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AnalyticalModels-Examples•BCGGrowthMatrix波士顿成长矩阵•CompetitivePositionMatrix竞争态势矩阵•CompetitorAnalysis竞争者分析•CompetitorBenchmarking竞争者标竿/定标比超/确立基准•CoreCompetenceAnalysis核心竞争力分析•Countryriskanalysis国家风险分析•Distributionstrategyanalysis分销战略分析•ExperienceCurve经验曲线•GapAnalysis差距分析•GECBusinessScreen通用电气业务筛选•Macro-environmentalanalysis宏观环境分析•MarketingTechnologyMatrix营销技术矩阵•McKinsey7SFramework麦肯锡7S框架•Organisationandpersonalityassessment组织和性格评估•Patentanalysis专利权分析•PIMS信息管理系统•PortfolioAnalysis组合分析•Porter-fiveforcesforindustryanalysis波特－产业五种力量分析AnalyticalModels-Examples•PorterGenericStrategies波特一般竞争战略•PorterValueChain波特价值链•PortfolioManagement&RestructuringStrategies组合管理和调整战略•ProductLifeCycle产品生命周期•Ratioanalysis比率分析•R&D,productandmanufacturinganalysis研发，产品和制造分析•Regulatoryandlegislativeanalysis规章和立法分析•Scenarioanalysis情景分析•ShellDirectionalPolicyMatrix壳牌方向政策矩阵•Strategyhypothesesandallianceanalysis战略假设和联盟分析•S-curveanalysisS-曲线分析•Sustainablegrowthrateanalysis可持续增长率分析•SWOT分析•Technologyforecasting技术预测•TrendAnalysis趋势分析•WarGames/Simulations军事演习/模拟•Win/lossanalysis赢/输分析SystemsThinking系统思维AnalyticalTechniqueCategories1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–Internal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KeyExternalEnvironmentalAnalysisTechniques关键外部环境分析方法•Macro-Environment宏观-环境–Context:环境•Thebigpictureasasystem作为一个系统的全景–affectsmorethantheindustry比产业的影响更大–Examples:例如•PEST•STEEPPESTAnalysisPEST分析•Political政治的•Economic经济的•Social社会的•Technological技术的•Advantages:Reasonablescope优点：范围合理•Disadvantages:DoesnotspecificallyaddressEcologicalimpacts弱点：不特别强调生态影响Needtoidentifythesignificance/favourablity/unfavourablity要确认意义/有利/没有利的一面STEEPAnalysisSTEEP分析•Social社会的•Technological技术的•Economic经济的•Ecological生态的•Politico-legal政治和法律的•Advantages:Excellentscope优点：范围极广•Disadvantages:??缺点•Needtoidentifythesignificance/favourability/unfavourablity需要确认意义/有利/没有利的一面KeyExternalEnvironmentalAnalysisTechniques关键外部环境分析方法•Micro-Environment-IndustryAnalysis•宏观环境-产业分析–Context:环境•Theindustryasasystem产业作为一个系统–Examples:举例•PorterDiamondofNationalCompetitiveAdvantage(macro+micro)波特金刚石国家竞争优势理论（宏观+微观）•Porter5-Forces(9Forces??)波特五种力量模型（9力？？）•CompetitorAnalysis竞争对手分析•StrategicGroupAnalysis竞争群体分析Porter’sDiamondofNationalCompetitiveAdvantage波特国家竞争优势金刚石理论(Porter,1990)FirmStrategy,Structure&Rivalry企业战略，结构和竞争者DemandConditions需求条件Related&SupportingIndustries相关和支持产业FactorConditions要素条件Porter’sDiamondofNationalCompetitiveAdvantage(Porter,1990)波特国家竞争优势金刚石理论(Porter,1990)DemandConditionsFactorConditionsGovern-ment政府Chance机会FactorConditions要素条件DemandConditions需求条件FirmStrategy,Structure&Rivalry企业战略，结构和竞争者Related&SupportingIndustries相关和支持产业Porter’sDiamondofNationalCompetitiveAdvantage(Porter,1990)波特国家竞争优势金刚石理论(Porter,1990)•Advantages:优点–Usefultoidentifycountriesascandidatesforinvestment/integration/development确认投资/整合/开发的国家–Basedupon---butextends---classicaleconomictradeandvaluechaintheory依据古典经济贸易和价值链理论，但又有所扩充–Basedupon‘levelofsophistication,developmentandimprovement’notabsoluteinheritance依据“复杂、发展和进步水平”而不是绝对禀赋•Disadvantages:弱点–Oftenmisconstruedto(mistakenly)analyseotherissues经常被用来（错误地）分析其它问题125ForcesModel–Porter五种力量模型-波特POTENTIALENTRANTS潜在竞争者的进入SUPPLIERS供应商INDUSTRYCOMPETITORS产业竞争者BUYERS购买者SUBSTITUTES替代品4)Threatofnewentrants新进入者的威胁2)Bargainingpowerofbuyers购买者的议价力量5)Threatofsubstituteproductsorservices替代品的威胁3)Bargainingpowerofsuppliers供应商的议价力量1)Rivalryamongexistingfirms企业间的竞争5ForcesModel–Porter五种力量模型-波特•Advantages优点–Dynamic–examinestheforcesactingonanindustry动态-研究作用于产业的力量–Analysesmarketattractiveness分析市场吸引力–Basedoneconomictheory以经济理论为基础•Disadvantages弱点–?IndustryAnalysis–Step1产业分析-第一步•CompleteaPorter5-ForcesAnalysis•做完一个波特5种力量模型分析IndustryAnalysis–Step2:CompetitorAnalysis产业分析-第二步：竞争者分析1.IdentifyCompetitors确认竞争者2.IdentifyStrategicVariableseg(Porter)确认战略变量例如波特–Specialisation专业化–Brandidentification品牌识别–Pushv.pullstrategy推进和拉动战略–Channelselection分销渠道选择–Productquality产品质量–Technologicalleadership技术领先–Verticalintegration纵向一体化–Costposition成本状态–Servicelevel服务水平–Pricepolicy价格方针–Leverage杠杆作用–Relationshipwithparentcompany与母公司的关系–Relationshiptohomeandgovernment与母国和政府的关系3.Weightthestrategicvariables给战略变量加权4.Ratecompetitorsre:thestrategicvariables用战略变量评定竞争者5.CalculateWSsandTWSs计算WSs和TWSsIndustryAnalysis–Step2:CompetitorAnalysis产业分析-第二步：竞争者分析IndustryAnalysis–Step3:StrategicGroupAnalysis产业分析-第三步：战略群体分析1.SeparatealistofsignificantcompetitorsfromCompetitorAnalysis从竞争对手分析中列出系列竞争对手2.GroupStrategicVariables–eg-byfunctionalstrategy(eg.-productionstrategy,marketingstrategy,R&Dstrategy,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.Identifythe2strongeststrategicvariablesanduseasaxesonagraph(StrategicGroupMap)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.PlotthecompetitorsontheStrategicGroupMap把竞争者标在战略群体图上IndustryAnalysis–StrategicGroupAnalysis产业分析-战略群体分析ProductInnovation产品创新%ofProductsRequiringPrescription产品需要处方%OTCDrugmakers非处方药制药商EthicalPharmaceuticalCompanies民族制药公司GenericDrugCompanies一般药品公司IndustryAnalysis–Step4:MobilityBarriersBetweenGroups产业分析-第四步：群体间流动壁垒E