戰(zhàn)略規(guī)劃的基本框架

戰(zhàn)略規(guī)劃的基本框架市場細分客戶需求關(guān)鍵成功因素競爭分析市場如何細分？各細分市場的規(guī)模、增長率和毛利率如何？各細分市場的集中度如何？各細分市場的產(chǎn)品生命周期處于哪個階段？目標客戶群體有哪些獨特的需求？目標客戶群體中誰是購買決策關(guān)鍵人？目標客戶群體有什么樣的購買行為？行業(yè)中有哪些不同的成功模式？這些模式各自的關(guān)鍵成功因素是什么？哪個是對我們最有利的成功模式？服務(wù)、創(chuàng)新還是效率？我們與競爭對手在這些關(guān)鍵因素上相比有什么優(yōu)勢和劣勢？我們要培養(yǎng)什么核心競爭力？我們建立什么樣的競爭優(yōu)勢？細分市場定位客戶定位價值定位盈利模式產(chǎn)品戰(zhàn)略價格戰(zhàn)略渠道戰(zhàn)略促銷戰(zhàn)略競爭戰(zhàn)略核心競爭力規(guī)劃戰(zhàn)略規(guī)劃何時采用什么圖形？線圖建議采用圖形時間序列和多重數(shù)據(jù)、標準相比較兩組數(shù)據(jù)的相關(guān)性頻率不同數(shù)據(jù)的比較整體的一部分其他水泡水平柱垂直柱餅圖要表達的數(shù)據(jù)和信息流程：線性TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText流程:圓周式TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText影響因素：Text

TextTextTextTextTextGoalTextTextTextTextTextText互動/相互制約：TextTextTextTextTextTextTextTextTextTextText整體/部分：TextTextTextTextTextTextTextLabelALabelB原因-結(jié)果：TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText矛盾：TextTextTextTextTextTextText

TextTextTextTextTextText障礙/阻力：TextTextTexttexttexttext在發(fā)達市場，我們可以清晰地看到區(qū)域規(guī)模經(jīng)濟產(chǎn)生的價值統(tǒng)一采購和分銷商品額越大，與供應(yīng)商的談判力越強，成本下降越多，最大下降幅度可以接近3％；大規(guī)模、高效運作的分銷中心成本可以控制在分銷商品額的2.10％統(tǒng)一采購量成本下降％30億60億90億-1％-2％-3％采購額曲線成本下降曲線統(tǒng)一商品采購的規(guī)模效應(yīng)統(tǒng)一分銷量成本下降％20億40億60億1％2％3％分銷額曲線分銷成本曲線統(tǒng)一商品分銷的規(guī)模效應(yīng)食用油項目各環(huán)節(jié)均以項目管理機制運行團隊分工程序計劃控制

項目發(fā)起人

項目指導(dǎo)委員會項目領(lǐng)導(dǎo)小組項目各工作組項目聯(lián)絡(luò)人

明確團隊各級成員的分工明確各工作組分工明確小組長職責(zé)和聯(lián)絡(luò)人職責(zé)

向誰負責(zé)獲得授權(quán)信息交流程序如何匯總?cè)蝿?wù)細分關(guān)鍵路徑時間計劃交付物要求責(zé)任人項目會議偏差分析計劃調(diào)整資源再分配行業(yè)研究立項報告盡職調(diào)查投資計劃投資實施立項報告簡介棉油市場定位未來有品牌、渠道擴張潛力競爭策略行業(yè)有空間、有機會2002年全行業(yè)銷售收入800億，2005年將達到950億近7年年均增長率為7.7%,今后20年的年均增長率為6%國家政策有利于介入前二十大企業(yè)占24%市場份額，行業(yè)集中度低，存在整合機會;培育持久的低成本原料控制能力以規(guī)模生產(chǎn)形成低成本優(yōu)勢排名前十位的品牌企業(yè)的市場占有率為10%，存在品牌擴張的空間。產(chǎn)品直接面向終端消費者，有利于品牌和渠道的建設(shè)；目標市場為新疆、甘肅、四川、陜西、山西等五省的居民消費以低價格贏得客戶投資計劃劃書簡介介原料規(guī)模生產(chǎn)單線規(guī)模開工天數(shù)低成本出油率提高產(chǎn)品品質(zhì)穩(wěn)定綜合消耗下降競爭優(yōu)勢勢形成持久久的低成成本原料料控制能能力哪里有原原料原料在誰誰手里如何獲取取持續(xù)低成本獲獲取簡單介紹紹計劃書書在食用油油行業(yè)，，原料控控制能力力是KSF，，”獲得了原原料，就就獲得了了利潤“立項報告告回答了了行業(yè)價價值問題題，投資資計劃書書要回答答運營的的核心問問題－－－原料德農(nóng)種業(yè)業(yè)戰(zhàn)略規(guī)規(guī)劃應(yīng)用用工具實實例－購購買行為為售前的示示范推廣廣和售后后的指導(dǎo)導(dǎo)栽培服服務(wù)是目目標客戶戶持續(xù)購購買的關(guān)關(guān)鍵產(chǎn)量（特特性和適適應(yīng)性））；整齊度（（種子純純度）；；長勢和穗穗大小等等（品種種特性））。評估購買地點點以鄉(xiāng)鎮(zhèn)鎮(zhèn)農(nóng)技站站為主；；同一品種種有85％以上上農(nóng)戶習(xí)習(xí)慣購買買同一公公司產(chǎn)品品；先少購買買一點看看表現(xiàn)而而定者占占70％％，大規(guī)規(guī)模購買買換種者者占5％％，別人人種我才才種者占占25％％；對價格無無所謂者者占65％，認認為新品品種比老老品種價價格高者者占35％。購買經(jīng)銷商推推薦；媒體的宣宣傳；周圍農(nóng)戶戶種植該該品種的的情況。。認知提供技術(shù)術(shù)資料和和培訓(xùn)；；購買時簡簡單講解解；出事故能能盡快妥妥善處理理;不再購買買的原因因：質(zhì)量量達不到到占71％，售售后服務(wù)務(wù)跟不上上占22％。售后需求求農(nóng)戶需求求滿足過過程銷售示范推廣廣服務(wù)分析框架架關(guān)鍵步步驟：了解和評評估當前前的業(yè)務(wù)務(wù)狀況確定企業(yè)業(yè)核心能能力制定企業(yè)業(yè)發(fā)展的的財務(wù)目目標確定可能能實現(xiàn)增增長的各各種發(fā)展展機會衡量各個個機會對對企業(yè)發(fā)發(fā)展的影影響了解行業(yè)業(yè)/市場場發(fā)展狀狀況確定行業(yè)業(yè)主要影影響因素素及關(guān)鍵鍵成功因因素結(jié)合自身身的核心心能力，，制定戰(zhàn)戰(zhàn)略方案案選擇標標準根據(jù)影響響的大小小來排出出戰(zhàn)略方方案的優(yōu)優(yōu)先次序序能力/差差距分析析確定企業(yè)業(yè)發(fā)展戰(zhàn)戰(zhàn)略確定戰(zhàn)略略實施的的資源及及風(fēng)險制定戰(zhàn)略略實施計計劃成果：理由充分分的企業(yè)業(yè)發(fā)展遠遠景目標標實現(xiàn)企業(yè)業(yè)增長的的候選方方案改進方案案的衡量量標準企業(yè)發(fā)展展戰(zhàn)略實施計劃劃12345制定實施計劃企業(yè)現(xiàn)狀狀評估和目標制制定確定機會會與最終終確定發(fā)發(fā)展戰(zhàn)略略確定戰(zhàn)略略方案選擇標標準找出發(fā)展展機會并并進行初初步篩選選制訂戰(zhàn)略略規(guī)劃的的方法———全過過程制定戰(zhàn)略略規(guī)劃的的第一步步是評估估企業(yè)當當前的業(yè)業(yè)務(wù)狀況況，確定定企業(yè)的的遠景目目標12345分析框架架核心競爭爭力業(yè)務(wù)狀況況財務(wù)目標標與限制制條件評估核心心競爭力力和可被被利用的的能力及及資源理解當前前的業(yè)務(wù)務(wù)狀況確定財務(wù)務(wù)目標、、預(yù)期的的業(yè)務(wù)表表現(xiàn)及企企業(yè)發(fā)展展的限制制條件制定實施計劃企業(yè)評估估和制定目目標確定機會會與最終終確定發(fā)發(fā)展戰(zhàn)略略確定戰(zhàn)略略方案選擇標標準找出發(fā)展展機會并并進行初初步篩選選第二步確確定戰(zhàn)略略方案的的選擇標標準12345分析框架架行業(yè)/市市場事實分析析企業(yè)自身身競爭能力評估估對于企業(yè)業(yè)成功的的主要市市場影響響因素和和關(guān)鍵成成功因素素市場規(guī)模模市場增長長產(chǎn)品生命命周期競爭狀況況資源需要要利潤率市場進入入的難易易市場份額額產(chǎn)品線成本優(yōu)勢勢公司形象象管理能力力制定實施計劃企業(yè)評估估和制定目目標確定機會會與最終終確定發(fā)發(fā)展戰(zhàn)略略確定戰(zhàn)略略方案選擇標標準找出發(fā)展展機會并并進行初初步篩選選德農(nóng)種業(yè)業(yè)戰(zhàn)略規(guī)規(guī)劃應(yīng)用用工具實實例－企企業(yè)成長長曲線準備期成長期高速成長長期成熟發(fā)展展期中國種業(yè)業(yè)的領(lǐng)導(dǎo)導(dǎo)者世界種業(yè)業(yè)十強玉米2％水稻0.18％西甜瓜2.1％00/05，公公司成立立00/09，收收購赤峰峰種業(yè)00/10，組組建鄭隆隆01/01，收收購華西西01/03，收收購正成成、萬豐豐01/06，收收購三元元01/09，收收購武禾禾玉米6.3％％水稻5.1％％西甜瓜3.2％02/09，玉玉米線重重組合并并，并與與華冠科科技交易易；玉米25％％水稻30％％水稻業(yè)務(wù)務(wù)分拆上上市玉米13.3％％水稻17.6％％控股設(shè)立立黑龍江江德農(nóng)種種業(yè)華西、鄭鄭隆與玉玉米公司司合并；；剝離三三元投資整合合階段產(chǎn)品經(jīng)營營階段品牌經(jīng)營營階段經(jīng)過三個個階段的的發(fā)展，，德農(nóng)將將成為世世界種業(yè)業(yè)十強德農(nóng)種業(yè)業(yè)戰(zhàn)略調(diào)調(diào)整年34.680.4147.9196234.8289.6345.9400.0國內(nèi)鉀肥用量的年均增長率為10.4%國內(nèi)鉀肥產(chǎn)量的年均增長率為26.3%進口85%國產(chǎn)15%國內(nèi)鉀肥市場增長情況國內(nèi)鉀肥肥市場容容量增長長很快，，其中硫硫酸鉀僅僅占國內(nèi)內(nèi)總?cè)萘苛康?1%國內(nèi)鉀肥肥實物量量使用比比例按照換算算養(yǎng)分比比較，國國內(nèi)硫酸酸鉀施用量只只占鉀肥肥總量的的5.5%（國際的平均均水平為7%）國內(nèi)硫酸鉀市市場容量約60-75萬萬噸，近10年硫酸鉀的的國產(chǎn)化率不不斷升高以用戶中阿公公司所在地秦秦皇島為準，，使用地銷售售價比較，羅羅鉀運到秦皇皇島運費為280元/每每噸羅鉀青上公司10601550-16501550鹽田法曼海姆法硭硝法不同工藝技術(shù)術(shù)的使用地成成本低32％1900南風(fēng)集團山西鉀肥公司（虧損經(jīng)營）俄羅斯進口硫硫酸鉀到岸成成本美國海岸進口口硫酸鉀到岸岸成本俄羅斯進口美國進口1600-16501480200014051089羅鉀項目投資資計劃及形成成的生產(chǎn)規(guī)模模、銷量形成優(yōu)質(zhì)資源源、成本優(yōu)勢勢、規(guī)模效益益、營銷通道道四大資源的的共生共享德隆復(fù)合肥產(chǎn)業(yè)年銷售額：129億元年利潤：10億元羅布迫鉀鹽公司年銷售額：12.2億元年利潤：0.9億元農(nóng)資超市公司年銷售額：45.6億元年利潤：1.4億元農(nóng)資超市項目德隆銀行其他股東復(fù)合肥項目羅鉀項目未來3年銷售售額的增長將將主要依靠新新購買的品種種，預(yù)計為3.4億元，，占銷售額總總增長量的65％；而依依托新品種，，營銷網(wǎng)絡(luò)拓拓展可實現(xiàn)利利潤貢獻1.9億元，占占35％。財務(wù)目標－－－玉米①②③萬元如購買新品種種不成功，銷銷售額只能維維持在2億元元左右，而利利潤只有2000萬元左左右。德農(nóng)水稻業(yè)務(wù)務(wù)戰(zhàn)略規(guī)劃圖圖示4類類客客戶戶需需求求品種質(zhì)量技術(shù)服務(wù)購買便利新出現(xiàn)的品種種讓更多客戶知知道德農(nóng)的品品種存在質(zhì)量提高高空間存在技術(shù)服務(wù)務(wù)提高空間銷售網(wǎng)絡(luò)要貼貼近客戶5類類潛潛在在機機會會購買品種合約科研機構(gòu)構(gòu)聘請育種家建立親本提純純復(fù)狀體系建優(yōu)質(zhì)基地加強田間生產(chǎn)產(chǎn)管理提高后加工質(zhì)質(zhì)量完善示范體系系農(nóng)技專家現(xiàn)場場咨詢分發(fā)技術(shù)指導(dǎo)導(dǎo)手冊選擇農(nóng)技員做做零售商在空白地區(qū)新新建銷售網(wǎng)絡(luò)或提高覆蓋蓋率尋找當?shù)刈顝姀姷慕?jīng)銷商和零售商13類類可可采采取取的的行行動動銷售額和利潤潤02030405徹底改變IBM的價值取向流程卓越/運營領(lǐng)先用戶至上/服務(wù)領(lǐng)先產(chǎn)品/技術(shù)領(lǐng)先持續(xù)續(xù)創(chuàng)新為滿足客戶需需求和獲取市市場主導(dǎo)地位位，IBM優(yōu)先投資服務(wù)務(wù)領(lǐng)先型的價價值取向流程卓越/運營領(lǐng)先產(chǎn)品/技術(shù)領(lǐng)先持續(xù)續(xù)創(chuàng)新用戶至上/服務(wù)領(lǐng)先選擇的價值取取向決定了企企業(yè)全部的經(jīng)經(jīng)營之道，也也是企業(yè)戰(zhàn)略略的核心。以客戶為導(dǎo)向向再造公司價價值定位徹底改變IB,M的價值定位服務(wù)戰(zhàn)略品牌和營銷戰(zhàn)戰(zhàn)略技術(shù)戰(zhàn)略市場細分客戶需求競爭分析主機業(yè)務(wù)定位位關(guān)鍵成功因素素92年日立、富士士通同樣性能能的大型機價價格是IBM的30％－40％，搶奪了市市場到92年IBM市場占有率下下降到40％以下可靠性高優(yōu)良服務(wù)和技技術(shù)支持價格合理技術(shù)先進忠實的客戶群群技術(shù)領(lǐng)先競爭力強的成成本包括軟件、應(yīng)應(yīng)用、網(wǎng)絡(luò)、、信息等在內(nèi)內(nèi)的全面服務(wù)務(wù)能力客戶端服務(wù)器器大型主機超大型主機及配套的服務(wù)務(wù)機會/問題最大的大型機機客戶群體，，希望有穩(wěn)定定、可靠、技技術(shù)全面的供供應(yīng)商價格差別太大大時，客戶會會轉(zhuǎn)向競爭對對手新的技術(shù)方案案可能會使成成本大規(guī)模降降低市場規(guī)模受到到小型機的沖沖擊客戶普遍對IBM不滿PC機業(yè)務(wù)定位市場細分客戶需求及購購買行為競爭分析關(guān)鍵成功因素素進入門檻低市場競爭激烈烈市場主流是圍圍繞WINTEL模式外觀設(shè)計個性性化主流硬件按摩摩爾定律更新新應(yīng)用軟件需求求導(dǎo)向WINTEL模式的結(jié)合程程度以低成本、低低價格提供較較高的配置核心技術(shù)的研研發(fā)能力臺式機筆記本電腦兼容機機會/問題隨著Internet的發(fā)展，pc機的需求將迅迅速增長便攜式筆記本本電腦將有更更大的發(fā)展，，毛利較高單位：10億億美元銷售收入單位：10億億美元凈利潤創(chuàng)造股東價值并使之最大化行業(yè)研究戰(zhàn)略規(guī)劃并購整合核心競爭力戰(zhàn)略投資理念念戰(zhàn)略投資理念念－并購整合合－汽車及零零部件行業(yè)整整合案例產(chǎn)業(yè)結(jié)構(gòu)升級火花塞剎車盤汽車內(nèi)飾變速箱/車橋重型車汽車金融服務(wù)整車核心總成一級配套二級配套、其他第四階段（2003－2005）第三階段（2001－2002）第二階段（1998－2000）第一階段（1993－1997）發(fā)動機/駕駛室轎車汽車金融服務(wù)剎車盤進入新業(yè)務(wù)退出業(yè)務(wù)活塞銷汽車空調(diào)園林機械園林機械越野車客車絲網(wǎng)欄桿絲網(wǎng)欄桿1.25億15億39億200億銷售收入小型汽車零配件大型汽車零配件和整車汽車和服務(wù)、國際化1997年底德隆進入ApproachIdentifyBuyerValueSegmentsMarketResearch&VisioningConceptualDesignDetailedDesign&PilotImplementation(phased)SystemsDevelopment/EnhancementSituationAssessmentHypothesisListDevelopmentSurveyCollectionDataCodingandUtilityCalculationInstrumentDesignandTestingFieldAdministrationPreparationSampleQuotaDesignandListPullDataAnalysisUnderstandingbuyervalueshelpsproveordisprovecurrenthypothesesaswellasgeneratestrategysolutions.Organizationalbeliefsandstrategyalternativesidentifiedinthesituationassessmentaretranslatedintohypothesesfortesting.HypothesisDevelopmentSituationAssessmentHypothesisListDevelopmentSurveyCollectionDataCodingandUtilityCalculationInstrumentDesignandTestingFieldAdministrationPreparationSampleQuotaDesignandListPullDataAnalysisIdentifyingBuyerValue-Basedsegmentscreatesthefoundationforcreatingthedistributionchannelstrategyanddesign.Summary—IdentifyBuyerValueSegmentsIdentifyBuyerValueSegmentsWhatdoconsumersvalue?Howcanwesegmentconsumersbasedonthesevalues?DevelopConceptualStrategyDesignBasedonwhatconsumersvalue,whatisourstrategicdirection?Conceptually,whattypesofproductsdowewanttooffer?Conceptually,whatchannelsdowewantconsumerstouse?DevelopMigrationStrategyHowdowecommunicatethesechangestoourkeystakeholders?Howdoweprepareourconsumersandemployeesforthesechanges?Howdoweactuallygettowherewewanttobe?PilotPlanRoll-OutPlanEstimateAnticipatedCustomerBehaviorTowhichchannelswillcustomersmigrate?DevelopProduct/PricingStrategyWhatproductsshouldweoffer?Howshouldtheybepriced?DetermineDistributionNetworkHowdowechangeourbranchandATMnetworks?Howmany?Whereshouldtheybelocated?MinimizeBusinessDecisionRiskHowwillconsumersreact?Howwillthisaffectourbottomline?DevelopDataMiningOpportunitiesHowdoweexploitbuyervalueinsightstobettertargetmarketsegments?iterativePlanImplementationDevelopDetailedStrategyDesignDevelopConceptualStrategyDesignUnderstandValuePropositionsCustomerMigrationStrategyValuebasedsegmentstrategiescanproduceincrementalrevenuesof$700millionandreducecostsupto$150million.Benefits—QuantitativeIdentifyBuyerValueSegments-QuantifiableBenefits-Thesecostsavingswillbeoffsetbythe$52millionincreaseincentraldeliveryunitcosts...By1999,evenafterabsorbingsignificantimplementation/infrastructurecosts,projectcancontributeover$700millionpre-taxannually...$493$670$309Theshareholdervalueeffectcanbesignificant.YearILLUSTRATIVEBranchandCityAdministrationannualoperatingcostswillbereducedbynearly$200million...$MMItscriticaltodefinewhatfactorsor““attributes””areimportantwhenconsumersdecidetopurchasefromoneproviderversusanother.—AutomotiveExample—AProductistheSumofitsAttributesInstrumentDesignReliability:AirbagsSteelconstructionRollbarSpeed:HorsepowerAccelerationPrice:PurchasepriceMaintenancecostsInsuranceStyle:BodystyleColorImageComfort:LeatherinteriorStereosystemLegroomWithtraditionalresearch,whenyouaskhowimportantanyparticularfeatureisindividually,consumerstendtosayeachisveryimportant.StylingPriceSpeedReliabilityNotatallimportantVeryimportantInstrumentDesignBasedonanswerstothetradeoffquestions,buyervaluesarecalculatedandrespondentsaregroupedby““l(fā)ike””valuestohelpidentifytargetsegments.HighLowHighLow....................................................................................................................................—BuyerValueSegments—..................................................ChannelistsRate/SpeedNote:1)Eachdotrepresentsthousandsofconsumers2)Analyseswererunforallpossiblecombinationstoidentifythebestgroupingofconsumersandtheirvalues...............Speed..................................................Liquidity/Access...........PerformancePriceILLUSTRATIVECaseStudyThesegroupsorsegmentsofconsumersnotonlyhavedifferentprofitpotentials...—InvestmentBuyerValueSegments—%ofMarket(Consumers)—InvestmentBuyerValueSegments—%ofMarket($)—AverageInvestmentBalancePerValueSegment—Source:AndersenConsultingNationalBuyerValuesStudyforRetailFinancialServicesConsumersValueSegmentChannelRate/SpeedLiquidity/AccessSensitiveSpeedAvg..InvestmentBalance$77,725$92,264$96,335$68,212CaseStudyChannelistsSpeedLiquidity/AccessSensitive34%Rate/SpeedSensitive16%SpeedLiquidity/AccessChannelRate/Speed$Insummary,usingvaluebasedsegmentationisapowerfultooltoimproveaclient’’sbottomline.CreatesRevenueOpportunitiesRetainmostprofitablecustomersImproveprofitabilityofothercustomersbyfulfillingtheirvalueswithlowercoststructuresGeneratenewbusinessIdentifyrevenueenhancementopportunitiesSimplifyandincreaseeffectivenessofclient’stargetmarketactivitiesIdentifiesSubstantialCostReductionBettermanageutilizationofclient’sdeliverynetworkFocusondeliveryonrequiredservicethresholdsStripcostsfromnon-valueaddedprocessesDon’thavetobuildonedeliveryoptionthatfitsallBetterPositionsRelativetoClient’sCompetitionIncreasedcustomersatisfactionduetofulfilledvaluesetsOrganizationclearlyunderstandsgoalsanddeliveryexpectationsSetsstageforadaptableorganizationbetterabletorespondtocompetitivechangeBasedonAndersenConsulting’’sinvestigationofthetargetmarkets,thereisidentifiablechangeinbuyerpreferencesfromwindowtosplitandcabinetairconditioners.--Product--YesterdayTodayFuturetrendsWindowandsplitaccountforthemajorityoftheairconditionerspossessionbefore1996.Splitairconditionersaccountforthemajorityofsales.Cabinetssalesbegintoincreaseandwindowsshareofthemarketbegintodecline(Fromdistributorsperspective)Cabinetairconditionerswillcontinuetogrowcabinetairconditionersshowstronggrowthduetoincreasingsizeofhomesandpricecuts.FuturesalesgrowthwillcontinuewithimprovementsinresidentialpowerSomecustomersegments(especiallyrural)regardairconditionersasatypeofhigh-endfurniture(whosesecondarypurposeistocool).Cabinets,bestmeetthistypeofcustomer’’sbuyervalueandwillgrowwiththissegment.Splitwillremainstable,andevendeclineinsomeareasSplitswillkeepthesamemarketshareComparedtothecabinets,itwilldeclineslightlyinsomeareasbecauseofinstallationdifficultiesGenerally,windowairconditionerswilldecreasedramatically,butstillaccountforacertainproportionactingasatransitionproductforpriceconsciousbuyersinhotareasBecauseofthisincomelimitation,windowairconditionerswillstillaccountforalargeproportionofsalesineconomicallydevelopingmarkets(i.e.ChangshaandChongqing)WindowswillcontinuetosellwellinmarketssuchasHangzhouastransitionproductsforpeoplewhoarewaitingtomoveintonewhousingGrowthinMiniCentralandCeilingairconditionersMini-centralorresidentialusedceilingoneswillgaininpopularityamongstpeopleinlargeapartmentsandhouses(especiallyasmarketawarenessofproductavailabilitygrows).Breakdownofdifferenttypesofairconditioners(Before1996)Currentpurchasepreferences(1996-1998)Window48%Split48%Cabinet9%Window26%Split53%Cabinet21%MarketOverviewCompetitionTodayLocalChinesemanufacturersupgradeproductiontechnologytoofferqualitylevelsonparwithJVoperationsLocalChinesemanufacturersdevelopmarketingcapability/expertiseJVoperations,crippledbyabilitytounderstandmarketandoperatewithinlocalbusinessculture’sdropinpositionJVsbegintocompetemoreonpriceasperceptionofaddedvaluedifferentiationdisappears.Overthelastthreetofouryears,localairconditionermanufacturershavebeenabletorepositionthemselvessuccessfullythroughcombinedadvancesinqualityandmarketing……PerceivedAddedValuePriceLowLowHighHighLowLowHighHighMeidiKelonChunlanGreePerceivedAddedValuePriceNationalMitsubishiSharpHitachiChunlanGreeNationalMitsubishiHitachi--Yesterday----Today--CompetitionYesterdayLocalandJVmanufacturerstargettwodifferentmarketsegmentsseparatedbyprice/qualitytradeoffJVoperationstargetqualityconsciousupperendofmarketwhilelocalmanufacturerstargetbottomendLocalmanufacturerslimitedintermsofproductionqualitycapabilityandmarketingexperienceMarketOverviewConsolidatedresultsforthemarkets-fromamarketattractivenessperspective.-i.e.lookingatmarketsize,growth,competition,marketentry(i.e.distributionopportunity)fromacurrentandfutureperspective.EntryPriorityHighMedium-HighMediumMedium-LowLowBeijingNanjingHangzhouJinanChangshaChongqingMarketSizeStrategicViewDistributionOpportunityCompetitionMarketGrowthMarketOverviewSource:ACmarketinvestigationsFromthesalesofficesandwarehousesestablishedintheseseveralmarkets,strategicnodescanbeestablishedtoallowaccesstonearbymarkets.MarketOverviewHighPriorityMediumtoHighPriorityMediumPriorityMediumtoLowPrioritylCitiestobecoveredCitiesRequiring

InvestigationYearOneBeyondYearOneBeijingJinanNanjingShanghaiHangzhouChangshaShenzhenChongqingTianjinll

ShijiaZhuang(Hebei)Zhengzhou(Henan)lQingdaolHefei(Anhui)l

SuzhouChengdull

Shantoul

XiamenWuhan

Xi’an(Shaanxi)l

ZhanjiangGuiyangllKunmingSource:ACmarketinvestigations項目模塊塊評估戰(zhàn)略略目標主要任務(wù)務(wù)與“XX-XXX”市場銷售售人員討討論，初初步確定定未來目目標區(qū)域域市場和和主要客客戶類型型對主要未未來目標標市場作作實地調(diào)調(diào)查了解解進行實地地訪談，，對象主主要包括括建材公公司、建建筑公司司、重大大基建項項目負責(zé)責(zé)部門、、混凝土土攪拌站站、相關(guān)關(guān)政府部部門、其其他水泥泥公司等等；包括括“XX-XXX”目前主要要客戶和和非“XX-XXX”客戶總結(jié)主要要發(fā)現(xiàn)項目階段段性成果果X省水泥市市場概況況和未來來發(fā)展趨趨勢--各主要要標號水水泥需求求量、增增長趨勢勢及地域域范圍根據(jù)需求求不同劃劃分的客客戶類別別及其購購買考慮慮因素競爭對手手的主要要狀況、、分產(chǎn)品品標號的的市場份份額水泥分銷銷網(wǎng)絡(luò)、、方式和和未來趨趨勢目前XX-XXX產(chǎn)品在市市場上的的地位，，核心競競爭力、、客戶意意見符合實際際的XX-XXX擴展戰(zhàn)略略目標生產(chǎn)、物物流和銷銷售力量量的戰(zhàn)略略布局第一階段段中“評估戰(zhàn)略略目標””的主要任任務(wù)和項項目階段段性成果果制定實施施計劃分析測算算結(jié)果論證擴展展模式設(shè)計整合合方案建立財務(wù)務(wù)模型評估戰(zhàn)略略目標確定協(xié)同同效益項目啟動動第一階段段第二階段段第三階段段自1998年成成立以來來，XX股份取得得了迅猛猛的業(yè)務(wù)務(wù)發(fā)展，，目前已已成為中中國西北北地區(qū)建建材行業(yè)業(yè)的龍頭頭企業(yè)之之一單位：(百萬元元)最近三年年的業(yè)績績迅猛增增長來源：X省XX水泥股份份有限公公司2000年年年報基本事實實XX股份的前前身是1956年建成成的國家家大型企企業(yè)公司成立立于1998年年11月月，1999年年初其普普通股票票在深圳圳證券交