Analytical Models - Examples
BCG Growth Matrix波士顿成长矩阵
Competitive Position Matrix竞争态势矩阵
Competitor Analysis竞争者分析
Competitor Benchmarking竞争者标竿/定标比超/确立基准
Core Competence Analysis核心竞争力分析
Country risk analysis国家风险分析
Distribution strategy analysis分销战略分析
Experience Curve经验曲线
Gap Analysis差距分析
GEC Business Screen通用电气业务筛选
Macro-environmental analysis宏观环境分析
Marketing Technology Matrix营销技术矩阵
McKinsey 7S Framework麦肯锡7S框架
Organisation and personality assessment组织和性格评估
Patent analysis专利权分析
PIMS信息管理系统
Portfolio Analysis组合分析
Porter - five forces for industry analysis波特－产业五种力量分析
Analytical Models - Examples
Porter Generic Strategies波特一般竞争战略
Porter Value Chain波特价值链
Portfolio Management & Restructuring Strategies
组合管理和调整战略
Product Life Cycle产品生命周期
Ratio analysis比率分析
R&D, product and manufacturing analysis研发，
产品和制造分析
Regulatory and legislative analysis规章和立法分析
Scenario analysis情景分析
Shell Directional Policy Matrix壳牌方向政策矩阵
Strategy hypotheses and alliance analysis战略假设
和联盟分析
S-curve analysis S-曲线分析
Sustainable growth rate analysis可持续增长率分析
SWOT分析
Technology forecasting 技术预测
Trend Analysis趋势分析
War Games/Simulations军事演习/模拟
Win/loss analysis赢/输分析
Systems Thinking
系统思维
Analytical Technique Categories 1
分析方法分类1
Environmental – External环境-外部
Macro-environmental宏观环境
Micro-environmental微观环境
Environmental – Internal环境-内部
Financial 财务的
Non-Financial 非财务的
Strategic 战略性的
Operational 运营/运作性的
Key External Environmental Analysis Techniques
关键外部环境分析方法
Macro- Environment宏观-环境
Context: 环境
The big picture as a system作为一个系统的全景
affects more than the industry比产业的影响更大
Examples:例如
PEST
STEEP
PEST Analysis PEST分析
P olitical 政治的
E conomic 经济的
S ocial 社会的
T echnological 技术的
Advantages: Reasonable scope
优点：范围合理
Disadvantages: Does not specifically address Ecological impacts
弱点：不特别强调生态影响
Need to identify the significance/ favourablity/ unfavourablity
要确认意义/有利/没有利的一面
STEEP Analysis STEEP分析
S ocial社会的
T echnological 技术的
E conomic 经济的
E cological 生态的
P olitico-legal 政治和法律的
Advantages: Excellent scope 优点：范围极广
Disadvantages: ?? 缺点
Need to identify the significance/ favourability/ unfavourablity 需要确认意义/有利/没有利的一面
Key External Environmental Analysis Techniques
关键外部环境分析方法
Micro- Environment- Industry Analysis
宏观环境-产业分析
Context:环境
The industry as a system产业作为一个系统
Examples:举例
Porter Diamond of National Competitive Advantage (macro + micro)波特金刚石国家竞争优势理论（宏观+微观）
Porter 5-Forces (9 Forces??)波特五种力量模型（9力？？）
Competitor Analysis 竞争对手分析
Strategic Group Analysis 竞争群体分析
Porter’s Diamond of National Competitive Advantage
波特国家竞争优势金刚石理论(Porter, 1990)
Firm Strategy, Structure & Rivalry
企业战略，结构和竞争者
Demand Conditions
需求条件
Related & Supporting Industries
相关和支持产业
Factor Conditions
要素条件
Porter’s Diamond of National Competitive Advantage (Porter, 1990)
波特国家竞争优势金刚石理论(Porter, 1990)
Demand Conditions
Factor Conditions
Govern-ment
政府
Chance
机会
Factor Conditions
要素条件
Demand Conditions
需求条件
Firm Strategy, Structure & Rivalry
企业战略，结构和竞争者
Related & Supporting Industries
相关和支持产业
Porter’s Diamond of National Competitive Advantage (Porter, 1990)波特国家竞争优势金刚石理论(Porter, 1990)
Advantages:优点
Useful to identify countries as candidates for investment/ integration/ development 确认投资/整合/开发的国家
Based upon --- but extends --- classical economic trade and value chain theory 依据古典经济贸易和价值链理论，但又有所扩充
Based upon ‘level of sophistication, development and improvement’ not absolute inheritance 依据“复杂、发展和进步水平”而不是绝对禀赋
Disadvantages:弱点
Often misconstrued to (mistakenly) analyse other issues经常被用来（错误地）分析其它问题
5 Forces Model – Porter
五种力量模型-波特
POTENTIAL ENTRANTS
潜在竞争者的进入
SUPPLIERS供应商
INDUSTRY COMPETITORS产业竞争者
BUYERS购买者
SUBSTITUTES替代品
4) Threat of new entrants新进入者的威胁
2) Bargaining power of buyers购买者的议价力量
5) Threat of substitute products or services替代品的威胁
3) Bargaining power of suppliers
供应商的议价力量
1) Rivalry among existing firms企业间的竞争
5 Forces Model – Porter
五种力量模型-波特
Advantages优点
Dynamic – examines the forces acting on an industry动态-研究作用于产业的力量
Analyses market attractiveness分析市场吸引力
Based on economic theory以经济理论为基础
Disadvantages弱点
?
Industry Analysis – Step 1
产业分析-第一步
Complete a Porter 5- Forces Analysis
做完一个波特5种力量模型分析
Industry Analysis – Step 2: Competitor Analysis
产业分析-第二步：竞争者分析
Identify Competitors确认竞争者
Identify Strategic Variables eg (Porter)
确认战略变量例如波特
Specialisation专业化
Brand identification 品牌识别
Push v. pull strategy 推进和拉动战略
Channel selection分销渠道选择
Product quality产品质量
Technological leadership技术领先
Vertical integration纵向一体化
Cost position成本状态
Service level服务水平
Price policy价格方针
Leverage杠杆作用
Relationship with parent company与母公司的关系
Relationship to home and government与母国和政府的关系
Industry Analysis – Step 2: Competitor Analysis
产业分析-第二步：竞争者分析
Weight the strategic variables给战略变量加权
Rate competitors re: the strategic variables用战略变量评定竞争者
Calculate WSs and TWSs
计算WSs和 TWSs
Industry Analysis – Step 3: Strategic Group Analysis
产业分析-第三步：战略群体分析
Separate a list of significant competitors from Competitor Analysis从竞争对手分析中列出系列竞争对手
Group Strategic Variables – eg- by functional strategy (eg.- production strategy, marketing strategy, R&D strategy, etc.)群体战略变量-例如功能战略（如产品战略、营销战略、研发战略等）
Identify the 2 strongest strategic variables and use as axes on a graph (Strategic Group Map)确认最关键的两个战略变量，作为坐标上的两轴（战略群体图）
Plot the competitors on the Strategic Group Map把竞争者标在战略群体图上
Industry Analysis – Strategic Group Analysis产业分析-战略群体分析
Product Innovation
产品创新
% of Products Requiring Prescription产品需要处方%
OTC Drugmakers
非处方药制药商
Ethical Pharmaceutical Companies
民族制药公司
Generic Drug Companies
一般药品公司
Industry Analysis – Step 4: Mobility Barriers Between Groups
产业分析-第四步：群体间流动壁垒
Examples (Porter)举例（波特）
Economies of scale规模经济
Product differentiation产品差异
Switching costs成本转移
Cost advantages成本优势
Distribution Access分销渠道
Benefits from relationships with parent与母公司关系的益处
Capital intensity资本密集型
Government policy政府政策
Identify the strength of each barrier确认每个壁垒的强度
Industry Analysis – Steps 5 – 8
产业分析-第5-8步
Step 5: Gauge strength of Bargaining Power between groups and industry buyers & suppliers
第五步：测量群体和行业买方和供应商之间的议价力量
Step 6: Gauge Threat of Substitutes between groups
第六步：测量群体间替代品的威胁
Step 7: Gauge the Intensity of Internal Rivalry between Groups
第七步：测量群体间内部竞争对手的密度
Step 8: 5 – Forces Analysis of Groups
第八步：群体5力分析
Relative competitive positions of each group
各群体间相对竞争态势
Industry Analysis – Step 9
产业分析-第九步
Industry Evolution Analysis:产业进化分析
Identify radical strategic changes that could occur within the industry确认产业内部可能发生的基本战略变化
Analyse the Strategic Opportunities created by these changes分析这些变化所带来的的战略性机会
Analyse the Strategic Threats created by these changes分析这些变化所带来的战略性威胁
Industry Analysis – Step 10
Keep a Cautious Eye on Group Identity Dysfunction 注意群体特性功能失调
Reduced flexibility 降低灵活性
Strategic myopia 战略性短视
Sub- optimising behaviour 次优化行为
Experiential Exercise 练习
In your discussion groups, consider the organisation that you identified the research question for in Session 2
以小组为单位，选择第2章问题研究中指定的公司
Take 40 minutes to develop a ‘hypothetical’ industry analysis for that organisation.
用40分钟时间为这家组织进行一次“假设性的”产业分析
Be prepared to present a summary of your findings to the class.
准备向全班同学讲述你对发现结果的总结
Have fun! 从中寻找乐趣吧！
INDUSTRY ANALYSIS - THE NINE FORCES产业分析－九力分析
©THE MINDSHIFTS GROUP 2002
政府
产业竞争者
潜在进入者
经济和技术
转变
供应商
购买者
顾客
社会/顾客态度
替代品
国际 （形势）转变
Internal Analysis内部分析
Financial Analysis 财务分析
Ratio Analysis 比率分析
Advantages 优点
Use ‘hard’ data 运用“硬”数据
Operationally orientated 关注运营部分
Excellent efficiency analyses 效率分析完美
Useful for trends 适用于趋势分析
Disadvantages 缺点
May be too short-term focused 也许过于关注短期
May miss strategic implications 可能忽视战略意义
Ratio analysis比率分析
Liquidity - serviceability of debt
流动性-负债的适用性
Current ratio; Quick ratio; Inventory/ WC; Cash ratio
流动比率；速动比率；存货/营运资本；现金比率
Profitability赢利能力
NPM; GPM; ROI; ROE; EPS
净利润率、毛利润率、投资收益率、权益收益率、每股收益率
Activity ratios 活动比率
Inventory turnover; Days inventory; NWC turnover; Asset turnover; Avg. collection period; AR & AP turnover. . . 存货周转率；存货周期；NWC周转率；资产周转率；平均应收期；应收/应付账款周转率
Leverage ratios杠杆比率
Debt/ Asset; Debt/ Equity; Times Interest earned. . . 负债/资产；负债/权益；利率
Dupont Analysis杜邦分析
Internal Analysis内部分析
Non- Financial Analysis (examples) 非财务分析（举例）
SW (OT)
Issues Analysis问题分析
SWOT
S trengths优势
internal, current内部，当前
W eaknesses弱势
Internal, current内部，当前
O pportunities机会
External, usually future (to be seized)外部，常为未来（要获取）
T hreats威胁
External, usually future (to be mitigated)外部，常为未来（要减轻）
SWOT
Advantages:优势
Snapshot of the competitive situation of the organisation对组织竞争态势的静态描述
Identifies key strategic capabilities (key factors for success) and current performance
确认关键战略能力（关键成功因素）和当前绩效
Can be used to develop EFE & IFE
可以用于外部因素分析（EFE）和内部因素分析（IFE）
Evaluation of Strengths & Weaknesses - IFE
优势和弱点评估－内部因素分析
Internal Factor Evaluation (IFE) – Procedure
内部因素分析（IFE）－程序
List 5 - 10 most important strengths 列出5－10个重要优势
2) List 5 - 10 most important weaknesses 列出5－10个重大弱点
3) Weight each factor from (not important) to (very important) in terms of their importance to being successful in the firm’s industry
这些因素均影响到企业在本行业中的成功与否，根据其影响的重要性来给每个因素分配权重,从（不重要）到（非常重要）
total of all weightings = 权重总和＝
4) Rate each factor from to re: the organisation’s performance 给每个因素评分，评分范围从到 例如：组织的绩效
Major weakness = 1 主要弱点＝1
Minor weakness = 2 次要弱点＝2
Minor strength = 3 次要优势＝3
Major strength = 4 主要优势＝4
Firm Audit - Evaluation of Strengths & Weaknesses – IFE
公司分析－优势和弱点评估－IFE
5)Calculate each factor’s weighted score
计算每个因素的加权分数
6) Total all weighted scores; = average performance
计算所有加权分数的总和；=平均分数
Advantages: 优点：
Provides a ‘quick’ summary of the firm’s internal competitive situation
提供一个公司内部竞争力情况的“快速”总结
Disadvantages: 缺点：
Sources of error/ bias:
是错误/偏见产生的来源
External Factor Evaluation (EFE) Matrix
外部因素评估（EFE）矩阵
Process:过程：
List the 10 - 20 key opportunities & threats (critical success factors) that affect the organisation & its industry (specify ratios, %’s & comparative numbers)
列出影响组织及其所在行业（具体的比率、百分比和相对数字）的10－20个主要的机会和威胁（关键成功因素）
2) Weight each factor (industry-based) from (not important) to (very important). Total of all weights =
给每个分配权重（以行业为基础），从（不重要）到（非常重要）。权重总分＝
3) Assign 1 to 4 score to each factor re: how well the organisation’s strategies respond to or address the factor
给每个因素评分，范围是1－4分，例如：该组织的战略在应对或解决该因素上面表现如何
4) Weightings x score = weighted score 权重x分数＝加权分数
5) Sum of weighted score = Total Weighted Score (TWS)
加权分数总和＝总加权分数（TWS）
TWS = = average preparedness for environmental impacts
TWS＝ ＝对环境影响平均准备程度
TWS > = well prepared TWS > ＝准备充分
TWE < = poorly prepared TWE < ＝准备不足
Evaluation of Opportunties & Threats – EFE
机会和威胁评估－EFE
Advantages: 优点：
Provides a ‘quick’ summary of the firm’s situation vis a vis its external competitive situation
提供了关于公司相对于其外部竞争情况所处的地位的一个“快速”总结
Disadvantages: 缺点：
Sources of error/ bias:
错误/偏见产生的来源
Experiential Exercise练习
In your discussion groups, consider the organisation that you identified in the Industry Analysis
以小组为单位，以你们在产业分析中所选定的组织为例
Take 30 minutes to develop a ‘hypothetical’ IFE and EFE for that organisation.
在30分钟内为该组织作“假设性的”内部因素分析（IFE）和外部因素分析（EFE）
Be prepared to present a summary of your findings to the class.
准备向全班同学讲述你们对发现结果的总结
Have fun! 从中寻找乐趣吧！
Analysis Classification 分析类型
External 外部
Internal 内部
or 或
Strategic 战略性
Competitor & Customer 竞争对手和客户
Environmental 环境
Evolutionary 进化分析
Financial 财务分析
Strategic Analysis
战略分析
Industry Analysis 产业分析
SWOT/ TOWS Matrix SWOT/TOWS矩阵
BCG Growth/ Share Matrix 波士顿管理咨询公司的增长/（市场）份额矩阵
GE Business Screen Matrix
通用电气的业务筛选矩阵
Value Chain Analysis
价值链分析
Matching Strategy to SWOT -
TOWS Matrix
为SWOT-TOWS矩阵匹配战略
Strengths-S 优势－S 1)
2)
3)...
Weaknesses-W 弱点－W 1)
2)
3)...
Opportunities-O 机会－O
1)
2)
3)...
SO-Strategies SO－战略
1)
2)
3)...
WO-Strategies WO－战略
1)
2)
3)...
ST-Strategies ST－战略 1)
2)
3)...
WT-Strategies WT－战略 1)
2)
3)...
Threats-T 威胁-T 1)
2)
3)...
Matching Strategy to SWOT -
TOWS Matrix
为SWOT-TOWS矩阵匹配战略
Advantages of TOWS: TOWS的优点：
Turns the static SWOT into strategies
将静态的SWOT变成战略
Useful for ‘filling the holes’ in the organisation - minimising risk
有助于组织在进行风险最小化时“填补漏洞”
Useful for identifying strategies to take advantage of strengths & opportunities.
有助于确定能够利用优势和机会的战略
Disadvantages of TOWS TOWS的缺点
Limited by ‘box’ limitations of SWOT
受到SWOT中的几个“方框”的限制
Matching Strategic Position to Market Growth - BCG Matrix
将战略定位与市场增长－BCG矩阵相匹配
Compares RELATIVE market share with market growth
将相对市场份额和市场增长（率）相比较
Relative Market Share
= your product’s annual sales/ largest competitive product’s annual sales
相对市场份额＝你的产品的年销售额/最大的竞争对手的产品的年销售额
Market Growth
= annual growth rate (%) in most recent period 市场增长（率）＝最近一段时期的年增长率（％)
Matching Strategic Position to Market Growth - BCG Matrix
将战略定位与市场增长－BCG矩阵相匹配
Relative Market Share
Market
Growth
市场增长率
相对市场份额
Matching Strategic Position to Market Growth - BCG Matrix
将战略定位与市场增长－BCG矩阵相匹配
Question Marks (I) 问题业务（I）
low RMS; high growth market 相对市场份额低，市场增长率高
high cash needs; low cash generation
对现金的需求大；产生现金的能力低
strengthen or sell? 加强还是出售？
Stars (II) 明星业务（II）
high RMS; high growth market 相对市场份额高；市场增长率高
best long-run opportunities 长期中的最佳（商业）机会
high cash needs; higher cash generation
对现金的需求大；产生现金的能力较高
integration; penetration; development; jv’s
整合；渗透；开发；建立合资企业
Matching Strategic Position to Market Growth - BCG Matrix
将战略定位与市场增长－BCG矩阵相匹配
Cash cows (III) 现金牛业务（III）
high rms; low growth market 相对市场份额高；市场增长率低
yesterday’s stars 昨日之星
Milk 可以挤奶（收获时期）
product development; concentric diversification;
产品开发；集中式多元化；
retrenchment; divestment as becomes weaker
收缩业务；当它开始变弱时就剥离
Dogs (IV) 瘦狗业务（IV）
low rms; low or no growth market 相对市场份额低；市场增长率低或市场增长率为零
liquidate; divest; retrenchment 清算；剥离；收缩业务
Matching Strategic Position to Market Growth - BCG Matrix
将战略定位与市场增长－BCG矩阵相匹配
Advantages: 优点：
Linked to cash flow, investment 与现金流、投资相联系
characteristics, divisional needs
具有典型性，明确区分各种业务的需要
Disadvantages 缺点
Oversimplification? 过度简化？
Does not reflect longer term history/ future
并未反映出较长的历史或未来
Does not reflect other issues 没有反映出其它问题
Market size 市场规模
Competitive advantages, etc. 竞争优势等
Matching Strategic Position to Industry Attractiveness - The . Matrix
将战略定位和产业吸引力－通用电气矩阵相匹配
产业吸引力
强
一般
弱
业务强度/优势
高
中
低
Matching Strategic Position to Industry Attractiveness - The . Matrix
将战略定位和产业吸引力－通用电气矩阵相匹配
Industry attractiveness - a composite of:
产业吸引力由以下各要素组成：
Market size 市场规模
Market growth rate 市场增长率
Profit margin 利润
Competitive intensity (weak competitors = more attractive industry) 竞争强度（竞争对手较弱＝产业吸引力更大）
Cyclicality / Seasonality- fewer variations = more attractive
周期性/季节性－变化因素较少＝（产业）吸引力更大
Scale economics/ learning/ experience curves - more advantages = more attractive 规模经济/学习/经验曲线－更具优势＝（产业）吸引力更大
Step 1: Rating the Relative
Attractiveness of Each Industry
第1步：给每个产业的相对吸引力评分
A) Select industry attractiveness factors 选择产业吸引力因素
B) Assign weights to each factor (sum of weights = ) 给每个因素分配权重（权重总分＝）
C) Rate each industry on each factor (use scale of 1 to 10) 在每个因素的基础上为每个产业评分（分数范围为1到10分）
D) Calculate weighted ratings; sum to get an overall industry attractiveness rating for each industry 计算加权分数；进行加总，算出每个产业的总的吸引力分数
Example: Rating Industry Attractiveness
Attractiveness Rating
5
8
2
6
4
7
4
5
Weighted Industry Rating
Weight
Industry Attractiveness Factor
Market size and projected growth
Intensity of competition
Emerging industry opportunities and threats
Social, political, regulatory, and environmental factors
Seasonality and cyclical influences
Resource requirements
Industry profitability
Degree of risk and uncertainty
Sum of weights
Industry attractiveness rating
Rating Scale: 1 = Unattractive; 10 = Very attractive
Example: Rating Industry Attractiveness例子：给产业吸引力评分
Attractiveness Rating
吸引力评分
5
8
2
6
4
7
4
5
Weighted Industry Rating
产业的加权分数
Weight
权重
Industry Attractiveness Factor 产业吸引力因素
Market size and projected growth
市场规模和预期增长
Intensity of competition 竞争强度
Emerging industry opportunities and threats 新出现的产业机会和威胁
Social, political, regulatory, and environmental factors 社会、政治、法律和环境因素
Seasonality and cyclical influences
季节性和周期性的影响
Resource requirements 对资源的要求
Industry profitability 产业的盈利能力
Degree of risk and uncertainty
风险和不确定性的程度
Sum of weights 权重总分
Industry attractiveness rating 产业吸引力分数
Rating Scale: 1 = Unattractive; 10 = Very attractive 评分范围：1＝无吸引力，10＝非常有吸引力
Step 2: Evaluate Each Business
Unit’s Competitive Strength
第2步：评估每个事业（业务）单元的竞争优势
Objectives 目标
Determine how well each business is positioned in its industry relative to rivals
确定每个事业（业务）单元相对于其产业中的对手而言，定位是否恰当
Evaluate whether it is or can be competitively strong enough to contend for market leadership
评估该事业（业务）单元是否强大到、或可能强大到足以成为市场领导者
# 1 !
Matching Strategic Position to Industry Attractiveness - The . Matrix
将战略定位和产业吸引力－通用电气矩阵相匹配
Strategic Position = Competitive Strength = a composite of:
战略定位＝竞争优势＝由以下各要素构成：
Relative market share 相对市场份额
Price competitiveness 价格竞争力
Product quality 产品质量
Market knowledge 对市场的了解
Sales effectiveness 销售效果
Geographic coverage 地域覆盖
Procedure: Rating the Competitive Strength of Each Business
程序：给每项事业（业务）的竞争优势评分
A) Select competitive strength factors 选择竞争优势因素
B) Assign weights to each factor (sum of weights = ) 给每个因素分配权重（权重总分＝）
C) Rate each business on each factor (use scale of 1 to 10) 在每个因素的基础上给每个因素评分（评分范围为1到10）
D) Calculate weighted ratings; sum to get an overall attractiveness rating for each business 计算加权分数；进行加总，算出每个产业的总的吸引力分数
Example: Rating a Business Unit’s Competitive Strength
Strength Rating
5
8
2
6
4
7
4
5
Weighted Strength Rating
Weight
Competitive Strength Measure
Relative market share
Ability to compete on cost
Ability to match rivals on quality or service
Technology/innovation capabilities
How well resources match KSFs
Brand name reputation/image
Degree of profit relative to rivals
Sum of weights
Competitive strength rating
Rating Scale: 1 = Weak ; 10 = Strong
Bargaining leverage
例子:给一个事业（业务）单元的竞争优势评分
Strength Rating
优势评分
5
8
2
6
4
7
4
5
Weighted Strength Rating
优势的加权分数
Weight
权重
Competitive Strength Measure
竞争优势的衡量标准
Relative market share 相对市场份额
Ability to compete on cost
在成本上进行竞争的能力
Ability to match rivals on quality or service 在质量或服务上与对手抗衡的能力
Technology/innovation capabilities
技术/创新能力
How well resources match KSFs
资源与关键成功因素是否匹配
Brand name reputation/image
品牌声誉/形象
Degree of profit relative to rivals
己方与对手的利润之比
Sum of weights 权重总分
Competitive strength rating
竞争优势评分
Rating Scale: 1 = Weak ; 10 = Strong
Bargaining leverage 议价筹码
Constructing an
Attractiveness/Strength Matrix
构建一个吸引力/优势矩阵
Use quantitative measures of industry attractiveness and business strength to plot location of each business in matrix
运用产业吸引力和事业（业务）单元优势的量化衡量标准来确定每个事业（业务）单元在矩阵中的位置
Each business unit appears as a circle
每个事业（业务）单元都会以一个圆圈的形式出现
Area of circle is proportional to size of business as a percent of company revenues and pie slice shows % corporate net profit contribution.
(Or area of circle can represent relative size of industry with pie slice showing the company’s market share)
圆圈的面积在比例上等于该项事业（业务）单元的规模，即其收入在公司收入中所占的百分比；扇形面积代表的是该项事业（业务）单元的净利润在公司的净利润中所占的百分比
（或者，圆圈的面积可以代表产业的相对规模，其扇形面积则显示了公司的市场份额）
Representative Nine-Cell Industry Attractiveness-Business Strength Matrix
Low
High
Medium
Average
Strong
Weak
Market Size
Growth Rate
Profit Margin
Intensity of Competition
Seasonality
Cyclicality
Resource Requirements
Social Impact
Regulation
Environment
Opportunities & Threats
Relative Market Share
Reputation/ Image
Bargaining Leverage
Ability to Match Quality/Service
Relative Costs
Profit Margins
Fit with KSFs
Industry
Attractiveness
Business Strength
Rating Scale: 1 = Weak ; 10 = Strong
九格产业吸引力－业务优势矩阵
低
高
中
一般
强
弱
市场规模
增长率
利润率
竞争强度
季节性
周期性
资源要求
社会影响
法律
环境
机会和威胁
相对市场份额
声誉/形象
议价筹码
在质量/服务上的竞争能力
相对成本
利润率
（资源）与关键成功因素
的匹配
产业吸引力
业务优势
Rating Scale: 1 = Weak ; 10 = Strong
评分范围：1＝弱；10＝强
Experiential Exercise 练习
In your discussion groups, consider the organisation that you analysed in your industry analysis
以小组为单位，以你在产业分析中所用的组织为例
Take 30 minutes to develop a ‘hypothetical’ GE Matrix for that organisation.
用30分钟为该组织构建出一个“假设性的”通用电气矩阵
Be prepared to present a summary of your findings to the class.
准备向全班同学讲述你们对发现结果的总结
Have fun! 从中寻找乐趣吧！
Value Chain Analysis 价值链分析
Value-creating activities from basic sources through to the end product delivered into customer’s hands (Shank & Govindarajan, 1993)
从源头到交付到顾客手中的终端产品，价值创造活动一直贯穿其中（ Shank & Govindarajan, 1993）
Analysis- disaggregates a firm into distinct activities in order to identify:
分析－将一家公司分解成各种不同的活动，目的是为了确定：
Factors that determine the costs of performing different activities and their relative importance 决定进行不同活动所需要的成本的因素，以及这些因素的相对重要性
Why a firm’s costs differ from competitors 为什么一个公司的成本会有别于其竞争对手
Which activities a firm and its competitors perform efficiently or inefficiently 一个公司及其竞争对手在哪些活动上执行上具有高效率或没有效率
How costs in one activity influence those of another 一项活动的成本是如何影响其它活动的成本的
Which activities a firm or its competitors should undertake itself and which activities it should contract out. 哪些活动是公司或其竞争对手应该自己执行的，哪些是它们应该外包出去的
A Typical Company Value Chain
一个典型的公司价值链
Primary Activities & Costs 基本活动和成本
Inbound Logistics
内向（入库）物流
Sales & Marketing
销售和营销
Service
服务
Profit Margin
利润率
Operations
运作/营运
Outbound Logistics
外向（出库）物流
Product R&D, Technology, Systems Development 产品研发、技术、系统开发
Human Resources Management 人力资源管理
General Administration 一般行政管理
Support Activities & Costs
支持活动和成本
Corporate Analysis Techniques
公司分析技术
Blindspot Analysis 盲点分析
Competitor Profiling 竞争对手概要分析
Core Competenc(i)es and Capabilities
核心竞争力和能力
Functional Analysis 职能分析
Shadowing – knowing about a competing firm’s managers and decision-making process
秘密追踪－了解对手公司的管理者及其决策过程
Management Profiling 管理层的概要分析
Historiography 历史资料
McKinsey 7S 麦肯锡的7S模型
Blindspot Analysis 盲点分析
Objective: To assess the presence of blindspots that may compromise a competitor’s ability to respond to a competitive action.
目的：评估某个盲点，该盲点可能削弱一个竞争者对一项竞争性举措的应对能力
Misjudging industry boundaries 对产业领域的错误判断
Poor identification of the competition 对竞争认知不足
Overemphasis on competitors’ visible competence 过分重视竞争对手所显示出来的能力
Overemphasis on scope – not posture 过分强调范围而不是态势
Faulty assumptions about the competition 对竞争情况作错误假设
Paralysis by analysis 因分析而陷入企业运作瘫痪
Competitor Profiling 竞争对手概要分析
Successful strategists take great pains in understanding their competitors 成功的战略家在了解竞争者上付出极大的努力
Identifying their strategies 确定他们的战略
Watching their actions 观察他们的行动
Evaluating their vulnerability to driving forces and competitive pressures 评估他们的驱动力的弱点以及竞争压力下的弱点
Sizing up their resource strengths and weaknesses and their capabilities 评估他们的资源优势和弱势以及他们的实际能力
Trying to anticipate rivals’ next moves 试图预计对手的下一步行动.
Competitive Profiling - The 4 Corner Analysis Model (Porter, 1980)
COMPETITIVE PROFILING THE 4 CORNER ANALYSIS MODEL竞争概要分析－四角分析模型（波特，1980）
DRIVERS驱动力
CAN DO/IS DOING可行/现行
Future Goals/Philosophies/Strategies
未来目标/理念/战略
Current Strategies
现行战略
Management Assumptions
管理假设
Capabilities
能力
Competitive Profile Matrix 竞争态势矩阵 (CPM) (David, 2001, pp. 114-115)
CPM- compares competitors against critical success factors (CSF’s) in the industry + other comparators (eg.- GE strengths)
CPM- 将竞争对手与行业中的关键成功因素（CSF’s)及其他比较指标（如-GE 优势）进行比较
Weighted score system 加权评分系统
CSFs/ comparators are weighted by importance ; 关键成功因素（CSFs)/比较指标按重要性进行加权
Total 总分=
Competitors are listed re: relative strength for each CSF列出竞争对手，例如根据在每个关键成功因素上，各个竞争对手的相对优势进行罗列：
4 = major strength 主要优势
3 = minor strength 次要优势
2 = minor weakness 次要劣势
1 = major weakness 主要劣势
Total weighted score indicates overall strength of competitor.加权总分表示竞争对手的整体优势
Customer & Product Analysis Techniques
顾客及产品分析技巧
Customer value analysis
顾客价值分析
Customer segmentation/ needs analysis
顾客（市场）细分/需求分析
Competitive benchmarking
竞争定标比超/基准设定
Customer Value Analysis顾客价值分析
“Customer value is the most important source of competitive advantage.” (F&B, p. 182)
“顾客价值是竞争优势的最主要来源。” (F&B, p. 182)
CVA Process:顾客价值分析流程 (CVA流程)
Customer Intimacy 顾客亲密度
Surveys - Focus groups
调查 焦点小组访谈法
Conjoint analysis - Price Sensitivity analysis
联合分析/交互分析 价格敏感度分析
Motivation analysis - Unmet Needs analysis
动机分析 未满足需求分析
Lead User analysis - Defection analysis
领先使用者分析 背弃分析
Customer Value Analysis顾客价值分析
CVA Process (cont.)CVA流程（续）
Formal CVA 正式CVA
Choice of what matrices to use选择使用何种矩阵
Use the matrices to create a ‘picture’ 使用矩阵以取得一幅整体“图画”（了解全局）
Strategic Management of Customer Value 顾客价值的战略管理
Strengthen CV priorities 增强顾客价值的重要性
Regularly monitor for CV shifts 经常监控顾客价值的转变
Customer Segmentation & Needs Analysis顾客细分及需求分析
Step 1: Segmentation第一步：（市场）细分
Segmentation Criteria (Consumer Markets)
细分标准(消费者市场)
Product-Related (“Why?”)与产品相关的(“为什么？”)
User types (regular, first time, non-users, potential) 使用者类型(常用者，初次使用者，非使用者，潜在使用者）
Price sensitivity 价格敏感度
Consumption patterns/ usage frequency消费习惯/使用频率
Perceived benefits (performance, quality, image, service) 感知利益（表现，质量，形象，服务）
Brand Loyalty 品牌忠诚度
Application (purchase occasion, media exposure) 应用(购买场所，媒体曝光度）
Customer Segmentation & Needs Analysis顾客细分及需求分析
Step 1: Segmentation (cont.)第一步：（市场）细分
Segmentation Criteria for Consumer Markets 消费者市场的细分标准
User-based (“Who?”)以使用者为基础(“谁”)
Demographic人口
Geographic地理
Socioeconomic 社会经济
Lifestyle/ Personality 生活方式/性格
Customer Segmentation & Needs Analysis顾客细分及需求分析
Step 1: Segmentation (cont.)第一步：（市场）细分(续)
Segmentation Criteria for Industrial Markets
工业市场的细分标准
User-based (“Who?”)以使用者为基础(“谁”)
Industry type/ position 产业类型/定位
Company size 公司规模
Technology employed 所应用的科技
Product-related (“Why?”)与产品相关的(“为什么？”)
Consumption patterns - Seller/ Purchaser relationship
消费模式 买卖双方的关系
End usage - Purchasing policies
最终用途 采购政策
Perceived benefits 感知利益
Size of purchase 采购规模
Customer Segmentation & Needs Analysis顾客细分及需求分析
Step 2: Targeting第二步：确定目标
4 R test: 4R测试
R ate the market? (Quantitative + qualitative)
评估市场（定量 + 定性）
R ealistic in size? (Support segmentation?)
规模是否具有现实性 （是否足以进行细分？）
R each? (Feasibly reachable?)
实现？（是否可行？）
R esponsiveness? (to marketing mix?)
响应度/敏感度 （对营销组合的反应如何？）
Refine using Competitive & External analyses 运用竞争及外部分析加以修改
Customer Value Analysis 顾客价值分析
Customer Segmentation & Needs Analysis顾客细分及需求分析
Step 3: Strategic Positioning第三步：战略定位
4 (5?) P’s of the Marketing Mix市场营销组合的4(5?)P
Product产品
Price价格
Promotion推广
Place地点
(People?)人
Analysis tools:分析工具
Conjoint analysis联合分析/交互分析
Competitor maps竞争对手图
Performance matrices, etc.绩效矩阵，等
Experiential Exercise练习
In your discussion groups, consider the organisation that you identified in the Industry Analysis 在你的讨论小组里，以你在产业分析里所用的组织为例
Take 40 minutes to develop a ‘hypothetical’ Customer Segmentation and Needs analysis for that organisation. 用40分钟时间为该组织进行一个“假设性的”顾客（市场）细分及需求分析
Be prepared to present a summary of your findings to the class. 准备向全班同学讲述你们对发现结果的总结
Have fun! 享受其中的乐趣！
Competitive Benchmarking 竞争定标比超/基准设定
1) Determine which function(s) to benchmark.确定哪个（些）部门需要定标比超/设立基准/标杆
2) Identify key performance indicators (KPI’s) to measure.确认需要衡量的主要绩效指标(KPI’s)
3) Identify best-in-class organisations确认最优秀的组织
4)Measure performance of best-in-class organisations (Best Practice)衡量最优秀组织的绩效（最佳实践）
5) Measure your organisation’s performance 衡量你的组织的绩效
6) Specify programs & actions to close gap 对意在缩短差距的计划和行动进行详细说明
7) Implement and monitor results. 实施并监测结果
Issues Analysis 事项分析
Issues Priority Matrix 优先事项矩阵
Low低 Impact 影响 High高
Urgency
High高
Low低
New premises新办公地点
Expected product recall 预计产品召回
New product launch 新产品发布
紧急性
Issues Priority Matrix优先事项矩阵
Low低 Impact 影响 High高
Urgency
High高
Low低
New premises新办公地点
Expected product recall预计产品召回
New product launch新产品发布
Monitor
监控
Monitor closely/ act 密切监控/行动
Urgent priority!!!
紧急性
紧急优先！！
Issues Priority Matrix优先事项矩阵
Low低 Impact 影响 High高
Urgency
High高
Low低
New premises新办公地点
Expected product recall预计产品召回
New product launch新产品发布
Monitor
监控
Monitor closely/ actMonitor closely/ act 密切监控/行动
Urgent priority!!!
Dynamic Movement动态移动
紧急性
紧急优先！！
Scenario Analysis情景分析
“What if?”如果
Quantitative定量
Computerised Econometric models 电算化的计量经济学模型
Downstream impacts with feedback loops 因反馈环而产生的下游影响
Qualitative定性
Intuitive methods直觉方法
Delphi德尔菲法
Cross Impact methods - interrelated dependencies 相互影响方法－相互依赖性
Scenario Analysis 情景分析
5 Specific Levels/ Purposes:5个具体层次/目的
STEEP scenario STEEP 情景
Sensitivity scenario 敏感度情景
Internal/ controllable factors 内部/可控因素
Spreadsheets 电子数据表
Industry scenario 行业情景
Diversification scenario 多元化情景
Public Issue scenario 公共事件情景
Stakeholder Analysis利益相关者分析
Who? 谁？
What? 什么？
Opportunities & Threats (Challenges)?
机会&威胁（挑战）？
Strategies 战略
Stakeholder mapping利益相关者图
利益程度
低
高
力量
低
高
最小的努力
让利益相关者满意
让利益相关者知情
主要参与者
Stakeholder mapping 利益相关者图
可预测性
高
低
力量
低
高
很少问题
有强大力量但可预测
不可预测但可管理
最大的危险或机会
Experiential Exercise 练习
In your discussion groups, consider that the organisation that you identified in the Industry Analysis is making a major shift in its strategic direction (you decide what that will be).在你的讨论小组中，以你在行业分析中确定的组织为例，该组织正在作出一个重大的战略方向改变（由你来决定它是一个什么样的改变）
Take 30 minutes to develop a ‘hypothetical’ Predictability / Power Stakeholder Map for that organisation. 用30分钟时间为该组织建立一个“假设性的”可预测性/力量利益相关者图
Be prepared to present a summary of your findings to the class.准备向全班同学讲述你们对发现结果的总结
Have fun!享受其中的乐趣！
Evolutionary Analysis Tools 进化分析工具
Experience Curve analysis 经验曲线分析
Growth Vector analysis 增长矢量分析
Patent analysis 专利分析
Product Life Cycle analysis 产品生命周期分析
S-curve analysis S曲线分析
Organisational Life Cycle analysis 组织生命周期分析
Experience Curve Analysis经验曲线分析
Introduced as a concept by BCG in 1966
该概念由波士顿管理咨询公司（BCG）在1966年率先提出
Used by Ford as early as 1908
福特早在1908年就已经运用
Complex and limited
复杂且有局限性
Remember the Model T!
记住T模型
Growth Vector Analysis – Ansoff
增长矢量分析－安索夫（Ansoff）模型
Market
Opt ions
Product Alternatives产品选项
Present Products现有产品
Improved Products改良产品
New Products新产品
Existing Market
现有市场
Expanded Market
已拓展市场
New Market
新市场
Market Penetration市场渗透
2) Product Extension (eg.- variants/ imitations)
产品扩展（例如－变化/模仿）
3) Product Development (eg/- line extension产品发展（例如：系列延伸）
4) Market Extension
市场拓展
5) Market Segmentation/ Product Differentiation市场细分/产品差异化
6) Product Development/ Market Extension产品开发/市场拓展
7) Market Development
市场开发
8) Product/ Service Extension & Market Development 产品/服务拓展&市场开发
9) Diversification
多元化
市场选项
Patent Analysis 专利分析
Identify scope 确定范围
Specific geographical areas? 特定的地理区域？
Specific firms? 特定企业？
Specific technologies? 特定技术？
Determine analytical framework 决定分析架构
Highly Cited Patents 高引用率专利
Technical Impact Analysis (TII) 技术影响分析
Identifies most technically significant 确定大多数技术重点
Current Impact Index (CII) 现有影响指数
= (avg citations per firm patent each year 企业专利被后续专利引用的年平均数）
(avg. number of citations for all patents in the database per yr在专利数据库中所有专利被后续专利引用的年平均数)
Technical Cycle Time (TCT) 技术生命周期
Median age of earlier patents cited in the firm’s most recent patents 企业的最新专利中所引用的早期专利的年龄的平均值（中位数）
Patent Analysis (cont.)专利分析(续)
Determine analytical framework (cont.)决定分析架构(续)
Technology Strength 技术力量
= no. of company patents x CII企业专利数目 x现有影响指数（ CII）
Dominance & Scope Indicators 优势&范围指标
Observable patterns of citations between firms that reveal the competitive position of each firm’s technology and strategic thrust 企业间值得注意的（专利）引用模式，这些模式揭示了每个企业在技术和战略发展方向上的竞争地位
Determine which databases to search 决定搜索哪些数据库
Search databases 搜索数据库
Analyse data for statistical relevance 对数据的统计相关性进行分析
Continue to monitor periodically 持续地进行定期监控
Product Life Cycle Analysis
产品生命周期分析
Estimate potential demand 估计潜在的需求
Determine price range 决定价格范围
Forecast sales for a range of possible prices 预测在一系列可能价格上的销售量
Consider the risk associated with competitive price cuts 考虑减价竞争的相关风险
Determine the fundamental market strategy for the Growth stage决定增长阶段的基本市场战略
Skimming v. penetration strategies 撇脂战略和渗透战略
Define level of aggregation 决定集合的层次
Needs-based, not product class or brand-based
以需求为基础，而不是以产品分类或品牌为基础
Product Life Cycle Analysis (cont.)产品生命周期分析(续)
Forecast turning points 预测转折点
Declining prices 价格的下降
Increasing sales resistance 对销售的抗拒的增强
Increasing inventories 存货的增加
Decreasing order backlogs 订货储备的减少
Analysis of internal sales data 内部销售数据的分析
Media analysis 媒体分析
Bubble syndrome 泡沫症状
Unbridled optimism 盲目乐观
Declining brand preferences/ increasing PED
品牌偏好的下降/PED的上升
Increasing product standardisation 产品标准化的增加
Market entry by private labels 私有品牌进入市场
Market saturation 市场饱和
Common production processes 相同的生产流程
Product Life Cycle Analysis (cont.)产品生命周期分析(续)
Modification of strategy for each stage 针对每个阶段进行修改战略
Remain watchful for a new PLC 保持对新的产品生命周期的关注
Revise assumptions and variables accordingly
对假设和变量进行相应的调整
S-Curve (Technology Life-Cycle) Analysis
S曲线（技术生命周期）分析 (Foster, 1982)
ROR&D = Technical progress科技进步 x NPV of R&D Investment研发投资的净现值
研发回报 R&D investment研发投资 Technical progress科技进步
1
2
3
Perform
Progress
Effort (R&D funds or man-hrs)投入（研发的资金或人力时间）
Effort (R&D funds or man-hrs)投入（研发的资金或人力时间）
Point of maximum R&D productivity研发生产力最大化点
Maturity: technology reaches natural limit成熟期：科技到达自然局限
Growth: Critical knowledge applied发展期：重要知识应用
Embryonic: Low R&D returns胚胎期：低研发回报
进步
绩效
S-Curve (Technology Life-Cycle) Analysis
S曲线（科技生命周期）分析(cont.)(续)
Assess the technological threat facing the firm 评估企业面临的科技威胁
Current & potential alternatives to the firm’s technology 企业技术现有及潜在的替代品
Identify current & future technical drivers of customer value确认现在及将来顾客价值的科技驱动因素
Main critical technical issues key attributes
主要的关键技术问题 ->主要特征
Establish limits of the firm’s existing technical platform 设立企业现有技术平台的界限
Cooperation with strategic & technical experts 与战略专家及技术专家合作
Iterative, with different creative loops反复，用不同的创意环
Plot the S-curve, using the limit in (c) as the horizontal maximum (see 3 methods in F&B, p. 392)用(c) 作为横轴的最大值(参阅F&B的三种方法392页）画出S曲线
S-Curve (Technology Life-Cycle) Analysis
S曲线（科技生命周期）分析(cont.)(续)
Develop a timely strategic response to any identified technological threats 针对所确定的每项技术威胁建立及时的战略应对计划
Visualise possible competitive technologies 将可能存在的竞争技术形象化
Analyse total costs associated with each alternative, including:
分析每一个备选方案的总成本，包括：
Opportunity costs 机会成本
Entry & exit costs 进入和推出成本
Switching costs 转换成本
Sociopolitical compliance costs 遵循社会政治规范成本
Integration costs, etc. 整合成本，等
Determine the strategic validity of staying on current S-curve or jumping to a new S-curve 决定继续留在现有s曲线还是跳入新的s曲线的战略效度（有效性）
Repeat for every potential new S-curve
对每一个潜在的新s曲线都重复以上步骤
Organisational Life Cycle Analysis
组织生命周期分析
Organisational Growth Phases组织的成长阶段
Size
of
Org
组织规模
Age of Organisation 组织的早期
Birth建立
Youth
Maturity成熟期
Phase I: Entrepreneur phase
第一阶段
创业者阶段
Phase II: Direction phase
第二阶段
领导阶段
Phase III: Delegation phase
第三阶段
授权阶段
Phase IV: Systems phase
第四阶段
系统阶段
Phase V: Collaboration phase
第五阶段：合作阶段
Crisis of management (tends to be the worst)
管理的危机（倾向于成为最差的）
Crisis of autonomy自治的危机
Crisis of control
控制的危机
Crisis of red tape
官僚主义 的危机
Crisis of ??
Source: Greiner, . 1972. Evolution and revolution as organisations grow, HBR 50, pp. 37 - 46
Slope of the line is dependent upon the friendliness of the market这条直线的斜率取决于市场的友善度（竞争程度）
(values??)价值危机
The Risk of Strategic Drift (Johnson & Scholes, 1997, p. 76)
战略性转移的风险
第三或四阶段：转型或死亡
第二阶段：不断变化
变化量
环境变化
第一阶段：增长变化
战略性变化
第五阶段：转型变化早于环境变化
Experiential Exercise
练习
In your discussion groups, consider the organisation that you identified in the Industry Analysis
以你小组为单位，以你在产业分析中所用的组织为例
Take 10 minutes to identify where that organisation fits on the Strategic Drift Map.
用10分钟的时间确定该组织在战略转移图中所处的位置
Be prepared to present a summary of your findings to the class.
准备向全班同学阐述你研究发现总结
Have fun!
从中寻找乐趣吧！
Financial Analysis Tools
财务分析工具
Ratio analysis 比率分析
Sustainable Growth Rate analysis
可持续发展率分析
Competitive Cost analysis
竞争成本分析
Strategic Funds Programming
战略资金计划
Dupont Ratio Analysis
杜邦比率分析
损
益
表
资
产
负
债
表
销售收入
减去
总销售成本
毛利润
减去
经营费用
减去
利息费用
减去
税费
销售收入
除以
总资产
总负债
加上
股东权益
流动资产
加上
净固定资产
短期负债
加上
税后净利润
除以
销售收入
净利润率
乘以
总资产周转率
资产收益率
乘以
权益收益率
财务杠杆倍数
长期负债
股东权益
总负债和总股东权益=总资产
除以
Sustainable Growth Rate (SGR) Analysis可持续发展率分析
Gather information from the firm’s accounts
从公司会计那里收集信息
2. Calculate each SBU’s existing SGR = G
=Leverage x Asset T/0 x Profit Margin x %Ret. Earn. …or other formula depending on available info (F&B, p. 445)
计算每个战略事业单位现有的可持续发展率=G=杠杆比率x资产周转率x 利润率x 回报率或其它由可获取的信息所决定的公式
3. Integrate with Strategic Funds Programming
与战略资金计划结合
If SFP growth rate > SGR financial stress
如果战略资金计划（SFP） 增长率>可持续发展率（SGR） 财务压力
Can increase SGR by any combination of:
可以通过以下方法提高可持续发展率（SGR)：
Increasing any of the formula components
提高公式中的任何一个组成部分
Raising equity
提高权益
Constrain growth by reducing SFP
通过减少SFP来限制增长
Strategic Funds Programming
战略资金计划
Objective: to direct funding to obtain the most strategic ROE
目标：管理资金获得最具战略意义的权益收益率
Determine Existing Financial Capacity of the firm
确定公司现有的财务能力
Dupont disaggregated ROE杜邦权益收益率=
Total Assets (year t-1) x Sales (year t) x Net Income (year t)
Equity (year t-1) Total Assets (yr t) Sales (year t)
杜邦权益收益率=
总资产 (year t-1) x 销售收入 (year t) x 净收入 (year t）
权益(year t-1) 总资产 (yr t) 销售收入 (year t)
Where t = current year; t-1 = last year 这里 t=本年 t-1=上一年
(or Sustainable Growth Rate或者可持续增长率)
Strategic Funds Programming (cont.)
战略资金计划（续）
Separate strategic programs from operational maintenance
将战略计划从经营维护中分离出来
Analyse competing strategic investment opportunities
分析竞争战略投资机会
Cost / benefit analysis
成本/利润分析
Measures of future success
未来成功的测量
Future performance targets
未来绩效目标
Sensitivity analysis
敏感性分析
Integration with overall organisational strategy (and existing projects??)
与组织的全面战略整合（以及现有的项目）
Strategic Funds Programming (cont.)
战略资金计划（续）
Rank competing strategic investment opportunities – analytically rigorous and impartially applied – eg.:
将竞争战略投资机会排序-严格分析， 公平应用例如：
Tightness of strategic fit
战略性吻合的紧密程度
Past strategic fund performances
以往战略资金的绩效
Cost/ benefit forecasts
成本/利润预测
Risk profile
风险组合
Financial leverage / benefits if debt funding required
如果需要进行举债融资，运用财务杠杆/收益（工具）
Short, medium & long term funding pattern requirements… etc.
短期，中期和长期的资金需求类型等等
Strategic Funds Programming (cont.)
战略资金计划（续）
Selection of strategic funding proposal(s)
战略资金计划的筛选
6. Initiate formal release of strategic funds
战略资金的首次正式使用
Performance evaluation & control vis à vis strategic management process.
对于战略管理流程的绩效评估和控制
The FAROUT System FAROUT系统
F uture orientation 未来导向
A ccuracy 准确性
R esource efficiency 资源（利用）效率
O bjectivity 客观性
U usefulness 实用性
T imeliness 时效性
The FAROUT System FAROUT系统
Future Orientation:未来导向
1 = low level of future focus; 5 = high level of future focus
1=关注未来的程度较低；5=关注未来的程度高
Accuracy:准确性
1 = low level due to data/ source limitations; 5 = high level
1=由于数据资源限制的低水平； 5=高水平
Resource efficiency资源（利用）效率
1= requires high level of resources; 5 = requires low level of resources
1=对资源的需求量高； 5=对资源的需求量低
Objectivity:客观性
1 = not highly objective due to biases;
1=由于偏见没有高度的客观性
5 = highly objective due to elimination of biases
5=由于消除了偏见而具有高度的客观性
Usefulness:实用性
1 = low level of valued output; 5 = high level of valued output
1=少量的有价值的产出； 5=大量的有价值的产出
Timeliness:时效性
1 = requires a great deal of time to complete effectively; 5 = takes little time to complete effectively
1=需要大量的时间来有效的完成； 5=花很少的时间有效的完成
FAROUT 方法总结
章节
分析方法
关注未来
第一部分：战略分析方法
波士顿成长矩阵
组合矩阵
通用电气业务筛选
行业分析
战略小组分析
SWOT 分析
价值连分析
第二部分：竞争和顾客分析
注释：假设所有的比较因素的权重都是相同的。 虽然因为组织的不同情况并不一定如此。
盲点分析
竞争对手分析
顾客（市场）细分分析
顾客价值分析
部门能力和资源分析
管理剖析
第三部分：环境分析
事件分析
宏观环境分析
（STEEP)分析
情景分析
利益相关者分析
第四部分：进化分析
经验曲线分析
成长动力分析
专利权分析
产品生命周期分析
S曲线分析
第五部分：财务分析
财务比率和报表分析
战略资金计划
可持续增长率分析
准确性
总分
时限性
实用性
客观性
资源效率
Experiential Exercise体验式练习
In your discussion groups, consider the organisation that you identified in the Industry Analysis
以小组为单位， 以你在产业分析中确定的组织为例
Based on the FAROUT approach, which analysis techniques would be the most applicable to your current situation?
依据FAROUT方法， 哪一种分析方法对于你当前的情况最适用？
Be prepared to present a summary of your findings to the class.
准备向全班同学阐述你的研究总结。
Have fun!
从中寻找乐趣吧！
Key Point关键点
Use a variety of analytical tools,
but don’t over-analyse
运用多种工具， 但不要分析过头
Remember… prevent ‘paralysis by analysis’
记住…要防止“分析瘫痪症（因分析过度而导致企业运作出现瘫痪）”
Recall: The CI ‘Value Added Chain’
复习：竞争情报“价值链”
公司基础结构
研发
构建流程
收集数据
分析
深入观察
沟通
说服受众
典型的投入程度百分比
最佳投入程度百分比
Analysis & Strategy
分析和战略
Analysis is used to:分析是用来
CREATE the intelligence findings
得出情报的发现结果
Rationalise conflicting information
协调相互冲突的信息
Forecast future events/ competitive situations
预测未来事件/竞争环境
Utilise expert judgements
利用专家的判断
Analysis is the heart of strategy formulation分析是战略制订的核心
The Quality of Analysis
分析的质量
Depends on 4 key areas:
取决于4个主要方面
The analyst themselves 分析者本身
The analysis task 分析的任务
The internal organisational environment
内部组织环境
The external environment
外部环境
Why is analysis usually done so poorly? 为什么分析通常做的很糟糕？
Tool rut 工具老套
B-school recipe 商学院处方
Ratio blinders 比率眼罩
Convenience shopping 便利店
Other pitfalls such as:其他易犯的错误例如：
Mindset 思维定势
Looking backward 回头看/向后看
Stereotyping – heuristics 墨守成规
Mirror imaging 镜像
