Pay special attention to short and comprehensive questions.
Important knowledge points in this chapter:
● Analysis of external environment of enterprises
Macro environmental analysis
Industrial environment analysis
Analysis of competitive environment
Low enterprise internal environment analysis
Analysis of enterprise resources and capabilities
Value chain analysis
Commercial portfolio analysis
●SWOT analysis
Knowledge point 1 macro environment analysis (PEST analysis)
Political and legal environment-politics
(B) the economic environment-economy
Refers to the social and economic situation and national economic policies, including six aspects:
Social and cultural environment-society
1. Demographic factors: geographical distribution and density of residents, age, education level, nationality, etc. Marriage rate, birth rate, life expectancy and regional distribution.
2. Social mobility: social stratification, differences between different classes and transformation between classes, changes in the size, wealth and composition of various groups within the population, and population distribution in different regions. Stakeholders have different expectations of enterprises.
3. Consumer psychology: Enterprises should have different product types to meet the needs of different customers.
4. Lifestyle changes: current and emerging lifestyles and fashions. Social, intellectual, aesthetic, etc.
5. Cultural tradition: social habits formed in a long historical period in a country or region. The difference between Spring Festival and Christmas.
6. Values: refers to the conceptual standards for the public to evaluate various behaviors. The pursuit of individualism in the west.
Technical environment-technology
Including science and technology system, science and technology policy, science and technology level and development trend.
* Five impacts of technical environment on strategy.
(1) The progress of basic technology enables enterprises to analyze the market and customers more effectively.
(2) New technologies have increased the demand of society and emerging industries for products and services in this industry.
(3) Technological progress can create competitive advantages.
(4) Technological progress will lead to the elimination of existing products or shorten the life cycle of products.
(5) The development of new technologies can pay more attention to environmental protection, corporate social responsibility and sustainable growth.
Knowledge point 2 industrial environment analysis
Porter: The most critical part of the company environment is one or several industries in which the company competes. Industry is made up of a group of companies that produce similar substitutes.
Industrial environment analysis includes the following contents:
(a) product life cycle
Porter believes: "The originator of predicting industrial evolution is the product life cycle." It is generally believed that life cycle can also be applied to industrial analysis. Usually, an industry will go through four stages: introduction period, growth period, maturity period and recession period. The division of the four stages is marked by the inflection point ("S" shape) of the industrial sales growth curve.
1. Introduction period
Strategic goal: expand market share and strive to become a "leader"
Strategic path: R&D and technical improvement to improve product quality.
2. Growth period
Strategic goal: strive for the largest market share and stick to the mature stage.
Strategic path: Marketing is a good opportunity to change the image of price and quality.
Step 3: mature
Strategic goal: consolidate market share and improve return on investment.
Strategic path: improve efficiency and reduce costs.
Step 4 step back
Strategic goal: defense, get the final cash flow.
Strategic path: control costs to maintain positive cash flow.
(B) five kinds of industrial competitiveness-five-force model
Basic framework of industrial structure analysis--analysis of five kinds of competitiveness.
These five forces determine the intensity of industrial competition and industrial profit rate.
1. Analysis of five kinds of competitiveness
2. Strategies for coping with five kinds of competitiveness
First of all, the company must position itself and isolate itself from the five kinds of competitiveness by taking advantage of cost advantage or differentiation advantage, so as to surpass its competitors.
Secondly, the company must determine which market segment in the industry, and the five competitiveness have less influence, which is the "concentration strategy" put forward by Porter. Finally, the company must strive to change five kinds of competitiveness.
3. Limitations of five-force model
The (1) model is basically static, but the environment is always changing.
(2) The model can determine the profitability of the industry, but the assumption about the profitability of non-profit organizations may be wrong.
(3) The model is based on the assumption that once this analysis is carried out, enterprises can formulate enterprise strategies to deal with the analysis results, but this is only an ideal way.
(4) The model assumes that the information of the whole industry (including all potential entrants and substitute products) can be known.
(5) This model underestimates the possibility of establishing long-term cooperative relations between enterprises and suppliers, customers or distributors, and joint ventures to reduce the threat between them. (Relativity of Competition and Cooperation)
(6) The model does not fully consider the elements of industrial competitiveness. For example, there is a sixth element-interaction and complementarity (David Yafei, Harvard University).
Asia and Africa believe that there are different degrees of complementary and interactive products or services within any industry. Identifying strategic complementary interactive products and adopting appropriate strategies (including controlling complementary products, bundling operations or cross-subsidizing sales) will enable enterprises to gain important competitive advantages.
(c) success factor analysis-ksf
Key success factors (KSF) refer to the skills and assets that a company must possess to gain profits in a specific market. KSF involves what every industry member must be good at, and it is a prerequisite for enterprises to achieve industrial success. KSF is a characteristic of an industry and market level. Common key factors of success (6 aspects)
Analysis of competitive environment of knowledge points
(A) the four aspects of competitor analysis (know what you already know)
The analysis of competitors is applicable to the company's competitive strategy.
1. Future goals of competitors-(in all management levels and strategies)
(1) The role of companies in formulating competitive strategies.
? * Find the position of "each in his place"
② Target analysis of competitors' business units (including various legal entities)
③ Analysis of the influence of the parent company on the future goals of its business unit.
2. Assumptions of competitors-(evaluation of themselves and the industry)
(1) The role of companies in formulating competitive strategies.
? * competitors' assumptions about themselves
? * competitors' assumptions about the industry and other companies in the industry.
② Analyze the main factors of competitors' assumptions.
? * Public statements, opinions and hints, historical or emotional origins; Culture, region and country; Values or norms, etc.
Porter put forward two methods to judge and test competitors' goals and assumptions: one is the operating history of competitors in this industry; Second, the leadership background and experience.
3.？ The current strategy of competitors-what are competitors doing?
4.？ Competitor's ability-what competitors can do, advantages and disadvantages.
(1) core competitiveness
Who are the strongest and weakest competitors in the functional field? Will these abilities change over time?
(2) Growth ability
How does your ability change when you grow up? From the financial point of view, how can the development capacity of personnel, skills and factory capacity continue to grow?
(3) Quick reaction ability
What is the quick response and offensive ability to other companies' behaviors? Determinants include: free cash reserve, ability to retain loans, standby capacity of plant and equipment, and new products that have not yet been launched.
(4) the ability to adapt to change
What about competitors' FC and VC? What is the ability of competitors to adapt to changes in conditions in various functional areas? For example, cost competition, service competition and marketing activities upgrade competitors' ability to cope with external events, such as CPI, technological revolution, economic recession, and whether government regulations and parent companies use production facilities and sales teams.
(5) endurance
Support the enduring ability that may put pressure on income or cash flow? The decisive factors include: cash reserve, coordination and unification of managers, long-term vision of financial objectives and less pressure on the stock market.
(2) strategic groups in the industry-what are the main schools in the Jianghu?
Strategic groups refers to a group of companies that adopt the same or similar strategy or have the same strategic characteristics in a certain industry. Generally speaking, there are only a few groups in an industry.
1. Characteristics of strategic groups: The reference variables used to determine the characteristics of strategic groups include:
? * Degree of product differentiation and regional crossover.
*? Number of market segments, number of brands and marketing efforts
*? Vertical integration degree, service quality and technological leading position
*? R&D capacity, cost positioning, capacity utilization rate and price level
*? Equipment level, owner structure (independent or parent relationship)
*? Relationship with external stakeholders and organizational scale.
In order to identify strategic groups, choose 2-3 characteristics to distinguish them.
2. strategic groups analysis (significance and role)
(1) helps to better understand the competition between strategic groups;
(2) It helps to understand the "mobility barrier" between strategic groups;
(3) It helps to understand the key points of competition among enterprises in strategic groups;
(4) strategic groups chart can also be used to predict market changes or discover strategic opportunities. (Red Sea and Blue Ocean) Figure C
? * Red Sea strategy: conventional competition, tit-for-tat competition.
? *? Blue Ocean Strategy: not limited to existing borders, innovative products and services.
The analysis of the internal environment of the enterprise includes:
:: Analysis of enterprise resources and capabilities
:: Value chain analysis
* Business portfolio analysis
Analysis of knowledge point enterprise resources and capabilities
(A) Analysis of enterprise resources
Objective: To identify the resource status, advantages and disadvantages of the enterprise and its influence on the formulation and implementation of future strategic objectives.
1. Main types of enterprise resources
2. Determine the criteria for judging the competitive advantage of enterprise resources.
(h: two noes, scarcity and persistence)
(B) Analysis of five capabilities of enterprises
(C) the core competitiveness of enterprises
1. The concept of core competitiveness
The ability to do better than competitors in important business activities.
It can be the excellent skills needed to complete an activity,
Can be a certain range and depth of technical know-how,
The combination of a series of specific production skills that can form great competitive value.
2. Identification of core competitiveness
3. Evaluation of core competitiveness
4. Enterprise core competitiveness and key success factors KSF
It is an indicator of the company's profitability. KSF should be regarded as a feature at the level of industry and market, not a specific company. Having KSF is a necessary but not sufficient condition for gaining competitive advantage.
Value chain analysis of knowledge points
Concept: Porter believes that every production and operation activity of an enterprise is an economic activity that creates value; All different but interrelated production and operation activities constitute a dynamic process of creating value, that is, value chain.
Function: Value chain is a useful theoretical framework for analyzing the company's resources and capabilities. The value chain decomposes enterprise activities and determines the competitive advantage of enterprises by considering individual activities themselves and their relationships.
Suitable for analyzing independent products, services or business units.
(a) Two types of activities in the value chain = basic activities+auxiliary activities
1. Basic activities
Also known as the main activity, it refers to the substantive activities of production and operation, which are directly related to the processing and circulation of commodity entities and are the basic value-added activities of enterprises. Generally can be divided into five activities:
2. Support activities
Also known as auxiliary activities, it refers to activities that support basic activities and support each other internally. Include the following four activities:
(B) the determination of the value chain
Starting with the basic activities, confirm the value activities of each individual; Every activity can be broken down into some activities that are separated from each other; The appropriate degree of activity decomposition depends on its economy and analysis purpose. Decomposition is very important when some activities are decomposed to reveal the competitive advantage of enterprises; For example, for the breakdown of "Marketing" activities, please refer to the following figure:
(C) Value chain analysis of enterprise resource capacity
Enterprise is not an arbitrary combination of machines, money and people. Value activities and their relationships are the source of organizational competitive advantage. Resource analysis must be a process from resource evaluation to how to use these resources. The value chain analysis of resource use should clarify the following points:
1. Identify key activities that support the competitive advantage of enterprises. -Find the unique capabilities of the enterprise.
2.？ Clarify the relationship between various activities in the value chain. -Select or establish the best contact information. For example, the difference between traditional inventory management and JIT.
3. Clarify the relationship between various value activities in the value system. -Value chain links between enterprises. Primary school+middle school+university = the value system of students' quality
Analysis of knowledge point business combination
Value chain analysis helps to examine the capabilities of enterprises, which come from independent products, services or business units. For diversified companies, it is necessary to consider the resources and capabilities of enterprises as a whole. Another important part of the company's strategic capability analysis is to analyze the company's business portfolio to ensure the optimization of the business portfolio. Boston matrix and general matrix analysis are the main methods of enterprise portfolio analysis.
(A) Boston Matrix (BCG Matrix)
1. Basic concepts
Also known as market growth rate-relative market share matrix, four-quadrant analysis method and product series structure management method.
2. Basic principles
Horizontal axis: the ratio of the market share of a certain business of an enterprise to the market share of its biggest competitor.
Vertical axis: 10% is the critical point. Circle area: the size represents the proportion of business or product income to the total income of the enterprise.
3. Application of Boston Matrix
4. Inspiration (contribution) of Boston Matrix
(1), one of the earliest combination analysis methods, is widely used in comprehensive analysis of industry environment and internal conditions of enterprises, diversified combination analysis, theoretical basis of large-scale enterprise development and so on.
(2) It is simple and clear to integrate different business operations into a matrix.
(3) the matrix points out the position of each business unit in the competition, so that enterprises can understand their roles and tasks, and thus use the limited funds of enterprises selectively and intensively.
(4) It can help enterprises infer the overall arrangement of competitors for related businesses. The premise is that competitors also use the analytical skills of Boston matrix.
5.？ Limitations of Boston matrix
(1) It is difficult to determine the market growth rate and relative market share of each business in practice;
(2) It is a bit simple to use two single indicators: market growth rate and relative share of enterprises;
(3) Implicit assumption: the market share of an enterprise is directly proportional to the return on investment, which is sometimes not true;
(4) Another condition is the consideration of funds, but technology, time and creativity of personnel are also very important;
(5) There are many difficulties in practical application, such as cultural change.
(2) General matrix
1.？ The basic principle, also known as industry attraction matrix, is a portfolio analysis method designed by General Electric Company of the United States.
It improves the oversimplification of BCG.
● Two coordinate axes increase the middle level.
● Each coordinate axis is reflected by multiple indicators.
The circle area in the matrix is directly proportional to the industrial scale, and the fan-shaped part (underlined part) in the circle indicates the market share of a certain business.
Q 1: factors affecting industrial attractiveness;
● Market growth rate, market price, market size, profitability, market structure, competition structure, technology and social and political factors.
Q2: Factors affecting the competitive position of enterprises;
● Relative market share, market growth rate, buyer growth rate, product differentiation, production technology, production capacity, management level, etc.
Q3: Calculation of industrial attraction and competitive position;
● According to the relative importance of each factor, determine their respective weights and series, which can be obtained by weighted average comprehensive calculation.
It is best to adopt the strategy of growth and development for the business of the top three squares on the left;
The business in the lower right three compartments generally adopts the strategy of stopping, transferring and withdrawing;
The business with three diagonal squares should adopt the strategy of maintenance or selective development.
2. Limitations of general matrices
(1) Based on the comprehensive indicators, the performance of these indicators in an industry or an enterprise may be inconsistent, and the evaluation results may be biased due to the inaccurate distribution of index weights.
(2) Large companies with diversified business types do not need fine division, but need more data and complicated methods.
SWOT analysis of knowledge points
I. Basic principles
S refers to the advantages within the enterprise.
W refers to the weakness within the enterprise.
O refers to opportunities in the external environment of the enterprise.
T refers to the threat from the external environment of the enterprise.
Opportunities and threats are favorable and unfavorable factors for enterprises in the external environment.
Second, the application of SWOT analysis
The core issue of SWOT is to consider how to make the best use of one's own resources under the existing internal and external environment of the enterprise and to consider establishing the company's future resources.