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以价值为导向的汽车销售服务集团战略规划 汽车销售服务企业战略规划的基本认识 战略规划与汽车公司价值创造密切相关 传统的汽车销售服务企业业绩衡量方法 以价值为导向的战略规划 汽车4S业务价值驱动举例 财务指标 对于周期性强的汽车行业来说，企业价值最大化来自于明智的公司买卖和财务杠杆的使用 汽车业务价值举例 财务指标 持续增长，必须保持充足的发展“后劲” 新业务发展战略的制定 分析潜在业务的市场机会 吸引力大 分析企业自身的特点和能力 多种方式实现业务的阶梯式增长 优点 缺点 何时选择 “五种力量”理论 市场供应－汽车生产厂家 内部竞争力分析 明确公司的使命和远景目标 价值定位 价值实现– 价值链系统 议题 价值实现 (如何竞争) – 所需能力 价值实现 (如何竞争) – 合作与联盟战略 机会及风险 组织结构要求 公司总体战略规划主要内容 主要内容 价值评估的目的在于深刻的理解 As we will see later in the document, a company needs many ideas in 层面 3 to build a few businesses in 层面 2. Naturally, with new ideas, the uncertainty is high. Most ideas just won’t work. Some companies have determined that it takes 100 ideas to arrive at 1 feasible business. This ratio is quite different than the one most companies anticipate when they consider continuous growth. They think they can use a pipeline of ideas, putting a few more ideas in the front end than they will need at the back end. What we have learned in our research is that this pipeline should, in fact, be a funnel. And a funnel requires a dramatic increase in the idea generation capabilities of most organizations. Intangibles provide companies with a new way to compete—the capital-light way. In the old economy, a capital-heavy approach meant that market access was gained through capital investment. In the global new economy, market access is gained instead through superior value arising from a capital-light, intangible-heavy approach. Rather than owning everything, reliance on alliances and web-based business systems allows for a reduction in the unwise use of financial capital. While a capital-heavy approach generates returns at or below the cost of capital, a capital-light, intangible-heavy approach generates high returns relative to the capital invested. In addition, the capital-heavy approach presents relatively high financial risk, while the intangible-heavy approach presents little financial risk. Finally, a capital-heavy approach is slow and inflexible, while the capital-light method all