《经营管理超级流行的管理工具荟萃》由会员分享，可在线阅读，更多相关《经营管理超级流行的管理工具荟萃（30页珍藏版）》请在金锄头文库上搜索。
1、Analytical Models - ExamplesBCG Growth Matrix波士顿成长矩波士顿成长矩阵阵 Competitive Position Matrix竞竞争态势矩阵争态势矩阵 Competitor Analysis竞争者分析竞争者分析 Competitor Benchmarking竞争竞争者标竿者标竿/定标比超定标比超/确立基准确立基准 Core Competence Analysis核核心竞争力分析心竞争力分析 Country risk analysis国家风险国家风险分析分析 Distribution strategy analysis分销战略分析分销战略分析 Ex
2、perience Curve经验曲线经验曲线 Gap Analysis差距分析差距分析 GEC Business Screen通用电气通用电气业务筛选业务筛选Macro-environmental analysis宏观环境分析宏观环境分析 Marketing Technology Matrix营销技术矩阵营销技术矩阵 McKinsey 7S Framework麦肯麦肯锡锡7S框架框架 Organisation and personality assessment组织和性格评估组织和性格评估 Patent analysis专利权分析专利权分析 PIMS信息管理系统信息管理系统 Portfolio
3、 Analysis组合分析组合分析 Porter - five forces for industry analysis波特产业五波特产业五种力量分析种力量分析Analytical Models - ExamplesPorter Generic Strategies波特一波特一般竞争战略般竞争战略 Porter Value Chain波特价值链波特价值链 Portfolio Management & Restructuring Strategies 组合管理和调整战略组合管理和调整战略 Product Life Cycle产品生命周期产品生命周期 Ratio analysis比率分析比率分析
4、R&D, product and manufacturing analysis研发，研发， 产品和制造分析产品和制造分析 Regulatory and legislative analysis规章和立法分析规章和立法分析 Scenario analysis情景分析情景分析 Shell Directional Policy Matrix壳牌方向政策矩阵壳牌方向政策矩阵Strategy hypotheses and alliance analysis战略假设战略假设 和联盟分析和联盟分析 S-curve analysis S-曲线分析曲线分析 Sustainable growth rate ana
5、lysis可持续增长率分析可持续增长率分析 SWOT分析分析 Technology forecasting技术预测技术预测 Trend Analysis趋势分析趋势分析 War Games/Simulations军军事演习事演习/模拟模拟 Win/loss analysis赢赢/输分析输分析Systems Thinking系统思维Analytical Technique Categories 1分析方法分类11.Environmental External环境-外部Macro-environmental宏观环境Micro-environmental微观环境2.Environmental Int
6、ernal环境-内部Financial财务的Non-Financial非财务的3.Strategic战略性的4.Operational运营/运作性的Key External Environmental Analysis Techniques关键外部环境分析方法Macro- Environment宏观-环境Context: 环境 The big picture as a system作为一个系统的全景 affects more than the industry比产业的影响更大Examples:例如PESTSTEEPPEST Analysis PEST分析P olitical政治的E conom
7、ic经济的S ocial社会的T echnological 技术的Advantages: Reasonable scope优点：范围合理Disadvantages: Does not specifically address Ecological impacts弱点：不特别强调生态影响Need to identify the significance/ favourablity/ unfavourablity要确认意义/有利/没有利的一面STEEP Analysis STEEP分析S ocial社会的T echnological 技术的E conomic经济的E cological生态的P o
8、litico-legal政治和法律的Advantages: Excellent scope优点：范围极广Disadvantages: ? 缺点Need to identify the significance/ favourability/ unfavourablity 需要确认意义/有利/没有利的一面Key External Environmental Analysis Techniques关键外部环境分析方法Micro- Environment- Industry Analysis宏观环境-产业分析Context:环境The industry as a system产业作为一个系统Exam
9、ples:举例Porter Diamond of National Competitive Advantage (macro + micro)波特金刚石国家竞争优势理论（宏观+微观）Porter 5-Forces (9 Forces?)波特五种力量模型（9力？）Competitor Analysis竞争对手分析Strategic Group Analysis竞争群体分析Porters Diamond of National Competitive Advantage波特国家竞争优势金刚石理论(Porter, 1990) Firm Strategy, Structure & Rivalry企业战
10、略，结构和企业战略，结构和竞争者竞争者Demand Conditions需求条件需求条件Related & Supporting Industries相关和支持产业相关和支持产业Factor Conditions要素条件要素条件Porters Diamond of National Competitive Advantage (Porter, 1990)波特国家竞争优势金刚石理论(Porter, 1990) Demand ConditionsFactor ConditionsGovern-ment政府政府Chance机会机会Factor Conditions要素条件要素条件Demand Con
11、ditions需求条件需求条件Firm Strategy, Structure & Rivalry企业战略，结构和企业战略，结构和竞争者竞争者Related & Supporting Industries相关和支持产业相关和支持产业Porters Diamond of National Competitive Advantage (Porter, 1990)波特国家竞争优势金刚石理论(Porter, 1990)Advantages:优点Useful to identify countries as candidates for investment/ integration/ developm
12、ent 确认投资/整合/开发的国家Based upon - but extends - classical economic trade and value chain theory 依据古典经济贸易和价值链理论，但又有所扩充Based upon level of sophistication, development and improvement not absolute inheritance 依据“复杂、发展和进步水平”而不是绝对禀赋Disadvantages:弱点Often misconstrued to (mistakenly) analyse other issues经常被用来（
13、错误地）分析其它问题5 Forces Model Porter五种力量模型-波特 POTENTIAL ENTRANTS潜在竞争者的进入潜在竞争者的进入SUPPLIERS供应商供应商INDUSTRY COMPETITORS产业竞争者产业竞争者BUYERS购买者购买者SUBSTITUTES替代品替代品4) Threat of new entrants新进入者的威胁新进入者的威胁2) Bargaining power of buyers购买者的议价力量购买者的议价力量5) Threat of substitute products or services替代品的威胁替代品的威胁3) Bargaini
14、ng power of suppliers供应商的议价力量供应商的议价力量1) Rivalry among existing firms企业间的竞争企业间的竞争125 Forces Model Porter五种力量模型-波特Advantages优点Dynamic examines the forces acting on an industry动态-研究作用于产业的力量Analyses market attractiveness分析市场吸引力Based on economic theory以经济理论为基础Disadvantages弱点?Industry Analysis Step 1产业分析-
15、第一步Complete a Porter 5- Forces Analysis做完一个波特5种力量模型分析Industry Analysis Step 2: Competitor Analysis产业分析-第二步：竞争者分析1.Identify Competitors确认竞争者2.Identify Strategic Variables eg (Porter) 确认战略变量例如波特Specialisation专业化Brand identification 品牌识别Push v. pull strategy 推进和拉动战略Channel selection分销渠道选择Product qualit
16、y产品质量Technological leadership技术领先Vertical integration纵向一体化Cost position成本状态Service level服务水平Price policy价格方针Leverage杠杆作用Relationship with parent company与母公司的关系Relationship to home and government与母国和政府的关系3.Weight the strategic variables给战略变量加权4.Rate competitors re: the strategic variables用战略变量评定竞争者5.
17、Calculate WSs and TWSs6.计算WSs和 TWSsIndustry Analysis Step 2: Competitor Analysis产业分析-第二步：竞争者分析Industry Analysis Step 3: Strategic Group Analysis产业分析-第三步：战略群体分析1.Separate a list of significant competitors from Competitor Analysis从竞争对手分析中列出系列竞争对手2.Group Strategic Variables eg- by functional strategy (
18、eg.- production strategy, marketing strategy, R&D strategy, etc.)群体战略变量-例如功能战略（如产品战略、营销战略、研发战略等）3.Identify the 2 strongest strategic variables and use as axes on a graph (Strategic Group Map)确认最关键的两个战略变量，作为坐标上的两轴（战略群体图）4.Plot the competitors on the Strategic Group Map把竞争者标在战略群体图上Industry Analysis St
19、rategic Group Analysis产业分析-战略群体分析Product Innovation产品创新% of Products Requiring Prescription产品需要处方%OTC Drugmakers非处方药制药商Ethical Pharmaceutical Companies民族制药公司Generic Drug Companies一般药品公司Industry Analysis Step 4: Mobility Barriers Between Groups产业分析-第四步：群体间流动壁垒Examples (Porter)举例（波特）Economies of scale
20、规模经济Product differentiation产品差异Switching costs成本转移Cost advantages成本优势Distribution Access分销渠道Benefits from relationships with parent与母公司关系的益处Capital intensity资本密集型Government policy政府政策Identify the strength of each barrier确认每个壁垒的强度Industry Analysis Steps 5 8产业分析-第5-8步Step 5: Gauge strength of Bargaini
21、ng Power between groups and industry buyers & suppliers第五步：测量群体和行业买方和供应商之间的议价力量Step 6: Gauge Threat of Substitutes between groups第六步：测量群体间替代品的威胁Step 7: Gauge the Intensity of Internal Rivalry between Groups第七步：测量群体间内部竞争对手的密度Step 8: 5 Forces Analysis of Groups第八步：群体5力分析Relative competitive positions
22、of each group各群体间相对竞争态势 Industry Analysis Step 9产业分析-第九步Industry Evolution Analysis:产业进化分析1.Identify radical strategic changes that could occur within the industry确认产业内部可能发生的基本战略变化2.Analyse the Strategic Opportunities created by these changes分析这些变化所带来的的战略性机会3.Analyse the Strategic Threats created by
23、 these changes分析这些变化所带来的战略性威胁Industry Analysis Step 10Keep a Cautious Eye on Group Identity Dysfunction 注意群体特性功能失调Reduced flexibility降低灵活性Strategic myopia 战略性短视Sub- optimising behaviour次优化行为Experiential Exercise 练习In your discussion groups, consider the organisation that you identified the research
24、question for in Session 2以小组为单位，选择第2章问题研究中指定的公司Take 40 minutes to develop a hypothetical industry analysis for that organisation.用40分钟时间为这家组织进行一次“假设性的”产业分析Be prepared to present a summary of your findings to the class.准备向全班同学讲述你对发现结果的总结Have fun! 从中寻找乐趣吧！INDUSTRY ANALYSIS - THE NINE FORCES产业分析九力分产业分析
25、九力分析析THE MINDSHIFTS GROUP 2002政府产业竞争者产业竞争者潜在进入者经济和技经济和技术术转变转变 供应商供应商购买者购买者顾客社会/顾客态度替代品国际国际 （形（形势）转变势）转变Internal Analysis内部分析Financial Analysis财务分析Ratio Analysis 比率分析Advantages优点Use hard data运用“硬”数据Operationally orientated关注运营部分Excellent efficiency analyses效率分析完美Useful for trends 适用于趋势分析Disadvantages
26、缺点May be too short-term focused也许过于关注短期May miss strategic implications可能忽视战略意义Ratio analysis比率分析Liquidity - serviceability of debt流动性-负债的适用性Current ratio; Quick ratio; Inventory/ WC; Cash ratio流动比率；速动比率；存货/营运资本；现金比率Profitability赢利能力NPM; GPM; ROI; ROE; EPS净利润率、毛利润率、投资收益率、权益收益率、每股收益率Activity ratios活动比
27、率Inventory turnover; Days inventory; NWC turnover; Asset turnover; Avg. collection period; AR & AP turnover. . . 存货周转率；存货周期；NWC周转率；资产周转率；平均应收期；应收/应付账款周转率Leverage ratios杠杆比率Debt/ Asset; Debt/ Equity; Times Interest earned. . . 负债/资产；负债/权益；利率Dupont Analysis杜邦分析Internal Analysis内部分析Non- Financial Analy
28、sis (examples)非财务分析（举例）SW (OT)Issues Analysis问题分析SWOTStrengths优势internal, current内部，当前W eaknesses弱势Internal, current内部，当前O pportunities机会External, usually future (to be seized)外部，常为未来（要获取）T hreats威胁External, usually future (to be mitigated)外部，常为未来（要减轻）SWOTAdvantages:优势Snapshot of the competitive sit
29、uation of the organisation对组织竞争态势的静态描述Identifies key strategic capabilities (key factors for success) and current performance确认关键战略能力（关键成功因素）和当前绩效Can be used to develop EFE & IFE可以用于外部因素分析（EFE）和内部因素分析（IFE）Evaluation of Strengths & Weaknesses - IFE优势和弱点评估内部因素分析优势和弱点评估内部因素分析Internal Factor Evaluation
30、(IFE) Procedure内部因素分析（IFE）程序1)List 5 - 10 most important strengths 列出510个重要优势2) List 5 - 10 most important weaknesses 列出510个重大弱点3) Weight each factor from 0.0 (not important) to 1.0 (very important) in terms of their importance to being successful in the firms industry这些因素均影响到企业在本行业中的成功与否，根据其影响的重要性来给每个因素分配权重,从（不重要）到（非常重要）total of all weightings = 1.0 权重总和4) Rate each factor from 1.0 to 4.0 re: the organisations performance 给每个因素评分，评分范围从到4.0 例如：组织的绩效Major weakness = 1主要弱点1Minor weakness = 2次要弱点2Minor strength = 3次要优势3Major strength = 4主要优势4
