公司战略与风险管理培训课件.pptx

;2;3;教材外部环境分析框架;一、宏观环境分析 PEST;(一)政治和法律环境因素;（一）政治和法律环境因素;（ 一）政治和法律环境因素;（二）经济环境因素;大众创业、万众创新15.3.11;众创空间;（三）社会和文化环境因素;（四）技术环境因素;2010多选;2011单选;二、产品生命周期 ;;2011单选题;2011多选;三、产业五种竞争力分析;21;（一）行业新进入者的威胁;（二）供应商的议价能力;（三）购买商的议价能力;（四）替代产品的威胁（奇货可居）;单选题;（五）同业竞争者的竞争强度;对付五种竞争力的战略;五力模型的局限性;30;2010多选;32;四、成功关键因素KSF分析;34;五.竞争对手分析;(2)识别潜在的竞争对手;(3)识别对手的常见错误;误读可能反映对手战略转变的信号； 过分重视对手的财务资源、市场地位等； 假设产业内企业面临同样的威胁和机会； 相信战略的目的是漂亮地竞争而非满足顾客需要 Misreading signals that may indicate a shift of the focus of the competitor. Overemphasizing competitors financial resources, market position, etc.. Assuming that all firms in the industry are subjected to the same constraints or are open for the same opportunities. Believing that the purpose of strategy is to outsmart the competition, than to satisfy customer needs.;(4)竞争对手分析框架;组合分析竞争对手目标;哪些单位代表保护主要业务的防火墙？ 哪些业务被看作是明星单位？ 哪些业务在公司业务组合中具有杠杆作用？ Which Businesses represent defensive moves to protect other major businesses? Which Businesses are the most promising areas the parent company has in which to invest resources and build market position? Which Businesses have a lot of “leverage” in the portfolio? These businesses are ones where performance changes will have a significant impact on the performance of the parent overall in terms of stability, earnings, cash flow, sales growth, or costs. Such businesses will be protected vigorously.;了解竞争对手的假设;竞争对手现有战略与能力;44;45;3、战略群组分析;;;;2005欧洲工商学院Kin和Mauborgne 《蓝海战略》;51;52;53;54;55;56;57;58;对比：春秋航空（王正华）;七、市场需求分析;市场细分;消费者商品和服务市场;荣昌洗衣设备驱动→顾客驱动1;带着用户一起飞;荣昌洗衣（张荣耀）转型2;2011多选题;作业;