某咨询联想战略制定流程项目建议书.pptVIP

内容总结 机密。LCS000818BJ(GB)。评估核心能力 – 营运技能。销售成本/营销成本。理解行业行为(行业模型)。3. 购买力的决定因素。买方集中程度与公司集中程度。买方转换成本与公司转换成本比较。2. 新进入者。5. 行业竞争对手。1. 供应方。通过拥有结构优势(比如：市场进入，全球性规模，技术等)增加财富。必须继续跟踪新技术及新的“触发事件”。对某一行动做出重大承诺，该行动可能产生极高回报，但也可能产生严重后果。主营服务业务而退出产品业务。真实选择和财务选择。接受现实并回应发展潮流，适应现实。大手笔投资，以赢得竞争游戏的胜利，但避免过早投入。企业价值定位与结构/能力相匹配，使得企业获得定位的优势。“投资水平“ 第二十八页，共二十八页。 OVERVIEW OF THE STRATEGY DEVELOPMENT PROCESS Here is an overview of the five steps of the strategy development process: Set and revisit aspirations Conduct situation analysis/understand uncertainty Determine strategic posture Build the strategy Test and plan for execution 15 Overview 1.3.3. REVISIT THE ASPIRATION Aspirations should be revisited at the end of the strategy development process because the fact-base and debates of the process may significantly reshape the aspiration. In addition, companies should periodically revisit their aspirations to keep them fresh and relevant to the organization. As the future unfolds – as the rate of industry change shifts, status becomes more certain or uncertain, or viewpoints change when they gain more knowledge about the industry – the client must look back and revisit the company aspirations. Aspirations are dynamic and should change as often as the industry does. Thus a company in a stable industry may only need to revisit aspirations every 5-10 years, while an internet competitor may see its aspirations shift by the month or even week. 44 Set and Revisit Aspirations See Reference # 7 49 Situation Analysis/Understanding Uncertainty See Reference # 1,2 STRUCTURE OF THIS CHAPTER This chapter describes two key stages in developing a situation analysis: Set the baseline (p. 50) - determine a client’s core capabilities and how it is positioned vis à vis its competitors and customers. Develop perspectives on the future (p. 75) Understand external forces (p. 76) - critical external forces shaping the future of the industry Assess uncertainty (p. 92) – key uncertainties, and which ones can