上市公司戰(zhàn)略分析報告-文庫吧資料
2025-01-19 07:14本頁面
【正文】 t cover fixed costs? q qEstimating market size and likely share q qWhat is the demand forecast? 競爭優(yōu)勢持續(xù)力? What threatens the firm’s petitive advantage?? Is its product being imitated? ? Is there a substitute for its product or its whole business model? ? Is market saturation ing soon? ? Is slack creating vulnerability? 競爭動力? What are the economic differences between business models? ? What are the incentives and potential moves of different players? What does simple game theory indicate? What does a simple decision tree suggest? 公司戰(zhàn)略qWhat are appropriate boundaries of the firm within an industry? qWhat are the appropriate boundaries of the firm across industries? Should the firm be in multiple, related industries? Unrelated industries? qIs the corporate strategy built on lower transaction costs or better use of corporate skills? qIs acquisition/integration the best option?qHow should the corporation manage the array of business units?公司戰(zhàn)略qHow much is the potential synergy worth, in terms of cost and WTP? qHow does performance pare to focussed firms? qWhat does a breakup analysis suggest? qDon’t fet difficulty of finding true parables. 。s? Game Theory Nash? GE / McKinsey matrix? GE Business Screen? Growth Share Matrix BCG? Hierarchy of Needs Maslow? Hofstede National Differences? Impact/value Hammer? Kaizen philosophy其他常用的戰(zhàn)略實施和評估工具? Learning Organization, The? MA approaches? Management by Objectives Drucker? Managing for Value MfV Insead? Marketing Mix 4P39。從價值捕捉到價值創(chuàng)造行業(yè)結(jié)構(gòu)競爭優(yōu)勢和能力 價值創(chuàng)造價值捕捉公司獲利能力注：六條道路－行業(yè)、戰(zhàn)略群體，買方群體，產(chǎn)品和服務(wù)范圍，功能，時間。公司的目標是使其提供的產(chǎn)品和服務(wù)的價值最大化。一個公司一定不能受
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