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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：评估某个盲点，该盲点可能削弱一个竞争者对一项竞争性举措的应对能力 Misjudging industry boundaries 对产业领域的错误判断 Poor identification of the competition 对竞争认知不足 Overemphasis on competito
2、rs visible competence 过分重视竞争对手所显示出来的能力 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因分析而陷入企业运作瘫痪,Competitor Profiling 竞争对手概要分析,Successful strategists take great pains in understanding their competitors 成功的战略家在了解竞争者上付出极大的努力 Ide
3、ntifying their strategies确定他们的战略 Watching their actions观察他们的行动 Evaluating their vulnerability to driving forces and competitive pressures 评估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 评估他们的资源优势和弱势以及他们的实际能力 Trying to anticipate rivals next moves 试图预计对手
4、的下一步行动.,Competitive Profiling - The 4 Corner Analysis Model (Porter, 1980),DRIVERS驱动力,CAN DO/IS DOING可行/现行,Future Goals/Philosophies/Strategies 未来目标/理念/战略,Current Strategies 现行战略,Management Assumptions 管理假设,Capabilities 能力,COMPETITIVE PROFILING THE 4 CORNER ANALYSIS MODEL竞争概要分析四角分析模型（波特，1980）,Compet
5、itive Profile Matrix 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成功因素（CSFs)及其他比较指标（如-GE 优势）进行比较 Weighted score system 加权评分系统 CSFs/ comparators are weighted by import
6、ance ; 关键成功因素（CSFs)/比较指标按重要性进行加权 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成功因素上，各个竞争对手的相对优势进行罗列： 4 = major strength 主要优势 3 = minor strength 次要优势 2 = minor weakness 次要劣势 1 = major weakness 主要劣势 Total weighted score indicates overall strength of competito
7、r.加权总分表示竞争对手的整体优势,Customer & Product 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
8、) “顾客价值是竞争优势的最主要来源。” (F&B, p. 182) CVA Process: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 联合分析/交互分析 价格敏感度分析 Motivation analysis - Unmet Needs analysis 动机分析 未满足需求分析 Lead User analysis - Defection analysis 领先使用者分析 背弃分析,Cust
9、omer Value Analysis顾客价值分析,CVA Process (cont.)CVA流程（续） Formal CVA 正式CVA Choice of what matrices to use选择使用何种矩阵 Use the matrices to create a picture 使用矩阵以取得一幅整体“图画”（了解全局） Strategic Management of Customer Value 顾客价值的战略管理 Strengthen CV priorities 增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,Cu
10、stomer Segmentation & Needs Analysis顾客细分及需求分析,Step 1: Segmentation第一步：（市场）细分 Segmentation Criteria (Consumer Markets) 细分标准(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) 使用者类型(常用者，初次使用者，非使用者，潜在使用者） Price sensitivity 价格敏感度 Consumption patterns/ us
11、age frequency消费习惯/使用频率 Perceived benefits (performance, quality, image, service) 感知利益（表现，质量，形象，服务） Brand Loyalty 品牌忠诚度 Application (purchase occasion, media exposure) 应用(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 Consu
12、mer Markets 消费者市场的细分标准 User-based (“Who?”)以使用者为基础(“谁”) Demographic人口 Geographic地理 Socioeconomic 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 工业市场的细分标准 User-based (“Who?”)以使用者
13、为基础(“谁”) Industry type/ position产业类型/定位 Company size公司规模 Technology employed所应用的科技 Product-related (“Why?”)与产品相关的(“为什么？”) Consumption patterns - Seller/ Purchaser relationship 消费模式 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 & N
14、eeds Analysis顾客细分及需求分析,Step 2: Targeting第二步：确定目标 4 R test: 4R测试 R ate the market? (Quantitative + qualitative) 评估市场（定量 + 定性） R ealistic in size? (Support segmentation?) 规模是否具有现实性 （是否足以进行细分？） R each?(Feasibly reachable?) 实现？（是否可行？） R esponsiveness?(to marketing mix?) 响应度/敏感度 （对营销组合的反应如何？） Refine usin
15、g Competitive & External analyses 运用竞争及外部分析加以修改 Customer Value Analysis顾客价值分析,Customer Segmentation & Needs Analysis顾客细分及需求分析,Step 3: Strategic Positioning第三步：战略定位 4 (5?) Ps of the Marketing Mix市场营销组合的4(5?)P Product产品 Price价格 Promotion推广 Place地点 (People?)人 Analysis tools:分析工具 Conjoint analysis联合分析/交
16、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 identified in the Industry Analysis 在你的讨论小组里，以你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行一个“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.准备向
