戰(zhàn)略管理匯報(bào)(編輯修改稿)
2025-03-10 11:49 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 得到每個(gè)因素的加權(quán)分?jǐn)?shù) 因素 加權(quán)分?jǐn)?shù) ① 市場(chǎng)前景 4＝ ② 經(jīng)濟(jì)背景 3＝ ③ 國(guó)家政策 3＝ ④ 鉆井液方向 4＝ ⑤ 環(huán)保方向 2＝ ⑥ 鉆具 3＝ ⑦ 設(shè)備防腐 3＝ ⑧民營(yíng)技術(shù)問題 1＝ ⑨民營(yíng)企業(yè)管理問題 2＝ ⑩市場(chǎng)壟斷 1＝ 根據(jù) EFE矩陣五個(gè)步驟進(jìn)行分析 四、將所有因素的加權(quán)分?jǐn)?shù)相加， 以得到企業(yè)的總加權(quán)分?jǐn)?shù) 因素 加權(quán)分?jǐn)?shù) 總加權(quán)分?jǐn)?shù) ① 市場(chǎng)前景 4＝ ② 經(jīng)濟(jì)背景 3＝ ③ 國(guó)家政策 3＝ ④ 鉆井液方向 4＝ ⑤ 環(huán)保方向 2＝ ⑥ 鉆具 3＝ ⑦ 設(shè)備防腐 3＝ ⑧民營(yíng)技術(shù)問題 1＝ ⑨民營(yíng)企業(yè)管理問題 2＝ ⑩市場(chǎng)壟斷 1＝ 根據(jù) EFE矩陣五個(gè)步驟進(jìn)行分析 五、將所有因素的加權(quán)分?jǐn)?shù)相加， 以得到企業(yè)的總加權(quán)分?jǐn)?shù) 因素 加權(quán)分?jǐn)?shù) 總加權(quán)分?jǐn)?shù) ① 市場(chǎng)前景 4＝ ② 經(jīng)濟(jì)背景 3＝ ③ 國(guó)家政策 3＝ ④ 鉆井液方向 4＝ ⑤ 環(huán)保方向 2＝ ⑥ 鉆具 3＝ ⑦ 設(shè)備防腐 3＝ ⑧民營(yíng)技術(shù)問題 1＝ ⑨民營(yíng)企業(yè)管理問題 2＝ ⑩市場(chǎng)壟斷 1＝ 國(guó)內(nèi)外石油行業(yè)創(chuàng)新 RD投入對(duì)比 根據(jù) EFE矩陣五個(gè)步驟進(jìn)行分析 小結(jié) 小結(jié) 據(jù) EFE矩陣原則： 無(wú)論 EFE矩陣包含多少因素，總加權(quán)分?jǐn)?shù)的范圍都是從最低的 ，平均分為 。高于 響因素能做出反應(yīng)。 EFE矩陣應(yīng)包含 10~20個(gè)關(guān)鍵因素，因素?cái)?shù)不影響總加權(quán)分?jǐn)?shù)的范圍，因?yàn)闄?quán)重總和永遠(yuǎn)等于 1。 據(jù)此判定，研究對(duì)象民營(yíng)企業(yè) UP‐C 公司進(jìn)入石油鉆井技術(shù)服務(wù)領(lǐng)域，根據(jù) EFE矩陣分析，其總加權(quán)分?jǐn)?shù)為 ， 高于 平均值， 說(shuō)明 其對(duì)外部影響因素能做出反應(yīng) ，但是由于相對(duì)值不算高，所以對(duì)外部因素的反應(yīng)能力相對(duì)較弱。 四、行業(yè)競(jìng)爭(zhēng)分析 Five forces model analysis ? Michael Eugene Porter (born May 23, 1947) is the Bishop William Lawrence University Professor at Harvard Business School. He is a leading authority on pany strategy and the petitiveness of nations and regions. Michael Porter’s work is recognized in many governments, corporations and academic cicles globally. He chairs Harvard Business School’s program dedicated for newly appointed CEO’s of very large corporations. ? Late 70’s developed 3 models 1. Five Forces Model 2. Value Chain 3. Generic Strategies MICHAEL PORTER What is five forces model analysis? ? Competition is looked at too narrowly by manager/panies, ? Five Forces of Competitive Position model provides a simple perspective for assessing and analysing the petitive strength and position of a corporation or business anization. ? Model to determine how petitive a particular industry is. ? Five different variables Used to gage if an industry is attractive or not Industry/Competitive Rivalry Threat of New Entrants Bargaining Power of Buyers Threat of Substitute Products/services Bargaining Power of Suppliers FIVE FORCE MODEL Competing with the existing petitors , but also peting with other factors for profit on a broader extent Five forces enables to look at the structural Underlying drivers of profitability in a petition in any industry Whats really causing the profitability? Industry/petitive rivalry ? Looks at how intense the petition is in the industryNumber and size of firms and industries ? If a pany is big, they could exert pressure maybe small panies cannot ? If there are few panies, it may create Olygopoly, han
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