产业竞争分析与策略管理（PPT 50）.ppt

產業競爭分析與策略管理,定義一個產業,產業一群提供可相互替代的產品或服務的公司競爭者能滿足同一批顧客之需要的公司,產業分析的內容,明確的產業定義,範圍,市場區隔產業上下游關聯圖(魚骨圖)或產業價值鏈(供應鏈)之分析產業的現況例如主要競爭者者,市佔率,產業結構等等,最好有數據或是某某專家論述產業內的情況,產業競爭優勢的來源etc.,產業競爭狀況,整個產業的產值成長或萎縮市場需求狀況-未來是成長或是萎縮市場的供給狀況,TheObjectives目的ofIndustryAnalysis,Tounderstandhowindustrystructure產業結構drivescompetition,whichdeterminesthelevelofindustryprofitability獲利性.Toassessindustryattractiveness評估產業吸引力Toforecastfutureprofitability預測產業未來的獲利性Toidentifyopportunitiestochangeindustrystructure確認改變產業結構的機會toimposeindustryprofitabilityToidentifyKeySuccessFactors(KSF)確認成功的關鍵因素,產業分析的目的,瞭解產業獲利能力產業獲利能力=f（產業獲利潛力，相對議價能力）產業獲利潛力=g（競爭密度）競爭密度=h（現有競爭，潛在進入威脅，替代品威脅）,TheCentralResearchQuestionofStrategicManagement,Whydosomefirmssucceedwhileothersfail?Whyaresomefirmsmoreprofitablethanothers?,CompetitiveAdvantagesofNations,DifferenceofNationalCompetitiveness,CentralIssueofStrategy企業策略的核心議題:SourcesofSuperiorProfitability?企業卓越的獲利性之來源,RateofProfitaboveCompetitiveLevel,Howdowemakemoney?,INDUSTRYATTRACTIVENESS產業的吸引力,Whichindustriesshouldwebein?,COMPETITIVEADVANTAGE廠商的競爭優勢,Whysomecompaniesaremoreprofitable?,CORPORATESTRATEGY,BUSINESSSTRATEGY,NationalAdvantages國家的競爭優勢,Whysomecountriesaremorecompetitiveinsomeindustries?,圖4-2策略管理的流程,情勢分析,制定目標與策略,策略評估,策略實施,策略控制,主觀性評估,客觀性評估,二、策略管理程序1.情勢分析的概念性模型PESTE,STEEP分析SWOT分析2.商品服務活動組合分析3.目標制定、市場選擇與策略定位4.策略的評估5.策略的執行6.策略的衡量與控制,圖4-3策略管理程序,策略形成,策略執行,評估控制,圖4-4情勢分析概念性模型,圖4-5休閒產業之基本價值鍵分析以旅館住宿業為例,利潤與價值,上游管理活動,下游管理活動,支援性活動,基本活動,旅館住宿流程圖,圖4-10策略評估,評估,修正或重新制定,策略執行,NO,OK,產業分析相關理論與分析架構,StakeholderAnalysis利害關係人分析PEST(E)、STEEP分析SWOT(SO,WO,ST,WT)機會威脅優劣勢分析I/O產業組織之(S-C-P)結構-行為(策略)-績效模型分析FiveForcesAnalysis五力分析Value-ChainAnalysis價值鏈分析DiamondModel國家競爭力分析-鑽石模型StrategicMap策略地圖(平衡計分卡),StakeholderAnalysis利害關係人分析,ORGANIZATIONALSTAKEHOLDERS,StakeholderAnalysis利害關係人分析,Peopleorgroupswhohaveaninterest,claim,orstakeinhowwellthefirmperformsShareholders股東Managers管理者、經理人Employees員工Unions工會Customers顧客Suppliers供應商Government政府Generalpublic社會大眾Community社區,股東，管理者，員工，董事會的觀點？,1.利潤最大化2.股東財富最大化3.市場佔有率4.顧客忠誠度5.員工滿意度6.其他Stakeholders,圖4-1休閒組織的三種利益關係人,利害關係人與企業,Stakeholderanalysis,Whomatters,howmuchCustomers,suppliers,owners,workers,communitygroups,governmentAtcore,strategic,orenvironmentallevelsWhatmatters,whyandwhenWhatisatstakeforthestakeholders?Whydotheycare?Whenandhowmighttheyact?Whatisatstakeforthefirm?Whatarethelikelyimpactsonthefirm?Why?When?ResponseoptionsCooperate,compete,coopt(現有成員)將.選為新成員;增補.為新成員,cutout.,EnvironmentalAnalysis,PEST(PESTE)AnalysisFramework,WhatisPESTAnalysis?,PESTanalysisisveryimportantenvironmentalanalysistoolthatshouldbecontinuousandfeedallaspectsofanalysis.Theenvironmentalfactorsismadeupfrom:1.Theinternalenvironmente.g.staff(orinternalcustomers),officetechnology,wagesandfinance,etc.2.Themicro-environmente.g.ourexternalcustomers,agentsanddistributors,suppliers,ourcompetitors,etc.3.Themacro-environmente.g.Political(andlegal)forces,Economicforces,Socioculturalforces,andTechnologicalforces.TheseareknownasPESTfactors.,DrivingForces:PESTEAnalysis,Political/legalEconomicSocio-culturalTechnologicalEcological,STEEPanalysis,Macro-environment,EconomicForces,EcologicalForces,Socio-culturalForces,TechnologicalForces,PoliticalForces,Firm/OrganizationStructureCultureCompetenciesResources,OperatingEnvironment,TradeAssociation,Regulators,Union/employees,Competitors,Creditors,Suppliers,Customers,Communities,Stockholders,Political/legalfactors,Monopolieslegislation,deregulationEnvironmentalprotectionlawsForeigntraderegulationsEmploymentlawGovernmentstabilityTaxation,Economicfactors,BusinesscyclesInterestratesMoneysupplyInflationUnemploymentEnergycosts,Socio-culturalfactors,PopulationdemographicsIncomedistributionSocialmobilityLife-stylechangesAttitudesConsumerismLevelsofeducation,Technologicalfactors,Newdiscoveries/developmentsSpeedoftechnologytransferRatesofobsolescenceGovernmentinvestmentonresearch,Natural/ecologicalfactors,PollutionSeismicactivityGlobalwarmingDesertification/erosion,環境分析,企業經營至少面臨兩大策略選擇產業選擇(那個產業較具吸引力)競爭策略分析(策略管理)企業分析的兩大基礎產業分析策略分析,產業分析的目的,瞭解產業獲利能力產業獲利能力=f（產業獲利潛力，相對議價能力）產業獲利潛力=g（競爭密度）競爭密度=h（現有競爭，潛在進入威脅，替代品威脅）,產業獲利能力決定因素,產業分析相關理論與分析架構,StakeholderAnalysis利害關係人分析PEST(E)、STEEP分析SWOT(SO,WO,ST,WT)機會威脅優劣勢分析I/O產業組織之(S-C-P)結構-行為(策略)-績效模型分析FiveForcesAnalysis五力分析Value-ChainAnalysis價值鏈分析DiamondModel國家競爭力分析-鑽石模型StrategicMap策略地圖(平衡計分卡),SWOT分析,SWOTFramework,Strategicsituation,ExternalFactors,InternalFactors,StrategicSituation,Resources(know-how,people,money,etc),Vision,values&culture,Social,political,regulatory,technological&community,IndustryAttractive-ness,dynamics,&competition,Unmetcustomerneeds&desires,Competitiveposition(throughcustomerseyes&inindustry),ExternalOpportunities&Threats,Niche,InternalStrengths&Weaknesses,Strategicpositionsrequireniches,Anicheincludesthemarketthefirmisuniquelyqualifiedtoserve,MatchSWtoOT,Strengths(S),InternalFactors,ExternalFactors,Opportunities(O),SOStrategies-,WOStrategies-,Threats(T),STStrategies-,WTStrategies-,Usestrengthstoavoidthreats,Min.weaknessestoavoidthreats,Usestrengthstotakeadvantageofopportunities,Offsetweaknessestotakeadvantageofopportunities,Weaknesses(W),SWOT分析,優勢,弱勢,機會,威脅,SWOT中，優勢與弱勢代表企業內部能力，而機會與威脅則反應企業外部環境之情況SWOT的目的為了解企業內部能力與外部情況，並能取得最好的適配,技能或專業有價值之有形與無形資產競爭能力策略聯盟,缺乏技能、專業或智慧資本缺乏有價值之有形與無形資產缺乏競爭能力,能提供企業營收與利潤成長的途徑，且與企業內部之資源能力能配合,能威脅企業營收與利潤成長的事件,SWOT分析考量重點,優勢主要專業領域具有專業技能強有力財務背景市場領導者與廣大消費群有能力獲取經濟規模與學習曲線效果之利益專屬技術/專利較優之智慧資本成本優勢使用資訊技術能力服務/地理位置/策略聯盟,機會進入新市場區隔擴大產品線滿足較多顧客需求使用公司技術研發新產品使用資訊技術降低成本向上/向下整合貿易障礙解除有能力滿足市場突發需求併購