战略规划流程与方法解决方案.ppt

CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * The traditional approach consisted of four basic frameworks: Porters five forces; Structure-conduct-performance analysis; a business concept based on where, how and when to compete, and a business system driven around a traditional product development process CM/000910/SH-StraPlan(97GB) * In Porters view, the starting point is a clear understanding of the industry forces at work. Essentially, by understanding the structure of the industry, we can understand the nature of rivalry that is likely to ensue, and thus the attractiveness of the industry to different kinds of players. Having understood the industry environment, companies then need to choose the particular strategy that is going to differentiate them from other players. This approach is a static, structural analysis of the situation CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * An approach driven around value forces a company to consider the value that they want their product to add to the consumer first, and then finds a means to provide that value and communicate it to the customer. CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * 战略规划应对行业及竞争态势，以及自身竞争优/劣势进行充分、详实的分析，并在此基础上制订相应的战略，而且必须对与此战略相应的财务目标及资源需求作出尽量实际的预测。 CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/000910/SH-StraPlan(97GB) * CM/00