企业内部实力深入研究.pptxVIP

战略管理框架;天;第六讲 企业内部实力研究;1.竞争对手研究;(2)识别潜在的竞争对手 虽不本产业但可特别便宜地克服进入壁垒者； 在本产业经营具有明显的协同效应者； 进入本产业竞争是其公司战略的自然延伸者； 前向一体化的供方或后向一体化的买方。 Firms not in the industry but who could overcome entry barriers particularly cheaply; firms for whom there is obvious synergy from being in the industry; firms for whom competing in the industry is an obvious extension of the corporate strategy; customers or suppliers who may integrate backward or forward .;(3)识别对手的常见错?? 过分重视现有的和已知的对手而给潜在的入侵者不充分的注意； 过分重视大对手而忽视小者； 忽视国际竞争者； 假设其他公司继续采取与过去一样的行动； Overemphasizing current and known competitors while giving inadequate attention to potential entrants. Overemphasizing large competitors while ignoring small ones. Overlooking potential international competitors. Assuming that companies will continue to behave the same as in the past.;误读可能反映对手战略转变的信号； 过分重视对手的财务资源、市场地位等； 假设产业内企业面临同样的威胁和机会； 相信战略的目的是漂亮地竞争而非满足顾客需要。 Misreading signals that may indicate a shift of the focus of the competitor. Overemphasizing competitors financial resources, market position, etc.. Assuming that all firms in the industry are subjected to the same constraints or are open for the same opportunities. Believing that the purpose of strategy is to outsmart the competition, than to satisfy customer needs.;(4)竞争对手分析框架;组合分析和竞争对手目标;哪些单位代表保护主要业务的防火墙？ 哪些业务被看作是明星单位？ 哪些业务在公司业务组合中具有杠杆作用？ Which Businesses represent defensive moves to protect other major businesses? Which Businesses are the most promising areas the parent company has in which to invest resources and build market position? Which Businesses have a lot of “leverage” in the portfolio? These businesses are ones where performance changes will have a significant impact on the performance of the parent overall in terms of stability, earnings, cash flow, sales growth, or costs. Such businesses will be protected vigorously.;假设;现有战略与能力;2、自己分析;(1)价值链分析 根据价值链分析法，每个企业都是用来进行设计、生产、营销、交货以及对产品起辅助作用的各种价值活动的集合。企业的各种价值活动分为两类，基本活动(primary activities)和辅助活动(support activities)。;按价值活动的工艺顺序，基本活动由五个部分构成: ①内部