林奇《战略管理》英文版第7版教学课件-pp03

Part2StrategicanalysisandpurposeChapter3AnalysingthestrategicenvironmentHowdoweanalysethestrategicenvironment?AnalysingthemainelementsoftheenvironmentEnvironmentResourcesPurposeOptionsOptionsOptionsChoiceImplementThissessionAnalysingthestrategicenvironment-1TheninebasicanalyticaltoolsCompanyorpublicsectororganisationEnvironmentbasicsDegreeofturbulencePESTELanalysisIndustrylifecycleKeyfactorsforsuccessFiveForcesanalysisFourLinksanalysisCompetitoranalysisCustomeranalysisSee:Lynch,Chapter3Analysingthestrategicenvironment-2Usefultotakethetoolsinthefollowingsequence:Generalevaluation:marketsize,growthandshareDegreeofturbulenceFactorsaffectingmanyindustries:PESTELanalysisGrowth:LifecycleanalysisFactorsspecifictotheindustry:KeyfactorsforsuccessFactorsspecifictocompetition:FiveForcesanalysisFactorsspecifictoco-operation:FourLinksanalysisFactorsspecifictoimmediatecompetitorsCustomeranalysis:demand,

segmentationandpositioningStep1:GeneralevaluationMarketsizeMarketdefinition–whatproducts/servicesdoweinclude?Isthemarketbigorsmall?Implicationsforbusinessopportunity?MarketgrowthGrowingfastorslow?Attractiveopportunityorreallymature?MarketshareDominantcompany?Orfragmentedmarket?See:LynchCh3,Section3.2Step2:MeasurethedegreeofturbulenceChangeability:thedegreetowhichtheenvironmentislikelytochangePredictability:thedegreetowhichsuchchangescanbepredictedWhenbothfactorsarehigh,essentialtouseemergentprocessesTurbulencelevelLowHighSee:Lynch,Ch3,Section3.3Step3:FactorsinfluencingmanyindustriesPESTELAnalysisConsiderthegeneralenvironmentsurroundingmanybusinessesundersixmainheadings:PoliticalEconomicSociologicalTechnologicalEnvironmentalLegalKeypoint:PESTELisnota‘formula’,justausefulchecklist–itiswisetobeselectiveSee:LynchCh3,Section3.4Step4:GrowthandLifeCycleAnalysisTheorysuggeststhatbusinessesgothroughvariousphasesofdevelopmentStrategieswillchangewitheachphaseSalesTimeIntroductionGrowthMaturityDeclineCashuserphasesCashgeneratorphasesSee:LynchCh3Section3.5Step5:Factorsspecifictotheindustry

KeyFactorsforSuccessManyindustriesormarketshavefactorsthatareessentialtodeliverprofitsinthatmarket:thekey

factorsforsuccess(KFS)UsefultoidentifyKFSbecausetheywillhelpsettheagendaforstrategy:ifstrategyfailstoaddresstheseissues,itmayfailcompletelyUsefulalsobecausetherearemanypossibleissuesthatmightbeconsideredbystrategicmanagement:KFShelpstoselectthekeyissuesSee:LynchchecklistofKFSareas:Section3.6Step6:Factorsspecifictocompetition

FiveForcesAnalysisUnderpinninglogic:economicpowerinthemarketplaceKeyquestion:howmuchbargainingpowerdoesacompanyhaveagainstthefiveforcesactingagainstit?TheFiveForces:eachwithanexampleoftheirpowerIndustrycompetitors–e.g.somemayhavestrongerbrandsCustomers–e.g.maybelargeenoughtodictatebuyingtermsSuppliers–e.g.perhapssupplyingauniqueingredientSubstitutesforthecompany’sproducts–e.g.maybecheaperPotentialnewentrants–e.g.couldenterthemarketwithnewtechnologyandthreatenthecompany’sexistenceStep6:Factorsspecifictocompetition

FiveForcesAnalysisCustomers:havehigh,mediumorlowbargainingpowerbasedonsizeoforder,etc.Suppliers:havehigh,mediumorlowbargainingpowerdependingonwhattheysupply–patented,quality,etc.Potentialentrants:high,mediumorlowthreatofnewentrantsbasedonbarrierstoentrySubstitutes:high,mediumorlowthreatbasedoneaseandcostofalternative,etc.Industrycompetitors:

high,mediumorlowthreatbasedoncompetitors’resources,plans,etc.HowtoanalysetheFiveForces:See:Lynch,Ch3,Section3.7Step7:Factorsspecifictoco-operation

FourLinksAnalysisTheorganisationInformalco-operativelinksandnetworksFormalco-operativelinksGovernmentlinksandnetworksComplementorsUnderpinninglogic:economicbenefitsderivedfromworkingtogetherSee:LynchSection3.8Step7:Factorsspecifictoco-operation

FourLinksAnalysisGovernmentlinksandnetworks:Governmentcontractsarecrucialtosomecompaniesandinformalnetworksareimportanttoinfluencegovernmenttaxlegislation,R&Dsupport,gaingovernmentsupportgrants,etc.Forexample,SonyhashadstrongsupportfromtheJapanesegovernmentoverinvestmentinelectronicsInformalco-operativelinksandnetworks:alliances,mutualindustrysupport,informaltalks–butpriceagreementsillegal!Formalco-operativelinks:jointventuresandotherformsofcontractualco-operationEconomicbenefitsfromalltheaboveareasStep7:Factorsspecifictoco-operation

FourLinksAnalysisComplementors:companieswhoseproductsaddmoretotheproductsofthebasecompanythantheywouldpossessbythemselvesForexample,SonyVaiocomputers–thebasecompany-benefitfromhavingthewidelyacceptedMicrosoftWindowssoftwareasthecomplementorMicrosoftcomplementsSony CocaColacomplementsMcDonaldsRestaurants,etc.Economicbenefitsfrompowerfulcomplementarylinksbetweenwell-respectedproductsandbrands

FourLinksAnalysis:howtoassessthelinksTheorganisationInformalco-operativelinksandnetworksFormalco-operativelinksGovernmentlinksandnetworksComplementorsExploreviastrong,

mediumorweak

linksbetweentheorganisationandthefourlinkareasStep8:FactorsspecifictoimmediatecompetitorsThefollowingaspectsofthecompetitor’sorganisationneedtobeexplored:ObjectivesResourcesPastrecordofperformanceCurrentproductsandservicesPresentstrategiesExaminein

depthforafewrivalsonlySee:LynchSection3.9Step9:Customeranalysis

Demand,SegmentationandPositioningThefollowingaspectsneedtobeexplored:CustomerprofilingMarketsegmentationMarketpositioningPresentcustomerstrategiesExaminein

depthforcompany’sproductsKeypoint:Competitiveanalysisisimportantinstrategy,butultimatelyitistheCustomerswhomakethebuyingdecisionSee:Lynch,Section3.10Customerprofiling-1CustomerprofilingdescribesthemaincharacteristicsofthecustomerandhowcustomersmaketheirpurchasingdecisionsImportantbecauseanunderstandingofwhycustomersbuywillindicatetoanorganisationwheretheyneedtodevelopandsustaintheircompetitiveadvantagesCompetitiveadvantageinstrategyisonlymeaningfulifitattractscustomers,e.g.Gucchimayormaynotbealow-costproducerofitshighqualityfashionitemsbutthisislargelyirrelevanttothatcompany’scustomersMars’Snickershasgoodqualityingredients,butretailprice/valueversuscompetingproductsisequallyimportantCustomerprofiling-2Someexamples:Domesticcustomers,e.g.peoplebuyingconfectioneryBuyproductsforthemselvesandtheirfamiliesIndividualbargainingpowerusuallylowOftengroupedtogetherintosegmentsLargeindustrialcustomers,e.g.airlinesbuyingpassengerjetsEachcustomerhasdifferentneedsTendtobuyformorerationalandeconomicreasonsBuyingpowerifindividualcustomerssufficienttojustifyspecialattentionPublicservicecustomers,e.g.locallibraryorhousingserviceCustomersmaybegroupedintosegmentsServiceimportant:peopleprovidingservicearepartof‘product’ButprofitmaynotbeprimemotiveSegmentationandpositioning-1Marketsegmentationistheidentificationofspecificgroups(orsegments)ofcustomerswhorespondtocompetitivestrategiesdifferentlyformothergroupsPositioningisthechoiceofadifferentialadvantagepossessedbyanorganisationthatallowsittocompeteandsurviveinamarketplaceinasegmentofamarketIntheory,itispossibletopositionaproductwithoutconsideringsegmentation–perhapsforauniquenewproductorserviceInpractice,segmentationusuallycomesfirst,especiallyinconsumermarketsTypicalsequence:identifysegmentsandthenpositionproductorservicewithinsegmentSegmentationandpositioning-2Identificationofspecificgroups(orsegments)ofcustomerswhoresponddifferentlyfromothergroupstocompetitivestrategiesCriteriaforselectingusefulmarketsegments:Distinguishable:customersmustbesufficientlydistinctivesothattheycanbeisolatedinsomewayRelevanttopurchasingneedsofcustomerSufficientsize

tojustifyspecialstrategiesandtheirassociatedcostsReachablesothatitispossibletodirectthestrategytothesegment.Segmentationandpositioning-3EmergentsequenceofdevelopmentshownbelowPrescriptiveprocesssimilarbuthasnofeedbackmechanismRelativelyeasytoidentifymarketsegmentsusingmarketingresearchPositioningwithinsegmentnotsosimple–requiresexperimentationwithactualorpotentialcustomersandjudgementonthemostattractivegapsIdentifymarketsegment(s)EvaluatemarketsegmentsPositionwithinmarketsegmentCustomer-drivenstrategyFeedbackSegmentationandpositioning-4Processofdevelopingmarketpositioning:Perceptualmapping:in-depthqualitativeresearchonactualandprospectivecustomerstoseehowtheymakedecisionsinthemarketplacePositioning:existingbrandsarethenplaceonthemapusingtheaboveresearchOptionsdevelopment:existingandnewproductsareanalysedfortheirstrengthsandweaknessestofillnewpositionsonthemapTesting:simpleexperimentwithafewcustomersandtheninthemarketplaceAnalysingthestrategicenvironmentTheninebasicanalyticaltoolsCompanyorpublicsectororganisationEnvironmentbasicsDegreeofturbulencePESTELanalysisIndustrylifecycleKeyfactorsforsuccessFiveForcesanalysisFourLinksanalysisCompetitoranalysisCustomeranalysisSee:Lynch,Chapter3Howdoweanalysethestrategicenviron