經(jīng)營管理超級流行的管理工具薈萃課件

BlindspotAnalysis盲點分析Objective:Toassessthepresenceofblindspotsthatmaycompromiseacompetitor’sabilitytorespondtoacompetitiveaction.目的：評估某個盲點，該盲點可能削弱一個競爭者對一項競爭性舉措的應(yīng)對能力Misjudgingindustryboundaries對產(chǎn)業(yè)領(lǐng)域的錯誤判斷Pooridentificationofthecompetition對競爭認知不足Overemphasisoncompetitors’visiblecompetence 過分重視競爭對手所顯示出來的能力Overemphasisonscope–notposture 過分強調(diào)范圍而不是態(tài)勢Faultyassumptionsaboutthecompetition對競爭情況作錯誤假設(shè)Paralysisbyanalysis 因分析而陷入企業(yè)運作癱瘓BlindspotAnalysis盲點分析Objecti1 CompetitorProfiling 競爭對手概要分析Successfulstrategiststakegreatpainsinunderstandingtheircompetitors成功的戰(zhàn)略家在了解競爭者上付出極大的努力Identifyingtheirstrategies 確定他們的戰(zhàn)略Watchingtheiractions 觀察他們的行動Evaluatingtheirvulnerabilitytodrivingforces andcompetitivepressures 評估他們的驅(qū)動力的弱點以及競爭壓力下的弱點Sizinguptheirresourcestrengthsandweaknesses andtheircapabilities 評估他們的資源優(yōu)勢和弱勢以及他們的實際能力Tryingtoanticipaterivals’nextmoves 試圖預(yù)計對手的下一步行動. CompetitorProfiling 競爭對2CompetitiveProfiling-The4CornerAnalysisModel(Porter,1980)CompetitiveProfiling-The43DRIVERS驅(qū)動力CANDO/ISDOING可行/現(xiàn)行FutureGoals/Philosophies/Strategies未來目標/理念/戰(zhàn)略CurrentStrategies現(xiàn)行戰(zhàn)略ManagementAssumptions管理假設(shè)Capabilities能力COMPETITIVEPROFILINGTHE4CORNERANALYSISMODEL競爭概要分析－四角分析模型（波特，1980）

DRIVERS驅(qū)動力CANDO/ISDOING可行/現(xiàn)行4CompetitiveProfileMatrix競爭態(tài)勢矩陣

(CPM)

(David,2001,pp.114-115)CPM-comparescompetitorsagainstcriticalsuccessfactors(CSF’s)intheindustry+othercomparators(eg.-GEstrengths) CPM-將競爭對手與行業(yè)中的關(guān)鍵成功因素（CSF’s)及其他比較指標（如-GE優(yōu)勢）進行比較Weightedscoresystem加權(quán)評分系統(tǒng)CSFs/comparatorsareweightedbyimportance;關(guān)鍵成功因素（CSFs)/比較指標按重要性進行加權(quán)Total總分=1.00Competitorsarelistedre:relativestrengthforeachCSF列出競爭對手，例如根據(jù)在每個關(guān)鍵成功因素上，各個競爭對手的相對優(yōu)勢進行羅列：4=majorstrength主要優(yōu)勢3=minorstrength次要優(yōu)勢2=minorweakness次要劣勢1=majorweakness主要劣勢Totalweightedscoreindicatesoverallstrengthofcompetitor.加權(quán)總分表示競爭對手的整體優(yōu)勢CompetitiveProfileMatrix競爭態(tài)5Customer&ProductAnalysisTechniques

顧客及產(chǎn)品分析技巧Customervalueanalysis 顧客價值分析Customersegmentation/needsanalysis 顧客（市場）細分/需求分析Competitivebenchmarking 競爭定標比超/基準設(shè)定Customer&ProductAnalysisTe6CustomerValueAnalysis顧客價值分析“Customervalueisthemostimportantsourceofcompetitiveadvantage.”(F&B,p.182) “顧客價值是競爭優(yōu)勢的最主要來源?！?F&B,p.182)CVAProcess:顧客價值分析流程(CVA流程)CustomerIntimacy顧客親密度Surveys -Focusgroups 調(diào)查 焦點小組訪談法Conjointanalysis-PriceSensitivityanalysis 聯(lián)合分析/交互分析價格敏感度分析Motivationanalysis-UnmetNeedsanalysis 動機分析未滿足需求分析LeadUseranalysis-Defectionanalysis 領(lǐng)先使用者分析 背棄分析

CustomerValueAnalysis顧客價值分析“7CustomerValueAnalysis顧客價值分析CVAProcess(cont.)CVA流程（續(xù)）FormalCVA正式CVAChoiceofwhatmatricestouse選擇使用何種矩陣Usethematricestocreatea‘picture’ 使用矩陣以取得一幅整體“圖畫”（了解全局）StrategicManagementofCustomerValue顧客價值的戰(zhàn)略管理StrengthenCVpriorities增強顧客價值的重要性RegularlymonitorforCVshifts 經(jīng)常監(jiān)控顧客價值的轉(zhuǎn)變CustomerValueAnalysis顧客價值分析C8CustomerSegmentation&NeedsAnalysis顧客細分及需求分析Step1:Segmentation第一步：（市場）細分SegmentationCriteria(ConsumerMarkets) 細分標準(消費者市場)Product-Related(“Why?”)與產(chǎn)品相關(guān)的(“為什么？”)Usertypes(regular,firsttime,non-users,potential)使用者類型(常用者，初次使用者，非使用者，潛在使用者）Pricesensitivity價格敏感度Consumptionpatterns/usagefrequency消費習(xí)慣/使用頻率Perceivedbenefits(performance,quality,image,service) 感知利益（表現(xiàn)，質(zhì)量，形象，服務(wù)）BrandLoyalty品牌忠誠度Application(purchaseoccasion,mediaexposure)應(yīng)用(購買場所，媒體曝光度）CustomerSegmentation&Needs9CustomerSegmentation&NeedsAnalysis顧客細分及需求分析Step1:Segmentation(cont.)第一步：（市場）細分SegmentationCriteriaforConsumerMarkets消費者市場的細分標準User-based(“Who?”)以使用者為基礎(chǔ)(“誰”)Demographic人口Geographic地理Socioeconomic社會經(jīng)濟Lifestyle/Personality生活方式/性格CustomerSegmentation&Needs10CustomerSegmentation&NeedsAnalysis顧客細分及需求分析Step1:Segmentation(cont.)第一步：（市場）細分(續(xù))SegmentationCriteriaforIndustrialMarkets 工業(yè)市場的細分標準User-based(“Who?”)以使用者為基礎(chǔ)(“誰”)Industrytype/position 產(chǎn)業(yè)類型/定位Companysize 公司規(guī)模Technologyemployed 所應(yīng)用的科技 Product-related(“Why?”)與產(chǎn)品相關(guān)的(“為什么？”)Consumptionpatterns-Seller/Purchaserrelationship 消費模式買賣雙方的關(guān)系Endusage -Purchasingpolicies 最終用途采購政策Perceivedbenefits 感知利益Sizeofpurchase 采購規(guī)模CustomerSegmentation&Needs11CustomerSegmentation&NeedsAnalysis顧客細分及需求分析Step2:Targeting第二步：確定目標4Rtest:4R測試Ratethemarket?(Quantitative+qualitative) 評估市場（定量+定性）Realisticinsize?(Supportsegmentation?) 規(guī)模是否具有現(xiàn)實性（是否足以進行細分？）Reach? (Feasiblyreachable?) 實現(xiàn)？（是否可行？）Responsiveness? (tomarketingmix?) 響應(yīng)度/敏感度（對營銷組合的反應(yīng)如何？）RefineusingCompetitive&Externalanalyses 運用競爭及外部分析加以修改CustomerValueAnalysis 顧客價值分析CustomerSegmentation&Needs12CustomerSegmentation&NeedsAnalysis顧客細分及需求分析Step3:StrategicPositioning第三步：戰(zhàn)略定位4(5?)P’softheMarketingMix市場營銷組合的4(5?)PProduct產(chǎn)品Price價格Promotion推廣Place地點(People?)人Analysistools:分析工具Conjointanalysis聯(lián)合分析/交互分析Competitormaps競爭對手圖Performancematrices,etc.績效矩陣，等CustomerSegmentation&Needs13ExperientialExercise練習(xí)Inyourdiscussiongroups,considertheorganisationthatyouidentifiedintheIndustryAnalysis 在你的討論小組里，以你在產(chǎn)業(yè)分析里所用的組織為例Take40minutestodevelopa‘hypothetical’CustomerSegmentationandNeedsanalysisforthatorganisation.用40分鐘時間為該組織進行一個“假設(shè)性的”顧客（市場）細分及需求分析Bepreparedtopresentasummaryofyourfindingstotheclass. 準備向全班同學(xué)講述你們對發(fā)現(xiàn)結(jié)果的總結(jié)Havefun! 享受其中的樂趣！ExperientialExercise練習(xí)Inyour14 CompetitiveBenchmarking 競爭定標比超/基準設(shè)定1)Determinewhichfunction(s)tobenchmark.確定哪個（些）部門需要定標比超/設(shè)立基準/標桿2)Identifykeyperformanceindicators(KPI’s)tomeasure.確認需要衡量的主要績效指標(KPI’s)3)Identifybest-in-classorganisations確認最優(yōu)秀的組織4)Measureperformanceofbest-in-classorganisations(BestPractice)衡量最優(yōu)秀組織的績效（最佳實踐）5)Measureyourorganisation’sperformance 衡量你的組織的績效6)Specifyprograms&actionstoclosegap 對意在縮短差距的計劃和行動進行詳細說明7)Implementandmonitorresults. 實施并監(jiān)測結(jié)果 CompetitiveBenchmarking 15IssuesAnalysis 事項分析IssuesAnalysis 事項分析16IssuesPriorityMatrix優(yōu)先事項矩陣

Low低Impact影響High高UrgencyHigh高Low低Newpremises新辦公地點Expectedproductrecall預(yù)計產(chǎn)品召回Newproductlaunch新產(chǎn)品發(fā)布緊急性IssuesPriorityMatrix優(yōu)先事項矩陣17IssuesPriorityMatrix優(yōu)先事項矩陣

Low低Impact影響High高UrgencyHigh高Low低Newpremises新辦公地點Expectedproductrecall預(yù)計產(chǎn)品召回Newproductlaunch新產(chǎn)品發(fā)布Monitor監(jiān)控Monitorclosely/act密切監(jiān)控/行動Urgentpriority!!!緊急性緊急優(yōu)先??！IssuesPriorityMatrix優(yōu)先事項矩陣L18IssuesPriorityMatrix優(yōu)先事項矩陣

Low低Impact影響High高UrgencyHigh高Low低Newpremises新辦公地點Expectedproductrecall預(yù)計產(chǎn)品召回Newproductlaunch新產(chǎn)品發(fā)布Monitor監(jiān)控Monitorclosely/actMonitorclosely/act密切監(jiān)控/行動Urgentpriority!!!DynamicMovement動態(tài)移動緊急性緊急優(yōu)先！！IssuesPriorityMatrix優(yōu)先事項矩陣L19ScenarioAnalysis情景分析“Whatif?”如果Quantitative定量ComputerisedEconometricmodels 電算化的計量經(jīng)濟學(xué)模型Downstreamimpactswithfeedbackloops 因反饋環(huán)而產(chǎn)生的下游影響Qualitative定性Intuitivemethods直覺方法Delphi德爾菲法CrossImpactmethods-interrelateddependencies 相互影響方法－相互依賴性ScenarioAnalysis情景分析“Whatif?20ScenarioAnalysis 情景分析5SpecificLevels/Purposes:5個具體層次/目的STEEPscenario STEEP情景Sensitivityscenario 敏感度情景Internal/controllablefactors 內(nèi)部/可控因素Spreadsheets 電子數(shù)據(jù)表Industryscenario 行業(yè)情景Diversificationscenario 多元化情景PublicIssuescenario 公共事件情景ScenarioAnalysis 情景分析5Specif21StakeholderAnalysis利益相關(guān)者分析Who? 誰？What? 什么？Opportunities&Threats(Challenges)? 機會&威脅（挑戰(zhàn)）？Strategies戰(zhàn)略StakeholderAnalysis利益相關(guān)者分析Who22Stakeholdermapping利益相關(guān)者圖

利益程度低高力量低高最小的努力讓利益相關(guān)者滿意讓利益相關(guān)者知情主要參與者Stakeholdermapping利益相關(guān)者圖利益程度23Stakeholdermapping 利益相關(guān)者圖

可預(yù)測性高低力量低高很少問題有強大力量但可預(yù)測不可預(yù)測但可管理最大的危險或機會Stakeholdermapping 利益相關(guān)者圖可預(yù)測24ExperientialExercise練習(xí)Inyourdiscussiongroups,considerthattheorganisationthatyouidentifiedintheIndustryAnalysisismakingamajorshiftinitsstrategicdirection(youdecidewhatthatwillbe).在你的討論小組中，以你在行業(yè)分析中確定的組織為例，該組織正在作出一個重大的戰(zhàn)略方向改變（由你來決定它是一個什么樣的改變）Take30minutestodevelopa‘hypothetical’Predictability/PowerStakeholderMapforthatorganisation. 用30分鐘時間為該組織建立一個“假設(shè)性的”可預(yù)測性/力量利益相關(guān)者圖Bepreparedtopresentasummaryofyourfindingstotheclass.準備向全班同學(xué)講述你們對發(fā)現(xiàn)結(jié)果的總結(jié)Havefun!享受其中的樂趣！ExperientialExercise練習(xí)Inyo25EvolutionaryAnalysisTools進化分析工具ExperienceCurveanalysis 經(jīng)驗曲線分析GrowthVectoranalysis 增長矢量分析Patentanalysis 專利分析ProductLifeCycleanalysis 產(chǎn)品生命周期分析S-curveanalysis S曲線分析OrganisationalLifeCycleanalysis 組織生命周期分析EvolutionaryAnalysisTools進化26ExperienceCurveAnalysis經(jīng)驗曲線分析IntroducedasaconceptbyBCGin1966 該概念由波士頓管理咨詢公司（BCG）在1966年率先提出UsedbyFordasearlyas1908 福特早在1908年就已經(jīng)運用Complexandlimited 復(fù)雜且有局限性RemembertheModelT! 記住T模型ExperienceCurveAnalysis經(jīng)驗曲線分27GrowthVectorAnalysis–Ansoff

增長矢量分析－安索夫（Ansoff）模型MarketOptionsProductAlternatives產(chǎn)品選項PresentProducts現(xiàn)有產(chǎn)品ImprovedProducts改良產(chǎn)品NewProducts新產(chǎn)品ExistingMarket現(xiàn)有市場ExpandedMarket已拓展市場NewMarket新市場MarketPenetration市場滲透2)ProductExtension(eg.-variants/imitations)產(chǎn)品擴展（例如－變化/模仿）3)ProductDevelopment(eg/-lineextension產(chǎn)品發(fā)展（例如：系列延伸）4)MarketExtension市場拓展5)MarketSegmentation/ProductDifferentiation市場細分/產(chǎn)品差異化6)ProductDevelopment/MarketExtension產(chǎn)品開發(fā)/市場拓展7)MarketDevelopment市場開發(fā)8)Product/ServiceExtension&MarketDevelopment 產(chǎn)品/服務(wù)拓展&市場開發(fā)9)Diversification多元化

市場選項GrowthVectorAnalysis–Ansof28PatentAnalysis 專利分析Identifyscope 確定范圍Specificgeographicalareas? 特定的地理區(qū)域？Specificfirms? 特定企業(yè)？Spec