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1、Firm Audit-Evaluation of Strengths&Weaknesses IFE公司分析优势和弱点评估IFE,5)Calculate each factors weighted score计算每个因素的加权分数6)Total all weighted scores;2.5=average performance计算所有加权分数的总和；2.5=平均分数Advantages:优点：Provides a quick summary of the firms internal competitive situation提供一个公司内部竞争力情况的“快速”总结Disadvantages
2、:缺点：Sources of error/bias:是错误/偏见产生的来源,External Factor Evaluation(EFE)Matrix外部因素评估（EFE）矩阵,Process:过程：List the 10-20 key opportunities&threats(critical success factors)that affect the organisation&its industry(specify ratios,%s&comparative numbers)列出影响组织及其所在行业（具体的比率、百分比和相对数字）的1020个主要的机会和威胁（关键成功因素）2)We
3、ight each factor(industry-based)from 0.0(not important)to 1.0(very important).Total of all weights=1.0给每个分配权重（以行业为基础），从0.0（不重要）到1.0（非常重要）。权重总分1.03)Assign 1 to 4 score to each factor re:how well the organisations strategies respond to or address the factor给每个因素评分，范围是14分，例如：该组织的战略在应对或解决该因素上面表现如何4)Weig
4、htings x score=weighted score权重x分数加权分数5)Sum of weighted score=Total Weighted Score(TWS)加权分数总和总加权分数（TWS）TWS=2.5=average preparedness for environmental impacts TWS 2.5对环境影响平均准备程度TWS 2.5=well prepared TWS 2.5 准备充分TWE 2.5=poorly prepared TWE 2.5 准备不足,Evaluation of Opportunties&Threats EFE机会和威胁评估EFE,Adva
5、ntages:优点：Provides a quick summary of the firms situation vis a vis its external competitive situation提供了关于公司相对于其外部竞争情况所处的地位的一个“快速”总结Disadvantages:缺点：Sources of error/bias:错误/偏见产生的来源,Experiential Exercise练习,In your discussion groups,consider the organisation that you identified in the Industry Analy
6、sis以小组为单位，以你们在产业分析中所选定的组织为例Take 30 minutes to develop a hypothetical IFE and EFE for that organisation.在30分钟内为该组织作“假设性的”内部因素分析（IFE）和外部因素分析（EFE）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!从中寻找乐趣吧！,Analysis Classification 分析类型,External外部Internal内部 or或Stra
7、tegic战略性Competitor&Customer竞争对手和客户Environmental环境Evolutionary进化分析Financial财务分析,Strategic Analysis战略分析,Industry Analysis产业分析SWOT/TOWS MatrixSWOT/TOWS矩阵BCG Growth/Share Matrix 波士顿管理咨询公司的增长/（市场）份额矩阵GE Business Screen Matrix通用电气的业务筛选矩阵Value Chain Analysis价值链分析,Matching Strategy to SWOT-TOWS Matrix为SWOT-
8、TOWS矩阵匹配战略,Strengths-S 优势S 1)2)3).,Weaknesses-W 弱点W 1)2)3).,Opportunities-O 机会O1)2)3).,SO-Strategies SO战略1)2)3).,WO-Strategies WO战略1)2)3).,ST-Strategies ST战略 1)2)3).,WT-Strategies WT战略 1)2)3).,Threats-T 威胁-T 1)2)3).,Matching Strategy to SWOT-TOWS Matrix为SWOT-TOWS矩阵匹配战略,Advantages of TOWS:TOWS的优点：Tur
9、ns the static SWOT into strategies将静态的SWOT变成战略Useful for filling the holes in the organisation-minimising risk有助于组织在进行风险最小化时“填补漏洞”Useful for identifying strategies to take advantage of strengths&opportunities.有助于确定能够利用优势和机会的战略Disadvantages of TOWSTOWS的缺点Limited by box limitations of SWOT受到SWOT中的几个“方
10、框”的限制,Matching Strategic Position to Market Growth-BCG Matrix将战略定位与市场增长BCG矩阵相匹配,Compares RELATIVE market share with market growth将相对市场份额和市场增长（率）相比较Relative Market Share=your products annual sales/largest competitive products annual sales相对市场份额你的产品的年销售额/最大的竞争对手的产品的年销售额Market Growth=annual growth rate
11、(%)in most recent period 市场增长（率）最近一段时期的年增长率（),Matching Strategic Position to Market Growth-BCG Matrix将战略定位与市场增长BCG矩阵相匹配,Relative Market Share,Market Growth,市场增长率,相对市场份额,Matching Strategic Position to Market Growth-BCG Matrix将战略定位与市场增长BCG矩阵相匹配,Question Marks(I)问题业务（I）low RMS;high growth market 相对市场份额
12、低，市场增长率高high cash needs;low cash generation对现金的需求大；产生现金的能力低strengthen or sell?加强还是出售？Stars(II)明星业务（II）high RMS;high growth market 相对市场份额高；市场增长率高best long-run opportunities 长期中的最佳（商业）机会high cash needs;higher cash generation对现金的需求大；产生现金的能力较高integration;penetration;development;jvs整合；渗透；开发；建立合资企业,Matchi
13、ng Strategic Position to Market Growth-BCG Matrix将战略定位与市场增长BCG矩阵相匹配,Cash cows(III)现金牛业务（III）high rms;low growth market 相对市场份额高；市场增长率低yesterdays stars昨日之星Milk可以挤奶（收获时期）product development;concentric diversification;产品开发；集中式多元化；retrenchment;divestment as becomes weaker收缩业务；当它开始变弱时就剥离Dogs(IV)瘦狗业务（IV）lo
14、w rms;low or no growth market 相对市场份额低；市场增长率低或市场增长率为零liquidate;divest;retrenchment 清算；剥离；收缩业务,Advantages:优点：Linked to cash flow,investment 与现金流、投资相联系 characteristics,divisional needs具有典型性，明确区分各种业务的需要Disadvantages缺点Oversimplification?过度简化？Does not reflect longer term history/future并未反映出较长的历史或未来Does no
15、t reflect other issues没有反映出其它问题Market size市场规模Competitive advantages,etc.竞争优势等,Matching Strategic Position to Market Growth-BCG Matrix将战略定位与市场增长BCG矩阵相匹配,Matching Strategic Position to Industry Attractiveness-The G.E.Matrix将战略定位和产业吸引力通用电气矩阵相匹配,产业吸引力,强,一般,弱,业务强度/优势,高,中,低,Industry attractiveness-a comp
16、osite of:产业吸引力由以下各要素组成：Market size市场规模Market growth rate市场增长率Profit margin利润Competitive intensity(weak competitors=more attractive industry)竞争强度（竞争对手较弱产业吸引力更大）Cyclicality/Seasonality-fewer variations=more attractive周期性/季节性变化因素较少（产业）吸引力更大Scale economics/learning/experience curves-more advantages=more
17、 attractive 规模经济/学习/经验曲线更具优势（产业）吸引力更大,Matching Strategic Position to Industry Attractiveness-The G.E.Matrix将战略定位和产业吸引力通用电气矩阵相匹配,Step 1:Rating the Relative Attractiveness of Each Industry第1步：给每个产业的相对吸引力评分,A)Select industry attractiveness factors 选择产业吸引力因素B)Assign weights to each factor(sum of weights
18、=1.0)给每个因素分配权重（权重总分1.0）C)Rate each industry on each factor(use scale of 1 to 10)在每个因素的基础上为每个产业评分（分数范围为1到10分）D)Calculate weighted ratings;sum to get an overall industry attractiveness rating for each industry 计算加权分数；进行加总，算出每个产业的总的吸引力分数,Example:Rating Industry Attractiveness,Rating Scale:1=Unattractiv
19、e;10=Very attractive,Rating Scale:1=Unattractive;10=Very attractive 评分范围：1无吸引力，10非常有吸引力,Example:Rating Industry Attractiveness例子：给产业吸引力评分,Step 2:Evaluate Each BusinessUnits Competitive Strength第2步：评估每个事业（业务）单元的竞争优势,Objectives 目标Determine how well each business is positioned in its industry relative
20、to rivals确定每个事业（业务）单元相对于其产业中的对手而言，定位是否恰当Evaluate whether it is or can be competitively strong enough to contend for market leadership评估该事业（业务）单元是否强大到、或可能强大到足以成为市场领导者,#1!,Matching Strategic Position to Industry Attractiveness-The G.E.Matrix将战略定位和产业吸引力通用电气矩阵相匹配,Strategic Position=Competitive Strength=
21、a composite of:战略定位竞争优势由以下各要素构成：Relative market share相对市场份额Price competitiveness价格竞争力Product quality产品质量Market knowledge对市场的了解Sales effectiveness销售效果Geographic coverage地域覆盖,Procedure:Rating the Competitive Strength of Each Business程序：给每项事业（业务）的竞争优势评分,A)Select competitive strength factors 选择竞争优势因素B)A
22、ssign weights to each factor(sum of weights=1.0)给每个因素分配权重（权重总分1.0）C)Rate each business on eachfactor(use scale of 1 to 10)在每个因素的基础上给每个因素评分（评分范围为1到10）D)Calculate weighted ratings;sum to get an overall attractiveness rating for each business 计算加权分数；进行加总，算出每个产业的总的吸引力分数,Example:Rating a Business Units C
23、ompetitive Strength,Rating Scale:1=Weak;10=Strong,Bargaining leverage,例子:给一个事业（业务）单元的竞争优势评分,Rating Scale:1=Weak;10=Strong,Bargaining leverage 议价筹码,Constructing anAttractiveness/Strength Matrix构建一个吸引力/优势矩阵,Use quantitative measures of industry attractiveness and business strength to plot location of
24、each business in matrix运用产业吸引力和事业（业务）单元优势的量化衡量标准来确定每个事业（业务）单元在矩阵中的位置Each business unit appears as a circle每个事业（业务）单元都会以一个圆圈的形式出现Area of circle is proportional to size of business as a percent of company revenues and pie slice shows%corporate net profit contribution.(Or area of circle can represent r
25、elative size of industry with pie slice showing the companys market share)圆圈的面积在比例上等于该项事业（业务）单元的规模，即其收入在公司收入中所占的百分比；扇形面积代表的是该项事业（业务）单元的净利润在公司的净利润中所占的百分比（或者，圆圈的面积可以代表产业的相对规模，其扇形面积则显示了公司的市场份额）,Representative Nine-Cell Industry Attractiveness-Business Strength Matrix,Low,High,Medium,Average,Strong,Weak
26、,Market Size Growth Rate Profit Margin Intensity of Competition Seasonality Cyclicality Resource Requirements Social Impact Regulation Environment Opportunities&Threats,Relative Market Share Reputation/Image Bargaining Leverage Ability to Match Quality/Service,Relative Costs Profit Margins Fit with
27、KSFs,IndustryAttractiveness,Business Strength,Rating Scale:1=Weak;10=Strong,6.7,3.3,10.0,1.0,1.0,3.3,6.7,九格产业吸引力业务优势矩阵,低,高,中,一般,强,弱,市场规模增长率利润率竞争强度季节性周期性资源要求社会影响法律环境机会和威胁,相对市场份额声誉/形象议价筹码在质量/服务上的竞争能力,相对成本利润率（资源）与关键成功因素 的匹配,产业吸引力,业务优势,Rating Scale:1=Weak;10=Strong评分范围：1弱；10强,6.7,3.3,10.0,1.0,1.0,3.3,6.
28、7,Experiential Exercise 练习,In your discussion groups,consider the organisation that you analysed in your industry analysis以小组为单位，以你在产业分析中所用的组织为例Take 30 minutes to develop a hypothetical GE Matrix for that organisation.用30分钟为该组织构建出一个“假设性的”通用电气矩阵Be prepared to present a summary of your findings to the
29、 class.准备向全班同学讲述你们对发现结果的总结Have fun!从中寻找乐趣吧！,Value Chain Analysis 价值链分析,Value-creating activities from basic sources through to the end product delivered into customers hands(Shank&Govindarajan,1993)从源头到交付到顾客手中的终端产品，价值创造活动一直贯穿其中（Shank&Govindarajan,1993）Analysis-disaggregates a firm into distinct acti
30、vities in order to identify:分析将一家公司分解成各种不同的活动，目的是为了确定：Factors that determine the costs of performing different activities and their relative importance 决定进行不同活动所需要的成本的因素，以及这些因素的相对重要性Why a firms costs differ from competitors 为什么一个公司的成本会有别于其竞争对手Which activities a firm and its competitors perform effic
31、iently or inefficiently 一个公司及其竞争对手在哪些活动上执行上具有高效率或没有效率How costs in one activity influence those of another 一项活动的成本是如何影响其它活动的成本的Which activities a firm or its competitors should undertake itself and which activities it should contract out.哪些活动是公司或其竞争对手应该自己执行的，哪些是它们应该外包出去的,A Typical Company Value Chain
32、一个典型的公司价值链,Primary Activities&Costs 基本活动和成本,Inbound Logistics内向（入库）物流,Sales&Marketing销售和营销,Service服务,Profit Margin利润率,Operations运作/营运,Outbound Logistics外向（出库）物流,Product R&D,Technology,Systems Development 产品研发、技术、系统开发,Human Resources Management 人力资源管理,General Administration 一般行政管理,Support Activities&
33、Costs支持活动和成本,Corporate Analysis Techniques公司分析技术,Blindspot Analysis盲点分析Competitor Profiling竞争对手概要分析Core Competenc(i)es and Capabilities核心竞争力和能力Functional Analysis职能分析Shadowing knowing about a competing firms managers and decision-making process秘密追踪了解对手公司的管理者及其决策过程Management Profiling 管理层的概要分析Historiography历史资料McKinsey 7S麦肯锡的7S模型,
