SWOT分析及案例

1、swot分析swot分析代表分析企業(yè)優(yōu)勢（strength）、劣勢（weakness）、機(jī)會(huì)（opportunity）和威脅（threats）。因此，swot分析實(shí)際上是將對(duì)企業(yè)內(nèi)外部條件各方面內(nèi)容進(jìn)行綜合和概括，進(jìn)而分析組織的優(yōu)劣勢、面臨的機(jī)會(huì)和威脅的一種方法。 優(yōu)勢與劣勢分析（sw） 利用這一格式檢查企業(yè)的營銷、財(cái)務(wù)、制造和組織能力。每一要素都要按照特強(qiáng)、稍強(qiáng)、中等、稍弱或特弱劃分等級(jí)。 所謂競爭優(yōu)勢是指一個(gè)企業(yè)超越其競爭對(duì)手的能力，這種能力有助于實(shí)現(xiàn)企業(yè)的主要目標(biāo)贏利。但值得注意的是：競爭優(yōu)勢并不一定完全體現(xiàn)在較高的贏利率上，因?yàn)橛袝r(shí)企業(yè)更希望增加市場份額，或者多獎(jiǎng)勵(lì)管理人員或雇員。 競

2、爭優(yōu)勢可以指消費(fèi)者眼中一個(gè)企業(yè)或它的產(chǎn)品有別于其競爭對(duì)手的任何優(yōu)越的東西，它可以是產(chǎn)品線的寬度、產(chǎn)品的大小、質(zhì)量、可靠性、適用性、風(fēng)格和形象以及服務(wù)的及時(shí)、態(tài)度的熱情等。雖然競爭優(yōu)勢實(shí)際上指的是一個(gè)企業(yè)比其競爭對(duì)手有較強(qiáng)的綜合優(yōu)勢，但是明確企業(yè)究竟在哪一個(gè)方面具有優(yōu)勢更有意義，因?yàn)橹挥羞@樣，才可以揚(yáng)長避短，或者以實(shí)擊虛。 在做優(yōu)劣勢分析時(shí)必須從整個(gè)價(jià)值鏈的每個(gè)環(huán)節(jié)上，將企業(yè)與競爭對(duì)手做詳細(xì)的對(duì)比。如產(chǎn)品是否新穎，制造工藝是否復(fù)雜，銷售渠道是否暢通，以及價(jià)格是否具有競爭性等。如果一個(gè)企業(yè)在某一方面或幾個(gè)方面的優(yōu)勢正是該行業(yè)企業(yè)應(yīng)具備的關(guān)鍵成功要素，那么，該企業(yè)的綜合競爭優(yōu)勢也許就強(qiáng)一些。需要指出

3、的是，衡量一個(gè)企業(yè)及其產(chǎn)品是否具有競爭優(yōu)勢，只能站在現(xiàn)有潛在用戶角度上，而不是站在企業(yè)的角度上。 企業(yè)在維持競爭優(yōu)勢過程中，必須深刻認(rèn)識(shí)自身的資源和能力，采取適當(dāng)?shù)拇胧Ｒ驗(yàn)橐粋€(gè)企業(yè)一旦在某一方面具有了競爭優(yōu)勢，勢必會(huì)吸引到競爭對(duì)手的注意。一般地說，企業(yè)經(jīng)過一段時(shí)期的努力，建立起某種競爭優(yōu)勢;然后就處于維持這種競爭優(yōu)勢的態(tài)勢，競爭對(duì)手開始逐漸做出反應(yīng);而后，如果競爭對(duì)手直接進(jìn)攻企業(yè)的優(yōu)勢所在，或采取其它更為有力的策略，就會(huì)使這種優(yōu)勢受到削弱。 而影響企業(yè)競爭優(yōu)勢的持續(xù)時(shí)間，主要的是三個(gè)關(guān)鍵因素： (1)建立這種優(yōu)勢要多長時(shí)間? (2)能夠獲得的優(yōu)勢有多大？ (3)競爭對(duì)手做出有力反應(yīng)需要多長時(shí)

4、間？ 如果企業(yè)分析清楚了這三個(gè)因素，就會(huì)明確自己在建立和維持競爭優(yōu)勢中的地位了。 評(píng)估內(nèi)部各部門的工作關(guān)系作為一項(xiàng)內(nèi)部審計(jì)工作是非常重要的。每一公司必須管好某些基本程序，如新產(chǎn)品開發(fā)、原材料采購、對(duì)訂單的銷售引導(dǎo)、對(duì)客戶訂單的現(xiàn)金實(shí)現(xiàn)、顧客問題的解決時(shí)間等等。每一程序都創(chuàng)造價(jià)值和需要內(nèi)部部門協(xié)同工作。雖然每一部門都可以擁有一個(gè)核心能力，但如何管理這些優(yōu)勢能力開發(fā)仍是一個(gè)挑戰(zhàn)。 機(jī)會(huì)與威脅分析(ot)對(duì)環(huán)境分析(1)政治/法律：壟斷法律、環(huán)境保護(hù)法、稅法、對(duì)外貿(mào)易法、勞動(dòng)法、政府穩(wěn)定法;(2)經(jīng)濟(jì)：經(jīng)濟(jì)周期、gnp趨勢、利率、貨幣供給、通貨膨脹、失業(yè)率、可支配收入、能源供給、成本;(3)社會(huì)文化

5、：人口統(tǒng)計(jì)、收入分配、社會(huì)穩(wěn)定、生活方式的變化、教育水平、消費(fèi);(4)技術(shù)：政府對(duì)研究的投入、政府和行業(yè)對(duì)技術(shù)的重視、新技術(shù)的發(fā)明和進(jìn)展、技術(shù)傳播的速度、折舊和報(bào)廢速度。結(jié)構(gòu)化的環(huán)境分析方法：(1)產(chǎn)業(yè)新進(jìn)入的威脅：進(jìn)入本地的哪些壁壘?它們阻礙新進(jìn)入者的作用有多大?本企業(yè)怎樣確定自己的地位(自己進(jìn)入或者阻止對(duì)手進(jìn)入)?(2)供貨商的議價(jià)能力：供貨商的品牌或價(jià)格特色，供貨商的戰(zhàn)略中本企業(yè)的地位，供貨商之間的關(guān)系，從供貨商之間轉(zhuǎn)移的成本等，都影響企業(yè)與供貨商的關(guān)系及其競爭優(yōu)勢。(3)買方的議價(jià)能力：本企業(yè)的部件或在材料產(chǎn)品占買方成本的比例，各買方之間是否有聯(lián)合的危險(xiǎn)、本企業(yè)與買方是否具有戰(zhàn)略合作關(guān)

6、系等。(4)替代品的威脅：替代品限定了公司產(chǎn)品的最高價(jià)，替代品對(duì)公司不僅有威脅，可能也帶來機(jī)會(huì)。企業(yè)必須分析，替代品給公司的產(chǎn)品或服務(wù)帶來的是“滅頂之災(zāi)”呢，還是提供了更高的利潤或價(jià)值;購買者轉(zhuǎn)而購買替代品的轉(zhuǎn)移成本;公司可以采取什么措施來降低成本或增加附加值來降低消費(fèi)者購買替代品的風(fēng)險(xiǎn)?(5)現(xiàn)有企業(yè)的競爭：行業(yè)內(nèi)競爭者的均衡程度、增長速度、固定成本比例、本行業(yè)產(chǎn)品或服務(wù)的差異化程度、退出壁壘等，決定了一個(gè)行業(yè)內(nèi)的競爭激烈程度。對(duì)于企業(yè)來說，最危險(xiǎn)的環(huán)境是進(jìn)入壁壘、存在替代品、由供貨商或買方控制、行業(yè)內(nèi)競爭激烈的產(chǎn)業(yè)環(huán)境。swot分析步驟 (1) 確認(rèn)當(dāng)前的戰(zhàn)略是什么？ (2) 確認(rèn)企業(yè)外部

7、環(huán)境的變化（波特五力或者pest） (3) 根據(jù)企業(yè)資源組合情況，確認(rèn)企業(yè)的關(guān)鍵能力和關(guān)鍵限制 (4) 按照通用矩陣或類似的方式打分評(píng)價(jià) 把識(shí)別出的所有優(yōu)勢分成兩組，分的時(shí)候以兩個(gè)原則為基礎(chǔ)：它們是與行業(yè)中潛在的機(jī)會(huì)有關(guān)，還是與潛在的威脅有關(guān)。用同樣的辦法把所有的劣勢分成兩組，一組與機(jī)會(huì)有關(guān)，另一組與威脅有關(guān)。 (5)將結(jié)果在swot分析圖上定位 或者用swot分析表，將剛才的優(yōu)勢和劣勢按機(jī)會(huì)和威脅分別填入表格。 (6) 戰(zhàn)略分析 舉一個(gè)科爾尼swot分析得出戰(zhàn)略的例子。 成功應(yīng)用swot分析法的簡單規(guī)則 進(jìn)行swot分析的時(shí)候必須對(duì)公司的優(yōu)勢與劣勢有客觀的認(rèn)識(shí)。 進(jìn)行swot分析的時(shí)候必須區(qū)

8、分公司的現(xiàn)狀與前景。 進(jìn)行swot分析的時(shí)候必須考慮全面。 進(jìn)行swot分析的時(shí)候必須與競爭對(duì)手進(jìn)行比較，比如優(yōu)于或是劣于你的競爭對(duì)手。 保持swot分析法的簡潔化，避免復(fù)雜化與過度分析。 swot分析法因人而異。 一旦使用swot分析法決定了關(guān)鍵問題，也就確定是市場營銷的目標(biāo)。swot分析法可與pest analysis和porters five-forces analysis等工具一起使用。市場營銷課程的學(xué)生之所以熱衷于swot分析法是因?yàn)樗囊讓W(xué)性與易用性。運(yùn)用swot分析法的時(shí)候，要將不用的要素列入相關(guān)的表格當(dāng)中去，很容易操作。 沃爾瑪(wal-mart)swot分析案例 優(yōu)勢沃爾瑪是

9、著名的零售業(yè)品牌，它以物美價(jià)廉、貨物繁多和一占式購物而聞名。 劣勢雖然沃爾瑪擁有領(lǐng)先的it技術(shù)，但是由于它的店鋪布滿全球，這種跨度會(huì)導(dǎo)致某些方面的控制力不夠強(qiáng)。 機(jī)會(huì)采取收購、合并或者戰(zhàn)略聯(lián)盟的方式與其他國際零售商合作，專注于歐洲或者大中華區(qū)等特定市場。 威脅所有競爭對(duì)手的趕超目標(biāo)。 wal-mart swot分析原文1 strengths. wal-mart is a powerful retail brand. it has a reputation for value for money, convenience and a wide range of products all in o

10、ne store. wal-mart has grown substantially over recent years, and has experienced global expansion (for example its purchase of the united kingdom based retailer asda). the company has a core competence involving its use of information technology to support its international logistics system. for ex

11、ample, it can see how individual products are performing country-wide, store-by-store at a glance. it also supports wal-marts efficient procurement. a focused strategy is in place for human resource management and development. people are key to wal-marts business and it invests time and money in tra

12、ining people, and retaining a developing them. weaknesses. wal-mart is the worlds largest grocery retailer and control of its empire, despite its it advantages, could leave it weak in some areas due to the huge span of control. since wal-mart sell products across many sectors (such as clothing, food

13、, or stationary), it may not have the flexibility of some of its more focused competitors. the company is global, but has has a presence in relatively few countries worldwide. opportunities. to take over, merge with, or form strategic alliances with other global retailers, focusing on specific marke

14、ts such as europe or the greater china region. the stores are currently only trade in a relatively small number of countries. therefore there are tremendous opportunities for future business in expanding consumer markets, such as china and india. new locations and store types offer wal-mart opportun

15、ities to exploit market development. they diversified from large super centres, to local and mall-based sites. opportunities exist for wal-mart to continue with its current strategy of large, super centres. threats. being number one means that you are the target of competition, locally and globally.

16、 being a global retailer means that you are exposed to political problems in the countries that you operate in. the cost of producing many consumer products tends to have fallen because of lower manufacturing costs. manufacturing cost have fallen due to outsourcing to low-cost regions of the world.

17、this has lead to price competition, resulting in price deflation in some ranges. intense price competition is a threat. wal-mart stores, inc. is the worlds largest retailer, with $256.3 billion in sales in the fiscal year ending jan. 31, 2004. the company employs 1.6 million associates worldwide thr

18、ough more than 3,600 facilities in the united states and more than 1,570 units . . .more? go to wal-mart facts disclaimer: this case study has been compiled from information freely available from public sources. it is merely intended to be used for educational purposes only. 星巴克(starbucks)swot分析案例 優(yōu)

19、勢星巴克集團(tuán)的盈利能力很強(qiáng)，2004年的收入超過6億美元。 劣勢星巴克以產(chǎn)品的不斷改良與創(chuàng)新而聞名。（譯者注：可以理解為產(chǎn)品線的不穩(wěn)定） 機(jī)會(huì)新產(chǎn)品與服務(wù)的推出，例如在展會(huì)銷售咖啡。 威脅咖啡和奶制品成本的上升。 starbucks swot分析原文2 strengths. starbucks corporation is a very profitable organization, earning in excess of $600 million in 2004.the company generated revenue of more than $5000 million in the

20、 same year. it is a global coffee brand built upon a reputation for fine products and services. it has almost 9000 cafes in almost 40 countries. starbucks was one of the fortune top 100 companies to work for in 2005. the company is a respected employer that values its workforce. the organization has

21、 strong ethical values and an ethical mission statement as follows, starbucks is committed to a role of environmental leadership in all facets of our business. weaknesses. starbucks has a reputation for new product development and creativity. however, they remain vulnerable to the possibility that t

22、heir innovation may falter over time. the organization has a strong presence in the united states of america with more than three quarters of their cafes located in the home market. it is often argued that they need to look for a portfolio of countries, in order to spread business risk. the organiza

23、tion is dependant on a main competitive advantage, the retail of coffee. this could make them slow to diversify into other sectors should the need arise. opportunities. starbucks are very good at taking advantage of opportunties. in 2004 the company created a cd-burning service in their santa monica

24、 (california usa) cafe with hewlett packard, where customers create their own music cd. new products and services that can be retailed in their cafes, such as fair trade products. the company has the opportunity to expand its global operations. new markets for coffee such as india and the pacific ri

25、m nations are beginning to emerge. co-branding with other manufacturers of food and drink, and brand franchising to manufacturers of other goods and services both have potential. threats. who knows if the market for coffee will grow and stay in favour with customers, or whether another type of bever

26、age or leisure activity will replace coffee in the future? starbucks are exposed to rises in the cost of coffee and dairy products. since its conception in pike place market, seattle in 1971, starbucks success has lead to the market entry of many competitors and copy cat brands that pose potential t

27、hreats. starbucks mission statement is establish starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow. the following six guiding principles will help us measure the appropriateness of our decisions more? then go to starbuck

28、s. disclaimer: this case study has been compiled from information freely available from public sources. it is merely intended to be used for educational purposes only. 耐克(nike)swot分析案例 優(yōu)勢耐克是一家極具競爭力的公司，公司創(chuàng)立者與ceo菲爾奈特（phil knight）最常提及的一句話便是“商場如戰(zhàn)場”（business is war without bullets）。 劣勢耐克擁有全系列的運(yùn)動(dòng)產(chǎn)品。（譯者注：可

29、以理解為沒有重點(diǎn)產(chǎn)品） 機(jī)會(huì)產(chǎn)品的不斷研發(fā)。 威脅受困于國際貿(mào)易。 nike swot分析原文3 strengths. nike is a very competitive organization. phil knight (founder and ceo) is often quoted as saying that business is war without bullets. nike has a healthy dislike of is competitors. at the atlanta olympics, reebok went to the expense of spon

30、soring the games. nike did not. however nike sponsored the top athletes and gained valuable coverage. nike has no factories. it does not tie up cash in buildings and manufacturing workers. this makes a very lean organization. nike is strong at research and development, as is evidenced by its evolvin

31、g and innovative product range. they then manufacture wherever they can produce high quality product at the lowest possible price. if prices rise, and products can be made more cheaply elsewhere (to the same or better specification), nike will move production. nike is a global brand. it is the numbe

32、r one sports brand in the world. its famous swoosh is instantly recognisable, and phil knight even has it tattooed on his ankle. weaknesses. the organization does have a diversified range of sports products. however, the income of the business is still heavily dependent upon its share of the footwea

33、r market. this may leave it vulnerable if for any reason its market share erodes. the retail sector is very price sensitive. nike does have its own retailer in nike town. however, most of its income is derived from selling into retailers. retailers tend to offer a very similar experience to the cons

34、umer. can you tell one sports retailer from another? so margins tend to get squeezed as retailers try to pass some of the low price competition pressure onto nike. opportunities. product development offers nike many opportunities. the brand is fiercely defended by its owners whom truly believe that

35、nike is not a fashion brand. however, like it or not, consumers that wear nike product do not always buy it to participate in sport. some would argue that in youth culture especially, nike is a fashion brand. this creates its own opportunities, since product could become unfashionable before it wear

36、s out i.e. consumers need to replace shoes. there is also the opportunity to develop products such as sport wear, sunglasses and jewellery. such high value items do tend to have associated with them, high profits. the business could also be developed internationally, building upon its strong global

37、brand recognition. there are many markets that have the disposable income to spend on high value sports goods. for example, emerging markets such as china and india have a new richer generation of consumers. there are also global marketing events that can be utilised to support the brand such as the

38、 world cup (soccer) and the olympics. threats. nike is exposed to the international nature of trade. it buys and sells in different currencies and so costs and margins are not stable over long periods of time. such an exposure could mean that nike may be manufacturing and/or selling at a loss. this

39、is an issue that faces all global brands. the market for sports shoes and garments is very competitive. the model developed by phil knight in his stamford business school days (high value branded product manufactured at a low cost) is now commonly used and to an extent is no longer a basis for susta

40、inable competitive advantage. competitors are developing alternative brands to take away nikes market share. as discussed above in weaknesses, the retail sector is becoming price competitive. this ultimately means that consumers are shopping around for a better deal. so if one store charges a price

41、for a pair of sports shoes, the consumer could go to the store along the street to compare prices for the exactly the same item, and buy the cheaper of the two. such consumer price sensitivity is a potential external threat to nike. if you have a body, you are an athlete - bill bowerman said this a

42、couple of decades ago. the guy was right. it defines how he viewed the world, and it defines how nike pursues its destiny. ours is a language of sports, a universally understood lexicon of passion and competition. a lot has happened at nike in the 30 years more . . . disclaimer: this case study has

43、been compiled from information freely available from public sources. it is merely intended to be used for educational purposes only. 高級(jí)swot分析法高級(jí)swot分析法(power swot分析法) 為什么需要運(yùn)用高級(jí)swot分析法？ swot分析法是通過分析優(yōu)勢、劣勢、機(jī)會(huì)與威脅來監(jiān)測公司的市場營銷方法。但是，當(dāng)你逐步領(lǐng)會(huì)swot分析法的時(shí)候，你會(huì)發(fā)現(xiàn)它有許多的局限性。高級(jí)swot分析法將會(huì)使你彌補(bǔ)這些局限。 在運(yùn)用swot分析法的過程中，你或?qū)W會(huì)碰到一些問題

44、，這就是它的適應(yīng)性。因?yàn)橛刑嗟膱龊峡梢赃\(yùn)用swot分析法，所以它必須具有適應(yīng)性。然而這也會(huì)導(dǎo)致反?，F(xiàn)象的產(chǎn)生?；A(chǔ)swot分析法所產(chǎn)生的問題可以由更高級(jí)的power swot分析法得到解決。power是個(gè)人（personal）、經(jīng)驗(yàn)（experience）、規(guī)則（order）、比重（weighting）、重視細(xì)節(jié)（emphasize detail）、（rank and prioritize）的首字母縮寫，這就是所謂的高級(jí)swot分析法。 高級(jí)swot分析法的內(nèi)容 p個(gè)人經(jīng)驗(yàn)（personal experience） 作為市場營銷經(jīng)理，你是如何運(yùn)用swot分析法的呢？無非是將你的經(jīng)驗(yàn)、技巧、知

45、識(shí)、態(tài)度與信念結(jié)合起來。你的洞察力與自覺將會(huì)對(duì)swot分析法產(chǎn)生影響。 o規(guī)則優(yōu)勢或劣勢，機(jī)會(huì)或威脅 市場營銷經(jīng)理經(jīng)常會(huì)不由自主地把機(jī)會(huì)與優(yōu)勢、劣勢與威脅的順序搞混。這是因?yàn)閮?nèi)在優(yōu)勢與劣質(zhì)和外在機(jī)會(huì)與威脅之間的分界線很難鑒定。舉個(gè)例子，就說全球氣溫變暖與氣溫變化好了，人們會(huì)錯(cuò)將環(huán)境保護(hù)主義當(dāng)作一種威脅而非潛在的機(jī)會(huì)。 w比重（weighting） 通常人們不會(huì)將swot分析法所包含的各種要素進(jìn)行比較。一些要素肯定會(huì)比其他的要素更具爭議性，因此你需要將所有的要素進(jìn)行比較從而辨別出輕重緩急。你可以采用百分比的方法，比如所威脅a10%，威脅b70%，威脅c20（總威脅為100）。 e重視細(xì)節(jié)（emp

46、hasize detail） swot分析法通常會(huì)忽略細(xì)節(jié)、推理和判斷。人們想要尋找的往往是分析列表里面的幾個(gè)單詞而已。比如說，在機(jī)會(huì)列表里人們就可能會(huì)看到“技術(shù)”這個(gè)單詞?！凹夹g(shù)”這個(gè)單詞本身并不能告訴讀者很多東西，其完整的說法是： “技術(shù)能夠使得市場營銷人員通過移動(dòng)設(shè)備更靠近購買點(diǎn)（point of purchase），這能給我們公司帶來獨(dú)特的競爭優(yōu)勢”。 這將極大地幫你決定如何最佳的評(píng)價(jià)與比較各種要素。 .r權(quán)重排列(rank and prioritize) 一旦細(xì)節(jié)得到添加以及要素得到評(píng)價(jià)，你便能夠進(jìn)入下一個(gè)步驟，即給swot分析法一些戰(zhàn)略意義，例如你可以開始選擇 那些能夠?qū)δ愕臓I銷策

47、略產(chǎn)生最重要影響的要素。你將它們按照從高到低的詞序進(jìn)行排列，然后優(yōu)先考慮那些排名最靠前的要素。比如說機(jī)會(huì)c=60%，機(jī)會(huì)a 25%，機(jī)會(huì)b=10%，那么你的營銷計(jì)劃就得首先著眼于機(jī)會(huì)c，然后是機(jī)會(huì)a，最后才是機(jī)會(huì)b。由于企業(yè)的市場導(dǎo)向性，因此如何應(yīng)對(duì)機(jī)會(huì)就顯得很重要了。接下去在優(yōu)勢與機(jī)遇間尋找一個(gè)切合點(diǎn)以消除當(dāng)前優(yōu)勢與今后機(jī)會(huì)之間的隔閡。最后你要嘗試將威脅轉(zhuǎn)化成機(jī)會(huì)，并進(jìn)一步轉(zhuǎn)化成優(yōu)勢。針對(duì)這一點(diǎn)，gap分析法（gap analysis）將會(huì)顯示出其重要性，比如說我們在哪里，以及我們想要做什么？策略分析法（strategies）會(huì)幫助抹平兩者之間的差異。 swot分析實(shí)際上是企業(yè)外部環(huán)境分析和

48、企業(yè)內(nèi)部要素分析的組合分析。企業(yè)外部環(huán)境評(píng)價(jià)矩陣和內(nèi)部要素評(píng)價(jià)矩陣構(gòu)成了swot分析的方法基礎(chǔ)。表1-1 swot示意圖企業(yè)內(nèi)部條件優(yōu)勢strengths劣勢weakness企業(yè)外部環(huán)境機(jī)會(huì)opportunities威脅threats一、優(yōu)勢與劣勢分析(sw)競爭優(yōu)勢是指一個(gè)企業(yè)超越其競爭對(duì)手、實(shí)現(xiàn)企業(yè)目標(biāo)的能力，企業(yè)的主要目標(biāo)包括盈利、增長、市場份額等。因此，企業(yè)的競爭優(yōu)勢并不一定完全體現(xiàn)在較高的盈利率上，有時(shí)企業(yè)更希望保持增長速度、增加市場份額，或者穩(wěn)定雇員等。當(dāng)兩個(gè)企業(yè)處在同一市場或者說它們都有能力向同一顧客群體提供產(chǎn)品和服務(wù)時(shí)，如果其中一個(gè)企業(yè)有更高的盈利率、更快的增長速度或更高的市場

49、份額，則企業(yè)比另外一個(gè)企業(yè)更具有競爭優(yōu)勢。競爭優(yōu)勢可以是一個(gè)企業(yè)或它的產(chǎn)品有別于其競爭對(duì)手的任何優(yōu)越的東西，它可以是產(chǎn)品質(zhì)量、可靠性、適用性、風(fēng)格和形象以及服務(wù)的及時(shí)、態(tài)度的熱情等。雖然競爭優(yōu)勢實(shí)際上指的是一個(gè)企業(yè)比其競爭對(duì)手有較強(qiáng)的綜合優(yōu)勢，但是明確企業(yè)究竟在哪一個(gè)方面具有優(yōu)勢更有意義。因?yàn)橹挥羞@樣，才可以揚(yáng)長避短。由于企業(yè)是一個(gè)整體，并且由于競爭優(yōu)勢來源廣泛，所以，在做優(yōu)劣勢分析時(shí)必須從整個(gè)價(jià)值鏈的每個(gè)環(huán)節(jié)上，將企業(yè)與競爭對(duì)手做詳細(xì)的對(duì)比。如產(chǎn)品是否新穎，制造工藝是否復(fù)雜，銷售渠道是否暢通，以及價(jià)格是否具有競爭力等。如果一個(gè)企業(yè)在某一方面或幾個(gè)方面的優(yōu)勢正是該行業(yè)企業(yè)應(yīng)具備的關(guān)鍵成功要素，

50、該企業(yè)的綜合競爭優(yōu)勢就強(qiáng)。影響企業(yè)競爭優(yōu)勢的持續(xù)時(shí)間，主要的是三個(gè)關(guān)鍵因素： 建立這種優(yōu)勢要多長時(shí)間? 能夠獲得的優(yōu)勢有多大? 競爭對(duì)手做出有力反應(yīng)需要多長時(shí)間? 只有分析清楚了這三個(gè)因素，企業(yè)才能明確建立和維持競爭優(yōu)勢。企業(yè)的優(yōu)勢和劣勢可以通過企業(yè)內(nèi)部因素來進(jìn)行評(píng)價(jià)，相對(duì)競爭對(duì)手，企業(yè)的內(nèi)部因素可以表現(xiàn)在研發(fā)能力、資金實(shí)力、生產(chǎn)設(shè)備、工藝水平、產(chǎn)品性能和質(zhì)量、銷售網(wǎng)絡(luò)、管理能力等方面。可以采用企業(yè)內(nèi)部因素評(píng)價(jià)矩陣(ife，internal factor evaluation matrix)，通過加權(quán)計(jì)算，定量分析企業(yè)的優(yōu)劣勢，如表1-2所示。表1-2 某企業(yè)內(nèi)部因素評(píng)價(jià)矩陣綜 合 關(guān)鍵內(nèi)部因

51、素權(quán)重得分(-5+5)加權(quán)數(shù)優(yōu) 勢研發(fā)能力強(qiáng)大0.2040.80產(chǎn)品性能和質(zhì)量處于行業(yè)中游0.1500銷售網(wǎng)絡(luò)完善0.2040.80管理能力強(qiáng)0.1540.60小 計(jì)2.20劣 勢資金緊張0.10-3-0.30生產(chǎn)設(shè)備落后0.10-2-0.20工藝水平不高0.10-3-0.30小 計(jì)-0.80合 計(jì)1.001.40二、機(jī)會(huì)與威脅分析(ot)機(jī)會(huì)與威脅分析主要著眼于企業(yè)外部環(huán)境帶來的機(jī)會(huì)和威脅。外部環(huán)境發(fā)展趨勢分為兩大類：一類表示環(huán)境威脅，另一類表示環(huán)境機(jī)會(huì)。環(huán)境威脅指的是環(huán)境中不利的發(fā)展趨勢所形成的挑戰(zhàn)，如果不采取果斷的戰(zhàn)略行為，這種不利趨勢將導(dǎo)致公司的競爭地位受到削弱。企業(yè)外部的不利因素包括

52、：新產(chǎn)品替代、銷售商拖延結(jié)款、競爭對(duì)手結(jié)盟、市場成長放緩、供應(yīng)商討價(jià)還價(jià)能力增強(qiáng)等，影響企業(yè)目前的競爭地位。環(huán)境機(jī)會(huì)是指企業(yè)面臨的外部環(huán)境中對(duì)企業(yè)發(fā)展有利的因素，是對(duì)公司行為富有吸引力的領(lǐng)域，在這一領(lǐng)域中發(fā)展壯大的企業(yè)將擁有競爭優(yōu)勢。外部機(jī)會(huì)如政策支持、技術(shù)進(jìn)步、供應(yīng)商良好關(guān)系、銀行信貸支持等。機(jī)會(huì)與威脅分析可以采用企業(yè)外部評(píng)價(jià)矩陣，如表1-3所示表1-3 某企業(yè)外部因素評(píng)價(jià)表關(guān)鍵外部因素權(quán)重得分(-5+5)加權(quán)數(shù)機(jī) 會(huì)政策扶持0.2541.00技術(shù)進(jìn)步0.1530.45金融信貸寬松0.1030.30小 計(jì)1.75威 脅新替代產(chǎn)品出現(xiàn)0.15-2-0.30競爭對(duì)手結(jié)盟0.10-4-0.40市場成長放緩0.15-4-0.60供應(yīng)商減少0.10-3-0.30小 計(jì)-1.60綜 合合