戰(zhàn)略管理--理解戰(zhàn)略環(huán)境：外部分析-資料下載頁
2025-01-04 14:53本頁面
【正文】 ical legal variables 政治和法律變量 ? Government regulation/deregulation政府規(guī)章 /自由化 ? Political Lobbies政治游說者 ? Voter participation trends選民參與趨勢(shì) ? Environmental protection laws環(huán)境保護(hù)法 ? Equal employment legislation平等就業(yè)法規(guī) ? ChinaAmerican relationships中美關(guān)系 ? Islamic extremism 伊斯蘭極端主義 ? International terrorism國際恐怖主義 29 Technological Forces 技術(shù)因素 Inter impact on opportunities threat 因特網(wǎng)對(duì)機(jī)遇和威脅的影響 ? Altering economies of scale改變規(guī)模經(jīng)濟(jì) ? Changing entry barriers 改變進(jìn)入壁壘 ? Redefining relationships重新決定關(guān)系 ? Industries suppliers, creditors, customers, and petitors 產(chǎn)業(yè)和供應(yīng)商、債權(quán)人、客戶和競(jìng)爭(zhēng)者 30 Analysing the Competition 競(jìng)爭(zhēng)分析 Current and potential rivals:當(dāng)前和潛在的對(duì)手： ? Strengths優(yōu)勢(shì) ? Weaknesses劣勢(shì) ? Capabilities 生產(chǎn)能力 ? Opportunities 機(jī)遇 ? Threats 威脅 ? Objectives 目標(biāo) ? Strategies 戰(zhàn)略 31 Competitive Forces競(jìng)爭(zhēng)因素 ? Sources of Competitor Information: 競(jìng)爭(zhēng)者信息來源： ? Standard Corporation Descriptions標(biāo)準(zhǔn)公司描述 ? Industry Surveys 產(chǎn)業(yè)調(diào)研 ? Industry Week, Forbes, Fortune, Business Week 產(chǎn)業(yè)周刊、福布斯、財(cái)富、商業(yè)周刊 ? Australian Financial Review, and BRW 澳洲金融評(píng)論、 BRW ? Asian Business Magazines and Journals 亞洲商業(yè)雜志和期刊 ? Professional and social works 專業(yè)和社會(huì)網(wǎng)絡(luò) 32 Competitive Analysis: Porter’s FiveForces Model 競(jìng)爭(zhēng)分析：波特五種力量模型 （ P116） Potential development of substitute products 潛在替代品的開發(fā) Rivalry among peting firms 企業(yè)間競(jìng)爭(zhēng) Bargaining power of suppliers 供應(yīng)商議價(jià)力量 Potential entry of new petitors 潛在新競(jìng)爭(zhēng)者的進(jìn)入 Bargaining power of consumers 購買者議價(jià)力量 33 Conducting an Audit 實(shí)施分析 ? Process must be participative (Integrated Strategic Planning, Open Systems approaches preferable) 必須參與流程（最好利用綜合戰(zhàn)略計(jì)劃、開放系統(tǒng)方法） ? Don’t rely on experts, look for trends at the margins 不要依賴專家，從 盈利 中尋求趨勢(shì) ? Involve key relevant stakeholders for a useful, credible process product 讓關(guān)鍵利益相關(guān)者參與以開發(fā)有用的、可靠的流程和產(chǎn)品 ? Ongoing process, driven by the CEO and Board 持續(xù)流程，由 CEO和董事會(huì)驅(qū)動(dòng) 34 Exercise 5 練習(xí) 5 ? Using Module 3 data, assess the viability of your anisation 運(yùn)用模型 3的數(shù)據(jù)，分析你公司的生存能力 – profitable/unprofitable?盈利 /不盈利？ – threats opportunities?威脅和機(jī)遇？ – key petitors? 主要競(jìng)爭(zhēng)者 – the critical success factors for this anisation/industry? 組織 /行業(yè)的關(guān)鍵成功因素 ? Write down your answers, share main learnings with the class 將你的答案寫下，與同學(xué)共享主要成果 35
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