business strategy 8 copy
咨询公司case分析方法
Case interview分析工具/框架来源：张旭的日志最近在准备CASE INTERVIEW，刚接触这个，对里面涉及到的FRAMEWORK 和STRATEGY非常不熟悉，偶获珍宝，与诸君共享。
顺便攒RP！！案例面试分析工具/框架一．Business Strategy1．市场进入类行业分析（波特5力，市场趋势，市场规模，市场份额，市场壁垒等）公司宏观环境（人口，经济，自然，技术，政治），公司微观环境（公司，供应商，市场中介，顾客，竞争对手，大众）3C（Competitor, Consumer, Company/Capabilities）Cost-revenue固定成本，可变成本收入怎么计算？时间序列估计，可比公司估计市场细分很重要，niche marketA.地理细分B.人口细分（年龄及生命周期阶段细分，性别细分，收入细分）C.心理细分（社会阶层，生活方式，个性特征）D.行为细分（购买时机-柯达，利益细分-牙膏，用户状况，使用率，忠诚度）2．行业分析类市场（市场规模，市场细分，产品需求/趋势分析，客户需求）竞争（竞争对手的经济情况，产品差异化，市场整合度，产业集中度）顾客/供应商关系（谈判能力，替代者，评估垂直整合）进入/离开的障碍（评估公司进入/离开。
对新加入者的反应，经济规模，预测学习曲线，研究政府调控）资金金融（主要金融资金来源，产业风险因素，可变成本/固定成本）风险预测与防范3．新产品引入类营销调研产品？价格？即4P4C (Customer, Competition, Cost, Capabilities)市场促销，分校渠道（渠道选择，库存，运输，仓储）STP和4P（Product, Price, Place, Promotion）产品生命周期二．Business Operation1．市场容量扩张（竞争对手，消费者，自己实力）2．利润改善型Revenue, Cost分析，到底是销售额下降造成，还是成本上升造成如果销售额下降，看4P了（是价格过高？产品质量问题？分校渠道问题？还是promotion的efficacy有问题？）如果成本上升，看固定成本or可变成本是否有问题？（固定成本过高，设备是否老化，需要关闭生产线、厂房，降低管理者工资等，可变成本过高，看原材料价格是否上升，有没有降低的可能，switch suppliers? 还是人员工资过高，需要裁员等）成本结构是否合理，产能利用率如何（闲置率）3.推销任何一种产品/服务4P，3c4.定价以成本为基础的定价成本加成定价，以目标利润（盈亏平衡定价）以价值为基础定价以竞争为基础定价三．Market Sizing/Estimation市场趋势，市场规模，市场份额，市场壁垒等市场集中度市场驱动因素（价格，服务，质量，外观）关键成功要素KSF四．M&A类整合原因（synergy, scale, management impulse, Tax consideration, Diversification, Breakup Value）5C（Character, Capacity, Capital, Conditions, Competitive Advantage）类型：horizontal, vertical, congeneric, conglomerate估值方法：DFC，Market Multiple( EBITDA，P/E，P/B)DFC：Pro Forma Cash Flow Statement，Discount RateHostile VS Friendly takeovers所有咨询公司面试可能用到的分析结构Advanced concepts & frameworksMBAs and other candidates with business background, take note - interviewers will expect you to have a more detailed take on your case than an undergraduate would have. Here are some com monly used case concepts.Net present valuePerhaps the most important type of decision company managers must make on a daily basis is w hether to undertake a proposed investment. For example, should the company buy a certain piece of equipment? Build a particular factory? Invest in a new project? These types of decisions are c alled capital budgeting decisions. The consultant makes such decisions by calculating the net prese nt value of each proposed investment and making only those investments that have positive net p resent values.Example: Hernandez is the CFO of Western Manufacturing Corp., an automobile manufacturer. T he company is considering opening a new factory in Ohio that will require an initial investment of $1 million. The company forecasts that the factory will generate after-tax cash flows of $100,000 in Year 1, $200,000 in Year 2, $400,000 in Year 3, and $400,000 in Year 4. At the end of Ye ar 4, the company would then sell the factory for $200,000. The company uses a discount rate o f 12 percent. Hernandez must determine whether the company should go ahead and build the fac tory. To make this decision, Hernandez must calculate the net present value of the investment. T he cash flows associated with the factory are as follows:Hernandez then calculates the NPV of the factory as follows:Since the factory has a negative net present value, Hernandez correctly decides that the factory sh ould not be built.The net present value ruleNote from the example above that once the consultant has figured out the NPV of a proposed i nvestment, she then decides whether to undertake the investment by applying the net present valu e rule:Make only those investments that have a positive net present value.As long as the consultant follows this rule, she can be confident that each investment is making a positive net contribution to the company.The Capital Asset Pricing Model (CAPM)In the above example, we assumed a given discount rate. However, part of a consultant's job is t o determine an appropriate discount rate (r) to use when calculating net present values. The disco unt rate may vary depending on the investment.BetaThe first step in arriving at an appropriate discount rate for a given investment is determining th e investments riskiness. The market risk of an investment is measured by its "beta" (?), which measures riskiness when compared to the market as a whole. An investment with a beta of 1 has t he same riskiness as the market as a whole (so, for example, when the market moves down 10 p ercent, the value of the investment will on average fall 10 percent as well). An investment with b eta of 2 will be twice as risky as the market (so when the market falls 10 percent, the value of the investment will on average fall 20 percent).CAPMOnce the consultant has determined the beta of a proposed investment, he can use the Capital A sset Pricing Model (CAPM) to calculate the appropriate discount rate (r):The risk-free rate of return is the return the company could receive by making a risk-free invest ment (for example, by investing in U.S. Treasury bills). The market rate of return is the return th e company could receive by investing in a well-diversified portfolio of stocks (for example, S&P 500).Example: Shen, Inc., a coal producer, is considering investing in a new venture that would manuf acture and market carbon filters. Shen's chief financial officer, Apelbaum, wants to calculate the N PV of the proposed venture in order to determine whether the company should make the invest ment. After studying the riskiness of the proposed venture, Apelbaum determines that the beta of the investment is 1.5. A U.S. Treasury note of comparable maturity currently yields 7 percent, w hile the return on the S&P 500 stock index is 12 percent. Therefore, the discount rate Apelbaum will use when calculating the NPV of the investment will be:Although this is an overly simplified discussion of how consultants calculate discount rate to use i n their cash-flow analysis, it does give you an overview of how consultants incorporate the notio n of an investment's market to select the appropriate discount rate.Porter's Five ForcesDeveloped by Harvard Business School professor Michael Porter in his book Competitive Strategy, the Porter's Five Forces framework helps determine the attractiveness of an industry. Before any company expands into new markets, divests product lines, acquires new businesses, or sells divisi ons, it should ask itself, "Is the industry we're entering or exiting attractive?" By using Porter's Fi ve Forces, a company can begin to develop a thoughtful answer. Consultants frequently utilize Po rter's Five Forces as a starting point to help companies evaluate industry attractiveness.Take, for example, entry into the copy store market (like Kinko's). How attractive is the copy sto re market?Potential entrants: What is the threat of new entrants into the market? Copy stores are not very expensive to open - you can conceivably open a copy store with one copier and one employee. Therefore, barriers to entry are low, so there's a high risk of potential new entrants.Buyer power: How much bargaining power do buyers have? Copy store customers are relatively p rice sensitive. Between the choice of a copy store that charges 5 cents a copy and a store that c harges 6 cents a copy, buyers will usually head for the cheaper store. Because copy stores are co mmon, buyers have the leverage to bargain with copy store owners on large print jobs, threatenin g to take their business elsewhere. The only mitigating factors are location and hours. On the oth er hand, price is not the only factor. Copy stores that are willing to stay open 24 hours may be able to charge a premium, and customers may simply patronize the copy store closest to them i f other locations are relatively inconvenient.Supplier power: How much bargaining power do suppliers have? While paper prices may be on t he rise, copier prices continue to fall. The skill level employees need to operate a copy shop (for basic services, like copying, collating, etc.) are relatively low as well, meaning that employees will have little bargaining power. Suppliers in this situation have low bargaining power.Threat of substitutes: What is the risk of substitution? For basic copying jobs, more people now possess color printers at home. Additionally, fax machines have the capability to fulfill copy functi ons as well. Large companies will normally have their own copying facilities. However, for large-s cale projects, most individuals and employees at small companies will still use the services of a co py shop. The Internet is a potential threat to copy stores as well, because some documents that f ormerly would be distributed in hard copy will now be posted on the Web or sent through e-ma il. However, for the time being, there is still relatively strong demand for copy store services. Competition: Competition within the industry appears to be intense. Stores often compete on pric e, and are willing to "underbid" one another to win printing contracts. Stores continue to add ne w features to compete as well, such as expanding hours to 24-hour service and offering free deliv ery.From this analysis, you can ascertain that copy stores are something of a commodity market. Con sumers are very price-sensitive, copy stores are inexpensive to set up, and the market is relatively easily entered by competitors. Advances in technology may reduce the size of the copy store ma rket. Value-added services, such as late hours, convenient locations, or additional services such as creating calendars or stickers, may help copy stores differentiate themselves. But overall, the copy store industry does not appear to be an attractive one.As dot-coms come under fire, one case question we've heard increasingly is "How would you create barriers to entry as an Internet Startup?"Product life cycle curveIf you're considering a product case, figure out how "mature" your product or service isStrategy tool/framework chartHere's one way to think about the choice between being the lowest-cost provider or carving out a higher-end market niche - what consultants call differentiation.The Four PsThis is a useful framework for evaluating marketing cases. It can be applied to both products an d services. The Four Ps consist of:PriceThe price a firm sets for its product/service can be a strategic advantage. For example, it can be predatory (set very low to undercut the competition), or it can be set slightly above market aver age to convey a "premium" image. Consider how pricing is being used in the context of the case presented to you.ProductThe product (or service) may provide strategic advantage if it is the only product/service that sati sfies a particular intersection of customer needs. Or it may simply be an extension of already exis ting products, and therefore not much of a benefit. Try to tease out the value of the product in the marketplace based on the case details you have been given.Position/PlaceThe physical location of a product/service can provide an advantage if it is superior to its compe tition, if it is easier or more convenient for people to consume, or if it makes the consumer mor e aware of the product/service over its competition. In the context of a business case, you may want to determine the placement of the product or service compared to its competition. PromotionWith so much noise in today's consumer (and business to business) marketplace, it is difficult for any one product/service to stand out in a category. Promotional activity (including advertising, di scounting to consumers and suppliers, celebrity appearances, etc.) can be used to create or maintai n consumer awareness, open new markets, or target a specific competitor. You may want to sugg est a promotional strategy in the context of the case you are presented relative to the promotiona l activity of other competing products/services.The Four CsThe Four Cs are especially useful for analyzing new product introductions and for industry analysi s.CustomersHow is the market segmented?What are the purchase criteria that customers use?CompetitionWhat is the market share of the clients?What is its market position?What is its strategy?What is its cost position?Does he/she have any market advantages?CostWhat kind of economies of scale does the client have?What is the client's experience curve?Will increased production lower cost?CapabilitiesWhat resources can the client draw from?How is the client organized?What is the production system?The Five CsThis framework is mostly applied to financial cases and to companies (although it can be applied to individuals). You may employ it in other situations if you think it is appropriate. CharacterEvaluate the dedication, track record, and overall consumer perception of the company. Are there any legal actions pending against the company? If so, for what reason? Is the company progressi ve about its waste disposal, quality of life for its employees, and charitable contributions? What s ort of impact would this have on the case you are evaluating?CapacityIf you are dealing with a manufacturing entity, are its factories at, above, or below capacity, and for what reasons? Are there plans to add new plants, improve the technology in existing plants, o r close underperforming plants? What about production overseas?CapitalWhat is the company's cost of capital relative to its competitors? How healthy are its cash flows, revenues, and debt load relative to its competition?ConditionsWhat is the current business climate the company (and its industry) faces? What is the short- and long-term growth potential in the industry? How is the market characterized? Is it emerging or mature? These questions can assist you in evaluating the facts of the case against the environment that the company/industry inhabits.Competitive AdvantageThis is the unique edge a company possesses over its competitors. It can be an unparalleled set of business processes, the ability to produce a product/service at a lower cost, charge a market p remium, or any number of other assets that create an advantage over other market players. Whate ver the case, these advantages are usually defensible and not easily copied.In evaluating business cases using the Five Cs framework, you should look for those unique quali ties that a company possesses and identify any that meet the criteria mentioned above. You may suggest that the company leverage its competitive advantage more aggressively or recommend alter natives if that company has no discernible advantage.Value Chain AnalysisThis approach involves assessing a company's overall business processes and identifying where that company actually adds value to a product or service. The total margin of profit will be the valu e of the product or service to buyers, less the cost of its production, as determined by the value chain.In most cases, a competitive advantage is only temporary for many of today's products/services. Being first to market, having a unique formula or configuration, or having exclusivity in a market were once long-term defensible strategies. But today, businesses are globally connected by lightnin g-fast communications and knowledge-sharing systems and manufacturing technologies are getting b etter and faster at reacting to and anticipating market conditions. Thus these advantages are only fleeting or may not exist at all.Value Chain Analysis attempts to identify a competitive advantage by deconstructing the various " changes" a company's business processes perform on a set of raw materials or other inputs. Most can be easily copied by other competitors, but there is usually a unique subset that represents th e "value-added" qualities only the company under scrutiny possesses. This set is that company's c ompetitive advantage, or "value chain." Sometimes this set can be copied, but a unique set of cir cumstances may still allow the company in question to perform them at a lower cost, charge a p remium in the market, or retain higher market share than its competitors.In the context of a business case, you can use this framework to identify a company's overall bu siness processes set and then determine if one or more of the processes are defensible competitiv e advantages.For example, a manufacturer of fruit juice might have the following value chain elements: •Research and development (Will mango really taste good with cloudberry juice?)•Cost of goods sold (How much does it cost to manufacture the fruit juice? Is there a frost inFlorida that drives up the costs of oranges? Is the currency crisis in Indonesia making papaya ver y cheap? Are per-volume purchases lower than, for example, those of Tropicana?) •Packaging and shipping (How much does that new banana-shaped container cost? Are many bottl es lost in transit? What are the fixed costs of shipping?)•Manufacturing (How much do those juice pulpers cost? How often do factories need to be reen gineered?)•Labor (How many employees do we have? Where are they located? Are they unionized?) •Distr ibution (Where are the distribution centers? Where are the products distributed?) •Advertising (Billboards, TV, magazines?)•Margin (How profitable is the juice company?)For more detailed information on this type of analysis, you may want to consider the authoritativ e text on competitive strategy: Competitive Strategy: Techniques for Analyzing Industries and Com petitors, by Michael E. Porter.Core competencies"Core competencies" is the idea that each firm has a limited number of things it is very good at (that is, its core competence or competencies).When restructuring or reengineering, one of the starting points for a company should be identifyi ng its core competencies. A firm should define its core competencies broadly in order to be flexi ble enough to adapt to changes in the marketplace. (For instance, when Xerox defined itself as a "document company," rather than a maker of copy machines, it was able to take advantage of t he more lucrative business of document handling and outsourcing for major corporations, as well as of the market for fax machines, scanners, and other document-handling equipment.) Companies should seriously consider selling/spinning off business units that are not part of their "core" business. For instance, Pepsi recently spun off its restaurant operations after it concluded t hat its expertise was in manufacturing and marketing beverages, not in managing restaurants.Benchmarking and "best practices"A commonly used concept in consulting (especially in operations and implementation engagements) is "benchmarking." Benchmarking basically means researching what other companies in the indust ry are doing (usually in order to evaluate whether your client is operating efficiently or to identify areas where the client can cut costs). For example, if a mail-order company wants to reduce its order-processing costs, it would want to compare its order processing costs with those of other mail-order companies, breaking down its costs for each part of the process (including order-taking and shipping) and comparing them with industry averages. It can then pinpoint those areas wher e its costs are higher than average for the industry.A related concept is "best practices": once you've benchmarked what other companies are doing, you want to focus on those companies that have particular low costs or which otherwise operate particularly well. What are they doing right (i.e., what are their "best practices")? And how can o ur client (in the case) emulate or copy what they're doing? Remember to look outside your client' s particular industry, if necessary, to find the best practices for a particular process or operation.The 2x2 matrixThe 2x2 matrix is a good framework to use any time you have two factors that, when combined, yield different outcomes. A very rudimentary example would be what happens when you turn on your bathroom faucets, as follows:A more business-appropriate example would involve acquiring a company. Let?s say a company is interested in understanding the difficulty of acquiring or building a distribution center and it is c onsidering financing this decision with either stock or debt. The potential outcomes might look li ke this:The BCG MatrixThe BCG Matrix, named after the Boston Consulting Group (BCG), is perhaps the most famous 2x2 matrix. The matrix measures a company's relative market share on the horizontal axis and it s growth rate on the vertical axis.M&A cases: Determining the value of an acquisitionCase interviews aren't just for consultants. Mergers & acquisition cases are wildly popular at invest ment banks. Here's how to analyze a potential acquisition.Value Drivers (M&A) FrameworkIn order to understand value, we need to understand the three primary value drivers:The value components can be further broken out into specific "value drivers":M&A Cases: Data Gathering and AnalysisMarket Analysis Tools• Competitive position framework• Relative value versus competitors to customer through supply chain• Product life cycle• Supply and demand analysis- Industry capacity- Industry utilization- Demand drivers- Regressions• Segmentation analysis• Porter's Five Forces• Experience curves• Trends and outlook• Key success factorsTarget Analysis Tools• Business system - comparison with competitors• Market share (over time and by segment)• Capacity (growth and utilization of)• Customer's key purchase criteria and relative performance • Financial history• Sales and profitability by segment• Cash flow analysis• Margin and expense structure• Relative cost position• Cost benchmarkingYour data gathering strategy will vary depending on industry:A framework cautionAll the frameworks detailed above are widely used, and most U.S. business schools teach them as part of their core curriculums. Your interviewers will instantly recognize when you are applying t hem, since they are already familiar with the techniques. While this is OK, consider that you are trying to demonstrate your unique analytical and deductive reasoning skills that set you apart from other candidates. You must be creative and original in analyzing case questions. Use these frame works sparingly. (Another note: No interviewer will be impressed if you proudly proclaim, "I'm go ing to apply Porters Five Forces now." Apply frameworks without identifying them.)本文档部分内容来源于网络，如有内容侵权请告知删除，感谢您的配合！。
Business strategy
Business strategyA business strategy is the means by which it sets out to achieve its desired ends (objectives). It can simply be described as a long-term business planning. Typically a business strategy will cover a period of about 3-5 years (sometimes even longer).A business strategy is concerned with major resource issues e.g. raising the finance to build a new factory or plant. Strategies are also concerned with deciding on what products to allocate major resources to - for example when Coca-Cola launched Pooh Roo Juice in this country.Strategies are concerned with the scope of a business' activities i.e. what and where they produce. For example, BIC's scope is focused on three main product areas - lighters, pens, and razors, and they have developed super factories in key geographical locations to produce these items.Two main categories of strategies can be identified:1. Generic (general) strategies, and2. Competitive strategies.The main types of generic strategies that organisations can pursue are:1. Growth i.e. the expansion of the company to purchase new assets, including new businesses, and to develop new products. The Inland Revenue has expanded from being just a tax collector, to other functions such as collecting student loan repayments and paying tax credits.2. Internationalisation/globalisation i.e. moving operations into more and more countries. For example companies like Gillette, Coca-Cola, Kellogg's, and Cadbury Schweppes are major multinationals with operations across the globe.3. Retrenchment involves cutting back to focus on your best lines. The Americans refer to this as'sticking to the knitting' - i.e. concentrating on what you do best.Competitive advantageCompetitive strategies are also important. Competitive strategies are concerned with doing things better than rivals. To be competitive a firm shouldn't just copy the ideas of rivals. They should seek to out compete rivals. There are two main ways of being competitive.1. By selling goods at lower prices than rivals. This is possible when a firm is the market leader and benefits from economies of scale.2. By differentiating your product from those of rivals - which enables you to charge a higher price if desired.The airline industry is divided into two main segments. At one end of the market are the premium price category firms such as British Airways that concentrate on differentiation. They offer better service to passengers, more legroom, in flight entertainment, and more individualised attention. At the other end of the market the emphasis is on being the low cost producer and is exemplified by 'no frills' airlines such as Ryanair. Ryanair focuses on short haul destinations and keeping its planes in the air as frequently as possible in a 24 hour period.Economies of scale - The advantages that large firms have from producing large volumes of output enabling them to spread their costs over more units of output.Differentiation - Making a product different from rival offerings e.g. through packaging and labelling, customer care, additional extra features, etc.Do not fall for overly complicated planning processes. All you need to do is answer these six questions.Most entrepreneurs agree that the ability to consistently execute is a key factor in surviving the start-up phase and ultimately winning. That said you could not make a pig fly, no matter how much you stick with it. In other words, a crummy plan executed well still gets you crummy results. So start with a solid strategy.A sound plan and a simple plan are not mutually exclusive. If you are going to work on a plan, your plan should work for you.Management journals, books, blogs and articles are filled with countless approaches to strategic planning. The definitions for the various components of a strategic plan can be debated endlessly: a vision versus a mission, initiatives versus tactics, and goals versus objectives.Whatever the terms you prefer, cut through the clutter by answering six simple questions about your business:Why do we exist?Where are we going?How will we conduct ourselves?What will we do?How will we measure our success?What improvements or changes must we make?Answering these questions will get you started with a solid plan you can execute. In addition, a final note of caution: Do not be deceived by the simplicity of the questions.。
商务谈判战略技巧英文版
Strategy is so important that it’s the overall plan to accomplish one’s goals in the negotiation and the action sequences that will lead to accomplishment of those goals. In this negotiation, we pursuit a win-win situation, therefore we tend to use collaboration strategy. Specific strategy we used in the negotiation are as follow.The opening of the negotiation is the first time the two negotiators meet each other, it’s the beginning of the business negotiation, and a good opening can laid the groundwork for future negotiations. we used reserved strategy at the opening of the negotiation. Our negotiators made an informal get-together session with Mr. Steve at his hotel in order to understanding if he has the willingness to sell the hotel. The informal get-together session focus more on understanding the other party’s thoughts. We won’t make clear responds to the critical questions raising by the other party, but make a reservation.We used prices explain strategy when making offers in the formal negotiation. When the formal negotiation began, we waited for the other party to quote. After they told their price , then we expressed that their offers is not acceptable to us and request an reasonable explanation about the price. This strategy can help us understand the other party’s intention and gain more information from them.The Nibble is used as the strategy of counteroffer. Finding a breakthrough according to the other party’s offer price and information we collected, using the Nibble to make a counteroffer. The hotel was located at the industrial city and the environment is getting worse with the industrial development. In addition, the inside infrastructure of the hotel is old. For reasons like that, the hotel can not satisfy the customer's demand any more and the condition of the hotel is going downhill. Giving the detailed analysis to the other party done by the consultancy, then told them our counteroffer price.There are three main strategy we used to make a concession in this negotiation.1.Reciprocal concession: This strategy used to obtain compliance from another negotiator. Thatmeans we give concessions and expect concessions from the other party on a certain problem in return. As things are at the moment, the position which the hotel located is not being able to satisfy their target clients’ demand. For this, the hotel had better to move away the city and seek for a suitable site. However the hotel is unable to pay for the huge moving expense.Considering the cost of moving, we can make an appropriate concession that we contact a relocation company for the hotel and pay for the moving expense. By doing this, we could asked for a larger favor from the other party in return.2.Long-term benefits: when the other party asks for concession, we could stress thatmaintaining business relation with us will be able to bring long-term benefits. Considering the hotel relocation will result in customer run off to some extent, we could provide the advertisement platform for the hotel. Promise the other party ties an advertisement for the hotel on the outdoor advertising spaces and responsible for the plan and the design.3.Nonspecific Compensation: This strategy allows one party to obtain his objectives and pay offthe other person for accommodating his interest. The payoff may be unrelated to the substantive negotiation being discussed. The hotel’s hotel the target client is 18-25 year-oldyoung student whose paying capacity is low. We respect the spirit that the hotel founders always care of the s minority groups of the society. For this, our company would like to donate 20,000 dollars to aid by establishing a fund for hotelFour main options that we could used in this negotiation for responding to the other party’s offensive.1.Respond in kind: ask for some benefits from the other party before we make concession.When the other party insist on a certain problem and force us to make concession, we could relate this question with other questions together, for the condition to make concession If the other party requests us to raise the price, we could agree it only the when the hotel promise to move within a month. Our company could start our construction as soon as possible if the hotel moves in the in a short time.2.Adjournment: When there is an obstruction in the negotiation, using adjournment couldeffective. When the other party put forward a price that we could not accept it and they showing no willingness to make a concession, then we could call for an adjournment. That could make us analyze the situation objectively, and take the corresponding countermeasure.3.No precedent :that’s a strategy to reject the other party’s request. When the other party makean extortionate request, we could explain to them that our company had no this precedent in the past and it’s un fair to other clients. By using this strategy to protect our own interest.4.Power limitation: During the negotiation ,when the other party asked for price that is close to290,000, our negotiators could indicated that they have no right the decision-making , that have already outrun the power range that they have to ask for instruction from superior.。
ad常用词汇
ae——account executive——客户代表，或客户执行。
代表广告公司接受广告主各种业务，并负责整体执行的人。
account group——业务小组。
广告公司内负责某特定客户之工作小组。
以ae 为中心，成员包括行销企划、创意、媒体等工作人员，替客户执行广告企划设定、广告表现制作、媒体安排等业务。
appeal point——诉求点。
广告讯息中，最能打动消费者心理，并引起行动的重点。
brain storming——动脑会议。
可自由发想，不受限制的讨论会议。
brand image——品牌形象。
消费者对商品品牌之印象。
cf——commercial film——乃广告影片是也，可不是电视广告脚本哦，commercial 是电视广告脚本。
competitive presentation——比稿。
有的广告主不会将广告计划立即委托一家广告公司，而是让多家广告公司彼此竞争，再从中选择最优秀、最满意的广告公司。
copywriter——文案（撰文人员）。
负责广告文案的专门写作。
ci——corporate identity——企业识别。
以统一性的标志表示企业的理念、文化以及经营的任务。
creative boutique——创意工作室。
“boutique”为法语中商店的意思，指专门零售店，特别是指贩卖流行物品、装饰品的商店。
以这种语意为背景，由少数人组成、专门制作广告的公司，便称为小型制作专业广告公司。
direct response advertising——直效广告。
需要从潜在客户处得到简单回应的广告。
例如邮购、直接信函、电讯行销，及有线电视购物频道。
直效广告必须是双向沟通的。
director——指导。
在整个广告作业中，担任指导之专业职务。
依照其经验不同，指导可分为资深指导（senior director)、指导（director）和助理指导（assistant director）。
指导有以下各专业职位：account director（业务指导）creative director（创意指导）arts director（美术指导）copy director（文案指导）media director（媒体指导）planning director（企划指导）finisher——完稿员。
大气简约商务商业计划书ppt模板
企业规划
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企业目标计划建设
Enterprise target construction
诚信铸就品质 创新引领未来！
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推广计划二
市场分析
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创业商务计划书英语版范文
创业商务计划书英语版范文1. Executive SummaryIntroduction:XYZ Company is a startup business in the field of fashion retail, located in a prime locationin downtown area. Our main goal is to provide high-quality fashion products to our clients at an affordable price, with a focus on customer satisfaction and brand loyalty. We aim to become a leading fashion retailer in the market through our unique product offerings and exceptional customer service.Mission Statement:Our mission is to deliver fashion-forward products to our clients, while maintaining a strong focus on customer satisfaction and loyalty. We pledge to provide a unique shopping experience that distinguishes us from our competitors and sets us apart in the market.Vision Statement:We envision XYZ Company as a well-established fashion retailer, known for its high-quality products and exceptional customer service. Our goal is to become a household name in the industry, recognized for our innovative approach to fashion retail.2. Business DescriptionProduct/Service Offering:At XYZ Company, we offer a wide range of fashion products, including clothing, accessories, and footwear. Our product line is carefully curated to reflect the latest trends in fashion, ensuring that our clients have access to the most up-to-date styles and designs. We also offer personalized styling services to help our clients create a unique look that suits their individual taste and preferences.Target Market:Our target market consists of fashion-conscious individuals, aged 18-40, who are looking for high-quality fashion products at an affordable price. We aim to cater to both men and women, with a focus on providing a diverse range of styles and designs to suit different tastes and preferences. Our target market also includes fashion influencers and trendsetters, who can help promote our brand and increase our reach in the market.Competitive Analysis:The fashion retail industry is highly competitive, with many established brands and retailers vying for market share. However, we believe that XYZ Company can differentiate itself from its competitors through its unique product offerings and exceptional customerservice. By focusing on delivering high-quality products and personalized styling services, we aim to attract and retain a loyal customer base that values both style and affordability.3. Market AnalysisIndustry Overview:The fashion retail industry is a multi-billion dollar industry, with a growing demand for fashion products among consumers worldwide. The industry is characterized by rapid changes in fashion trends and styles, making it crucial for retailers to stay ahead of the curve and offer a diverse range of products to cater to different tastes and preferences. Despite the competitive nature of the industry, there is still ample opportunity for new entrants to carve out a niche and succeed in the market.Market Trends:Some of the key trends driving the fashion retail industry include the rise of e-commerce, the popularity of athleisure wear, and the growing demand for sustainable and ethically-produced products. Consumers are increasingly shopping online for their fashion needs, making it essential for retailers to have a strong online presence and e-commerce platform. Athleisure wear, which combines comfort and style, has also become a popular trend among consumers, with many retailers now offering athleisure collections to cater to this growing demand. Finally, there is a growing awareness among consumers about the environmental and social impact of the fashion industry, leading to a demand for sustainable and ethically-produced products.Market Size:The fashion retail industry is a multi-billion dollar industry, with a projected annual growth rate of 5% over the next five years. The industry is expected to continue to grow as consumer demand for fashion products remains strong, driven by factors such as changing fashion trends, social media influence, and increasing disposable income. With the right marketing strategy and product offerings, XYZ Company can capitalize on this growth and establish itself as a leading fashion retailer in the market.4. Marketing PlanMarketing Strategy:XYZ Company's marketing strategy will focus on building brand awareness, attracting new customers, and retaining existing customers. We will utilize a mix of traditional and digital marketing channels to reach our target market, including social media, influencer partnerships, and targeted advertising campaigns. By creating a strong brand identity and promoting our unique product offerings, we aim to establish XYZ Company as a go-to destination for fashion-forward individuals.Sales Strategy:Our sales strategy will focus on providing exceptional customer service and personalized styling services to our clients. We will train our sales team to be knowledgeable about our products and trends in the fashion industry, so that they can provide expert advice and recommendations to our customers. By creating a personalized shopping experience that caters to the individual needs and preferences of our clients, we aim to build long-term relationships and loyalty with our customers.5. Operations PlanLocation:XYZ Company's flagship store will be located in a prime location in downtown area, with high foot traffic and visibility. The store will be designed to reflect our brand identity and showcase our product offerings in a stylish and inviting atmosphere. We will also have an online store to reach customers who prefer to shop online, providing a seamless shopping experience for our clients.Supply Chain Management:We will work with reputable suppliers and manufacturers to source high-quality fashion products for our store. By maintaining strong relationships with our suppliers and monitoring industry trends, we aim to ensure that our product offerings are always up-to-date and in line with the latest fashion trends. We will also implement a lean inventory management system to minimize costs and reduce excess inventory.6. Financial PlanRevenue Projections:XYZ Company's revenue projections are based on a combination of in-store sales, online sales, and personalized styling services. We expect to achieve steady growth in revenue over the first three years of operation, with a projected annual growth rate of 10% in the second and third years. By offering a diverse range of fashion products and personalized services, we aim to attract a loyal customer base and increase our revenue stream.Expense Projections:Our expense projections include costs related to inventory, rent, utilities, salaries, marketing, and other operational expenses. We have carefully budgeted for these expenses to ensure that we can cover our costs and generate a profit. By closely monitoring our expenses and implementing cost-saving measures where possible, we aim to maintain a profitable business model and achieve long-term success.7. ConclusionIn conclusion, XYZ Company is a startup fashion retailer with a unique product offering and a focus on customer satisfaction and loyalty. By providing high-quality fashion products,personalized styling services, and exceptional customer service, we aim to become a leading fashion retailer in the market. With a strong marketing strategy, sales strategy, and operational plan in place, we are confident that we can achieve our business goals and establish XYZ Company as a go-to destination for fashion-forward individuals. Thank you for considering our business plan.。
战略业务单元（StrategicBusinessUnit，SBU）
战略业务单元(重定向自战略事业单元)战略业务单元（Strategic Business Unit，SBU）战略业务单元的涵义一般管理着相当多的不同的业务范围，它的每项业务都要有自己的战略。
通用电气公司把它所经营的范围划分为49种，并称为战略业务单元(亦称战略性事业单位、策略性事业单位。
即SBU，Strategic Business Units）。
战略业务单元是公司中的一个单位，或者职能单元，它是以企业所服务的独立的产品、行业或市场为基础，由企业若干事业部或事业部的某些部分组成的战略组织。
战略业务单位必须在公司总体目标和战略的约束下，执行自己的战略管理过程。
在这个执行过程中其经营能力不是持续稳定的，而是在不断变化的，可能会得到加强，也可能会被削弱，这取决于公司的资源分配状况。
[编辑]战略业务单位的特征一个理想的战略业务单位应该具备以下特征。
1 .有独立的业务；它是一项独立业务或相关业务的集合体，但在计划工作中能与公司其他业务分开而单独作业.2 .有不同的任务；它有区别于其他业务单位的具体任务，大目标相同，从不同的方向去努力.3 .有自己的竞争者；在各自的领域都有现实的或潜在的对手.4 .掌握一定的资源；掌握公司分配的资源的控制权，以创造新的资源.5. 有自己的管理班子;它往往有一位经理，负责战略计划、利润业绩，并且控制影响利润的大多数因素.6 .能从战略计划中得到好处;它有相对的独立权，能按贡献分得应有的利润和其他好处.7 .可以独立计划其他业务.可以扩展相关业务或新的业业务.[编辑]战略业务单元的特点很明显，用策略经营单位组织的主要好处是保证在大公司中某一产品不致被销售量大、利润高的其他产品挤掉，还可以使负责指导与推销某一产品或产品系列的经理和职工集中注意力并倾注其全部力量。
因此它也是一种组织技巧，可以保护企业家的注意力和精力，这一点是小型公司的特点。
实际上，这是一种提高大公司或许很缺乏的“企业家经营之道”的好方法。
business research methods 8th edition PPT chapter6
specific inquiry.
Provide input that can be used as a standard for selecting from among alternative solutions.
6–15
EXHIBIT 6.6 Example Business Decision Situations, Corresponding Research Hypotheses, and Variable Descriptions
6–16
Writing Research Objectives and Questions
• Budget constraints usually influence how much effort is spent on problem definition.
• The more important the decision faced by management, the more resources should be allocated toward problem definition. • The time taken to identify the correct problem is usually time well spent.
6–3
EXHIBIT 6.1
Defining Problems Can Be Difficult
6–4
The Problem-Definition Process
• Problem
When there is a difference between the current
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• 力图告诉顾客他们自己的产品最终将成为标准， 在市场上竞争性型的“预告”一种产品的问世， 使消费者深信自己跟多了“潮流” • 最后，在补充性的产品上加大投资并向公众告示 原系统将不断升级而这些产品将会免费赠送 • 根据产品的互补关系和核心产品的市场垄断地位， 把产品捆绑在一起以低于产品单价总和的价格进 行销售
Session 8
Critical Mass
Critical mass
• 临界数量（Critical mass）的概念最初来源于核 物理，其中文译名为“临界质量”。原子弹的核 爆炸原理是核链式反应（Nuclear Chain Reaction），为维持链式反应所需要的裂变材料 的最小质量就称为临界质量。
Business Strategy - Critical Mass Races
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S 曲线
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• 对于临界数量点的具体数值并无公认的判据，只 是大致确定在系统人数的10%到20%之间 。 • 不同的技术，不同的扩散环境，对于扩散达到临 界数量的要求可能都有影响
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Positive feedback and winner-take-all • 当两个或更多的公司争夺正反馈效应很大 的市场时，只有一个会成为赢家。 • 开始领先的技术——也许占有60％大的市 场份额——成长到接近100％，而开始占有 40％市场份额的技术下滑到10％。 • 强者更强，弱者更弱
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• 在信息经济中，最丰厚的回 报总是由赢家获得，而不是 第二名
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网络效应
• 某一种产品对用户的价值，随着采用相同产品或 可兼容产品的用户增加而增大。 • 在产品有网络特点，尤其是消费者从该产品或服 务中得到的价值取决于该网络系统的规模时,临界 数量就显得极为重要 • 网络效用可以用“bandwagon model”即花车模型 来解释。
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如何锁定顾客
锁定的对象
客户 供应商 合作伙伴
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忠实顾客计划
• 指顾客重复购买就会得到回报，明确刺激 顾客完全或者主要从单个销售者处购买
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Innovation diffusion and critical mass
• 一种创新在一个社会系统中的扩散，只有使用者
达到系统总人数的某一比例后，整个扩散过程才 可以自续 (self-sustaining) 下去 ，这一比例就是 临界数量。
供应商及合作伙伴
• • • • 降低成本 提高效率 排挤竞争 更好的利用合作伙伴
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（3）锁定周期
转移成本 就异常高 对该品牌 没有锁定 偏好
品牌选择A 锁定D
顾客习惯了 新品牌且产 生偏好
试用B 品牌确立C
主动使用 新品牌， 进行尝试
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Winner-take-all
市场份额 百分比） （百分比）
100
赢家
50
战争区域
输家
0
时间
Business Strategy - Critical Mass Races 7用 户 数量源自饱和起飞启动
时间
Business Strategy - Critical Mass Races
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负的网络外部性
• 拥塞 Email的使用者有可能会因为速度太慢而苦恼
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Strategies under critical mass
• 首先，降低产品的价格，以牺牲短期利润 来获得长期的利润。 • 其次，通过促销加大产品的知名度并通过 免费赠送等手段使消费者率先使用自己的 产品。
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Price
花车效应增加了该项服务对网络中每个 使用者的价值，即产品的边际购买产生的 效用值高于边际内产品的价值，
P1
Q1 Q2
Quantity
每一个使用者的数量取决于其他使用者的数量
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合作和兼并 ——建立联盟
• 组成联盟 • 联盟间的互联
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政府在临界容量中的作用
• 政府可以积极的资助，支持和采用新技术， 以加速他们的广泛应用
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• 其他影响因素
• 事后检验。很多产品都是在购买后才能被 检验，尤其是服务．最先获得大量好的口 碑和信誉的企业将会变成顾客的第一选择 • 产品的耐久性。越是耐久的产品，顾客在 选择时会越加谨慎。例：飞机
买别人口中最好的！ 买别人口中最好的！
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• 两 个 转 移 成 本
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• 两 个 转 移 成 本
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梅特卡夫定律
• 网络的有用性（价值）随着用户数量的平 方数增加而增加。 • 假设网络中有n个人，则网络对所有人的总 价值与n（n-1）=n2-n成正比。 • 网络连线数量：1/2(n2-n)
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网络外部性的来源
• “自有价值”(Autarky Value)。在没有别的使用 者的情况下，产品本身所具有的那部分价值 • “协同价值”(Synchronization Value)。当新的 用户加入网络时，老用户从中获得的额外价值 • 主产品和补充产品的相互作用（兼容）。在某个系 统中,单件产品只有在于其他产品相互配合后才能发 挥作用。因此用户在购买某件产品后通常还会购买 相应的硬件和软件。此时一旦用户向某种特定的系 统投入各种补充和耐用资产时，就会产生锁定。