MarketingStrategy彭婧2015-2016重慶工商大學國際商學院MarketingStrategy彭婧2015-201Strategies3.Definition1.2.AnalysisToolsStrategy彭婧2015-2016重慶工商大學國際商學院Strategies3.Definition1.2.AnalStrategyisthedirectionandscopeofanorganisationoverthelongterm,whichachievesadvantageinachangingenvironmentthroughitsconfigurationofresourcesandcompetenceswiththeaimoffulfillingstakeholderexpectations.StrategyDefinition彭婧2015-2016重慶工商大學國際商學院StrategyisthedirectionandOrganisation

Environment

Capability

PurposeContent彭婧2015-2016重慶工商大學國際商學院OrganisationEnvironmentCapabcanbedefinedastheresourcesandcompetencesofanorganisationneededforittosurviveandprosper(成功）.StrategicCapability彭婧2015-2016重慶工商大學國際商學院canbedefinedastheresourceAdistillation

ofthefindingsoftheinternal

andexternalauditswhich

drawsattentiontothe

criticalorganisational

strengthsandweaknesses

andtheopportunitiesand

threatsfacingthecompany.SWOTAnalysis彭婧2015-2016重慶工商大學國際商學院AdistillationofthefindingsStrengthPositionTechnology/ProductManagementteamNetworkOpportunityWeaknessThreatsEconomicsClimate/GeographyDemographyTechnology…PositionTechnology/ProductManagementteamNetworkChange:PoliticsPressure:marketSuppliers…Competition….SWOTAnalysisInternalExternal+-彭婧2015-2016重慶工商大學國際商學院StrengthPositionOpportunityWeaCaseStudy彭婧2015-2016重慶工商大學國際商學院CaseStudy彭婧2015-2016重慶工商大StrengthStrongbrandValueHighservicestandardFinanceCostandqualitycontrolCustomergeneration(孩子）OpportunityWeaknessThreatsChinesemarketsizeFastfoodTasteFoodsafetyLocalization(口味）ProductcustomizeFastFoodCompetitors(模式，口味）Marketstructure(餐飲行業）HealthMcDonald’sInternalExternal+-彭婧2015-2016重慶工商大學國際商學院StrengthStrongbrandValueOppo電商公司swot分析天貓，蘇寧，京東，AmazonCaseStudy彭婧2015-2016重慶工商大學國際商學院電商公司swot分析CaseStudy彭婧2015isconcernedwithanorganisation’soverallpurposeandscopehowtocompetesuccessfullyinamarkethowresources,processesandpeoplecaneffectivelydelivercorporate-andbusiness-levelstrategies.

CorporateLevel

BusinessLevel

OperationalLevelStrategicChoices彭婧2015-2016重慶工商大學國際商學院isconcernedwithanorganisatBusinessPortfolioisthecollectionofbusinessesandproductsthatmakeupthe

company.BusinessPortfolioAstrategicbusinessunit(SBU)isaunitofthecompanythathasaseparatemissionandobjectives,andwhichcanbeplannedindependentlyfromothercompanybusinesses.AnSBUcanbeacompanydivision,aproductlinewithinadivision,orsometimesasingleproductorbrand.彭婧2015-2016重慶工商大學國際商學院BusinessPortfolioisthecollCorporate-AnsoffMatrixRelated:Concentric/VerticalUnrelated:Horizontal彭婧2015-2016重慶工商大學國際商學院Corporate-AnsoffMatrixRelateDiversificationEntertainment

MediaTelecomHealthLifestyleTravel

FinancialServiceFood&DrinkTransport……彭婧2015-2016重慶工商大學國際商學院DiversificationEntertainmentMCorporate-BCGMatrix市場占有率市場增長率CashCow?★Dog彭婧2015-2016重慶工商大學國際商學院Corporate-BCGMatrix市場占有率市場增長率某一酒類經銷公司經營A、B、C、D、E、F、G7個品牌的酒品，公司可用資金50萬。經對前半年的市場銷售統計分析，發現：1.A、B品牌業務量為總業務量的70%，兩個品牌的利潤占到總利潤的75%，在本地市場占主導地位。但這兩個品牌是經營了幾年的老品牌，從去年開始市場銷售增長率已成下降趨勢，前半年甚至只能維持原來業務量；2.C、D、E三個品牌是新開辟的新品牌。其中C、D兩個品牌前半年表現搶眼，C品牌銷售增長了20%，D品牌增長了18%，且在本區域內尚是獨家經營。E品牌是高檔產品，利潤率高，銷售增長也超過了10%，但在本地競爭激烈，該品牌其它兩家主要競爭對手所占市場比率達到70%，而公司只占到10%左右；3.F、G兩個品牌市場銷售下降嚴重，有被C、D品牌替代的趨勢，且在競爭中處于下風，并出現了滯銷和虧損現象。Practice彭婧2015-2016重慶工商大學國際商學院某一酒類經銷公司經營Practice彭婧2015-201Corporate-GE/McKinseyMatrixInvestment&Growth戰略發展SelectiveGrowth選擇性戰略Selectivity（選擇性維持）SelectiveGrowth選擇性戰略Selectivity

（選擇性維持）Harvest/Divest(收縮）Selectivity（選擇性維持）（cost)Harvest/Divest(收縮）Harvest/Divest(收縮）closeSBUStrength經營實力HighMediumLowHighMediumLowIndustryAttractiveness行業吸引力彭婧2015-2016重慶工商大學國際商學院Corporate-GE/McKinseyMatrixInIndustryAttractivenessMarketgrowthrateMarketSizeDemandVariabilityIndustryProfitabilityGlobalOpportunityMacroenvironmentalFactors彭婧2015-2016重慶工商大學國際商學院IndustryAttractiveness彭婧201MarketshareGrowthofmarketshareBrandequityDistributionchannelaccessProductioncapacity

ProfitmarginsrelativestocompetitorsBusinessUnitStrength彭婧2015-2016重慶工商大學國際商學院BusinessUnitStrength彭婧2015isconcernedwithanorganisation’soverallpurposeandscopehowtocompetesuccessfullyinamarkethowresources,processesandpeoplecaneffectivelydelivercorporate-andbusiness-levelstrategies.

CorporateLevel

BusinessLevelOperationalLevelStrategicChoices彭婧2015-2016重慶工商大學國際商學院isconcernedwithanorganisatBusinessLevel–GenericStrategyMichaelEugenePorterbornMay23,1947

theBishopWilliamLawrenceUniversityProfessoratTheInstituteforStrategyandCompetitiveness,basedattheHarvardBusinessSchool

彭婧2015-2016重慶工商大學國際商學院BusinessLevel–GenericStratTargetscopeAdvantageLowcostProductuniquenessBroad(industrywide)CostleadershipDifferentiationNarrow

(marketsegment)Focus(lowcost)Focus(differentiation)BusinessLevel–GenericStrategy彭婧2015-2016重慶工商大學國際商學院TargetscopeAdvantageLowcostPCompetitorBuyerSupplier(marketshare)NewcomerReplacementAdvantageRiskImprovementEasytocopyCustomerSatisfactionSensitiveforeconomicenvironmentCostLeadership彭婧2015-2016重慶工商大學國際商學院CompetitorAdvantageRiskImpLeaderChallengerFollowerNicheStrategy–MarketDominance彭婧2015-2016重慶工商大學國際商學院LeaderChallengerFollowerNicheS050100150Inthisscheme,firmsareclassifiedbasedontheirmarketshareordominanceofanindustry.Definition200Strategy–MarketDominance高露潔30.4%黑人18%佳潔士16%云南白藥12%中華9%竹鹽6%舒適達5%其他3.6%彭婧2015-2016重慶工商大學國際商學院050100150Inthisscheme,firmsisconcernedwithanorganisation’soverallpurposeandscopehowtocompetesuccessfullyinamarkethowresources,processesandpeoplecaneffectivelydelivercorporate-andbusiness-levelstrategies.

CorporateLevel

BusinessLevelOperationalLevelStrategicChoices彭婧2015-2016重慶工商大學國際商學院isconcernedwithanorganisatOperationalStrategyFourbasicstrategiesProcessfocusRepetitivefocusProductfocusMasscustomizationWithinthesebasicstrategiestherearemanywaystheymaybeimplemented彭婧2015-2016重慶工商大學國際商學院OperationalStrategyFourbasicMasscustomizationprovidesacompetitiveadvantageSellcustom-builtPCsdirectlytoconsumerLeanproductionprocessesandgoodproductdesignallowresponsivenessIntegratetheWebintoeveryaspectofitsbusinessFocusresearchonsoftwaredesignedtomakeinstallationandconfigurationofitsPCsfastandsimpleCaseStudy–DELLComputer彭婧2015-2016重慶工商大學國際商學院Masscustomizationprovidesa彭婧2015-2016重慶工商大學國際商學院彭婧2015-2016重慶工商大學國際商學院作業：億滋中國餅干品牌BCGMatrix分析根據各品牌的市場占有率，增長率用BCGmatrix定位每個品牌簡要闡述關鍵原因及相應發展計劃彭婧2015-2016重慶工商大學國際商學院作業：彭婧2015-2016重慶工商大學國際商學院BCGMatrix–CaseStudyXXXXX彭婧2015-2016重慶工商大學國際商學院BCGMatrix–CaseStudyXXXXX彭婧MarketingStrategy彭婧2015-2016重慶工商大學國際商學院MarketingStrategy彭婧2015-201Strategies3.Definition1.2.AnalysisToolsStrategy彭婧2015-2016重慶工商大學國際商學院Strategies3.Definition1.2.AnalStrategyisthedirectionandscopeofanorganisationoverthelongterm,whichachievesadvantageinachangingenvironmentthroughitsconfigurationofresourcesandcompetenceswiththeaimoffulfillingstakeholderexpectations.StrategyDefinition彭婧2015-2016重慶工商大學國際商學院StrategyisthedirectionandOrganisation

Environment

Capability

PurposeContent彭婧2015-2016重慶工商大學國際商學院OrganisationEnvironmentCapabcanbedefinedastheresourcesandcompetencesofanorganisationneededforittosurviveandprosper(成功）.StrategicCapability彭婧2015-2016重慶工商大學國際商學院canbedefinedastheresourceAdistillation

ofthefindingsoftheinternal

andexternalauditswhich

drawsattentiontothe

criticalorganisational

strengthsandweaknesses

andtheopportunitiesand

threatsfacingthecompany.SWOTAnalysis彭婧2015-2016重慶工商大學國際商學院AdistillationofthefindingsStrengthPositionTechnology/ProductManagementteamNetworkOpportunityWeaknessThreatsEconomicsClimate/GeographyDemographyTechnology…PositionTechnology/ProductManagementteamNetworkChange:PoliticsPressure:marketSuppliers…Competition….SWOTAnalysisInternalExternal+-彭婧2015-2016重慶工商大學國際商學院StrengthPositionOpportunityWeaCaseStudy彭婧2015-2016重慶工商大學國際商學院CaseStudy彭婧2015-2016重慶工商大StrengthStrongbrandValueHighservicestandardFinanceCostandqualitycontrolCustomergeneration(孩子）OpportunityWeaknessThreatsChinesemarketsizeFastfoodTasteFoodsafetyLocalization(口味）ProductcustomizeFastFoodCompetitors(模式，口味）Marketstructure(餐飲行業）HealthMcDonald’sInternalExternal+-彭婧2015-2016重慶工商大學國際商學院StrengthStrongbrandValueOppo電商公司swot分析天貓，蘇寧，京東，AmazonCaseStudy彭婧2015-2016重慶工商大學國際商學院電商公司swot分析CaseStudy彭婧2015isconcernedwithanorganisation’soverallpurposeandscopehowtocompetesuccessfullyinamarkethowresources,processesandpeoplecaneffectivelydelivercorporate-andbusiness-levelstrategies.

CorporateLevel

BusinessLevel

OperationalLevelStrategicChoices彭婧2015-2016重慶工商大學國際商學院isconcernedwithanorganisatBusinessPortfolioisthecollectionofbusinessesandproductsthatmakeupthe

company.BusinessPortfolioAstrategicbusinessunit(SBU)isaunitofthecompanythathasaseparatemissionandobjectives,andwhichcanbeplannedindependentlyfromothercompanybusinesses.AnSBUcanbeacompanydivision,aproductlinewithinadivision,orsometimesasingleproductorbrand.彭婧2015-2016重慶工商大學國際商學院BusinessPortfolioisthecollCorporate-AnsoffMatrixRelated:Concentric/VerticalUnrelated:Horizontal彭婧2015-2016重慶工商大學國際商學院Corporate-AnsoffMatrixRelateDiversificationEntertainment

MediaTelecomHealthLifestyleTravel

FinancialServiceFood&DrinkTransport……彭婧2015-2016重慶工商大學國際商學院DiversificationEntertainmentMCorporate-BCGMatrix市場占有率市場增長率CashCow?★Dog彭婧2015-2016重慶工商大學國際商學院Corporate-BCGMatrix市場占有率市場增長率某一酒類經銷公司經營A、B、C、D、E、F、G7個品牌的酒品，公司可用資金50萬。經對前半年的市場銷售統計分析，發現：1.A、B品牌業務量為總業務量的70%，兩個品牌的利潤占到總利潤的75%，在本地市場占主導地位。但這兩個品牌是經營了幾年的老品牌，從去年開始市場銷售增長率已成下降趨勢，前半年甚至只能維持原來業務量；2.C、D、E三個品牌是新開辟的新品牌。其中C、D兩個品牌前半年表現搶眼，C品牌銷售增長了20%，D品牌增長了18%，且在本區域內尚是獨家經營。E品牌是高檔產品，利潤率高，銷售增長也超過了10%，但在本地競爭激烈，該品牌其它兩家主要競爭對手所占市場比率達到70%，而公司只占到10%左右；3.F、G兩個品牌市場銷售下降嚴重，有被C、D品牌替代的趨勢，且在競爭中處于下風，并出現了滯銷和虧損現象。Practice彭婧2015-2016重慶工商大學國際商學院某一酒類經銷公司經營Practice彭婧2015-201Corporate-GE/McKinseyMatrixInvestment&Growth戰略發展SelectiveGrowth選擇性戰略Selectivity（選擇性維持）SelectiveGrowth選擇性戰略Selectivity

（選擇性維持）Harvest/Divest(收縮）Selectivity（選擇性維持）（cost)Harvest/Divest(收縮）Harvest/Divest(收縮）closeSBUStrength經營實力HighMediumLowHighMediumLowIndustryAttractiveness行業吸引力彭婧2015-2016重慶工商大學國際商學院Corporate-GE/McKinseyMatrixInIndustryAttractivenessMarketgrowthrateMarketSizeDemandVariabilityIndustryProfitabilityGlobalOpportunityMacroenvironmentalFactors彭婧2015-2016重慶工商大學國際商學院IndustryAttractiveness彭婧201MarketshareGrowthofmarketshareBrandequityDistributionchannelaccessProductioncapacity

ProfitmarginsrelativestocompetitorsBusinessUnitStrength彭婧2015-2016重慶工商大學國際商學院BusinessUnitStrength彭婧2015isconcernedwithanorganisation’soverallpurposeandscopehowtocompetesuccessfullyinamarkethowresources,processesandpeoplecaneffectivelydelivercorporate-andbusiness-levelstrategies.

CorporateLevel

BusinessLevelOperationalLevelStrategicChoices彭婧2015-2016重慶工商大學國際商學院isconcernedwithanorganisatBusinessLevel–GenericStrategyMichaelEugenePorterbornMay23,1947

theBishopWilliamLawrenceUniversityProfessoratTheInstituteforStrategyandCompetitiveness,basedattheHarvardBusinessSchool

彭婧2015-2016重慶工商大學國際商學院BusinessLevel–GenericStratTargetscopeAdvantageLowcostProductuniquenessBroad(industrywide)CostleadershipDifferentiationNarrow

(marketsegment)Focus(lowcost)Focus(differentiation)BusinessLevel–GenericStrategy彭婧2015-2016重慶工商大學國際商學院TargetscopeAdvantageLowcostPCompetitorBuyerSupplier(marketshare)NewcomerReplacementAdvantageRiskImprovementEasytocopyCustomerSatisfactionSensitiveforeconomicenvironmentCostLeadership彭婧2015-2016重慶工商大學國際商學院CompetitorAdvantageRiskImpLeaderChallengerFollowerNicheStrategy–MarketDominance彭婧2015-2016重慶工商大學國際商學院LeaderChallengerFollowerNicheS050100150Inthisscheme,firmsareclassifiedbasedontheirmarketshareordominanceof