ACCA P3 知识点总结

1、.PESTEL analysisis based on political, economic, social-cultural, technological environmental and legal. It describes a framework of macro-environmental factors used in theenvironmental scanningcomponent ofstrategic management.Politicalfactors are basically how thegovernmentintervenes in the economy

2、. Specifically, political factors has areas includingtax policy,labour law,environmental law,trade restrictions,tariffs, and political stability.Economicfactors includeeconomic growth,interest rates,exchange rates, theinflation rate. These factors greatly affect how businesses operate and make decis

3、ions. (Interest rates impacts companys cost of capital, business growth and expands. Exchange rate impacts the cost, supply and price of imported goods.)Socialfactors include the cultural aspects and health consciousness, population growth rate, age distribution, career attitudes and emphasis on saf

4、ety.Technologicalfactors include technological aspects likeR&Dactivity,automation, technology incentives and the rate oftechnological change. These can determinebarriers to entry, minimum efficient production level and influence theoutsourcingdecisions.Technological shifts would affect costs, qualit

5、y, and lead toinnovation.Legalfactors includediscrimination law,consumer law,antitrust law,employment law, andhealth and safety law. These factors can affect how a company operates, its costs, and the demand for its products.Environmentalfactors include ecological and environmental aspects such as w

6、eather, climate, andclimate change, which may especially affect industries such as tourism, farming, and insurance.Porters five forces analysis is a framework for analyzing the level of competition within an industry and business strategy development. Threat of new entrants:The existence of barriers

7、 to entry (patents, rights, etc.). Government policy.Capital requirements.Absolute cost.Cost disadvantages independent of size.Economies of scale.Economies of product differences.Product differentiation.Brand equity.Switching costs or sunk costs.Expected retaliation.Access to distribution.Customer l

8、oyalty to established brands.Industry profitability (the more profitable the industry the more attractive it will be to new competitors).Network effect.Threat of substitutes:Buyer propensity to substitute.Relative price performance of substitute.Buyer switching costs.Perceived level of product diffe

9、rentiation.Number of substitute products available in the market.Ease of substitution.Substandard product.Quality depreciation.Availability of close substitute.Bargaining power of customers:Buyer concentration to firm concentration ratio.Degree of dependency upon existing channels of distribution.Ba

10、rgaining leverage, particularly in industries with high fixed costs.Buyer switching costs relative to firm switching costs.Buyer information availability.Force down prices.Availability of existing substitute products.Buyer price sensitivity.Differential advantage (uniqueness) of industry products.RF

11、M (customer value) Analysis.The total amount of trading.Bargaining power of suppliers:Supplier switching costs relative to firm switching costs.Degree of differentiation of inputs.Impact of inputs on cost and differentiation.Presence of substitute inputs.Strength of distribution channel.Supplier con

12、centration to firm concentration ratio.Employee solidarity (e.g. labor unions).Supplier competition: the ability to forward vertically integrate and cut out the buyer.Industry rivalry:Sustainable competitive advantage through innovation.Competition between online and offline companies.Level of adver

13、tising expense.Powerful competitive strategy.Firm concentration ratio.Degree of transparency.Porters DiamondThe National Diamond is a tool for analyzing the organizations task environment. The National Diamond highlights that strategic choices should not only be a function of industry structure and

14、a firms resources. And this model states four principal determinants of national competitive advantage: a. Factor conditions b. Firm strategy structure and rivalry c. Demand conditions d. Related and supporting industries a. Factor conditionsHuman Resources(skill,price)/ physical resources(land,clim

15、ate,location relative)/knowledge (科技, educational institution)/capital(investment)/infrastructure(transport, communication, housing) b. Firm strategy structure and rivalryNational performance in particular sectors is inevitably related to the strategies and the structure of the firms in that sector.

16、 Competition plays a big role in driving innovation and the subsequent upgradation ofcompetitive advantage. Since domestic competition is more direct and impacts earlier than steps taken by foreign competitors, the stimulus provided by them is higher in terms of innovation and efficiency. c. Demand

17、conditionsDemand conditions in the domestic market provide the primary driver of growth, innovation and quality improvement. d. Related and supporting industriesFor many firms, the presence of related and supporting industries is of critical importance to the growth of that particular industry. A cr

18、itical concept here is that national competitive strengths tend to be associated with clusters of industries.Besides above four factors, chance and government always are the essential elements impacting on four principal determinants of national competitive advantage. Opportunities Opportunities alw

19、ays are hard to come by and uncontrollable, hence once facing a chance, we will firmly grasp. Under this new era, polity, economy and various factors bring a great deal of opportunities, and the more fierce competition also bring more chances. Governmentacting as a catalyst and challenger; it is to

20、encourage - or even push - companies to raise their aspirations and move to higher levels of competitive performance . They must encourage companies to raise their performance, stimulate early demand for advanced products, focus on specialized factor creation and to stimulate local rivalry by limiti

21、ng direct cooperation and enforcing anti-trust regulations. Boston Consulting Group MatrixThe Boston classification classifies business units in terms of their capacity for growth within the market and the markets capacity for growth as a whole.Assessing rate of market growth as high or low depends

22、on the conditions in the market. High market growth rate can indicate good opportunities for profitable operations.Relative market share is assessed as a ratio: it is market share compared with the market share of the largest competitor.Relative market share Market growthStarsQuestion marksCash cows

23、DogsStars require capital expenditure in excess of the cash they generate, in order to maintain their position in their competitive growth market, but promise high returns in the future. Strategy: buildCash cows need very little capital expenditure, since mature markets are likely to be quite stable

24、, and they generate high level of cash income. Cash cows can be used to finance the stars. Strategy: hold or harvest if weak.Question marks must be assessed as to whether they justify considerable capital expenditure in the hope of increasing their market share. Strategy: build or harvest Dogs: may

25、be ex-cash cows that have now fallen on hard times. Although they will show only a modest net cash outflow, or even a modest net cash inflow, they are cash traps which tie up funds and provide a poor return on investment. Strategy: divest or holdSWOT analysis (alternatively SWOT matrix) is an acrony

26、m for strengths, weaknesses, opportunities, and threats and is a structured planning method that evaluates those four elements of an organization, project or business venture. Strengths: characteristics of the business or project that give it an advantage over others.Weaknesses: characteristics of t

27、he business that place the business or project at a disadvantage relative to others.Opportunities: elements in the environment that the business or project could exploit to its advantage.Threats: elements in the environment that could cause trouble for the business or project.Customer relationship m

28、anagement (CRM) is an approach to managing a companys interaction with current and potential customers. It uses data analysis about customers history with a company and to improve business relationships with customers, specifically focusing on customer retention and ultimately driving sales growth.The CAGE Distance Framework identifies Cultural, Administrative, Geographic and Economic differences or distances between countries that companies should address when crafting international strategies.Cultural Distan