經(jīng)營管理超級(jí)流行的管理工具薈萃課件

BlindspotAnalysis盲點(diǎn)分析Objective:Toassessthepresenceofblindspotsthatmaycompromiseacompetitor’sabilitytorespondtoacompetitiveaction.目的：評(píng)估某個(gè)盲點(diǎn)，該盲點(diǎn)可能削弱一個(gè)競(jìng)爭者對(duì)一項(xiàng)競(jìng)爭性舉措的應(yīng)對(duì)能力Misjudgingindustryboundaries對(duì)產(chǎn)業(yè)領(lǐng)域的錯(cuò)誤判斷Pooridentificationofthecompetition對(duì)競(jìng)爭認(rèn)知不足Overemphasisoncompetitors’visiblecompetence 過分重視競(jìng)爭對(duì)手所顯示出來的能力Overemphasisonscope–notposture 過分強(qiáng)調(diào)范圍而不是態(tài)勢(shì)Faultyassumptionsaboutthecompetition對(duì)競(jìng)爭情況作錯(cuò)誤假設(shè)Paralysisbyanalysis 因分析而陷入企業(yè)運(yùn)作癱瘓BlindspotAnalysis盲點(diǎn)分析Objecti1 CompetitorProfiling 競(jìng)爭對(duì)手概要分析Successfulstrategiststakegreatpainsinunderstandingtheircompetitors成功的戰(zhàn)略家在了解競(jìng)爭者上付出極大的努力Identifyingtheirstrategies 確定他們的戰(zhàn)略Watchingtheiractions 觀察他們的行動(dòng)Evaluatingtheirvulnerabilitytodrivingforces andcompetitivepressures 評(píng)估他們的驅(qū)動(dòng)力的弱點(diǎn)以及競(jìng)爭壓力下的弱點(diǎn)Sizinguptheirresourcestrengthsandweaknesses andtheircapabilities 評(píng)估他們的資源優(yōu)勢(shì)和弱勢(shì)以及他們的實(shí)際能力Tryingtoanticipaterivals’nextmoves 試圖預(yù)計(jì)對(duì)手的下一步行動(dòng). CompetitorProfiling 競(jìng)爭對(duì)2CompetitiveProfiling-The4CornerAnalysisModel(Porter,1980)CompetitiveProfiling-The43DRIVERS驅(qū)動(dòng)力CANDO/ISDOING可行/現(xiàn)行FutureGoals/Philosophies/Strategies未來目標(biāo)/理念/戰(zhàn)略CurrentStrategies現(xiàn)行戰(zhàn)略ManagementAssumptions管理假設(shè)Capabilities能力COMPETITIVEPROFILINGTHE4CORNERANALYSISMODEL競(jìng)爭概要分析－四角分析模型（波特，1980）

DRIVERS驅(qū)動(dòng)力CANDO/ISDOING可行/現(xiàn)行4CompetitiveProfileMatrix競(jìng)爭態(tài)勢(shì)矩陣

(CPM)

(David,2001,pp.114-115)CPM-comparescompetitorsagainstcriticalsuccessfactors(CSF’s)intheindustry+othercomparators(eg.-GEstrengths) CPM-將競(jìng)爭對(duì)手與行業(yè)中的關(guān)鍵成功因素（CSF’s)及其他比較指標(biāo)（如-GE優(yōu)勢(shì)）進(jìn)行比較Weightedscoresystem加權(quán)評(píng)分系統(tǒng)CSFs/comparatorsareweightedbyimportance;關(guān)鍵成功因素（CSFs)/比較指標(biāo)按重要性進(jìn)行加權(quán)Total總分=1.00Competitorsarelistedre:relativestrengthforeachCSF列出競(jìng)爭對(duì)手，例如根據(jù)在每個(gè)關(guān)鍵成功因素上，各個(gè)競(jìng)爭對(duì)手的相對(duì)優(yōu)勢(shì)進(jìn)行羅列：4=majorstrength主要優(yōu)勢(shì)3=minorstrength次要優(yōu)勢(shì)2=minorweakness次要劣勢(shì)1=majorweakness主要劣勢(shì)Totalweightedscoreindicatesoverallstrengthofcompetitor.加權(quán)總分表示競(jìng)爭對(duì)手的整體優(yōu)勢(shì)CompetitiveProfileMatrix競(jìng)爭態(tài)5Customer&ProductAnalysisTechniques

顧客及產(chǎn)品分析技巧Customervalueanalysis 顧客價(jià)值分析Customersegmentation/needsanalysis 顧客（市場(chǎng)）細(xì)分/需求分析Competitivebenchmarking 競(jìng)爭定標(biāo)比超/基準(zhǔn)設(shè)定Customer&ProductAnalysisTe6CustomerValueAnalysis顧客價(jià)值分析“Customervalueisthemostimportantsourceofcompetitiveadvantage.”(F&B,p.182) “顧客價(jià)值是競(jìng)爭優(yōu)勢(shì)的最主要來源?！?F&B,p.182)CVAProcess:顧客價(jià)值分析流程(CVA流程)CustomerIntimacy顧客親密度Surveys -Focusgroups 調(diào)查 焦點(diǎn)小組訪談法Conjointanalysis-PriceSensitivityanalysis 聯(lián)合分析/交互分析價(jià)格敏感度分析Motivationanalysis-UnmetNeedsanalysis 動(dòng)機(jī)分析未滿足需求分析LeadUseranalysis-Defectionanalysis 領(lǐng)先使用者分析 背棄分析

CustomerValueAnalysis顧客價(jià)值分析“7CustomerValueAnalysis顧客價(jià)值分析CVAProcess(cont.)CVA流程（續(xù)）FormalCVA正式CVAChoiceofwhatmatricestouse選擇使用何種矩陣Usethematricestocreatea‘picture’ 使用矩陣以取得一幅整體“圖畫”（了解全局）StrategicManagementofCustomerValue顧客價(jià)值的戰(zhàn)略管理StrengthenCVpriorities增強(qiáng)顧客價(jià)值的重要性RegularlymonitorforCVshifts 經(jīng)常監(jiān)控顧客價(jià)值的轉(zhuǎn)變CustomerValueAnalysis顧客價(jià)值分析C8CustomerSegmentation&NeedsAnalysis顧客細(xì)分及需求分析Step1:Segmentation第一步：（市場(chǎng)）細(xì)分SegmentationCriteria(ConsumerMarkets) 細(xì)分標(biāo)準(zhǔn)(消費(fèi)者市場(chǎng))Product-Related(“Why?”)與產(chǎn)品相關(guān)的(“為什么？”)Usertypes(regular,firsttime,non-users,potential)使用者類型(常用者，初次使用者，非使用者，潛在使用者）Pricesensitivity價(jià)格敏感度Consumptionpatterns/usagefrequency消費(fèi)習(xí)慣/使用頻率Perceivedbenefits(performance,quality,image,service) 感知利益（表現(xiàn)，質(zhì)量，形象，服務(wù)）BrandLoyalty品牌忠誠度Application(purchaseoccasion,mediaexposure)應(yīng)用(購買場(chǎng)所，媒體曝光度）CustomerSegmentation&Needs9CustomerSegmentation&NeedsAnalysis顧客細(xì)分及需求分析Step1:Segmentation(cont.)第一步：（市場(chǎng)）細(xì)分SegmentationCriteriaforConsumerMarkets消費(fèi)者市場(chǎng)的細(xì)分標(biāo)準(zhǔn)User-based(“Who?”)以使用者為基礎(chǔ)(“誰”)Demographic人口Geographic地理Socioeconomic社會(huì)經(jīng)濟(jì)Lifestyle/Personality生活方式/性格CustomerSegmentation&Needs10CustomerSegmentation&NeedsAnalysis顧客細(xì)分及需求分析Step1:Segmentation(cont.)第一步：（市場(chǎng)）細(xì)分(續(xù))SegmentationCriteriaforIndustrialMarkets 工業(yè)市場(chǎng)的細(xì)分標(biāo)準(zhǔn)User-based(“Who?”)以使用者為基礎(chǔ)(“誰”)Industrytype/position 產(chǎn)業(yè)類型/定位Companysize 公司規(guī)模Technologyemployed 所應(yīng)用的科技 Product-related(“Why?”)與產(chǎn)品相關(guān)的(“為什么？”)Consumptionpatterns-Seller/Purchaserrelationship 消費(fèi)模式買賣雙方的關(guān)系Endusage -Purchasingpolicies 最終用途采購政策Perceivedbenefits 感知利益Sizeofpurchase 采購規(guī)模CustomerSegmentation&Needs11CustomerSegmentation&NeedsAnalysis顧客細(xì)分及需求分析Step2:Targeting第二步：確定目標(biāo)4Rtest:4R測(cè)試Ratethemarket?(Quantitative+qualitative) 評(píng)估市場(chǎng)（定量+定性）Realisticinsize?(Supportsegmentation?) 規(guī)模是否具有現(xiàn)實(shí)性（是否足以進(jìn)行細(xì)分？）Reach? (Feasiblyreachable?) 實(shí)現(xiàn)？（是否可行？）Responsiveness? (tomarketingmix?) 響應(yīng)度/敏感度（對(duì)營銷組合的反應(yīng)如何？）RefineusingCompetitive&Externalanalyses 運(yùn)用競(jìng)爭及外部分析加以修改CustomerValueAnalysis 顧客價(jià)值分析CustomerSegmentation&Needs12CustomerSegmentation&NeedsAnalysis顧客細(xì)分及需求分析Step3:StrategicPositioning第三步：戰(zhàn)略定位4(5?)P’softheMarketingMix市場(chǎng)營銷組合的4(5?)PProduct產(chǎn)品Price價(jià)格Promotion推廣Place地點(diǎn)(People?)人Analysistools:分析工具Conjointanalysis聯(lián)合分析/交互分析Competitormaps競(jìng)爭對(duì)手圖Performancematrices,etc.績效矩陣，等CustomerSegmentation&Needs13ExperientialExercise練習(xí)Inyourdiscussiongroups,considertheorganisationthatyouidentifiedintheIndustryAnalysis 在你的討論小組里，以你在產(chǎn)業(yè)分析里所用的組織為例Take40minutestodevelopa‘hypothetical’CustomerSegmentationandNeedsanalysisforthatorganisation.用40分鐘時(shí)間為該組織進(jìn)行一個(gè)“假設(shè)性的”顧客（市場(chǎng)）細(xì)分及需求分析Bepreparedtopresentasummaryofyourfindingstotheclass. 準(zhǔn)備向全班同學(xué)講述你們對(duì)發(fā)現(xiàn)結(jié)果的總結(jié)Havefun! 享受其中的樂趣！ExperientialExercise練習(xí)Inyour14 CompetitiveBenchmarking 競(jìng)爭定標(biāo)比超/基準(zhǔn)設(shè)定1)Determinewhichfunction(s)tobenchmark.確定哪個(gè)（些）部門需要定標(biāo)比超/設(shè)立基準(zhǔn)/標(biāo)桿2)Identifykeyperformanceindicators(KPI’s)tomeasure.確認(rèn)需要衡量的主要績效指標(biāo)(KPI’s)3)Identifybest-in-classorganisations確認(rèn)最優(yōu)秀的組織4)Measureperformanceofbest-in-classorganisations(BestPractice)衡量最優(yōu)秀組織的績效（最佳實(shí)踐）5)Measureyourorganisation’sperformance 衡量你的組織的績效6)Specifyprograms&actionstoclosegap 對(duì)意在縮短差距的計(jì)劃和行動(dòng)進(jìn)行詳細(xì)說明7)Implementandmonitorresults. 實(shí)施并監(jiān)測(cè)結(jié)果 CompetitiveBenchmarking 15IssuesAnalysis 事項(xiàng)分析IssuesAnalysis 事項(xiàng)分析16IssuesPriorityMatrix優(yōu)先事項(xiàng)矩陣

Low低Impact影響High高UrgencyHigh高Low低Newpremises新辦公地點(diǎn)Expectedproductrecall預(yù)計(jì)產(chǎn)品召回Newproductlaunch新產(chǎn)品發(fā)布緊急性IssuesPriorityMatrix優(yōu)先事項(xiàng)矩陣17IssuesPriorityMatrix優(yōu)先事項(xiàng)矩陣

Low低Impact影響High高UrgencyHigh高Low低Newpremises新辦公地點(diǎn)Expectedproductrecall預(yù)計(jì)產(chǎn)品召回Newproductlaunch新產(chǎn)品發(fā)布Monitor監(jiān)控Monitorclosely/act密切監(jiān)控/行動(dòng)Urgentpriority!!!緊急性緊急優(yōu)先??！IssuesPriorityMatrix優(yōu)先事項(xiàng)矩陣L18IssuesPriorityMatrix優(yōu)先事項(xiàng)矩陣

Low低Impact影響High高UrgencyHigh高Low低Newpremises新辦公地點(diǎn)Expectedproductrecall預(yù)計(jì)產(chǎn)品召回Newproductlaunch新產(chǎn)品發(fā)布Monitor監(jiān)控Monitorclosely/actMonitorclosely/act密切監(jiān)控/行動(dòng)Urgentpriority!!!DynamicMovement動(dòng)態(tài)移動(dòng)緊急性緊急優(yōu)先??！IssuesPriorityMatrix優(yōu)先事項(xiàng)矩陣L19ScenarioAnalysis情景分析“Whatif?”如果Quantitative定量ComputerisedEconometricmodels 電算化的計(jì)量經(jīng)濟(jì)學(xué)模型Downstreamimpactswithfeedbackloops 因反饋環(huán)而產(chǎn)生的下游影響Qualitative定性Intuitivemethods直覺方法Delphi德爾菲法CrossImpactmethods-interrelateddependencies 相互影響方法－相互依賴性ScenarioAnalysis情景分析“Whatif?20ScenarioAnalysis 情景分析5SpecificLevels/Purposes:5個(gè)具體層次/目的STEEPscenario STEEP情景Sensitivityscenario 敏感度情景Internal/controllablefactors 內(nèi)部/可控因素Spreadsheets 電子數(shù)據(jù)表Industryscenario 行業(yè)情景Diversificationscenario 多元化情景PublicIssuescenario 公共事件情景ScenarioAnalysis 情景分析5Specif21StakeholderAnalysis利益相關(guān)者分析Who? 誰？What? 什么？Opportunities&Threats(Challenges)? 機(jī)會(huì)&威脅（挑戰(zhàn)）？Strategies戰(zhàn)略StakeholderAnalysis利益相關(guān)者分析Who22Stakeholdermapping利益相關(guān)者圖

利益程度低高力量低高最小的努力讓利益相關(guān)者滿意讓利益相關(guān)者知情主要參與者Stakeholdermapping利益相關(guān)者圖利益程度23Stakeholdermapping 利益相關(guān)者圖

可預(yù)測(cè)性高低力量低高很少問題有強(qiáng)大力量但可預(yù)測(cè)不可預(yù)測(cè)但可管理最大的危險(xiǎn)或機(jī)會(huì)Stakeholdermapping 利益相關(guān)者圖可預(yù)測(cè)24ExperientialExercise練習(xí)Inyourdiscussiongroups,considerthattheorganisationthatyouidentifiedintheIndustryAnalysisismakingamajorshiftinitsstrategicdirection(youdecidewhatthatwillbe).在你的討論小組中，以你在行業(yè)分析中確定的組織為例，該組織正在作出一個(gè)重大的戰(zhàn)略方向改變（由你來決定它是一個(gè)什么樣的改變）Take30minutestodevelopa‘hypothetical’Predictability/PowerStakeholderMapforthatorganisation. 用30分鐘時(shí)間為該組織建立一個(gè)“假設(shè)性的”可預(yù)測(cè)性/力量利益相關(guān)者圖Bepreparedtopresentasummaryofyourfindingstotheclass.準(zhǔn)備向全班同學(xué)講述你們對(duì)發(fā)現(xiàn)結(jié)果的總結(jié)Havefun!享受其中的樂趣！ExperientialExercise練習(xí)Inyo25EvolutionaryAnalysisTools進(jìn)化分析工具ExperienceCurveanalysis 經(jīng)驗(yàn)曲線分析GrowthVectoranalysis 增長矢量分析Patentanalysis 專利分析ProductLifeCycleanalysis 產(chǎn)品生命周期分析S-curveanalysis S曲線分析OrganisationalLifeCycleanalysis 組織生命周期分析EvolutionaryAnalysisTools進(jìn)化26ExperienceCurveAnalysis經(jīng)驗(yàn)曲線分析IntroducedasaconceptbyBCGin1966 該概念由波士頓管理咨詢公司（BCG）在1966年率先提出UsedbyFordasearlyas1908 福特早在1908年就已經(jīng)運(yùn)用Complexandlimited 復(fù)雜且有局限性RemembertheModelT! 記住T模型ExperienceCurveAnalysis經(jīng)驗(yàn)曲線分27GrowthVectorAnalysis–Ansoff

增長矢量分析－安索夫（Ansoff）模型MarketOptionsProductAlternatives產(chǎn)品選項(xiàng)PresentProducts現(xiàn)有產(chǎn)品ImprovedProducts改良產(chǎn)品NewProducts新產(chǎn)品ExistingMarket現(xiàn)有市場(chǎng)ExpandedMarket已拓展市場(chǎng)NewMarket新市場(chǎng)MarketPenetration市場(chǎng)滲透2)ProductExtension(eg.-variants/imitations)產(chǎn)品擴(kuò)展（例如－變化/模仿）3)ProductDevelopment(eg/-lineextension產(chǎn)品發(fā)展（例如：系列延伸）4)MarketExtension市場(chǎng)拓展5)MarketSegmentation/ProductDifferentiation市場(chǎng)細(xì)分/產(chǎn)品差異化6)ProductDevelopment/MarketExtension產(chǎn)品開發(fā)/市場(chǎng)拓展7)MarketDevelopment市場(chǎng)開發(fā)8)Product/ServiceExtension&MarketDevelopment 產(chǎn)品/服務(wù)拓展&市場(chǎng)開發(fā)9)Diversification多元化

市場(chǎng)選項(xiàng)GrowthVectorAnalysis–Ansof28PatentAnalysis 專利分析Identifyscope 確定范圍Specificgeographicalareas? 特定的地理區(qū)域？Specificfirms? 特定企業(yè)？Spec