策略之定义课件

Chapter6StrategicManagementChapter6StrategicManagement1LearningObjectivesDefinestrategy策略之定義Explaintheroleofenvironmentalanalysisinstrategyformulation

解釋環境分析在策略規劃的角色Explainthestrategicplanningprocess

解釋策略規劃的過程Utilizestrategicplanningtools,suchastheproductlifecyclemodel,portfoliomatrix,andSWOTanalysis.

利用策略規劃工具，如產品生命週期模型、組合矩陣及SWOT分析Afterstudyingthischapter,youshouldbeableto:©2005PrenticeHallLearningObjectivesDefinestraLearningObjectivesDescribestrategyimplementationtoolssuchastheSevenSModel.

描述如SevenSModel的履行工具Describethedifferencesbetweenintendedandemergentstrategies.

描述預期和突發策略的相異性Afterstudyingthischapter,youshouldbeableto:©2005PrenticeHallLearningObjectivesDescribestCompetitiveAdvantageCompetitiveadvantage競爭性優點Theabilityofafirmtowinconsistentlyoverthelongterminacompetitivesituation.

公司贏得長期競爭的能力Competitiveadvantageiscreatedthroughtheachievementoffivequalities

由五大品質達成所形成的競爭性優點Non-substitutability不可代換性Appropriability專屬性Superiority優越性Inimitability不可模仿性Durability耐久性©2005PrenticeHallCompetitiveAdvantageCompetitiFiveQualitiesthatLeadtoCompetitiveAdvantageSuperiority優越性Areyousignificantlybetterthanyourcompetitors?

是否優於你的競爭者Atwhatthingsareyoubetter?

贏在何處Superiority©2005PrenticeHallFiveQualitiesthatLeadtoCoInimitabilityFiveQualitiesthatLeadtoCompetitiveAdvantageInimitability不可模仿性Managersmustcreatebarriersthatmakeithardforotherstocopytheirsuperiorityadvantages

管理者必須障礙來使他人不易複製其優越性的優點Culture文化Productdesign產品設計Marketingstrategy行銷策略Andothers其他項目Superiority©2005PrenticeHallInimitabilityFiveQualitiesthDurabilityFiveQualitiesthatLeadtoCompetitiveAdvantageDurability(longlasting)耐久性Legallyprotected法律保障Patents專利權Copyrights智慧財產權Brandnames品牌專利Well-established信譽保障Brandimage品牌形象Reputationforquality名聲的保證SuperiorityInimitability©2005PrenticeHallDurabilityFiveQualitiesthatFiveQualitiesthatLeadtoCompetitiveAdvantageNon-substitutability不可代換性Canthecustomer’sneedthatyoufulfillcanbemetbyalternativemeans?

你所滿足的顧客需求有其他方法替代嗎ErmationavailabilityontheInternet

百科全書vs.網路可取得的資訊Movietheaterentertainmentvs.concertbandentertainment

電影院vs.管樂團SuperiorityInimitabilityDurabilityNon-substitutability©2005PrenticeHallFiveQualitiesthatLeadtoCoFiveQualitiesthatLeadtoCompetitiveAdvantageAppropriability不可代換性Canyouactuallycapturetheprofitsthatcanbemadeinthebusiness?

你可以在工作中確實獲得利潤嗎Supernormalreturns超常的利潤Profitsthatareabovetheaverageforacomparablesetoffirms

利潤會好過公司所給的平均值Primarilyafunctionofgreater‑than‑averagecost‑pricemargins

基本作用的平均比比成本價格限度高

SuperiorityInimitabilityDurabilityNon-substitutabilityAppropriability©2005PrenticeHallFiveQualitiesthatLeadtoCoStrategicManagementProcess:

SettingDirectionStrategicmanagementprocessisaplanningprocessinwhichmanagers管理者在策略管理過程中的計劃過程為下Settheorganization'sgeneraldirectionandobjectives

設立組織的大方向及目標Formulateaspecificstrategy

規劃一個具體策略Planandcarryoutthestrategy’simplementation

計畫實行策略的履行Monitorresultsandmakenecessaryadjustments

觀看結果並做出必要的改進©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcessDeterminestrategicintentDefineorganizationalmissionAnalyzeenvironmentSetobjectivesDeterminerequirementsAssessresourcesDevelopactionplansImplementplansMonitoroutcomesStrategicPlanningFeedbackAdaptedfromExhibit6.1:StrategicManagementProcess©2005PrenticeHallStrategicManagementProcessDeStrategicManagementProcess:

SettingDirectionStrategicintent:whattheorganizationultimatelywantstobeanddo策略的目的：公司最後所要完成的事情Generalidentity,direction,andlevelofaspirationsoftheorganization

主體、方向、及公司目的的之程度Akeyobjectiveistoinspire

重要的目標有激勵的作用Shouldpaintageneralpictureofaspirationandengenderastrongemotionalresponseinjustafewwords

繪出大致的目的藍圖及簡述說明來產生強烈情感回應StrategicIntent©2005PrenticeHallStrategicManagementProcess:

StrategicManagementProcess:

SettingDirectionMissionstatementarticulatesthefundamentalpurposeoftheorganization任務表達出了公司基本的目的Companyphilosophy公司哲學Companyidentity,orself-concept公司特性及自我觀點Principalproductsorservices主要產品及服務Customersandmarkets消費者與市場Geographicfocus地理上的焦點Obligationstoshareholders對股東的義務Commitmenttoemployees委任給員工Mission©2005PrenticeHallStrategicManagementProcess:MissionStatementfortheInternalRevenueServiceTheIRSmissionisto“provideAmerica’staxpayerstopqualityservicebyhelpingthemunderstandandmeettheirtaxresponsibilitiesandbyapplyingthetaxlawwithintegrityandfairnesstoall.”AdaptedfromExhibit6.2MissionStatementfortheInternalRevenueService©2005PrenticeHallMissionStatementfortheInteStrategicManagementProcess:

SettingDirectionStrategicobjectivestranslatethestrategicintentandmissionofthefirmintoconcreteandmeasurablegoals策略目標說明了策略的意圖和將公司任務變成具體及重要之目的Facilitatesafirm'sabilitytoAllocateresourcesappropriately 適當地分配資源Reachasharedunderstandingofpriorities

達到對優先權共有的理解Delegateresponsibilities 委託責任Holdpeopleaccountableforresults

讓人們對結果有所了解StrategicObjectives©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

SettingDirectionStrategicobjectivesaddressmanyissues,suchasRevenuegrowth利益的成長率Profitability利益率Customersatisfaction顧客滿意Marketshare市場分紅Financialreturns(e.g.,returnonequity,returnonassets)財務回饋

Technologicalleadership技術的領導地位Cashflow金錢流動Operatingefficiency(e.g.,costsperunit,expenseperemployee)

執行效率StrategicObjectives©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyCompetitivestrategy:determininghowthecompanyisgoingtocompeteandachieveitsstrategicobjectives,mission,andultimatestrategicintent

競爭性策略：公司如何去競爭及達成自我的策略目標、任務及策略的最後目的Genericstrategies一般策略Techniquesandtools技術和工具©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyGenericstrategies

一般策略Costleadership

成本領導策略Differentiation

變異化策略Scope

範圍策略©2005PrenticeHallStrategicManagementProcess:StrategyScopeGeneral FocusedDifferentiationCostLeadershipGenericStrategiesandScopeGeneralplayerwhoseproductorservicefeaturescommandpremiumpricesandwhosecostsareattheindustryaverage.Example:SonyNicheplayerwithaveragecostsbutcommandingpremiumpricesthatfocusesonthehighendandcustomersinageneralorspecificgeography.Example:MorganMotorsGeneralplayerwhoseproductorservicefeaturescommandindustryaveragepricesbutwhosecostsaresignificantlybelowtheindustryaverage.Example:Wal-martNicheplayerwithaveragepricesandbelow-averagecoststhatfocusesonasegmentofcustomersoraspecificgeography.Example:ColumbiaSportsAdaptedfromExhibit6.3:GenericStrategiesandScope©2005PrenticeHallStrategyScopeGeneral FocusedDiStrategicManagementProcess:

FormulatingaStrategyInternalandexternalanalysis內部及外部分析Toolsandconcepts工具及概念Environmentalanalysis環境分析Valueproposition價值主張Organizationalanalysis公司分析Valuechain價值鏈Fiveprimaryactivities五大主要活動Foursupportactivities四項支援活動©2005PrenticeHallStrategicManagementProcess:ReliabilityHighLowLowHighPriceValuePropositionforThreeCarCompaniesEqualvaluelineCompanyACompanyBCompanyCBestValueAdaptedfromExhibit6.4:ValuePropositionforThreeCompanies©2005PrenticeHallReliabilityHighLowLowHighPriceTheValueChainPrimaryActivitiesSupportActivitiesFirminfrastructure(e.g.,Finance,Planning)HumanresourcemanagementTechnologydevelopmentProcurementInboundlogisticsOperationsOutboundlogisticsMarketingandsalesAfter-saleserviceAdaptedfromExhibit6.5:TheValueChain©2005PrenticeHallTheValueChainPrimaryActivitStrategicManagementProcess:

FormulatingaStrategyLeveragingthevaluechain影響價值鍊Determinewhereinyourvaluechainyouhavethepotentialtoaddthegreatestvalue

在價值鏈中，哪一段能得到最大價值Segmentbusinessactivities,seetheimportantlinkagesandmakeadjustments

在商業活動中，找尋其重要關聯並做調整Resource-basedapproach資源為基礎的方法Recognizeandexploitinternalstrengthsofthecompany

辨別及找出公司內部的長處©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyCorecompetencies核心競爭力Areinterrelatedsetsofactivitiesthatdelivercompetitiveadvantagesintheshort-termandlong-term

有相互關係行動的配置可以在長期及短期間傳達競爭的優點Provideaccesstoawidevarietyofmarkets

提供進入不同廣大市場的方法Significantlycontributetoperceivedcustomerbenefitsoftheendproductsorservices

提供顧客在賣完產品或服務後的利益是值得注意的Aredifficultforcompetitorstoimitate

對手很難模仿©2005PrenticeHallStrategicManagementProcess:BirthGrowthMaturityDeclineHighLowTimeIntegratingInternalandExternalAnalysesProductLifeCycleAdaptedfromExhibit6.6:ProductLifeCycle©2005PrenticeHallBirthGrowthMaturityDeclineHighIntegratingInternalandExternalAnalysesProductLifeCycleAdaptedfromExhibit6.7:InternationalProductLifeCyclesHighLowTimeSales©2005PrenticeHallIntegratingInternalandExterBCGMatrixHighLowRelativeMarketShareMarketAttractivenessHighIntegratingInternalandExternalAnalysesPortfolioAnalysisAdaptedfromExhibit6.8:BCGMatrix©2005PrenticeHallBCGMatrixHighLowRelativeMarkBCGMatrixHighLowRelativeMarketShareMarketAttractivenessHighIntegratingInternalandExternalAnalysesPortfolioAnalysisAdaptedfromExhibit6.9:InternationalMatrixOurAbilityToCompete©2005PrenticeHallBCGMatrixHighLowRelativeMarkIntegratingInternalandExternalAnalysesInternalenvironment內部環境Strengths優勢Weaknesses劣勢Tools工具Corecompetenciesframework核心競爭力架構Resourceanalysisframework

資源分析架構Valuechainframework

價值鏈架構SWOTAnalysisInternalEnvironmentSW©2005PrenticeHallIntegratingInternalandExterIntegratingInternalandExternalAnalysesExternalenvironment內部環境Opportunities機會Threats威脅Tools工具Productlifecycleanalysis 產品生命週期Portfolioanalysis 報告分析Fiveforcesframework 五力架構SWOTAnalysisExternalEnvironmentOTSW©2005PrenticeHallIntegratingInternalandExterStructure架構Basicgroupingofreportingrelationshipsandactivities

簡報關係的基本編組及活動Linkingofseparateorganizationalentities

公司本質區分的連結StrategicManagementProcess:

StrategyImplementationSevenS’sStrategy策略Planorcourseofaction

計畫或行動的過程Allocationoffirm’sresourcestoreachgoals

分配公司資源以達成目標StrategyStructureAdaptedfromExhibit6.10:SevenSModel©2005PrenticeHallStructure架構StrategicManagemeStrategicManagementProcess:

StrategyImplementationStrategySharedvaluesStructureSystemsSystems體制Formalprocessesandprocedures正式過程及程序Managementcontrolsystems管理控制制度Performancemeasurementandrewardsystems 績效評比與回饋制度Planningandbudgetingsystems計畫和編列預算系統Thewayspeoplerelatetothem人們與體制相關的方法SevenS’sSharedValues分享價值Significantmeaningsorguidingconcepts

重大意義或引導的概念AdaptedfromExhibit6.10:SevenSModel©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

StrategyImplementationStrategySharedvaluesStructureSystemsSkillsStyleStyle風格Leadershipstyleofmanagement管理的領導風格Operatingstyleoftheorganization公司的運作風格Reflectionofthenormspeopleactupon依據人們行為的反映規範SevenS’sSkills技術Organizationalcompetencies

公司競爭力Othercapabilitiesresidingintheorganization

其餘屬於公司能力AdaptedfromExhibit6.10:SevenSModel©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

StrategyImplementationStrategySharedvaluesStructureSystemsSkillsStyleStaffSevenS’sStaff員工Recruitment招募Selection遴選Development發展Socialization社會化Advancementofpeopleintheorganization人們在公司中的進展AdaptedfromExhibit6.10:SevenSModel©2005PrenticeHallStrategicManagementProcess:Chapter6StrategicManagementChapter6StrategicManagement35LearningObjectivesDefinestrategy策略之定義Explaintheroleofenvironmentalanalysisinstrategyformulation

解釋環境分析在策略規劃的角色Explainthestrategicplanningprocess

解釋策略規劃的過程Utilizestrategicplanningtools,suchastheproductlifecyclemodel,portfoliomatrix,andSWOTanalysis.

利用策略規劃工具，如產品生命週期模型、組合矩陣及SWOT分析Afterstudyingthischapter,youshouldbeableto:©2005PrenticeHallLearningObjectivesDefinestraLearningObjectivesDescribestrategyimplementationtoolssuchastheSevenSModel.

描述如SevenSModel的履行工具Describethedifferencesbetweenintendedandemergentstrategies.

描述預期和突發策略的相異性Afterstudyingthischapter,youshouldbeableto:©2005PrenticeHallLearningObjectivesDescribestCompetitiveAdvantageCompetitiveadvantage競爭性優點Theabilityofafirmtowinconsistentlyoverthelongterminacompetitivesituation.

公司贏得長期競爭的能力Competitiveadvantageiscreatedthroughtheachievementoffivequalities

由五大品質達成所形成的競爭性優點Non-substitutability不可代換性Appropriability專屬性Superiority優越性Inimitability不可模仿性Durability耐久性©2005PrenticeHallCompetitiveAdvantageCompetitiFiveQualitiesthatLeadtoCompetitiveAdvantageSuperiority優越性Areyousignificantlybetterthanyourcompetitors?

是否優於你的競爭者Atwhatthingsareyoubetter?

贏在何處Superiority©2005PrenticeHallFiveQualitiesthatLeadtoCoInimitabilityFiveQualitiesthatLeadtoCompetitiveAdvantageInimitability不可模仿性Managersmustcreatebarriersthatmakeithardforotherstocopytheirsuperiorityadvantages

管理者必須障礙來使他人不易複製其優越性的優點Culture文化Productdesign產品設計Marketingstrategy行銷策略Andothers其他項目Superiority©2005PrenticeHallInimitabilityFiveQualitiesthDurabilityFiveQualitiesthatLeadtoCompetitiveAdvantageDurability(longlasting)耐久性Legallyprotected法律保障Patents專利權Copyrights智慧財產權Brandnames品牌專利Well-established信譽保障Brandimage品牌形象Reputationforquality名聲的保證SuperiorityInimitability©2005PrenticeHallDurabilityFiveQualitiesthatFiveQualitiesthatLeadtoCompetitiveAdvantageNon-substitutability不可代換性Canthecustomer’sneedthatyoufulfillcanbemetbyalternativemeans?

你所滿足的顧客需求有其他方法替代嗎ErmationavailabilityontheInternet

百科全書vs.網路可取得的資訊Movietheaterentertainmentvs.concertbandentertainment

電影院vs.管樂團SuperiorityInimitabilityDurabilityNon-substitutability©2005PrenticeHallFiveQualitiesthatLeadtoCoFiveQualitiesthatLeadtoCompetitiveAdvantageAppropriability不可代換性Canyouactuallycapturetheprofitsthatcanbemadeinthebusiness?

你可以在工作中確實獲得利潤嗎Supernormalreturns超常的利潤Profitsthatareabovetheaverageforacomparablesetoffirms

利潤會好過公司所給的平均值Primarilyafunctionofgreater‑than‑averagecost‑pricemargins

基本作用的平均比比成本價格限度高

SuperiorityInimitabilityDurabilityNon-substitutabilityAppropriability©2005PrenticeHallFiveQualitiesthatLeadtoCoStrategicManagementProcess:

SettingDirectionStrategicmanagementprocessisaplanningprocessinwhichmanagers管理者在策略管理過程中的計劃過程為下Settheorganization'sgeneraldirectionandobjectives

設立組織的大方向及目標Formulateaspecificstrategy

規劃一個具體策略Planandcarryoutthestrategy’simplementation

計畫實行策略的履行Monitorresultsandmakenecessaryadjustments

觀看結果並做出必要的改進©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcessDeterminestrategicintentDefineorganizationalmissionAnalyzeenvironmentSetobjectivesDeterminerequirementsAssessresourcesDevelopactionplansImplementplansMonitoroutcomesStrategicPlanningFeedbackAdaptedfromExhibit6.1:StrategicManagementProcess©2005PrenticeHallStrategicManagementProcessDeStrategicManagementProcess:

SettingDirectionStrategicintent:whattheorganizationultimatelywantstobeanddo策略的目的：公司最後所要完成的事情Generalidentity,direction,andlevelofaspirationsoftheorganization

主體、方向、及公司目的的之程度Akeyobjectiveistoinspire

重要的目標有激勵的作用Shouldpaintageneralpictureofaspirationandengenderastrongemotionalresponseinjustafewwords

繪出大致的目的藍圖及簡述說明來產生強烈情感回應StrategicIntent©2005PrenticeHallStrategicManagementProcess:

StrategicManagementProcess:

SettingDirectionMissionstatementarticulatesthefundamentalpurposeoftheorganization任務表達出了公司基本的目的Companyphilosophy公司哲學Companyidentity,orself-concept公司特性及自我觀點Principalproductsorservices主要產品及服務Customersandmarkets消費者與市場Geographicfocus地理上的焦點Obligationstoshareholders對股東的義務Commitmenttoemployees委任給員工Mission©2005PrenticeHallStrategicManagementProcess:MissionStatementfortheInternalRevenueServiceTheIRSmissionisto“provideAmerica’staxpayerstopqualityservicebyhelpingthemunderstandandmeettheirtaxresponsibilitiesandbyapplyingthetaxlawwithintegrityandfairnesstoall.”AdaptedfromExhibit6.2MissionStatementfortheInternalRevenueService©2005PrenticeHallMissionStatementfortheInteStrategicManagementProcess:

SettingDirectionStrategicobjectivestranslatethestrategicintentandmissionofthefirmintoconcreteandmeasurablegoals策略目標說明了策略的意圖和將公司任務變成具體及重要之目的Facilitatesafirm'sabilitytoAllocateresourcesappropriately 適當地分配資源Reachasharedunderstandingofpriorities

達到對優先權共有的理解Delegateresponsibilities 委託責任Holdpeopleaccountableforresults

讓人們對結果有所了解StrategicObjectives©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

SettingDirectionStrategicobjectivesaddressmanyissues,suchasRevenuegrowth利益的成長率Profitability利益率Customersatisfaction顧客滿意Marketshare市場分紅Financialreturns(e.g.,returnonequity,returnonassets)財務回饋

Technologicalleadership技術的領導地位Cashflow金錢流動Operatingefficiency(e.g.,costsperunit,expenseperemployee)

執行效率StrategicObjectives©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyCompetitivestrategy:determininghowthecompanyisgoingtocompeteandachieveitsstrategicobjectives,mission,andultimatestrategicintent

競爭性策略：公司如何去競爭及達成自我的策略目標、任務及策略的最後目的Genericstrategies一般策略Techniquesandtools技術和工具©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyGenericstrategies

一般策略Costleadership

成本領導策略Differentiation

變異化策略Scope

範圍策略©2005PrenticeHallStrategicManagementProcess:StrategyScopeGeneral FocusedDifferentiationCostLeadershipGenericStrategiesandScopeGeneralplayerwhoseproductorservicefeaturescommandpremiumpricesandwhosecostsareattheindustryaverage.Example:SonyNicheplayerwithaveragecostsbutcommandingpremiumpricesthatfocusesonthehighendandcustomersinageneralorspecificgeography.Example:MorganMotorsGeneralplayerwhoseproductorservicefeaturescommandindustryaveragepricesbutwhosecostsaresignificantlybelowtheindustryaverage.Example:Wal-martNicheplayerwithaveragepricesandbelow-averagecoststhatfocusesonasegmentofcustomersoraspecificgeography.Example:ColumbiaSportsAdaptedfromExhibit6.3:GenericStrategiesandScope©2005PrenticeHallStrategyScopeGeneral FocusedDiStrategicManagementProcess:

FormulatingaStrategyInternalandexternalanalysis內部及外部分析Toolsandconcepts工具及概念Environmentalanalysis環境分析Valueproposition價值主張Organizationalanalysis公司分析Valuechain價值鏈Fiveprimaryactivities五大主要活動Foursupportactivities四項支援活動©2005PrenticeHallStrategicManagementProcess:ReliabilityHighLowLowHighPriceValuePropositionforThreeCarCompaniesEqualvaluelineCompanyACompanyBCompanyCBestValueAdaptedfromExhibit6.4:ValuePropositionforThreeCompanies©2005PrenticeHallReliabilityHighLowLowHighPriceTheValueChainPrimaryActivitiesSupportActivitiesFirminfrastructure(e.g.,Finance,Planning)HumanresourcemanagementTechnologydevelopmentProcurementInboundlogisticsOperationsOutboundlogisticsMarketingandsalesAfter-saleserviceAdaptedfromExhibit6.5:TheValueChain©2005PrenticeHallTheValueChainPrimaryActivitStrategicManagementProcess:

FormulatingaStrategyLeveragingthevaluechain影響價值鍊Determinewhereinyourvaluechainyouhavethepotentialtoaddthegreatestvalue

在價值鏈中，哪一段能得到最大價值Segmentbusinessactivities,seetheimportantlinkagesandmakeadjustments

在商業活動中，找尋其重要關聯並做調整Resource-basedapproach資源為基礎的方法Recognizeandexploitinternalstrengthsofthecompany

辨別及找出公司內部的長處©2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyCorecompetencies核心競爭力Areinterrelatedsetsofactivitiesthatdelivercompetitiveadvantagesintheshort-termandlong-term

有相互關係行動的配置可以在長期及短期間傳達競爭的優點Provideaccesstoawidevarietyofmarkets

提供進入不同廣大市場的方法Significantlycontributetoperceivedcustomerbenefitsoftheendproductsorservices

提供顧客在賣完產品或服務後的利益是值得注意的Aredifficultforcompetitorstoimitate

對手很難模仿©2005PrenticeHallStrategicManagementProcess:BirthGrowthMaturityDeclineHighLowTimeIntegratingInternalandExternalAnalysesProductLifeCycleAdaptedfromExhibit6.6:ProductLifeCycle©2005PrenticeHallBirthGrowthMaturityDeclineHighIntegratingInternalandExternalAnalysesProductLifeCycleAdaptedfromExhibit6.7:InternationalProductLifeCyclesHighLowTimeSales©2005PrenticeHallIntegratingInternalandExterBCGMatrixHighLowRelativeMarketShareMarketAttractivenessHighIntegratingInternalandExternalAnalysesPortfolioAnalysisAdaptedfromExhibit6.8:BCGMatrix©2005PrenticeHallBCGMatrixHighLowRelativeMarkBCGMatrixHighLowRelativeMarketShareMarketAttractivenessHighIntegratingInternalandExternalAnalys