市場(chǎng)營銷課件

1、彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院MarketingStrategy 彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院Strategies3.Definition1.2.Analysis ToolsStrategy 彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resour

2、ces and competences with the aim of fulfilling stakeholder expectations.Strategy Definition彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院 Environment Capability PurposeContent彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院can be defined as the resources and competences of an organisation neededfor it to survive and prosper (成功）.Strategic Capab

3、ility彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院A distillation of the findings of the internal and external audits which draws attention to the critical organisational strengths and weaknesses and the opportunities and threats facing the company.SWOT Analysis彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院StrengthPositionTechnology/ProductMa

4、nagement teamNetworkOpportunityWeaknessThreatsEconomics Climate/GeographyDemographyTechnologyPositionTechnology/ProductManagement teamNetworkChange : PoliticsPressure: marketSuppliersCompetition.SWOT AnalysisInternalExternal+-彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院Case Study 彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院StrengthStrong

5、brand ValueHigh service standardFinanceCost and quality controlCustomer generation(孩子）OpportunityWeaknessThreatsChinese market sizeFast foodTasteFood safetyLocalization (口味）Product customizeFast Food Competitors (模式，口味）Market structure (餐飲行業(yè)）HealthMcDonaldsInternalExternal+-彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院電

6、商公司swot 分析天貓， 蘇寧，京東，AmazonCase Study 彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院is concerned with an organisations overall purpose and scopehow to compete successfully in a markethow resources, processes and people can effectively deliver corporate- and business-level strategies. Corporate Level Business Level Operati

7、onal LevelStrategic Choices彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院Business Portfolio is the collection of businesses and products that make up the company.Business PortfolioA strategic business unit (SBU) is a unit of the company that has a separate mission and objectives, and which can be planned independently fr

8、om other company businesses. An SBU can be a company division, a product line within a division, or sometimes a single product or brand.彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院Corporate- Ansoff MatrixRelated: Concentric/Vertical Unrelated:Horizontal彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院Diversification 彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院Cor

9、porate-BCG Matrix市場(chǎng)占有率市場(chǎng)增長率Cash Cow?Dog彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院某一酒類經(jīng)銷公司經(jīng)營A、B 、C 、D 、E、F、G7個(gè)品牌的酒品，公司可用資金50萬。經(jīng)對(duì)前半年的市場(chǎng)銷售統(tǒng)計(jì)分析，發(fā)現(xiàn)：1.A、B品牌業(yè)務(wù)量為總業(yè)務(wù)量的70%，兩個(gè)品牌的利潤占到總利潤的75%，在本地市場(chǎng)占主導(dǎo)地位。但這兩個(gè)品牌是經(jīng)營了幾年的老品牌，從去年開始市場(chǎng)銷售增長率已成下降趨勢(shì)，前半年甚至只能維持原來業(yè)務(wù)量；2.C、D、E三個(gè)品牌是新開辟的新品牌。其中C、D兩個(gè)品牌前半年表現(xiàn)搶眼，C品牌銷售增長了20%，D品牌增長了18%，且在本區(qū)域內(nèi)尚是獨(dú)家經(jīng)營。E品牌是

10、高檔產(chǎn)品，利潤率高，銷售增長也超過了10%，但在本地競(jìng)爭(zhēng)激烈，該品牌其它兩家主要競(jìng)爭(zhēng)對(duì)手所占市場(chǎng)比率達(dá)到70%，而公司只占到10%左右；3.F、G兩個(gè)品牌市場(chǎng)銷售下降嚴(yán)重，有被C、D 品牌替代的趨勢(shì)，且在競(jìng)爭(zhēng)中處于下風(fēng)，并出現(xiàn)了滯銷和虧損現(xiàn)象。Practice彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院Corporate-GE/McKinsey MatrixInvestment& Growth戰(zhàn)略發(fā)展Selective Growth選擇性戰(zhàn)略Selectivity （選擇性維持）Selective Growth選擇性戰(zhàn)略Selectivity （選擇性維持）Harvest/Divest (

11、收縮）Selectivity （選擇性維持） （cost)Harvest/Divest (收縮）Harvest/Divest (收縮）close SBU Strength 經(jīng)營實(shí)力經(jīng)營實(shí)力High Medium LowHigh Medium Low Industry Attractiveness行業(yè)吸引力行業(yè)吸引力彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院Industry AttractivenessMarket growth rateMarket SizeDemand VariabilityIndustry ProfitabilityGlobal OpportunityMacro en

12、vironmental Factors彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院 Market share Growth of market share Brand equity Distribution channel access Production capacity Profit margins relatives to competitorsBusiness Unit Strength彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院is concerned with an organisations overall purpose and scopehow to compete

13、 successfully in a markethow resources, processes and people can effectively deliver corporate- and business-level strategies. Corporate Level Business LevelOperational LevelStrategic Choices彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院Business Level Generic StrategyMichael Eugene Porterborn May 23, 1947 the Bishop Will

14、iam Lawrence University Professor at The Institute for Strategy and Competitiveness, based at the Harvard Business School 彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院Target scopeAdvantageLow costProduct uniquenessBroad (industry wide)Cost leadershipDifferentiation Narrow (market segment)Focus (low cost)Focus (different

15、iation)Business Level Generic Strategy彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院 Competitor Buyer Supplier (market share) New comer ReplacementAdvantageRisk Improvement Easy to copy Customer Satisfaction Sensitive for economic environmentCost Leadership彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院LeaderChallengerFollowerNicheStrategy Mar

16、ket Dominance彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院050100150In this scheme, firms are classified based on their market share or dominance of an industry.Definition200Strategy Market Dominance高露潔高露潔 30.4%黑人黑人 18% 佳潔士佳潔士 16% 云南白藥云南白藥 12% 中華中華 9% 竹鹽竹鹽 6% 舒適達(dá)舒適達(dá) 5% 其他其他 3.6% 彭婧 2015-2016 重慶工商大學(xué)國際商學(xué)院is concerned with an organisations overall purpose and scopehow to compete successfully in a markethow resources, processes and people can effectively deliver corporate- and business-level strategies. Corporate Level Business LevelOperational LevelStrategic Choices彭婧 201