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CPA Strategic Management-Strategic Analysis
This is a mind map about CPA strategic management-strategic analysis, including: external environment analysis, internal environment analysis, and SWOT analysis.
Edited at 2022-07-16 11:58:05- bacteria
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CPA Strategic Management-Strategic Analysis
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
Strategic Analysis
external environment analysis
Macro environment analysis (PEST analysis)
political and legal factors
economic factors
social and cultural factors
technical factors
Industrial environment analysis
Product Lifecycle
Introduction period
Expand market share and strive to become the "leader", poor product quality, high operating risks, low financial risks,
growth period
The product has the highest price and the highest net profit per unit product
mature stage
Product standardization, gross profit margin and net profit margin gradually decrease
Recession
Five kinds of competitiveness of industry
Entry threat from potential competitors
how to respond
1. Structural barriers
Porter's seven-section system: economies of scale, product differentiation, capital requirements, switching costs, distribution channels, other advantages, government policies
Bain's Rule of Three: Economies of scale, corporate control of key resources, and market advantages of existing companies
2. Behavioral disorders
1. Restrict entry pricing
2. Enter the opponent’s territory
Threat of substitutes
Threat of indirect substitutes
Bargaining power of suppliers
Buyer’s bargaining power
depending on: 1. The degree of concentration of buyers (or sellers) and the size of the business volume. 2. The degree of product differentiation and asset specificity. 3. Degree of vertical integration. 4. The degree of information mastery.
Competition among existing companies within the industry
1. There are many or evenly matched competitors in the industry.
2. Industrial development is slow.
3. Customers believe that all products are of the same quality.
4. There is excess production capacity in the industry.
5. Industry entry barriers are low and exit barriers are high.
Key Success Factor Analysis (KSF)
Competitive environment analysis
competitor analysis
Competitors’ future goals
competitor assumptions
Competitors’ current strategies
Competitors' capabilities
1. Core competencies
2. Growth ability
3. Quick response ability
opponent to opponent
Free cash reserves, retained borrowing capacity, remaining capacity for plant and equipment, qualitative but not yet launched new products, etc.
4. Ability to adapt to changes
Opponent to the environment
5. Endurance
Cash reserves, management alignment, long-term financial goals
strategic groups within an industry
strategic group analysis
1. From the perspective of a single strategic group
Helps understand the main focus of competition among enterprises within strategic groups
2. Viewed from multiple strategic groups
(1) Helps understand the competition among strategic groups
(2) Helps understand the “movement barriers” between strategic groups
3. From the perspective of the entire competitive market
You can also use strategic group diagrams to predict market changes or discover strategic opportunities.
internal environment analysis
Enterprise resources and capabilities analysis
Enterprise resource analysis
Enterprise resource classification
tangible resources
geographical location
intangible resources
Technical resources, goodwill
human Resources
Refers to the skills, knowledge, and reasoning and decision-making abilities provided by organizational members to the organization.
Enterprise resource judgment criteria that determine the competitive advantage of enterprises
scarcity of resources
inimitability of resources
Physically unique resources
Excellent geographical location, mineral mining rights or legally protected patented production technology
Resources with path dependencies
Resources that can only be obtained after long-term accumulation
Resources with causal ambiguity
company culture
Economically constrained resources
It refers to a situation where an enterprise's competitors already have the ability to copy its resources, but cannot compete with it due to limited market space.
irreplaceability of resources
The unique advantages of some tourist attractions are difficult to replace by the resources of other attractions.
resource persistence
Enterprise capability analysis
R & D capabilities
Production management capabilities
Marketing ability
Product competitiveness
sales activity ability
Market decision-making ability
financial capability
Organizational management capabilities
Enterprise core competency analysis
concept
The ability of an enterprise to perform better than its competitors in a competitively important business activity.
Identification of enterprise core capabilities (three key tests)
Three key tests
1. Is it valuable to customers?
2. Does it have any advantages over corporate competitors?
3. Is it difficult to imitate or copy?
How to identify the core competencies of enterprises
1. Functional analysis
2. Resource analysis
3. Process system analysis
Evaluation of core competencies
1. Basis and method of evaluation
2. Overview of Benchmark Analysis
datum object
Base type
1. Internal benchmark
Each department within the company benchmarks against each other for learning and comparison.
2. Competitive Benchmarks
Compare directly against competitors
3. Process or activity benchmarks
Different industries do not compete
4. General benchmarks
No competition in the same industry
5. Customer benchmark
That is, comparisons are made based on customer expectations.
Industrial resource allocation analysis framework - masonry model
Supply, demand, competition, cooperation
factors of production
Requirements
Corporate strategy, corporate structure, and industry competition
Related and supporting conditions
value chain analysis
Classification according to enterprise production and operation activities
basic activities
internal logistics
Purchase logistics: purchase, warehousing, distribution
Production and operation
Activities that convert inputs into final products: processing, assembly, packaging, equipment maintenance, testing, etc.
external logistics
Outbound logistics: warehousing of final products, accepting orders, delivery, etc.
Marketing
Advertising, pricing, sales channels, etc.
Serve
Activities related to maintaining and improving product value: training, repairs, parts supply and product debugging, etc.
supportive activities
Procurement management
Enterprise hiring consulting firm
technology development
Leadership decision-making techniques
human resource Management
Enterprise infrastructure
Top management is also considered part of the infrastructure
Value chain analysis of enterprise resource capabilities (three steps)
1. Identify the key activities that support the company's competitive advantage.
2. Clarify the connections between various activities within the value chain.
3. Clarify the connections between various value activities within the value system.
business portfolio analysis
boston matrix
According to the positioning (classification) of all business operations of the enterprise
"Star" business
Suitable for business unit management
"Problem" business
“Cash Cow” Business
Suitable for business unit management
"Thin Dog" Business
Use of Boston Matrix
develop
Keep
harvest
give up
universal matrix
limitations
deviation
more complicated
SWOT analysis