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1、0,营业战略常用分析模型(培训材料),1,技术,PORTER 模型,供应商,客户,新入竞争者,替代产品,行业竞争,Source:Team,宏观经济,政府法规,需求,2,PORTER 外在因素的影响,变化因素: GDP 就业率 汇率 国际关系,现有需求 潜在需求 未来需求,限制进入 价格控制,重大技术突破,行业,4,S-C-P 模型,外在冲击,S,结构,C,行为,P,表现,行业,厂家,反馈,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 供应特点 供应商多寡 成本结构 产能利用率 进入/退出障碍 产业链特点 供应商讨价还价能力 客户抬价还价能力,营销行为
2、 定价 数量 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,效益 技术进步,5,S-C-P 模型示意,多,不同,稳定,寡,相同,高速,竞争者多寡,竞争者成本结构,需求增长,低,低,高,高,忠诚度/替换成本,产品差异性,行业业绩差,行业业绩好,6,战略方阵分析模型 新的模型,传统模型,产业结构/行为,竞争实力来源,产业,新模型,7,新的竞争实力来源分析方法,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
3、创造价值,结构优势 包括规模、技术、专有知识、专利、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,传统竞争,一线执行能力,结构优势,产业结构/行为,竞争实力来源,Porter模型的适用范围,独到知识见解,8,举例,特点,举例,一线执行能力,结构优势,进入屏障高 多种竞争优势来源,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,9,行业结构/行为分析的新方法,相互依存系统,特殊关系,传统竞争,产业结构/行为,结构优势,一线执行能力,独到知识/见解,Porter 模型使用范围,
4、竞争优势来源,10,技术团体,大学,芬兰政府,分销商,用户群,营销伙伴,Nokia 手机,当地政府,Nokia 投资公司,相互依存系统 NOKIA,合同商,技术伙伴,Motorola (Ixtreme technology) CISCO (ATM-development),Texas instruments SCI,Dortmund: development of qualification training Peking: Internet technology R&D, USD 650 million under management,Founder of WAP forum Blueto
5、oth special interest group,Early deregulation of telecom industry,AT&T (USA) Mannesmann (Germany) Mitsui (Japan),Club Nokia with Careline Events News Credits Service,11,机会/风险 供需将会如何变化？ 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?,贵企业,SWOT 分析,如何抓住机会,如何进一步发挥优势,如何降低风险,如何减少劣势,优势/劣势 有形资产方面？ 无形资产方面？,12,能力平台分析,实物资产 位置/
6、区域 营销网络 品牌 专利 关系,BHPs low-cost mines Telecomm/media company with rights radio spectrum Avons representatives Coca-Cola Pharmaceutical company with a wonder drug” Favored nation status with a key minister in liberalizing economy,创新 内部协调 市场定位 成本/效率 人才管理,3M with new products McDonalds with QSC&V J&J wi
7、th branded consumer health products Emerson Electrics Best Cost Producer program P&G brand management program,有利的资产（有形和无形）,卓越的能力,在行业中胜出所必备 的能力,举例,13,四中程度的不确定,14,四个不同的战略态势,Play a leadership role in establishing how the industry operates Structure/conduct Processes/systems Products/services,塑造未来,Decid
8、e not to participate in the business going forward,急流勇退,战略举措种类,举例,Purchase of PCS license in recent auction Staples/Office Depot recent merger activities,Generation cost reduction programs at U.S. electric utilities Sales and marketing improvement programs for industrial customers at U.S. electric u
9、tilities,B&Qs warehouse store pilot program Pharmaceutical staged R&D programs,TURNING STRATEGIC POSTURE INTO A SET OF ACTIONS,Examples,Generation cost reduction programs at 4.5 electric utilities Sales and marketing improvement programs for industrial customers of electric utilities,B&Qs warehouse
10、store pilot program Pharmaceutical staged R&D programs,Purchase of PCS license in recent auction Staples/Office Depot recent merger activities, ,17,STRATEGIC POSTURES UNDER UNCERTAINTY,Levels of uncertainty,Shape,Adapt,Scenario-making strategy to make one discrete outcome more likely (e.g, JVCs VCR
11、licensing strategy),Retain flexibility to stay in the game regardless of outcome, watching out for signposts and updating strategy as one course unfolds (e.g., Microsofts application software strategy),1,2,3,Commitment to establish industry standard/touchstone that creates order by superiority and/o
12、r self-fulfilling prophecy (e.g., Netscape),Emergent strategy development especially strategy as organization (e.g., Goldman Sachs, McKinsey),Raise level of uncertainty and change the game (e.g, FedEx),Compete on structural advantage or frontline execution (concept of best fit),Active direction-setting strategy (e.g., Iridium),Emergent strategy development by continuous experimentation or by building organizational capabilities (strategy as organization),
