The Strategy Process Thammasat University战略过程国立法政大学.pptVIP

Industry Competitor Analysis GET 2001 Strategy Notes Series Industry Analysis The first set of notes Described the use of supply chains to map industry-market connections and to identify and begin to analyze likely industries and markets. Introduced the value chain as the more or less integrated collection of activities firms do to transform inputs into outputs -- and value. And outlined some techniques for describing and analyzing markets. This set of notes focuses on industries and theories and tools for describing and analyzing them. The Supply Chain Value Chain The value chain is really a cross-linked network of distinct activities that affect the cost or performance of the others. Optimizing the links as well as the functions or activities so that the entire chain supports a strategy can yield a powerful, durable, hard-to-duplicate strategic advantage. Market Analysis: Perceptual Map Map the key products or services along the dimensions that are most important to the buyers and influencers. Market/Industry Analysis:Competitors Table Chart the competitors, noting how they compete. Industry Analysis Industries are the circles in the supply chain diagram. Each industry is a set of firms that operate in the same space in a supply chain, competing to control some of the space and so capture value. Industries have structure, history/ trajectories and competitive dynamics that set the context for new entrants. Industries also operate within the macro environment -- where most analysis starts. Scan the Environment In business terminology, the environment consists of all the external forces that impinge on the industry, its markets and its firms. Needless to say, there are a lot of potentially relevant factors. The following picture summarizes common forces; the following tables list some indicators of these forces. Environmental Forces Environmental Forces Indicators Environmental Forces Indicators Scan the Environment The challenge is to sort through the no