1、彭婧 2015-2016 重庆工商大学国际商学院MarketingStrategy 彭婧 2015-2016 重庆工商大学国际商学院Strategies3.Definition1.2.Analysis ToolsStrategy 彭婧 2015-2016 重庆工商大学国际商学院Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resour
2、ces and competences with the aim of fulfilling stakeholder expectations.Strategy Definition彭婧 2015-2016 重庆工商大学国际商学院 Environment Capability PurposeContent彭婧 2015-2016 重庆工商大学国际商学院can be defined as the resources and competences of an organisation neededfor it to survive and prosper (成功）.Strategic Capab
3、ility彭婧 2015-2016 重庆工商大学国际商学院A distillation of the findings of the internal and external audits which draws attention to the critical organisational strengths and weaknesses and the opportunities and threats facing the company.SWOT Analysis彭婧 2015-2016 重庆工商大学国际商学院StrengthPositionTechnology/ProductMa
4、nagement teamNetworkOpportunityWeaknessThreatsEconomics Climate/GeographyDemographyTechnologyPositionTechnology/ProductManagement teamNetworkChange : PoliticsPressure: marketSuppliersCompetition.SWOT AnalysisInternalExternal+-彭婧 2015-2016 重庆工商大学国际商学院Case Study 彭婧 2015-2016 重庆工商大学国际商学院StrengthStrong
5、brand ValueHigh service standardFinanceCost and quality controlCustomer generation(孩子）OpportunityWeaknessThreatsChinese market sizeFast foodTasteFood safetyLocalization (口味）Product customizeFast Food Competitors (模式，口味）Market structure (餐饮行业）HealthMcDonaldsInternalExternal+-彭婧 2015-2016 重庆工商大学国际商学院电
6、商公司swot 分析天猫， 苏宁，京东，AmazonCase Study 彭婧 2015-2016 重庆工商大学国际商学院is concerned with an organisations overall purpose and scopehow to compete successfully in a markethow resources, processes and people can effectively deliver corporate- and business-level strategies. Corporate Level Business Level Operati
7、onal LevelStrategic Choices彭婧 2015-2016 重庆工商大学国际商学院Business Portfolio is the collection of businesses and products that make up the company.Business PortfolioA strategic business unit (SBU) is a unit of the company that has a separate mission and objectives, and which can be planned independently fr
8、om other company businesses. An SBU can be a company division, a product line within a division, or sometimes a single product or brand.彭婧 2015-2016 重庆工商大学国际商学院Corporate- Ansoff MatrixRelated: Concentric/Vertical Unrelated:Horizontal彭婧 2015-2016 重庆工商大学国际商学院Diversification 彭婧 2015-2016 重庆工商大学国际商学院Cor
9、porate-BCG Matrix市场占有率市场增长率Cash Cow?Dog彭婧 2015-2016 重庆工商大学国际商学院某一酒类经销公司经营A、B 、C 、D 、E、F、G7个品牌的酒品，公司可用资金50万。经对前半年的市场销售统计分析，发现：1.A、B品牌业务量为总业务量的70%，两个品牌的利润占到总利润的75%，在本地市场占主导地位。但这两个品牌是经营了几年的老品牌，从去年开始市场销售增长率已成下降趋势，前半年甚至只能维持原来业务量；2.C、D、E三个品牌是新开辟的新品牌。其中C、D两个品牌前半年表现抢眼，C品牌销售增长了20%，D品牌增长了18%，且在本区域内尚是独家经营。E品牌是
10、高档产品，利润率高，销售增长也超过了10%，但在本地竞争激烈，该品牌其它两家主要竞争对手所占市场比率达到70%，而公司只占到10%左右；3.F、G两个品牌市场销售下降严重，有被C、D 品牌替代的趋势，且在竞争中处于下风，并出现了滞销和亏损现象。Practice彭婧 2015-2016 重庆工商大学国际商学院Corporate-GE/McKinsey MatrixInvestment& Growth战略发展Selective Growth选择性战略Selectivity （选择性维持）Selective Growth选择性战略Selectivity （选择性维持）Harvest/Divest (
11、收缩）Selectivity （选择性维持） （cost)Harvest/Divest (收缩）Harvest/Divest (收缩）close SBU Strength 经营实力经营实力High Medium LowHigh Medium Low Industry Attractiveness行业吸引力行业吸引力彭婧 2015-2016 重庆工商大学国际商学院Industry AttractivenessMarket growth rateMarket SizeDemand VariabilityIndustry ProfitabilityGlobal OpportunityMacro en
12、vironmental Factors彭婧 2015-2016 重庆工商大学国际商学院 Market share Growth of market share Brand equity Distribution channel access Production capacity Profit margins relatives to competitorsBusiness Unit Strength彭婧 2015-2016 重庆工商大学国际商学院is concerned with an organisations overall purpose and scopehow to compete
13、 successfully in a markethow resources, processes and people can effectively deliver corporate- and business-level strategies. Corporate Level Business LevelOperational LevelStrategic Choices彭婧 2015-2016 重庆工商大学国际商学院Business Level Generic StrategyMichael Eugene Porterborn May 23, 1947 the Bishop Will
14、iam Lawrence University Professor at The Institute for Strategy and Competitiveness, based at the Harvard Business School 彭婧 2015-2016 重庆工商大学国际商学院Target scopeAdvantageLow costProduct uniquenessBroad (industry wide)Cost leadershipDifferentiation Narrow (market segment)Focus (low cost)Focus (different
15、iation)Business Level Generic Strategy彭婧 2015-2016 重庆工商大学国际商学院 Competitor Buyer Supplier (market share) New comer ReplacementAdvantageRisk Improvement Easy to copy Customer Satisfaction Sensitive for economic environmentCost Leadership彭婧 2015-2016 重庆工商大学国际商学院LeaderChallengerFollowerNicheStrategy Mar
16、ket Dominance彭婧 2015-2016 重庆工商大学国际商学院050100150In this scheme, firms are classified based on their market share or dominance of an industry.Definition200Strategy Market Dominance高露洁高露洁 30.4%黑人黑人 18% 佳洁士佳洁士 16% 云南白药云南白药 12% 中华中华 9% 竹盐竹盐 6% 舒适达舒适达 5% 其他其他 3.6% 彭婧 2015-2016 重庆工商大学国际商学院is concerned with
17、an organisations overall purpose and scopehow to compete successfully in a markethow resources, processes and people can effectively deliver corporate- and business-level strategies. Corporate Level Business LevelOperational LevelStrategic Choices彭婧 2015-2016 重庆工商大学国际商学院Operational Strategy彭婧 2015-2016 重庆工商大学国际商学院Case Study DELL Computer彭婧 2015-2016 重庆工商大学国际商学院彭婧 2015-2016 重庆工商大学国际商学院作业作业：亿滋中国 饼干品牌BCG Matrix分析1. 根据各品牌的市场占有率，增长率 2. 用BCG matrix 定位3. 每个品牌简要简要阐述关键原因及相应发展计划彭婧 2015-2016 重庆工商大学国际商学院BCG Matrix Case StudyXXXXX
