贝恩咨询-战略分析工具.ppt
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贝恩-战略分析方法-分析方法PPT共45页
贝恩-战略分析方法-分析方法
56、极端的法规，就Байду номын сангаас极端的不公。 ——西 塞罗 57、法律一旦成为人们的需要，人们 就不再 配享受 自由了 。—— 毕达哥 拉斯 58、法律规定的惩罚不是为了私人的 利益， 而是为 了公共 的利益 ；一部 分靠有 害的强 制，一 部分靠 榜样的 效力。 ——格 老秀斯 59、假如没有法律他们会更快乐的话 ，那么 法律作 为一件 无用之 物自己 就会消 灭。— —洛克
60、人民的幸福是至高无个的法。— —西塞 罗
61、奢侈是舒适的，否则就不是奢侈 。——CocoCha nel 62、少而好学，如日出之阳；壮而好学 ，如日 中之光 ；志而 好学， 如炳烛 之光。 ——刘 向 63、三军可夺帅也，匹夫不可夺志也。 ——孔 丘 64、人生就是学校。在那里，与其说好 的教师 是幸福 ，不如 说好的 教师是 不幸。 ——海 贝尔 65、接受挑战，就可以享受胜利的喜悦 。——杰纳勒 尔·乔治·S·巴顿
谢谢！
56、极端的法规，就Байду номын сангаас极端的不公。 ——西 塞罗 57、法律一旦成为人们的需要，人们 就不再 配享受 自由了 。—— 毕达哥 拉斯 58、法律规定的惩罚不是为了私人的 利益， 而是为 了公共 的利益 ；一部 分靠有 害的强 制，一 部分靠 榜样的 效力。 ——格 老秀斯 59、假如没有法律他们会更快乐的话 ，那么 法律作 为一件 无用之 物自己 就会消 灭。— —洛克
60、人民的幸福是至高无个的法。— —西塞 罗
61、奢侈是舒适的，否则就不是奢侈 。——CocoCha nel 62、少而好学，如日出之阳；壮而好学 ，如日 中之光 ；志而 好学， 如炳烛 之光。 ——刘 向 63、三军可夺帅也，匹夫不可夺志也。 ——孔 丘 64、人生就是学校。在那里，与其说好 的教师 是幸福 ，不如 说好的 教师是 不幸。 ——海 贝尔 65、接受挑战，就可以享受胜利的喜悦 。——杰纳勒 尔·乔治·S·巴顿
谢谢！
贝恩咨询-战略分析工具001
• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
collaborate
Value Cycle
Ensures continued supply for buyer and capacity utilization for supplier
Joint efforts lead to system-wide benefits
for both
PPT文档演模板
•VMRs create value for the buyer.
• Higher quality and fewer rejects
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• May require investment in
weak strategic business
• Focus driven by internal
incentives/ transfer prices
• Joint product design often atoddsPPT文档演模板
a.tr
focused upon lowest total systems cost using value chain perspectives
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
collaborate
Value Cycle
Ensures continued supply for buyer and capacity utilization for supplier
Joint efforts lead to system-wide benefits
for both
PPT文档演模板
•VMRs create value for the buyer.
• Higher quality and fewer rejects
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• May require investment in
weak strategic business
• Focus driven by internal
incentives/ transfer prices
• Joint product design often atoddsPPT文档演模板
a.tr
focused upon lowest total systems cost using value chain perspectives
贝恩咨询-战略分析工具001
• Client represents significant part of industry output
• Industry competitive intensity high:
– capacity
utilization dropping – consolidation in progress – many new plants looking for volume – historical industry price umbrellas
potential of both vertical integration and traditionally negotiated "arm's length" transactions:
–
a consolidation of purchases to one or few suppliers who are capable of maintaining long term competitive economics, high quality and efficient delivery participants must share single goal of achieving lowest industry systems cost
substitution
• Product redesign • Material substitution • Volume discount • System cost improvement
High Potential
Value-added / engineered level
Medium/low potential
• In-house supply,
贝恩咨询-战略分析工具共81页
– participants must share single goal of achieving lowest industry systems cost
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies
A VMR creates a win/win relationship.
VMR DRelationship (VMR) is a full partnership between a customer and a supplier.
Its goal is to maximize quality and minimize total system costs of doing business through
6
Value Managed Relationships
VMRs can exceed the value of both traditional contracts as well as vertical integration.
Strategic Purchasing Options
Traditional "Arms Length" Approach
• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies
A VMR creates a win/win relationship.
VMR DRelationship (VMR) is a full partnership between a customer and a supplier.
Its goal is to maximize quality and minimize total system costs of doing business through
6
Value Managed Relationships
VMRs can exceed the value of both traditional contracts as well as vertical integration.
Strategic Purchasing Options
Traditional "Arms Length" Approach
• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
贝恩咨询-战略分析工具-81页文档
Procurement Str源自tegiesCompetitive Bid
Value Managed Relationship
Short-term Contract /
Spot
Longterm Contract
“Partnership ”
True VMR
Sole Source
Vertical Integration
5
Value Managed Relationships
A VMR, when appropriate, exceeds the value of all other types of relationships.
How Does a VMR Work?
• A Value Managed Relationship can exceed the value
VMR
Vertical Integration
• Fragmented supplier base,
sporadic communication
• Investments based upon
manufacturer's needs
• Adversarial bid negotiations
to obtain lowest unit price
focused upon lowest total systems cost using value chain perspectives
• Joint product design and
cross functional participation
• In-house supply,
communication frequent
贝恩咨询-战略分析工具e-commerce
• Commissions
Current Major Players:
• AOL • UUNet • @Work • @Home
• AOL • Yahoo • Netscape • Excite
• AOL • OneSource • CNN • BBC
• AOL • Yahoo • Chemdex • VerticalNet
•Company examples
• Nortel Networks • Dell • 3Com • American on line
• Technology and software enablers
• Portals
• Service enablers, e.g.: - professional services
• Web agents
- data management
• Commerce service providers
- affiliate programs • Support enablers, e.g.:
• Virtual trading communities
- payment systems/transaction clearing
•PRELIMINARY
•Internet penetration in both consumer and business markets is significant.
•Consumer
•CAGR •(1997-2002E)
•1%
Internet Penetration
•Business
•>1,000 employees •100-1,000 employees •<100 employees
Current Major Players:
• AOL • UUNet • @Work • @Home
• AOL • Yahoo • Netscape • Excite
• AOL • OneSource • CNN • BBC
• AOL • Yahoo • Chemdex • VerticalNet
•Company examples
• Nortel Networks • Dell • 3Com • American on line
• Technology and software enablers
• Portals
• Service enablers, e.g.: - professional services
• Web agents
- data management
• Commerce service providers
- affiliate programs • Support enablers, e.g.:
• Virtual trading communities
- payment systems/transaction clearing
•PRELIMINARY
•Internet penetration in both consumer and business markets is significant.
•Consumer
•CAGR •(1997-2002E)
•1%
Internet Penetration
•Business
•>1,000 employees •100-1,000 employees •<100 employees
贝恩咨询战略分析工具
贝恩咨询战略分析工具引言贝恩咨询战略分析工具是一套用于战略分析的有力工具集，主要用于帮助企业进行战略决策和业务优化。
该工具集由贝恩公司开发，通过深入剖析企业内外环境及相关数据，提供了全面的战略分析功能，帮助企业把握市场机会、规避风险、实现竞争优势。
1. SWOT分析SWOT分析是贝恩咨询战略分析工具中的一个重要组成部分。
SWOT分析是对企业的优势、劣势、机会和威胁进行评估和分析的方法。
通过SWOT分析，企业可以全面了解自身的优势和劣势，并抓住市场机会，同时应对潜在的威胁。
SWOT分析的四个要素包括：•优势（Strengths）•劣势（Weaknesses）•机会（Opportunities）•威胁（Threats）通过对这四个要素进行分析和比较，企业可以制定出更加明晰的战略和行动计划。
2. Porter五力模型Porter五力模型是贝恩咨询战略分析工具中的另一个重要组成部分。
它是由迈克尔·波特（Michael Porter）提出的一种行业竞争分析方法。
该模型通过分析行业内的竞争力量，帮助企业了解市场竞争结构，评估市场潜力和竞争压力。
Porter五力模型的五个竞争力量包括：•行业内竞争者关系•买家的议价能力•供应商的议价能力•替代品对产品或服务的威胁•新进入者对行业的威胁通过分析这些竞争力量，企业可以制定出相应的竞争策略，并且更好地应对市场竞争。
3. PESTEL分析PESTEL分析是贝恩咨询战略分析工具中的又一个重要组成部分。
PESTEL是指政治（Political）、经济（Economic）、社会（Social）、技术（Technological）、环境（Environmental）和法律（Legal）等六个方面。
通过分析这些外部环境因素，企业可以了解市场的宏观环境，并针对性地制定战略。
PESTEL分析可以帮助企业了解政策法规的变化、经济形势的发展、社会、文化和人口结构的变化以及技术创新的影响等。
贝恩咨询-战略分析工具(PPT 80页)
• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• Technological expertise
– package performance improvements – spec consolidation – product redesign and materials substitution
focused upon lowest total systems cost using value chain perspectives
• Joint product design and
cross functional participation
• In-house supply,
communication frequent
VMRs are most effective in large dollar, high value added products.
• Large dollar purchase • High level of value-added cost in product • Fragmentation across many divisions and suppliers • Client represents significant part of industry output • Industry competitive intensity high:
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• Technological expertise
– package performance improvements – spec consolidation – product redesign and materials substitution
focused upon lowest total systems cost using value chain perspectives
• Joint product design and
cross functional participation
• In-house supply,
communication frequent
VMRs are most effective in large dollar, high value added products.
• Large dollar purchase • High level of value-added cost in product • Fragmentation across many divisions and suppliers • Client represents significant part of industry output • Industry competitive intensity high: