【文章內(nèi)容簡介】 的銷量目標(biāo) ? 收入、利潤水平目標(biāo) 目標(biāo)市場不明確 ? 市場環(huán)境分析 ? 市場細(xì)分 ? 選擇目標(biāo)市場 市場定位不清晰 ? 識別公司在目標(biāo)市場的競爭優(yōu)勢和機(jī)會 ? 確定公司市場定位 Page 37 演示圖庫 核心業(yè)務(wù)識別 通信服務(wù)供應(yīng)商核心流程 銷售及訂單處理 計(jì)費(fèi)及客戶服務(wù) 客戶關(guān)系管理 網(wǎng)絡(luò)建設(shè)與維護(hù) 財(cái)務(wù)管理 人力資源管理 營銷及品牌管理 產(chǎn)品管理及定價(jià) Page 38 演示圖庫 流程分工 ? 河南移動各部門主要流程分工 營銷和品牌管理 產(chǎn)品管理和定價(jià) 銷售及訂單處理 計(jì)費(fèi)及客戶服務(wù) 客戶關(guān)系管理 網(wǎng)絡(luò)建設(shè)和維護(hù) 財(cái)務(wù)管理 人力資源管理 綜合管理部 人力資源部 財(cái)務(wù)部 市場經(jīng)營部 財(cái)務(wù)清算中心 網(wǎng)絡(luò)部 計(jì)劃建設(shè)部 行政保衛(wèi)部 審計(jì)室 紀(jì)檢監(jiān)察部 機(jī)關(guān)黨委 離退休人員管理部 負(fù)責(zé) 部分負(fù)責(zé) 核心流程 負(fù)責(zé)部門 Page 39 演示圖庫 市場競爭氣泡圖 0%10%20%30%300 350 400 450 500市場份額 企業(yè)實(shí)力 客戶公司與 B公司、 C公司、 D公司在中國的市場競爭地位 注：圓圈面積大小表示銷售額大小 Q產(chǎn)品 P產(chǎn)品 client client B D C Page 40 演示圖庫 3C1 Costs CostRelated Bain Tools Strategic Questions Answered Costs Customers Competitors 1. Relative Cost Position 1. How do our costs pare to petitors’ costs by product/service/business? What is our full potential cost position? 2. Experience Curve 2. To what extent is the pany using its accumulated experience to drive down unit costs? 3. Cost Sharing Analysis 3. Are there any opportunities to share costs within the pany? What are the potential savings from cost sharing? 4. Best Demonstrated Practice 4. What are the best internal and external practices? To what extent are they transferable? What will be the impact of implementing them more broadly? 5. Value Chain Analysis 5. How can we optimize at each step in the value chain? What are the cost drivers at each step? 6. Profit Hunt 6. What are the quick hit operating improvements? What is the savings potential? 7. Product Line Profitability/ Cost Allocation/Activity Based Costing 7. How do we allocate costs to each business/product/customer segment? 8. Overhead Analysis 8. Is the pany’ s overhead an efficient use of resources? 9. Fixed/Variable Analysis 9. What is the fixed/variable split of the pany’ s costs? 10. Direct/Indirect Analysis 10. How much of the pany’ s costs are directly, vs. not directly, associated with the production of a product? Page 41 演示圖庫 3C2 Customers CustomerRelated Bain Tools Strategic Questions Answered 1. Customer Segmentation 1. What are the appropriate customer segments? How can each segment be described? 2. Purchase Criteria Rating (Importance Analysis) 2. What is important to each segment when they purchase a product or service? 3. Company Positioning (Effectiveness Analysis) 3. How well positioned is the pany with each segment? 4. Attractiveness Analysis 4. Which segments are most attractive from both a financial and an implementation perspective? – revenue opportunity – cost to serve – strategic fit 5. Value Proposition Development 5. What product/service/channel offering will meet the target segment’ s needs? 8. Customer Retention and Loyalty 8. How can we increase our retention of our best customers? How much of an impact will increasing retention by X% have on our bottom line? 9. Customer Acquisition 9. How can we acquire profitable customers? Costs Customers Competitors 6. Pricing Strategy 6. What price will maximize long term profits? 7. Distribution Channel Analysis 7. What are the appropriate channels for each product/service? What are the economics of each channel? Page 42 演示圖庫 3C3 Competitors CompetitorRelated Bain Tools Strategic Questions Answered 1. Market Overview 1. What is the market size? Growth? Profitability? What is each petitor’ s market share? Profit share? 2. Company Overview 2. What is the pany’ s revenue and profit by product, channel, and geography? What is its financial performance? 3. SWOT 3. What are each petitor’ s strengths, weaknesses, opportunities, and threats? 5. Benchmarking 5. How is each petitor performing on key measures? 6. Scenario Analysis 6. How do we expect each petitor to act/react in different situations? 7. Mergers and Acquisitions 7. Which panies are potential targets? How can we realize value from mergers and acquisitions? 8. Growth/Share Matrix 4. Porter’ s 5 Forces Analysis 4. How attractive is the industry? What are the petitive dynamics of the industry? 9. Growth/Growth Matrix 9. How is the pany growing relative to the industry? Is the pany gaining or losing share? 10. ROS/RMS 10. What is a pany’ s relative market share and what is its return on sales? Where is the industry’ s normative band? Costs Customers Competitors 11. Company Ownership and Management Page 43 演示圖庫 地區(qū)市場盈虧分析地圖 地區(qū)市場：細(xì)分市場銷售及盈虧分析圖 高銷售份額 盈余 低銷售份額 盈余 低銷售份額 基本持平 低銷售份額 虧損 圖 例 未進(jìn)入 Page 44 演示圖庫 渠道區(qū)域地圖 渠道：銷售方式零售 /批發(fā)分析 以零售為主 未進(jìn)入 以批發(fā)為主 Page 45 演示圖庫 地圖 西安 福州 昆明 哈爾濱 合肥 石家莊 沈陽 濟(jì)南 武漢 鄭州 北京 上海 廣州 哈爾濱 長春 沈陽 大連 煙臺 青島總部 無錫 南京 寧波 福州 廈門 深圳 天津 石家莊 太原 武漢 烏魯木齊 西寧 蘭州 成都 西安 重慶 昆明 長沙 南昌 威海 濟(jì)南 鄭州 荷澤 濟(jì)寧 合肥 杭州 襄樊 溫州 Page 46 演示圖庫 定價(jià)策略圖 占有率（％） 0%13%26%39%1700 2400 3100 3800海爾新飛容聲夏普西門子三星伊萊克斯美菱松下長嶺價(jià)格（元） 作為較為成功的家電企業(yè)，海爾的定價(jià)策略非常明確：鎖定在中偏高的區(qū)域內(nèi)，并隨著整體市場價(jià)格互動。 Page 47 演示圖庫 投資經(jīng)營組合 現(xiàn)有投資及經(jīng)營組合 低 低 高 市值 創(chuàng)造價(jià)值的能力 有潛力稱為主要業(yè)務(wù) ?增加市值 ?若不能改善則撤資 主要業(yè)務(wù) ?繼續(xù)投資及增長業(yè)務(wù) 放棄 ?結(jié)束或撤資 “價(jià)值銀行” ?應(yīng)該出售以賺取市值 高 Page 48 演示圖庫 市場的戰(zhàn)略勢態(tài) 中國手機(jī)市場的戰(zhàn)略勢態(tài) 市場份額 企業(yè)實(shí)力 諾基亞 愛立信 摩托羅拉 廈華 東信 科健 第一集團(tuán) 飛利浦 西門子 阿爾 卡特 松下 三星 NEC 第二集團(tuán) 第三集團(tuán) (1999年 5