市場(chǎng)營(yíng)銷課件

MarketingStrategy彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院MarketingStrategy彭婧2015-201Strategies3.Definition1.2.AnalysisToolsStrategy彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院Strategies3.Definition1.2.AnalStrategyisthedirectionandscopeofanorganisationoverthelongterm,whichachievesadvantageinachangingenvironmentthroughitsconfigurationofresourcesandcompetenceswiththeaimoffulfillingstakeholderexpectations.StrategyDefinition彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院StrategyisthedirectionandOrganisation

Environment

Capability

PurposeContent彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院OrganisationEnvironmentCapabcanbedefinedastheresourcesandcompetencesofanorganisationneededforittosurviveandprosper(成功）.StrategicCapability彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院canbedefinedastheresourceAdistillation

ofthefindingsoftheinternal

andexternalauditswhich

drawsattentiontothe

criticalorganisational

strengthsandweaknesses

andtheopportunitiesand

threatsfacingthecompany.SWOTAnalysis彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院AdistillationofthefindingsStrengthPositionTechnology/ProductManagementteamNetworkOpportunityWeaknessThreatsEconomicsClimate/GeographyDemographyTechnology…PositionTechnology/ProductManagementteamNetworkChange:PoliticsPressure:marketSuppliers…Competition….SWOTAnalysisInternalExternal+-彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院StrengthPositionOpportunityWeaCaseStudy彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院CaseStudy彭婧2015-2016重慶工商大StrengthStrongbrandValueHighservicestandardFinanceCostandqualitycontrolCustomergeneration(孩子）OpportunityWeaknessThreatsChinesemarketsizeFastfoodTasteFoodsafetyLocalization(口味）ProductcustomizeFastFoodCompetitors(模式，口味）Marketstructure(餐飲行業(yè)）HealthMcDonald’sInternalExternal+-彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院StrengthStrongbrandValueOppo電商公司swot分析天貓，蘇寧，京東，AmazonCaseStudy彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院電商公司swot分析CaseStudy彭婧2015isconcernedwithanorganisation’soverallpurposeandscopehowtocompetesuccessfullyinamarkethowresources,processesandpeoplecaneffectivelydelivercorporate-andbusiness-levelstrategies.

CorporateLevel

BusinessLevel

OperationalLevelStrategicChoices彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院isconcernedwithanorganisatBusinessPortfolioisthecollectionofbusinessesandproductsthatmakeupthe

company.BusinessPortfolioAstrategicbusinessunit(SBU)isaunitofthecompanythathasaseparatemissionandobjectives,andwhichcanbeplannedindependentlyfromothercompanybusinesses.AnSBUcanbeacompanydivision,aproductlinewithinadivision,orsometimesasingleproductorbrand.彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院BusinessPortfolioisthecollCorporate-AnsoffMatrixRelated:Concentric/VerticalUnrelated:Horizontal彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院Corporate-AnsoffMatrixRelateDiversificationEntertainment

MediaTelecomHealthLifestyleTravel

FinancialServiceFood&DrinkTransport……彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院DiversificationEntertainmentMCorporate-BCGMatrix市場(chǎng)占有率市場(chǎng)增長(zhǎng)率CashCow?★Dog彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院Corporate-BCGMatrix市場(chǎng)占有率市場(chǎng)增長(zhǎng)率某一酒類經(jīng)銷公司經(jīng)營(yíng)A、B、C、D、E、F、G7個(gè)品牌的酒品，公司可用資金50萬(wàn)。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(rùn)占到總利潤(rùn)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(yíng)了幾年的老品牌，從去年開始市場(chǎng)銷售增長(zhǎng)率已成下降趨勢(shì)，前半年甚至只能維持原來(lái)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(zhǎng)了20%，D品牌增長(zhǎng)了18%，且在本區(qū)域內(nèi)尚是獨(dú)家經(jīng)營(yíng)。E品牌是高檔產(chǎn)品，利潤(rùn)率高，銷售增長(zhǎng)也超過(guò)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(guó)際商學(xué)院某一酒類經(jīng)銷公司經(jīng)營(yíng)Practice彭婧2015-201Corporate-GE/McKinseyMatrixInvestment&Growth戰(zhàn)略發(fā)展SelectiveGrowth選擇性戰(zhàn)略Selectivity（選擇性維持）SelectiveGrowth選擇性戰(zhàn)略Selectivity

（選擇性維持）Harvest/Divest(收縮）Selectivity（選擇性維持）（cost)Harvest/Divest(收縮）Harvest/Divest(收縮）closeSBUStrength經(jīng)營(yíng)實(shí)力HighMediumLowHighMediumLowIndustryAttractiveness行業(yè)吸引力彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院Corporate-GE/McKinseyMatrixInIndustryAttractivenessMarketgrowthrateMarketSizeDemandVariabilityIndustryProfitabilityGlobalOpportunityMacroenvironmentalFactors彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院IndustryAttractiveness彭婧201MarketshareGrowthofmarketshareBrandequityDistributionchannelaccessProductioncapacity

ProfitmarginsrelativestocompetitorsBusinessUnitStrength彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院BusinessUnitStrength彭婧2015isconcernedwithanorganisation’soverallpurposeandscopehowtocompetesuccessfullyinamarkethowresources,processesandpeoplecaneffectivelydelivercorporate-andbusiness-levelstrategies.

CorporateLevel

BusinessLevelOperationalLevelStrategicChoices彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院isconcernedwithanorganisatBusinessLevel–GenericStrategyMichaelEugenePorterbornMay23,1947

theBishopWilliamLawrenceUniversityProfessoratTheInstituteforStrategyandCompetitiveness,basedattheHarvardBusinessSchool

彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院BusinessLevel–GenericStratTargetscopeAdvantageLowcostProductuniquenessBroad(industrywide)CostleadershipDifferentiationNarrow

(marketsegment)Focus(lowcost)Focus(differentiation)BusinessLevel–GenericStrategy彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院TargetscopeAdvantageLowcostPCompetitorBuyerSupplier(marketshare)NewcomerReplacementAdvantageRiskImprovementEasytocopyCustomerSatisfactionSensitiveforeconomicenvironmentCostLeadership彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院CompetitorAdvantageRiskImpLeaderChallengerFollowerNicheStrategy–MarketDominance彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院LeaderChallengerFollowerNicheS050100150Inthisscheme,firmsareclassifiedbasedontheirmarketshareordominanceofanindustry.Definition200Strategy–MarketDominance高露潔30.4%黑人18%佳潔士16%云南白藥12%中華9%竹鹽6%舒適達(dá)5%其他3.6%彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院050100150Inthisscheme,firmsisconcernedwithanorganisation’soverallpurposeandscopehowtocompetesuccessfullyinamarkethowresources,processesandpeoplecaneffectivelydelivercorporate-andbusiness-levelstrategies.

CorporateLevel

BusinessLevelOperationalLevelStrategicChoices彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院isconcernedwithanorganisatOperationalStrategyFourbasicstrategiesProcessfocusRepetitivefocusProductfocusMasscustomizationWithinthesebasicstrategiestherearemanywaystheymaybeimplemented彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院OperationalStrategyFourbasicMasscustomizationprovidesacompetitiveadvantageSellcustom-builtPCsdirectlytoconsumerLeanproductionprocessesandgoodproductdesignallowresponsivenessIntegratetheWebintoeveryaspectofitsbusinessFocusresearchonsoftwaredesignedtomakeinstallationandconfigurationofitsPCsfastandsimpleCaseStudy–DELLComputer彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院Masscustomizationprovidesa彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院作業(yè)：億滋中國(guó)餅干品牌BCGMatrix分析根據(jù)各品牌的市場(chǎng)占有率，增長(zhǎng)率用BCGmatrix定位每個(gè)品牌簡(jiǎn)要闡述關(guān)鍵原因及相應(yīng)發(fā)展計(jì)劃彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院作業(yè)：彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院BCGMatrix–CaseStudyXXXXX彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院BCGMatrix–CaseStudyXXXXX彭婧MarketingStrategy彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院MarketingStrategy彭婧2015-201Strategies3.Definition1.2.AnalysisToolsStrategy彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院Strategies3.Definition1.2.AnalStrategyisthedirectionandscopeofanorganisationoverthelongterm,whichachievesadvantageinachangingenvironmentthroughitsconfigurationofresourcesandcompetenceswiththeaimoffulfillingstakeholderexpectations.StrategyDefinition彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院StrategyisthedirectionandOrganisation

Environment

Capability

PurposeContent彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院OrganisationEnvironmentCapabcanbedefinedastheresourcesandcompetencesofanorganisationneededforittosurviveandprosper(成功）.StrategicCapability彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院canbedefinedastheresourceAdistillation

ofthefindingsoftheinternal

andexternalauditswhich

drawsattentiontothe

criticalorganisational

strengthsandweaknesses

andtheopportunitiesand

threatsfacingthecompany.SWOTAnalysis彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院AdistillationofthefindingsStrengthPositionTechnology/ProductManagementteamNetworkOpportunityWeaknessThreatsEconomicsClimate/GeographyDemographyTechnology…PositionTechnology/ProductManagementteamNetworkChange:PoliticsPressure:marketSuppliers…Competition….SWOTAnalysisInternalExternal+-彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院StrengthPositionOpportunityWeaCaseStudy彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院CaseStudy彭婧2015-2016重慶工商大StrengthStrongbrandValueHighservicestandardFinanceCostandqualitycontrolCustomergeneration(孩子）OpportunityWeaknessThreatsChinesemarketsizeFastfoodTasteFoodsafetyLocalization(口味）ProductcustomizeFastFoodCompetitors(模式，口味）Marketstructure(餐飲行業(yè)）HealthMcDonald’sInternalExternal+-彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院StrengthStrongbrandValueOppo電商公司swot分析天貓，蘇寧，京東，AmazonCaseStudy彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院電商公司swot分析CaseStudy彭婧2015isconcernedwithanorganisation’soverallpurposeandscopehowtocompetesuccessfullyinamarkethowresources,processesandpeoplecaneffectivelydelivercorporate-andbusiness-levelstrategies.

CorporateLevel

BusinessLevel

OperationalLevelStrategicChoices彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院isconcernedwithanorganisatBusinessPortfolioisthecollectionofbusinessesandproductsthatmakeupthe

company.BusinessPortfolioAstrategicbusinessunit(SBU)isaunitofthecompanythathasaseparatemissionandobjectives,andwhichcanbeplannedindependentlyfromothercompanybusinesses.AnSBUcanbeacompanydivision,aproductlinewithinadivision,orsometimesasingleproductorbrand.彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院BusinessPortfolioisthecollCorporate-AnsoffMatrixRelated:Concentric/VerticalUnrelated:Horizontal彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院Corporate-AnsoffMatrixRelateDiversificationEntertainment

MediaTelecomHealthLifestyleTravel

FinancialServiceFood&DrinkTransport……彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院DiversificationEntertainmentMCorporate-BCGMatrix市場(chǎng)占有率市場(chǎng)增長(zhǎng)率CashCow?★Dog彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院Corporate-BCGMatrix市場(chǎng)占有率市場(chǎng)增長(zhǎng)率某一酒類經(jīng)銷公司經(jīng)營(yíng)A、B、C、D、E、F、G7個(gè)品牌的酒品，公司可用資金50萬(wàn)。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(rùn)占到總利潤(rùn)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(yíng)了幾年的老品牌，從去年開始市場(chǎng)銷售增長(zhǎng)率已成下降趨勢(shì)，前半年甚至只能維持原來(lái)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(zhǎng)了20%，D品牌增長(zhǎng)了18%，且在本區(qū)域內(nèi)尚是獨(dú)家經(jīng)營(yíng)。E品牌是高檔產(chǎn)品，利潤(rùn)率高，銷售增長(zhǎng)也超過(guò)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(guó)際商學(xué)院某一酒類經(jīng)銷公司經(jīng)營(yíng)Practice彭婧2015-201Corporate-GE/McKinseyMatrixInvestment&Growth戰(zhàn)略發(fā)展SelectiveGrowth選擇性戰(zhàn)略Selectivity（選擇性維持）SelectiveGrowth選擇性戰(zhàn)略Selectivity

（選擇性維持）Harvest/Divest(收縮）Selectivity（選擇性維持）（cost)Harvest/Divest(收縮）Harvest/Divest(收縮）closeSBUStrength經(jīng)營(yíng)實(shí)力HighMediumLowHighMediumLowIndustryAttractiveness行業(yè)吸引力彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院Corporate-GE/McKinseyMatrixInIndustryAttractivenessMarketgrowthrateMarketSizeDemandVariabilityIndustryProfitabilityGlobalOpportunityMacroenvironmentalFactors彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院IndustryAttractiveness彭婧201MarketshareGrowthofmarketshareBrandequityDistributionchannelaccessProductioncapacity

ProfitmarginsrelativestocompetitorsBusinessUnitStrength彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院BusinessUnitStrength彭婧2015isconcernedwithanorganisation’soverallpurposeandscopehowtocompetesuccessfullyinamarkethowresources,processesandpeoplecaneffectivelydelivercorporate-andbusiness-levelstrategies.

CorporateLevel

BusinessLevelOperationalLevelStrategicChoices彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院isconcernedwithanorganisatBusinessLevel–GenericStrategyMichaelEugenePorterbornMay23,1947

theBishopWilliamLawrenceUniversityProfessoratTheInstituteforStrategyandCompetitiveness,basedattheHarvardBusinessSchool

彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院BusinessLevel–GenericStratTargetscopeAdvantageLowcostProductuniquenessBroad(industrywide)CostleadershipDifferentiationNarrow

(marketsegment)Focus(lowcost)Focus(differentiation)BusinessLevel–GenericStrategy彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院TargetscopeAdvantageLowcostPCompetitorBuyerSupplier(marketshare)NewcomerReplacementAdvantageRiskImprovementEasytocopyCustomerSatisfactionSensitiveforeconomicenvironmentCostLeadership彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院CompetitorAdvantageRiskImpLeaderChallengerFollowerNicheStrategy–MarketDominance彭婧2015-2016重慶工商大學(xué)國(guó)際商學(xué)院LeaderChallengerFollowerNicheS050100150Inthisscheme,firmsareclassifiedbasedontheirmarketshareordominanceof