五力 竞争模型专用课件.pptVIP

Michael Porter’s 五力競爭模型 竞争的类型 Generic-Share of Wallet(综合型竞争类型) Form-essentials, non-essentials(型态竞争类型) Categories(类别竞争类型) Industry Specific(行业内竞争类型) 可能競爭對手的威脅 Threat of entry (進入業界的威脅) Barriers of entry (介入障礙) economies of scale (經濟規模) product differentiation (產品差異化程度) capital requirements (資源需求) switching costs (轉換成本) access to distribution channels (流通管道取得) cost disadvantages independent of scales (成本劣勢(非生產成本)) proprietary (專利 或 特殊資源 能力) favorable access to raw materials (材料取得優勢) favorable locations (地點 地區優勢) government subsidies (政府補助) learning curve (學習曲線) government policy (國家政策) 業界內部競爭程度 numerous or equally balanced competitors (平起平坐的對手) slow industry growth (產業成長速度(快 慢?)) high fixed or storage costs (固定成本 儲存成本高低?) lack of differentiation or switching costs (差異化程度? 轉換成本高低? capacity augmented in large increments: diverse competitors: (變化多的競爭對手?) high strategic states: (戰略上的影響程度?) high exit barriers : (高退出成本?) 顧客(買方)的談判優勢 Buyer purchases large volumes relative to the seller sales (買方採購金額占賣方很大比率) Buyer purchases are a significant portion of the buyer total costs (買方採購金額佔賣方的成本結構很大比率) The product it purchases from the industry are standard or undifferentiated (採購商品是標準化商品 無差異性) Face few switching costs (轉換成本很低) Product is unimportant to the quality of the buyers?products or services (商品或服務對買方的品質) Buyer has full information (買方有完全的商品 產業資訊) 賣方的談判優勢 few suppliers (少數的供應商) not obliged to contend with other substituted products (與替代性商品並無競爭) industry is not an important customer of the supplier group (賣方並不重視買方的購買金額) suppliers product is an important input to the buyers business (賣方商品是買方的重要原料之一) the supplier groups products are differentiated or it has built up switching costs (賣方商品有差異性 或有轉換成本) the supplier group poses a credible threat of forward integration (賣方有能力發展買方的業務) 替代品的威脅 商品可被現有或未來的科技取代 替代品的轉換成本 替代品的成本與價格 替代品的市場性 SWOT 分析 三種基本策略 Overall cost leadership (最低成本競爭方法) Differ