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1、Blindspot Analysis 盲点分析,Objective:To assess the presence of blindspots that may compromise a competitors ability to respond to a competitive action.目的：评估某个盲点，该盲点可能削弱一个竞争者对一项竞争性举措的应对能力Misjudging industry boundaries 对产业领域的错误判断Poor identification of the competition 对竞争认知不足Overemphasis on competitors vi
2、sible competence 过分重视竞争对手所显示出来的能力Overemphasis on scope not posture 过分强调范围而不是态势Faulty assumptions about the competition 对竞争情况作错误假设Paralysis by analysis因分析而陷入企业运作瘫痪,Competitor Profiling 竞争对手概要分析,Successful strategists take great pains in understanding their competitors 成功的战略家在了解竞争者上付出极大的努力 Identifying
3、 their strategies确定他们的战略 Watching their actions观察他们的行动 Evaluating their vulnerability to driving forces and competitive pressures 评估他们的驱动力的弱点以及竞争压力下的弱点 Sizing up their resource strengths and weaknesses and their capabilities 评估他们的资源优势和弱势以及他们的实际能力 Trying to anticipate rivals next moves 试图预计对手的下一步行动.,
4、Competitive Profiling-The 4 Corner Analysis Model(Porter,1980),DRIVERS驱动力,CAN DO/IS DOING可行/现行,Future Goals/Philosophies/Strategies未来目标/理念/战略,Current Strategies现行战略,Management Assumptions管理假设,Capabilities能力,COMPETITIVE PROFILING THE 4 CORNER ANALYSIS MODEL竞争概要分析四角分析模型（波特，1980）,Competitive Profile Ma
5、trix 竞争态势矩阵(CPM)(David,2001,pp.114-115),CPM-compares competitors against critical success factors(CSFs)in the industry+other comparators(eg.-GE strengths)CPM-将竞争对手与行业中的关键成功因素（CSFs)及其他比较指标（如-GE 优势）进行比较Weighted score system 加权评分系统CSFs/comparators are weighted by importance;关键成功因素（CSFs)/比较指标按重要性进行加权Tot
6、al 总分=1.00 Competitors are listed re:relative strength for each CSF列出竞争对手，例如根据在每个关键成功因素上，各个竞争对手的相对优势进行罗列：4=major strength 主要优势3=minor strength 次要优势2=minor weakness 次要劣势1=major weakness 主要劣势Total weighted score indicates overall strength of competitor.加权总分表示竞争对手的整体优势,Customer&Product Analysis Techniq
7、ues顾客及产品分析技巧,Customer value analysis 顾客价值分析Customer segmentation/needs analysis顾客（市场）细分/需求分析Competitive benchmarking竞争定标比超/基准设定,Customer Value Analysis顾客价值分析,“Customer value is the most important source of competitive advantage.”(F&B,p.182)“顾客价值是竞争优势的最主要来源。”(F&B,p.182)CVA Process:顾客价值分析流程(CVA流程)Cust
8、omer Intimacy 顾客亲密度Surveys-Focus groups调查 焦点小组访谈法Conjoint analysis-Price Sensitivity analysis联合分析/交互分析 价格敏感度分析Motivation analysis-Unmet Needs analysis动机分析 未满足需求分析Lead User analysis-Defection analysis领先使用者分析 背弃分析,Customer Value Analysis顾客价值分析,CVA Process(cont.)CVA流程（续）Formal CVA 正式CVAChoice of what m
9、atrices to use选择使用何种矩阵Use the matrices to create a picture 使用矩阵以取得一幅整体“图画”（了解全局）Strategic Management of Customer Value 顾客价值的战略管理Strengthen CV priorities 增强顾客价值的重要性Regularly monitor for CV shifts 经常监控顾客价值的转变,Customer Segmentation&Needs Analysis顾客细分及需求分析,Step 1:Segmentation第一步：（市场）细分Segmentation Crite
10、ria(Consumer Markets)细分标准(消费者市场)Product-Related(“Why?”)与产品相关的(“为什么？”)User types(regular,first time,non-users,potential)使用者类型(常用者，初次使用者，非使用者，潜在使用者）Price sensitivity 价格敏感度Consumption patterns/usage frequency消费习惯/使用频率Perceived benefits(performance,quality,image,service)感知利益（表现，质量，形象，服务）Brand Loyalty 品牌
11、忠诚度Application(purchase occasion,media exposure)应用(购买场所，媒体曝光度）,Customer Segmentation&Needs Analysis顾客细分及需求分析,Step 1:Segmentation(cont.)第一步：（市场）细分Segmentation Criteria for Consumer Markets 消费者市场的细分标准 User-based(“Who?”)以使用者为基础(“谁”)Demographic人口Geographic地理Socioeconomic 社会经济Lifestyle/Personality 生活方式/性
12、格,Customer Segmentation&Needs Analysis顾客细分及需求分析,Step 1:Segmentation(cont.)第一步：（市场）细分(续)Segmentation Criteria for Industrial Markets工业市场的细分标准User-based(“Who?”)以使用者为基础(“谁”)Industry type/position产业类型/定位Company size公司规模Technology employed所应用的科技Product-related(“Why?”)与产品相关的(“为什么？”)Consumption patterns-Se
13、ller/Purchaser relationship消费模式 买卖双方的关系End usage-Purchasing policies最终用途 采购政策Perceived benefits感知利益Size of purchase采购规模,Customer Segmentation&Needs Analysis顾客细分及需求分析,Step 2:Targeting第二步：确定目标4 R test:4R测试R ate the market?(Quantitative+qualitative)评估市场（定量+定性）R ealistic in size?(Support segmentation?)规
14、模是否具有现实性（是否足以进行细分？）R each?(Feasibly reachable?)实现？（是否可行？）R esponsiveness?(to marketing mix?)响应度/敏感度（对营销组合的反应如何？）Refine using Competitive&External analyses 运用竞争及外部分析加以修改Customer Value Analysis顾客价值分析,Customer Segmentation&Needs Analysis顾客细分及需求分析,Step 3:Strategic Positioning第三步：战略定位4(5?)Ps of the Marke
15、ting Mix市场营销组合的4(5?)PProduct产品Price价格Promotion推广Place地点(People?)人Analysis tools:分析工具Conjoint analysis联合分析/交互分析Competitor maps竞争对手图Performance matrices,etc.绩效矩阵，等,Experiential Exercise练习,In your discussion groups,consider the organisation that you identified in the Industry Analysis 在你的讨论小组里，以你在产业分析里
16、所用的组织为例Take 40 minutes to develop a hypothetical Customer Segmentation and Needs analysis for that organisation.用40分钟时间为该组织进行一个“假设性的”顾客（市场）细分及需求分析Be prepared to present a summary of your findings to the class.准备向全班同学讲述你们对发现结果的总结Have fun!享受其中的乐趣！,Competitive Benchmarking 竞争定标比超/基准设定,1)Determine which
17、 function(s)to benchmark.确定哪个（些）部门需要定标比超/设立基准/标杆2)Identify key performance indicators(KPIs)to measure.确认需要衡量的主要绩效指标(KPIs)3)Identify best-in-class organisations确认最优秀的组织4)Measure performance of best-in-class organisations(Best Practice)衡量最优秀组织的绩效（最佳实践）5)Measure your organisations performance 衡量你的组织的绩效
18、6)Specify programs&actions to close gap 对意在缩短差距的计划和行动进行详细说明7)Implement and monitor results.实施并监测结果,Issues Analysis事项分析,Issues Priority Matrix 优先事项矩阵,Low低 Impact 影响 High高,Urgency,High高,Low低,New premises新办公地点,Expected product recall 预计产品召回,New product launch 新产品发布,紧急性,Issues Priority Matrix优先事项矩阵,Low低
19、 Impact 影响 High高,Urgency,High高,Low低,New premises新办公地点,Expected product recall预计产品召回,New product launch新产品发布,Monitor监控,Monitor closely/act 密切监控/行动,Urgent priority!,紧急性,紧急优先！,Issues Priority Matrix优先事项矩阵,Low低 Impact 影响 High高,Urgency,High高,Low低,New premises新办公地点,Expected product recall预计产品召回,New produc
20、t launch新产品发布,Monitor监控,Monitor closely/actMonitor closely/act 密切监控/行动,Urgent priority!,Dynamic Movement动态移动,紧急性,紧急优先！,Scenario Analysis情景分析,“What if?”如果Quantitative定量Computerised Econometric models 电算化的计量经济学模型Downstream impacts with feedback loops 因反馈环而产生的下游影响Qualitative定性Intuitive methods直觉方法Delph
21、i德尔菲法Cross Impact methods-interrelated dependencies相互影响方法相互依赖性,Scenario Analysis情景分析,5 Specific Levels/Purposes:5个具体层次/目的STEEP scenario STEEP 情景Sensitivity scenario敏感度情景Internal/controllable factors内部/可控因素Spreadsheets电子数据表Industry scenario行业情景Diversification scenario多元化情景Public Issue scenario公共事件情景,
22、Stakeholder Analysis利益相关者分析,Who?谁？What?什么？Opportunities&Threats(Challenges)?机会&威胁（挑战）？Strategies 战略,Stakeholder mapping利益相关者图,利益程度,低,高,力量,低,高,最小的努力,让利益相关者满意,让利益相关者知情,主要参与者,Stakeholder mapping利益相关者图,可预测性,高,低,力量,低,高,很少问题,有强大力量但可预测,不可预测但可管理,最大的危险或机会,Experiential Exercise 练习,In your discussion groups,co
23、nsider that the organisation that you identified in the Industry Analysis is making a major shift in its strategic direction(you decide what that will be).在你的讨论小组中，以你在行业分析中确定的组织为例，该组织正在作出一个重大的战略方向改变（由你来决定它是一个什么样的改变）Take 30 minutes to develop a hypothetical Predictability/Power Stakeholder Map for th
24、at organisation.用30分钟时间为该组织建立一个“假设性的”可预测性/力量利益相关者图Be prepared to present a summary of your findings to the class.准备向全班同学讲述你们对发现结果的总结Have fun!享受其中的乐趣！,Evolutionary Analysis Tools 进化分析工具,Experience Curve analysis经验曲线分析Growth Vector analysis增长矢量分析Patent analysis专利分析Product Life Cycle analysis产品生命周期分析S-
25、curve analysis S曲线分析Organisational Life Cycle analysis组织生命周期分析,Experience Curve Analysis经验曲线分析,Introduced as a concept by BCG in 1966该概念由波士顿管理咨询公司（BCG）在1966年率先提出Used by Ford as early as 1908福特早在1908年就已经运用Complex and limited复杂且有局限性Remember the Model T!记住T模型,Growth Vector Analysis Ansoff增长矢量分析安索夫（Anso
26、ff）模型,MarketOpt ions,Product Alternatives产品选项,Present Products现有产品,Improved Products改良产品,New Products新产品,Existing Market现有市场,Expanded Market已拓展市场,New Market新市场,Market Penetration市场渗透,2)Product Extension(eg.-variants/imitations)产品扩展（例如变化/模仿）,3)Product Development(eg/-line extension产品发展（例如：系列延伸）,4)Mar
27、ket Extension市场拓展,5)Market Segmentation/Product Differentiation市场细分/产品差异化,6)Product Development/Market Extension产品开发/市场拓展,7)Market Development市场开发,8)Product/Service Extension&Market Development 产品/服务拓展&市场开发,9)Diversification多元化,市场选项,Patent Analysis专利分析,Identify scope确定范围Specific geographical areas?特
28、定的地理区域？Specific firms?特定企业？Specific technologies?特定技术？Determine analytical framework决定分析架构Highly Cited Patents高引用率专利Technical Impact Analysis(TII)技术影响分析Identifies most technically significant确定大多数技术重点Current Impact Index(CII)现有影响指数=(avg citations per firm patent each year 企业专利被后续专利引用的年平均数）(avg.numbe
29、r of citations for all patents in the database per yr在专利数据库中所有专利被后续专利引用的年平均数)Technical Cycle Time(TCT)技术生命周期Median age of earlier patents cited in the firms most recent patents企业的最新专利中所引用的早期专利的年龄的平均值（中位数）,Patent Analysis(cont.)专利分析(续),Determine analytical framework(cont.)决定分析架构(续)Technology Strength
30、技术力量=no.of company patents x CII企业专利数目 x现有影响指数（CII）Dominance&Scope Indicators优势&范围指标Observable patterns of citations between firms that reveal the competitive position of each firms technology and strategic thrust 企业间值得注意的（专利）引用模式，这些模式揭示了每个企业在技术和战略发展方向上的竞争地位Determine which databases to search决定搜索哪些数据库Search databases搜索数据库Analyse data for statistical relevance 对数据的统计相关性进行分析Continue to monitor periodically 持续地进行定期监控,
