strategies未来目的/理念/战略Current Strategies现行战略Management Assumptions管理假设Capabilities才干COMPETITIVE PROFILING THE 4 CORNER ANALYSIS MODEL竞争概要分析四角分析模型波特，1980 .Competitive Profile Matrix

5、竞争态势矩阵 (CPM) (David, 2001, pp. 114-115)CPM- compares competitors against critical success factors (CSFs) in the industry + other comparators (eg.- GE strengths)CPM- 将竞争对手与行业中的关键胜利要素CSFs)及其他比较目的如-GE 优势进展比较Weighted score system 加权评分系统CSFs/ comparators are weighted by importance ; 关键胜利要素CSFs)/比较目的按重要性进

6、展加权Total 总分= 1.00 Competitors are listed re: relative strength for each CSF列出竞争对手，例如根据在每个关键胜利要素上，各个竞争对手的相对优势进展罗列：4 = major strength 主要优势3 = minor strength 次要优势2 = minor weakness 次要优势1 = major weakness 主要优势Total weighted score indicates overall strength of competitor.加权总分表示竞争对手的整体优势.Customer & Produc

7、t Analysis Techniques顾客及产品分析技巧Customer value analysis 顾客价值分析Customer segmentation/ needs analysis顾客市场细分/需求分析Competitive benchmarking竞争定标比超/基准设定.Customer Value Analysis顾客价值分析“Customer value is the most important source of competitive advantage. (F&B, p. 182)“顾客价值是竞争优势的最主要来源。 (F&B, p. 182)CVA Process:

8、顾客价值分析流程 (CVA流程)Customer Intimacy 顾客亲密度Surveys - Focus groups调查 焦点小组访谈法Conjoint analysis - Price Sensitivity analysis结合分析/交互分析 价钱敏感度分析Motivation analysis - Unmet Needs analysis动机分析 未满足需求分析Lead User analysis - Defection analysis领先运用者分析 背弃分析.Customer Value Analysis顾客价值分析CVA Process (cont.)CVA流程续Formal

9、 CVA 正式CVAChoice of what matrices to use选择运用何种矩阵Use the matrices to create a picture 运用矩阵以获得一幅整体“图画了解全局Strategic Management of Customer Value 顾客价值的战略管理Strengthen CV priorities 加强顾客价值的重要性Regularly monitor for CV shifts 经常监控顾客价值的转变.Customer Segmentation & Needs Analysis顾客细分及需求分析Step 1: Segmentation第一步

10、：市场细分Segmentation Criteria (Consumer Markets)细分规范(消费者市场)Product-Related (“Why?)与产品相关的(“为什么？)User types (regular, first time, non-users, potential) 运用者类型(常用者，初次运用者，非运用者，潜在运用者Price sensitivity 价钱敏感度Consumption patterns/ usage frequency消费习惯/运用频率Perceived benefits (performance, quality, image, service)

11、感知利益表现，质量，笼统，效力Brand Loyalty 品牌忠实度Application (purchase occasion, media exposure) 运用(购买场所，媒体曝光度.Customer Segmentation & Needs Analysis顾客细分及需求分析Step 1: Segmentation (cont.)第一步：市场细分Segmentation Criteria for Consumer Markets 消费者市场的细分规范 User-based (“Who?)以运用者为根底(“谁)Demographic人口Geographic地理Socioeconomic

12、 社会经济Lifestyle/ Personality 生活方式/性格.Customer Segmentation & Needs Analysis顾客细分及需求分析Step 1: Segmentation (cont.)第一步：市场细分(续)Segmentation Criteria for Industrial Markets工业市场的细分规范User-based (“Who?)以运用者为根底(“谁)Industry type/ position产业类型/定位Company size公司规模Technology employed所运用的科技Product-related (“Why?)与产

13、品相关的(“为什么？)Consumption patterns - Seller/ Purchaser relationship消费方式 买卖双方的关系End usage - Purchasing policies最终用途 采购政策Perceived benefits感知利益Size of purchase采购规模.Customer Segmentation & Needs Analysis顾客细分及需求分析Step 2: Targeting第二步：确定目的4 R test: 4R测试R ate the market? (Quantitative + qualitative)评价市场定量 +

14、定性R ealistic in size? (Support segmentation?)规模能否具有现实性 能否足以进展细分？R each?(Feasibly reachable?)实现？能否可行？R esponsiveness?(to marketing mix?)呼应度/敏感度 对营销组合的反响如何？Refine using Competitive & External analyses 运用竞争及外部分析加以修正Customer Value Analysis顾客价值分析.Customer Segmentation & Needs Analysis顾客细分及需求分析Step 3: Str

15、ategic Positioning第三步：战略定位4 (5?) Ps of the Marketing Mix市场营销组合的4(5?)PProduct产品Price价钱Promotion推行Place地点(People?)人Analysis tools:分析工具Conjoint analysis结合分析/交互分析Competitor maps竞争对手图Performance matrices, etc.绩效矩阵，等.Experiential Exercise练习In your discussion groups, consider the organisation that you iden

16、tified in the Industry Analysis 在他的讨论小组里，以他在产业分析里所用的组织为例Take 40 minutes to develop a hypothetical Customer Segmentation and Needs analysis for that organisation. 用40分钟时间为该组织进展一个“假设性的顾客市场细分及需求分析Be prepared to present a summary of your findings to the class.预备向全班同窗讲述他们对发现结果的总结Have fun!享用其中的乐趣！.Competi

17、tive Benchmarking 竞争定标比超/基准设定1) Determine which function(s) to benchmark.确定哪个些部门需求定标比超/设立基准/标杆2) Identify key performance indicators (KPIs) to measure.确认需求衡量的主要绩效目的(KPIs)3) Identify best-in-class organisations确认最优秀的组织4)Measure performance of best-in-class organisations (Best Practice)衡量最优秀组织的绩效最正确实际

18、5) Measure your organisations performance 衡量他的组织的绩效6) Specify programs & actions to close gap 对意在缩短差距的方案和行动进展详细阐明7) Implement and monitor results.实施并监测结果.Issues Analysis事项分析.Issues Priority Matrix 优先事项矩阵 Low低 Impact 影响 High高UrgencyHigh高Low低New premises新办公地点Expected product recall 估计产品召回New product l

19、aunch 新产品发布紧急性.Issues Priority Matrix优先事项矩阵 Low低 Impact 影响 High高UrgencyHigh高Low低New premises新办公地点Expected product recall估计产品召回New product launch新产品发布Monitor监控Monitor closely/ act 亲密监控/行动Urgent priority!紧急性紧急优先！.Issues Priority Matrix优先事项矩阵 Low低 Impact 影响 High高UrgencyHigh高Low低New premises新办公地点Expecte

20、d product recall估计产品召回New product launch新产品发布Monitor监控Monitor closely/ actMonitor closely/ act 亲密监控/行动Urgent priority!Dynamic Movement动态挪动紧急性紧急优先！.Scenario Analysis情景分析“What if?假设Quantitative定量Computerised Econometric models 电算化的计量经济学模型Downstream impacts with feedback loops 因反响环而产生的下游影响Qualitative定性

21、Intuitive methods直觉方法Delphi德尔菲法Cross Impact methods - interrelated dependencies相互影响方法相互依赖性.Scenario Analysis情景分析5 Specific Levels/ Purposes:5个详细层次/目的STEEP scenario STEEP 情景Sensitivity scenario敏感度情景Internal/ controllable factors内部/可控要素Spreadsheets电子数据表Industry scenario行业情景Diversification scenario多元化情

22、景Public Issue scenario公共事件情景.Stakeholder Analysis利益相关者分析Who?谁？What?什么？Opportunities & Threats (Challenges)?时机&要挟挑战？Strategies 战略.Stakeholder mapping利益相关者图 利益程度低高力量低高最小的努力让利益相关者称心让利益相关者知情主要参与者.Stakeholder mapping利益相关者图 可预测性高低力量低高很少问题有强大力量但可预测不可预测但可管理最大的危险或时机.Experiential Exercise 练习In your discussion

23、 groups, consider that the organisation that you identified in the Industry Analysis is making a major shift in its strategic direction (you decide what that will be).在他的讨论小组中，以他在行业分析中确定的组织为例，该组织正在作出一个艰苦的战略方向改动由他来决议它是一个什么样的改动Take 30 minutes to develop a hypothetical Predictability / Power Stakeholde

24、r Map for that organisation. 用30分钟时间为该组织建立一个“假设性的可预测性/力量利益相关者图Be prepared to present a summary of your findings to the class.预备向全班同窗讲述他们对发现结果的总结Have fun!享用其中的乐趣！.Evolutionary Analysis Tools 进化分析工具Experience Curve analysis阅历曲线分析Growth Vector analysis增长矢量分析Patent analysis专利分析Product Life Cycle analysi

25、s产品生命周期分析S-curve analysis S曲线分析Organisational Life Cycle analysis组织生命周期分析.Experience Curve Analysis阅历曲线分析Introduced as a concept by BCG in 1966该概念由波士顿管理咨询公司BCG在1966年率先提出Used by Ford as early as 1908福特早在1908年就曾经运用Complex and limited复杂且有局限性Remember the Model T!记住T模型.Growth Vector Analysis Ansoff增长矢量分析

26、安索夫Ansoff模型MarketOpt ionsProduct Alternatives产品选项Present Products现有产品Improved Products改良产品New Products新产品Existing Market现有市场Expanded Market已拓展市场New Market新市场Market Penetration市场浸透2) Product Extension (eg.- variants/ imitations)产品扩展例如变化/模拟3) Product Development (eg/- line extension产品开展例如：系列延伸4) Marke

27、t Extension市场拓展5) Market Segmentation/ Product Differentiation市场细分/产品差别化6) Product Development/ Market Extension产品开发/市场拓展7) Market Development市场开发8) Product/ Service Extension & Market Development 产品/效力拓展&市场开发9) Diversification多元化 市场选项.Patent Analysis专利分析Identify scope确定范围Specific geographical areas?特定的地理区域？Specific firms?特定企业？Specific technologies?特定技术？Determine analytical framework决议分析架构Highly Cited Patents高