营业战略常用分析模型培训的材料.pptVIP

010516BE_AOX_011v5 * 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. 010516BE_AOX_011v5 * Existing demand can be analyzed using standard demand curve analysis and is covered later in this chapter. In this section, we will discuss more “uncertain” forms of demand – latent and future demand. Latent demand is the demand for products and services that offer previously unavailable benefits and/or require new customer behaviors. For example, the original Sony Walkman unleashed latent demand for personal music systems that had not existed before. Recognizing latent demand is important because these situations often involve substantial financial risks. In addition, by its nature, latent demand renders many of our conventional problem solving approaches ineffective. Future demand, on