超级流行的管理工具荟萃3

BlindspotAnalysis盲点分析Objective:Toassessthepresenceofblindspotsthatmaycompromiseacompetitor’sabilitytorespondtoacompetitiveaction.目的：评估某个盲点，该盲点可能削弱一个竞争者对一项竞争性举措的应对能力1.Misjudgingindustryboundaries对产业领域的错误判断2.Pooridentificationofthecompetition对竞争认知不足3.Overemphasisoncompetitors’visiblecompetence过分重视竞争对手所显示出来的能力4.Overemphasisonscope–notposture过分强调范围而不是态势5.Faultyassumptionsaboutthecompetition对竞争情况作错误假设6.Paralysisbyanalysis因分析而陷入企业运作瘫痪CompetitorProfiling竞争对手概要分析•Successfulstrategiststakegreatpainsinunderstandingtheircompetitors成功的战略家在了解竞争者上付出极大的努力•Identifyingtheirstrategies确定他们的战略•Watchingtheiractions观察他们的行动•Evaluatingtheirvulnerabilitytodrivingforcesandcompetitivepressures评估他们的驱动力的弱点以及竞争压力下的弱点•Sizinguptheirresourcestrengthsandweaknessesandtheircapabilities评估他们的资源优势和弱势以及他们的实际能力•Tryingtoanticipaterivals’nextmoves试图预计对手的下一步行动.CompetitiveProfiling-The4CornerAnalysisModel(Porter,1980)DRIVERS驱动力CANDO/ISDOING可行/现行FutureGoals/Philosophies/Strategies未来目标/理念/战略CurrentStrategies现行战略ManagementAssumptions管理假设Capabilities能力COMPETITIVEPROFILINGTHE4CORNERANALYSISMODEL竞争概要分析－四角分析模型（波特，1980）CompetitiveProfileMatrix竞争态势矩阵(CPM)(David,2001,pp.114-115)•CPM-comparescompetitorsagainstcriticalsuccessfactors(CSF’s)intheindustry+othercomparators(eg.-GEstrengths)CPM-将竞争对手与行业中的关键成功因素（CSF’s)及其他比较指标（如-GE优势）进行比较•Weightedscoresystem加权评分系统•CSFs/comparatorsareweightedbyimportance;关键成功因素（CSFs)/比较指标按重要性进行加权–Total总分=1.00•Competitorsarelistedre:relativestrengthforeachCSF列出竞争对手，例如根据在每个关键成功因素上，各个竞争对手的相对优势进行罗列：–4=majorstrength主要优势–3=minorstrength次要优势–2=minorweakness次要劣势–1=majorweakness主要劣势•Totalweightedscoreindicatesoverallstrengthofcompetitor.加权总分表示竞争对手的整体优势Customer&ProductAnalysisTechniques顾客及产品分析技巧•Customervalueanalysis顾客价值分析•Customersegmentation/needsanalysis顾客（市场）细分/需求分析•Competitivebenchmarking竞争定标比超/基准设定CustomerValueAnalysis顾客价值分析•“Customervalueisthemostimportantsourceofcompetitiveadvantage.”(F&B,p.182)“顾客价值是竞争优势的最主要来源。”(F&B,p.182)•CVAProcess:顾客价值分析流程(CVA流程)1.CustomerIntimacy顾客亲密度–Surveys-Focusgroups调查焦点小组访谈法–Conjointanalysis-PriceSensitivityanalysis联合分析/交互分析价格敏感度分析–Motivationanalysis-UnmetNeedsanalysis动机分析未满足需求分析–LeadUseranalysis-Defectionanalysis领先使用者分析背弃分析CustomerValueAnalysis顾客价值分析•CVAProcess(cont.)CVA流程（续）2.FormalCVA正式CVA1.Choiceofwhatmatricestouse选择使用何种矩阵2.Usethematricestocreatea‘picture’使用矩阵以取得一幅整体“图画”（了解全局）3.StrategicManagementofCustomerValue顾客价值的战略管理1.StrengthenCVpriorities增强顾客价值的重要性2.RegularlymonitorforCVshifts经常监控顾客价值的转变CustomerSegmentation&NeedsAnalysis顾客细分及需求分析1.Step1:Segmentation第一步：（市场）细分•SegmentationCriteria(ConsumerMarkets)细分标准(消费者市场)Product-Related(“Why?”)与产品相关的(“为什么？”)•Usertypes(regular,firsttime,non-users,potential)使用者类型(常用者，初次使用者，非使用者，潜在使用者）•Pricesensitivity价格敏感度•Consumptionpatterns/usagefrequency消费习惯/使用频率•Perceivedbenefits(performance,quality,image,service)感知利益（表现，质量，形象，服务）•BrandLoyalty品牌忠诚度•Application(purchaseoccasion,mediaexposure)应用(购买场所，媒体曝光度）CustomerSegmentation&NeedsAnalysis顾客细分及需求分析1.Step1:Segmentation(cont.)第一步：（市场）细分•SegmentationCriteriaforConsumerMarkets消费者市场的细分标准User-based(“Who?”)以使用者为基础(“谁”)•Demographic人口•Geographic地理•Socioeconomic社会经济•Lifestyle/Personality生活方式/性格CustomerSegmentation&NeedsAnalysis顾客细分及需求分析1.Step1:Segmentation(cont.)第一步：（市场）细分(续)•SegmentationCriteriaforIndustrialMarkets工业市场的细分标准User-based(“Who?”)以使用者为基础(“谁”)•Industrytype/position产业类型/定位•Companysize公司规模•Technologyemployed所应用的科技Product-related(“Why?”)与产品相关的(“为什么？”)•Consumptionpatterns-Seller/Purchaserrelationship消费模式买卖双方的关系•Endusage-Purchasingpolicies最终用途采购政策•Perceivedbenefits感知利益•Sizeofpurchase采购规模CustomerSegmentation&NeedsAnalysis顾客细分及需求分析•Step2:Targeting第二步：确定目标1.4Rtest:4R测试•Ratethemarket?(Quantitative+qualitative)评估市场（定量+定性）•Realisticinsize?(Supportsegmentation?)规模是否具有现实性（是否足以进行细分？）•Reach?(Feasiblyreachable?)实现？（是否可行？）•Responsiveness?(tomarketingmix?)响应度/敏感度（对营销组合的反应如何？）2.RefineusingCompetitive&Externalanalyses运用竞争及外部分析加以修改3.CustomerValueAnalysis顾客价值分析CustomerSegmentation&NeedsAnalysis顾客细分及需求分析•Step3:StrategicPositioning第三步：战略定位–4(5?)P’softheMarketingMix市场营销组合的4(5?)P•Product产品•Price价格•Promotion推广•Place地点•(People?)人–Analysistools:分析工具•Conjointanalysis联合分析/交互分析•Competitormaps竞争对手图•Performancematrices,etc.绩效矩阵，等ExperientialExercise练习•Inyourdiscussiongroups,considertheorganisationthatyouidentifiedintheIndustryAnalysis在你的讨论小组里，以你在产业分析里所用的组织为例•Take40minutestodevelopa‘hypothetical’CustomerSegmentationandNeedsanalysisforthatorganisation.用40分钟时间为该组织进行一个“假设性的”顾客（市场）细分及需求分析•Bepreparedtopresentasummaryofyourfindingstotheclass.准备向全班同学讲述你们对发现结果的总结•Havefun!享受其中的乐趣！CompetitiveBenchmarking竞争定标比超/基准设定1)Determinewhichfunction(s)tobenchmark.确定哪个（些）部门需要定标比超/设立基准/标杆2)Identifykeyperformanceindicators(KPI’s)tomeasure.确认需要衡量的主要绩效指标(KPI’s)3)Identifybest-in-classorganisations确认最优秀的组织4)Measureperformanceofbest-in-classorganisations(BestPractice)衡量最优秀组织的绩效（最佳实践）5)Measureyourorganisation’sperformance衡量你的组织的绩效6)Specifyprograms&actionstoclosegap对意在缩短差距的计划和行动进行详细说明7)Implementandmonitorresults.实施并监测结果IssuesAnalysis事项分析IssuesPriorityMatrix优先事项矩阵Low低Impact影响High高UrgencyHigh高Low低New