【文章內(nèi)容簡介】 ough this model can provide a lot of insight into an industry, beware of being too dependent on Porter in your case interviews. Also, make sure you understand the underlying drivers of the forces, and why and how they create varied petitive environments. In addition, you may wish to add to this framework any external impacts from government/political factors and technology changes.The Three Cs (Or Is It 7?)This simple framework can be helpful for marketing cases as a simple way to begin looking into a pany’s position in the market. The first three C’s rarely get to all of the issues, but they do provide a broad framework to get the analysis started. The last four C’s may be useful additions to further your analysis. As you practice cases, begin to develop a series of potential questions related to each “C” that will help you to “drill down” further towards the root causes of the problem at hand. Some examples are given for the first 3 C’s below.Customer What is the unmet need? Which segment are we/should we target? Are they price sensitive?Competition What are strengths/weaknesses? How many are there and how concentrated are they? Are there existing or potential substitutes?Company What are its strengths/weaknesses? Where in the value chain do we add value?CostCapacityCultureCompetenceThe 4 PsThis framework is suitable for marketing implementation cases. It is not usually appropriate for beginning the analysis, but it can be very helpful when you discuss implementation to make sure that you cover all of the issues.ProductPromotionPricePlace (distribution channel)Value Chain AnalysisThis analysis can provide a good outline for analyzing a pany’s internal operations and the value of each step in making a product or service go from raw materials to a finished good or service. Value chains vary dramatically for every industry, but here are two examples that can be customized:SupportActivitiesCompany InfrastructureHuman Resource ManagementInformation SystemsProcurementPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsMarketingamp。 SalesServicesValue chain analyses step you through the pany’s processes and help you understand how much value each step adds. Through this type of analysis, you can discern possible synergies among various units of an organization and determine which value activities are best outsourced and which are best developed internally. It can also show you where there may be potential to remove a step in the process that adds little value. Finally, it may uncover where a pany is weak and thus vulnerable.Primary Activities. Create the product or service, deliver it to the market, create a demand for the product, and provide aftersale support. The categories of primary activities are inbound logistics, operations, outbound logistics, marketing and sales, and service.Support Activities. Provide the input and infrastructure that allow the primary activities to take place. The categories are pany infrastructure, human resource management, information systems, and procurement.Research amp。Development SourcingInboundlogisticsManufacturing DistributionSales amp。MarketingCustomerVertical IntegrationSome panies find beneficial to integrate backward (towards their suppliers) or forward (towards their customers). Vertical integration makes sense when a pany requires greater control of a supplier or buyer that has major impact on its product cost or when the existing relationship involves a high level of asset specificity.SWOT AnalysisThis is another basic framework that may be helpful in structuring an analysis about a pany’s position and the external environment.StrengthsWeaknesses Opportunitis ThreatsAs with the three C’s, this framework provides a start, but is rarely sufficient to analyze thoroughly a case.BCG MatrixThis matrix, sometimes referredto as the growth/share matrix, is named after its originator, the Boston Consulting Group. It provides insight into the corporate strategy of a firm and the positioning of each of its business units. The two variables being analyzed are market share and industry growth. The matrix often looks like the following:Market ShareHigh LowIndustryGrowthRateHigh Star Question MarkLow Cash Flow DogThe strategies associated with this matrix are to hold stars, build question marks, harvest cash cows, and divest dogs. In other words, as a corporation looks at its business units, it should use cash cows to provide funds to build its question marks and to maintain its stars. It should sell its dog businesses to keep them from draggingdown the others.This framework can be easily overused and oversimplified, but it can provide some insight. For example, if a pany has a cash cow among its business units and it is investing a great deal of money in that business, you may conclude that they should use the money elsewhere. Likewise, if a corporation is mostly a collection of dogs, then you may conclude that it has a rough future ahead.One caution: do not forget mon sense when using this framework. For example, it may be neither profitable nor possible to sell a “dog.”McKinsey 7S FrameworkThis framework can help you analyze how well a change can be implemented in an organization or can give you an idea of the general well being of the organization. Problems arise when these seven ponents do no reinforce one another.Use this framework with caution, though, because it can be misused as a checklist and it is very easy to forget one of the S’s during the interview. The seven factors are:1. Strategy 2. Systems 3. Structure4. Style 5. Staff 6. Skills7. Shar