营业战略常用模型(培训材料)教案.ppt

PORTER 模型 PORTER 外在因素的影响 PORTER行业分析五要素 S-C-P 模型 S-C-P 模型示意 战略方阵分析模型 – 新的模型 新的竞争实力来源分析方法 举例 行业结构/行为分析的新方法 相互依存系统 – NOKIA SWOT 分析 能力平台分析 四中程度的不确定 四个不同的战略态势 Unit of measure * Footnote Quelle: Source Legend Legend Legend VERTRAULICH Dokument Date Dieser Bericht ist ausschlie?lich für Mitarbeiter des Klienten bestimmt. Die Verteilung, Zitierung und Vervielf?ltigung – auch auszugsweise – zum Zwecke der Weitergabe an Dritte ist nur mit vorheriger schriftlicher Zustimmung von XXX Company gestattet.Die hier zusammengefassten Texte und Grafiken wurden von XXX Company im Rahmen einer Pr?sentation eingesetzt; sie stellen keine vollst?ndige Dokumentation der Veranstaltung dar. Four key external forces: There are four key external forces that can drive change in any industry and must be taken into account when developing a strategy: Macroeconomics, Demand (or customer preferences), Regulation, and Technology Many people have asked “Why just these four forces?” If you consider these forces broadly you will see that they cover a breadth of potential change. For example, demographic and macroeconomic shifts such as market convergence or depression drive changes in demand, and government policies which could result in trade wars or trade agreements are part of regulation forces. Five internal forces: There are five internal forces that determine conduct (intensity of rivalry) in any industry and are crucial to consider when developing a strategy: Suppliers, New entrants, Buyers, Substitutes, and Industry competitors In Porters microeconomic view these forces entirely determine industry conduct. Porters view of industry structure is a traditional and simple one: companies compete at arm′s length with each other. His approach to the basis of competition is also simple: companies compete only on basis of structural (and sustainable) advantages, e.g., economies of scale, market access, patented technology. The Forces at Work framework, introduced by Harvard professor Mic