导图社区 strategy
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strategy
ACCA的SBL中第一部分，战略，一些模型的分类总结
编辑于2019-08-28 03:16:08- SBL
- 相似推荐
- 大纲
strategy
planning
level
copporate
group角度
business
SBU角度，业务层
functional
operation，职能
JSW model
strategy analysis
strategy choice
strategy into action（implementation）
planning写作积累
strategic is a long-term planning which considers whole organisetion
三步走，守成、创业
defending the current business
seeking emerging activities that should provide new sources of profit
risk and new ventures that may provide financial returns in several years' time
analysis
external analysis
SWOT
strength,weakness,opportinuty,threat
PESTEL
political
policy
protectionist measure
tariff(关税)
quota
customs procedue（海关程序）
应对措施
lobby
influence public opinion
economic
宏经的词语
interest rate
exchange rate
business cycle
recession，衰退
depression，萧条
recovery，复苏
expansion，繁荣
social
aging
population
movement in social class
marketing
technological
AI
OA
environmental
environment footprint
wastage
co2 emissions
disposal
legal
成文规定，政策是政府的倾向
ethical
key word:macro
(Poter's) Diamond
national competition
determinations of national competitive advantages
favorable factor condition/resources
basic(necessary to sucessiful)
physical resources
land,minerals,weather
capital
unskilled/semi-skilled human resources
advanced(gain nations competition advantage)
knowledge
scientific,technical know-how,educational institutions
infrastructure
transpot,communications,housing
skilled human resources
skills,motivation,price,industrial relations
firm
strategy
structure
rivalry
没有国内市场激烈的惨斗，就没有走向国际的实力
intense compitition forces organisetions to go to the international market
算一个,就是firm
demand conditions
there must be a strong home market demand for the product or service. this determines how industries perceive and respond to buyer needs and creats the pressure to innovate
A compliant domestic market is a disadvantages because it dies not force the industry to become innovative and abel to excel
Sophisticated and demanding customers set the industry standard and drive quality up and cost down through economy of scale and learning curve
related and supporting industries
government
regulating and oversight duty
attitude
chance
elusive(可遇不可求)
二战时的美国
clustering
产业集群
economy of scale
collective effect(cooperative competitions)
expertise pooling
spillover effect
溢出效应
思想的碰撞
写作积累
资源不重要
the way how we deploy resoueces in the diamond is far more importanct
key word:national
Poter's five forces
industry competitionness\profit distribution
为什么好？
定义了五种角色
每一种角色代表一种力量
进产出，议价力，上中下，竞争力
力的大小和竞争激烈程度成正比
力的大小和利润高低成反比
选对角色
五力内容
bargaining power of customers
bargaining power of suppliers
competitive rivalry
perfect compitition\perfect market
large customers and sells
identical products and service
perfect imformation
similar price setting
monopolistic competition
product differentiation
oligopoly
few producers dominate the market
monopoly
one produce
treeat of new entrants
barriers to entry
switching cost
economy of scale
product differentiation
capital requirements
access to distribution channels
cost adantages of exsting producers
know-how
regulation
threat of substitutes
行业内外都算
substitutes limit the potential returns by placing a celling on the price which firms in the industry can profitably charge
complementors
functionality
key word:industry
industry life cycle
三个life cycle
product life cycle
determining price strategy
五个阶段
develpoment
R&D
introduction
marketing
growth
time lag
marketing
maturity
saturation(饱和)
price war
decline
reinnovation
commission cost
family life cycle
determining marketing strategy
industry life cycle
determining industry competition
五个阶段
development
low rivalry
heavy investment
innovation
growth
increaseing rivalry
brand
shakeout
higher rivalry
finance
management
maturity
intense rivalry
standard products
market share
decline
intense competition
innovation
cost management
commitment
key word:industry
internal analysis
capability analysis
就是分析企业自身的能力,和钻石模型一样分析要素，相似。
S&W
resoureces
tangible
competences
intangible
例子
knowledge
management
uncovering
capturing
sharing
accountability system（问责制）
distributing
levering
maitaining
clude computing
MIS
database
meeting
分析的是优势，不是列举资源。
threshold capabilities
青铜渣渣，大家都有
strategic capabilities
王者选手，用来提升
概要
积累词汇
value chain
又叫做5+4+1，针对内部活动进行分析
把企业的活动分成五部分,顾客导向，向顾客传递价值
internal activities
value-added
primary activities
inbound logistics(入境物流)
餐饮业
local
high quality produce for ingredients(烹饪材料)
fresh
refrigerated transportation(冷链运输)
operations
餐饮业
first-class chef
cooking equipment
premium fixtures and fittings(固定装置、配件)
premiun\distinguished tableware and cutiery(餐具、刀具)
outbound logistics(出境物流)
餐饮业
presentation(上菜)
delivery of dishes to customers :pleasant and efficient waiter and waitress
manner(礼仪)
marketing and sales
餐饮业
selling point:ad hoc
customized food service
highlight the premium
location and surrounding
book dishes on the Internet
seasonal recipe
innovation
service
餐饮业
1V1
parking service
sommelier（侍酒师)
tailored service
5
support activities
procurement
组成部分
purchasing manager
counsellor(询价员)
pruchasing staff(采购员)
warehouse keeper
technology development
餐饮业
advanced cooking equipment
website
booking dishes in advance on Internet
human resource development
简写HRM
六个部分
recruitment and selection
management and motivation
reward system
incentive
training and development
improve skills
firm infrastructure
剩下的其他都往这里装
structure
functions
control
餐饮业
taste panel
legal consultancy
culture
4
maigin(strategy goal)
1
non value-added
wastage
inefficiency
producer-push
diliver value
price
profits\margin
link to strategy
it is vital that the linkages between different elements of a value chain are considered.
through linking seperate activities more effectively than conpetitors,a firm can gain a competitive advantage
perform value creation functions at a lower cost
perform them in a way that lead to differentiation and premium price
value network
每个企业间都是联系的
企业相关联的四个价值链
supplier
organisation's
distributor
customer
upstream
supply relationship management (SRM 供应商关系管理)
integration(整合)
4R
right quantities
right locations
right time
right way
整合四部分
suppliers
factories
warehouse
stores
开放一部分的ERP，e-procurement
downstream
customer relationship management
disintermediary(去中介化)
中间商
middleman
broker
agent
wholesaler
retailor
intermediar
distributor
directly marketed to customers
具体措施
to diliver improved customer services
to offer personlized services and deals
to handle customer complaints
customers' purchasing history
demographics(统计)
details of purchases and return
data
big data
market research
customer's feedback
quantitative analysis
tables of data
纵向对比
横向对比
看图说话
data available
comparison
change/variarion
analysis
financial statement(Mostly is assumed knowledge)
比较内容
一般有P/L和SOFP
盈利能力
ROCE, gross margin, net margin
效率高低
应收应付平均天数，存货周转，每个员工平均创造的利润
产品流动性
current ratio, acid test
杠杆风险
financial gearing, operational geating
投资回报
EPS
每两分分析一个ratio，求稳多写一个
四原则
choose three or four key ratios
there is no need to illustrate the foemula of the calculation
only on comparator should be needed
focus on the cause of any changes and what this might tell us about the organization's position
financial ratios
profitability ratio
ROCE
PBIT/capital employed
capital employed
TA-CL
equity+NL
working capital +non-current asset
gorss margin
gross profit/ sales
net margin
net profit /sales
ROE
efficiency ratio
asset turnover
sales/ capital employed
ROCE
net margin * asset turnover
receivables days
receivables/ credit sales*365
payables days
payable/ credit puechases * 365
inventory days
inventory/cost of sales*365
放在一起
revenue pre employee
sales / number of employees
低了改进HR
liquidity ratio
current ratio
current asset/ current liability
quick ratio(acid test)
(current asset - inventory) /current liability
gearing riato
financial gearing
debt/equtiy
长期的，分母可以也加长期负债
operational geating
contribution/ PBIT
bussiness risk
越高则固定成本越高，要更高的销量才回本
investor ratio
dividend cover
PAT / total dividend
interest cover
PBIT / interest
EPS
PAT + preferece dividends / number of shares
PE ratio
share price / EPS
CSF & KPI
例子 CSF-KPI
competitiveness
relative market share and position
sales growth by product of service
resource utilization(资源利用)
productivity measurement
measurement of resources available against those used
quality of service
NO. of customer comlaint
customer satisfaction
speed of response to customer needs
repeat oredr(回购率)
rating scale(打分制)
innovation
proportion of new products and services to old one
quality of output
reworking costs
reject rates（次品率）
warranty cost
flexibility
time to respond to customer demands
benchmarking（对比，标杆管理）
types
internal benchmarking
competitive benchmarking
activity benchmarking
generic benchmarking
uqnic
measure
market research
assignment(外派)
reverse engineering(拆机)
场面话
benefits
help improve performance and add value
improve understanding of environmental presure
a creative process to change
a target to motivate and improve operations, thus competitive position
increase rate of organizational learning sence it brings new ideas and facilitates
problems
benchmarking does not always reveal the reason for good/ poor performance
in practice, since benchmarking is considered as to indentify weakness in individual performance rather than how the process itself can be improved, it appears that staff and threatened and feared
the more innovative companies are less concerned whith benchmarking since if a company focuse on the processess
multi-variable performance analysis（最终的，多变量内部分析）
the balanced scorecard(平衡积分卡)
从四个角度分析
financial perspective
customer perspective
internal business/process perspective
innovation and learing perspective
在每个角度都设定 goals & KPI
building block model（积木模型）
特别说到了resource时用 一般用于service industry
DSR三块积木 SR是基底
dimensions
results
profit
competiviveness
determinants
quality
resource utilisation
flexibility
innovation
standards
ownership
employees participate in creation of standards
achievement
equity
rewards
clarity
motivation
controllability
内部分析步骤
先是capability:9Ms+competence
然后value chain 分析CRM/SRM
进入quantitative analysis，CSI/KPI都是四部曲，时间多再给suggestion
不能量化就perfomance analysis
开脑洞
Scenario planning
开脑洞，不是个模型，是个思维方式
uncertainty
战略分析分析的是某一种可能性，但企业的发展过程中会有很多的不确定性
分析各种posibility
the most likely scenario
the best case scenario
the worst case scenario
五步
identify scaope/event, identify key factor or areas of uncertainty
constract an initial scenario based on the area of uncertainty --identified
skepticism
check uncertianty & key factors for consitancy & plausibility
expend the intianl scenario into full description
use quantitative models to structure the case
之后determine course of action
benifits
make managers aware of the key environmental factors
forces managers to have warning signs in place
contingency plans for coping with different scenarios so that the organization becomes more flexible at adapting to the environment
lead to a strategic competitive advantage in the long term
problems
time consuming and expensive
these scenario plans should not be seen as a replacement for budgeting and control systems nor taegets
概要
通常不直接考，在最后提一句升华
the above analysis is mainly based on the mostly likely secenario,however,to deliver a more reasonable and comprehensive conclusion, scenario planning should be suggested to better structure the answer
choice
corporate level
Portfolio analysis(投资组合战略)
BCG matrix（波士顿矩阵）
四象限
high relative market share
high market growth
stras
built
low market gorwth
cash cows
hold
low relative market share
high market growth
question marks
low market gorwth
dogs
四战略
build
stars
question marks
hold
cash cows
dogs
completeness of product range
harvest
cash cows
questions marks
divest
dogs
要有多几个产品线，让各个阶段的产品都有，diversify/balance risk
cross subsidies
public sector porfolio matrix
四象限
high value for money
high public and poltical need
public sectoe star
人民需要政府重视
continue
low public and poltical need
golden fleece
没什么屌用但花了很多钱
move funds to other services,reduce theservices
cut the staff number
low value for money
high public and poltical need
public hot box
引起热议的话题，人民呼吁投钱
change public perceptions(转移大家视线)
try to improve effectiveness
low public and poltical need
back drawer issues
垃圾业务，没人重视，为了合乎法律法规
remove
parenting strategy（培养战略,母子公司间的决策）
Ashridge portfolio
四象限
high opportunities to add value/benefit (帮助子公司增值的能力)
high abilitity to add value/feel (对子公司市场的了解程度，industry familiarity)
heartland
low abilitity to add value/feel
value trap
有望成为heartland
low opportunities to add value/benefit
high abilitity to add value/feel
ballsat(压舱器)
let it along
low abilitity to add value/feel
ignore
directional/growth strategy（发展/指导 战略）
Ansoff matrix
existing products
existing markets
market penetration(市场渗透)
note
protect and bulid
assumption
unsaturated market(不饱和市场)
fierce competition
pros
knowledge about the current market
save R&D cost
cons
intensifying the competition
build brand awareness
lack of innovation
insufficient potencial for future development
stagnation(停滞)
involves
increasing the average spend per visit for existing customers
increasing the frequency of visits for existing customers
winning customers from rivals
encouraging non-users to buy
new markets
market development
assumption
current market reaches its saturated status
high confidence in current products
eatablish international name
enough cash flow
pros
improve brand awareness
save R&D cost
economies of scale
cons
need a new external analysis, which increase cost
adjustment
put a strain on existing strategic capabilities
new products
existing markets
product development
assumption
innovative/creativity/good reputation
pros
knowledge about the brand,save marketing cost
innovation
cons
risk of uncertainty
cannibalization of existing products(侵蚀现有产品)
control product prolilferation(控制产品周期)
new markets
diversification(多元化)
分类
unrelative
conglomerate diversification（集团多元化）
assumption
developed brand management
can buy an ailing company
existing product has no future
avoidance of anti-monopoly legislation
relateve
vertical integration（纵向一体化）
upstream,downstream integration
pros
cost
eos
conbined operations
internal control
avoiding the market
quality
tap into technology
barriars
assured supply/ demand
defense against lock-out
creat barriers by controling suppliers/distribution/retail outlets
cons
cost
costly
reduced flexibility to switch to cheaper suppliers
dulled intensive
quality
cut off from suppliers
reduced flexibility to switch to better suppliers
differing managerial requirement
demanding and sophisticated management skills
barriars
much more difficult to exit the industry
high exit barrir
horizontal diversification(横向多元化)
competitors,complements
pros
synergy
cons
managements may find themselves spread too thinly
post-acquistion integration issues should be far important than acquistion itself
通用评价
pros
diversity away risk
corporate management skills can be released to full
EOS/synergistic
provide a new source of profits
cross-subsidization
cons
time consuming and costly
demanding management skills
inexperienced
模式
merger& acquistion
pros
a quick way to grow
synergistic gains
acquire necessary strategic capabilities
overcome barriers to entry
can choose a target that fits best
product range
high-quality team
enhances reputation with finance provide
用来回答
rationale
comments
cons
enpensive
especially if resisted by the strategic a pex of the target company
synergis are not automatic
cultural clashes
incompatibility
indigestion
legal barrirs to overcome
all part including problems are acquired
requires good management skills to deal with changes
organic growth/ internal development
usually
no suitable targets for acquisition
incompetence to take over
pros
can spread the cost(可以均摊成本)
no cultural clashes or control issues
can be set up in many ways
government grants
easier to terminate
less risk
encourage learning
learning organization
cons
too slow
lack of experience in new areas
less attractive to finance providers
barriers to organic entry
no access to strategic capabilities required for success
managers may be spread too thinly
stategic alliance(战略联盟)
characteristic
two or more separate organazitions
for strategic purpose
allocates ownership, operational,responsibilities,financial risks, reward
preserving their separate identify/ autonomy
form
joint ventures (合资企业)
pros
can share the set-up and running costs
can learn form each other
can focus on relative strengths
may reduce political cultural risks
synergy
cons
can often lead to disputes
may give access to strategic capabilities and eventually allow the partner to compete in core areas
may be a lack of commitment from each party
requires strong central support which may not be provided
transfer price / complicated performance appraisal
franchising(联合特许经营)
franchier特许人
quality control measure to ensure goodwill
capital for setting up the franchise
provide support services
franchiee受许人
day to day running
capital for setting up the franchise
share profits
快，省事，低风险，影响声誉，自立门户的危险，难以吸引受许人
一步到位，学习曲线，低风险，得到支持，容易退出，要分红，利益冲突
licensing(颁发牌照)
contracting our service（外包）
networking（战略网络布局，比如某奶茶和某商场合作，在超市出口对面左数第二家的店都租给他们奶茶店。）
国际增长
ethnocentrism(母国导向型)
polycentrism（目标国中心导向型）
costly
tailored to customers need
regiocentrism（区域中心导向型)
geocentrism（全国中心导向型）
business level
Poter's generic strategies
cost leadership
cost control
eg
perform value analysis and value chain analysis
value
market value
use value
esteem value(package)
value chain
value-added
non value-added
understand your own cost and cost drivers
learning effect
practice makes prefect
cos
pros
cos
creates barrier to entry
operate in unattractive segments
low costs give a platform for expansion
cons
no fallback position
large rivals
internal focus rather than market demand
cost reduction must affect the percerved value of a product in a negative way
over-reliance on input cost
differentiation
innovation
premium
with large marketing budgets
perform badly in recession
focus
niche strategy(基利市场)
market segmentation
cost or differentiation
professional or poor
注意 stuck in the middle 是不可取的，在最后加句套话提醒公司
Bowman's strategy clock
战略钟，是因为有八个方向，和钟一样指了一圈
market facing
两个方向
perceived added value
price
low price
low perceived added value
no frills
middle perceived added value
low price
high perceived added value
hybrid
middle price
low perceived added value
没前途
failure strategy
middle perceived added value
没前途
high perceived added value
differentiation
high price
low perceived added value
没前途
middle perceived added value
没前途
high perceived added value
focused differentiation
Sustaining competitive advantage
marketing mix
7Ps,市场营销组合
product
geared to customers' requirement
place
渠道
delivered
promotion
宣传/广告
price
4Ps
people
process
physical evidence
3Ps，服务业特有
strategic capabilities
valued
dymanic process
rare
robust
hard to imitate
price based strategies
further cost efficency
winning price war
accepting lower margins
futher differentiation
creating difficulities in imitation
难模仿的差异
achieving imperfect mobility of resources
难移动的资源
re-investing margins
lock-in
成为 industry standars
和lock-out 一样，都是受制于人
SWOT
万能的哪都能用,刻在脑子里成为一种思维模式
根据SWOT analysis 去 choice strategy,以达到趋利避害（maximum SO,minimum WT）
evaluation
必考,必用模板
SAF模型
suitability
cultural fit
environmental fit
寻找企业有什么需求
eg.
improve company's reputation
move towards upmarket
答题内容
先对决策对象进行描述
进行该决策能解决什么问题
acceptability
对stakeholders来说是否可接受
答题步骤
找到题目中涉及的stakeholders
分析进行该决策对各个利益相关者有什么影响
答题内容
站在xxx的角度来看，他们关心xxx，做该决策能够xxxx，所以对他们来说该决策是可接受/不可接受的
有多少个利益相关者就写多少段
feasibility
resource
9Ms
答题步骤/内容
找题目中涉及的资源，看各个资源是多了还是少了
多了考虑怎么花
少了考虑怎么弄
考虑股东/经理的风险偏好(看历史的杠杆率)，risk adverse就不能借钱 原因是可能会被BOD
历史绩效不好的话，empty finance也不太行
总结模板
based on the above ananlysis, the XXX proposal for xxx Co proves to be valid/ invalid. However, to driver a more rational and comprehensive picture, more information should be provided
drift
organization may fails to keep up with the changes in its external environment,it can lead to what is known as startegic drift(战略漂移)
原因
organization's underlying assumptions turn out to be invalid
the pace of development overtakes it
changes in the organization's external environment
changes in the organization's internal environment
四个阶段
incremental change
环境变化和战略调整基本平行
strategic drift
环境变化速度略快
flux(动荡)
环境变化很大，企业没意识到，发生了脱节，进入了暴雨前夕
transformational change or death
要不和IBM一样壮士断腕，要么死
做了改变还失败的原因
Icarus paradox(伊卡洛斯悖论)
最辉煌的时候就是走向衰败的开始
企业可能死于自己曾经的王牌
过去的成功会让企业管理者产生自己这个产品/模式很棒，还适用于现在的环境
demand-pull（需求牵引型）
被动迎合需求，而不是producer-push(生产推动型)
只知道生产这样的产品会有人买，但不知道为什么，不能主动设计产品引导顾客的需求
going too fast
步子迈的太大，超过了环境变化，超过了顾客的需求，如共享单车的理念与国民素质不接轨
avoiding
regular access its environment
has flexible system for reacting to changes in its environment
development an organization culture(the way we do things here) that helps successfully cope with change
has a clear idea of its mission and objectives
strong leaders
主干知识 次重点，了解即可 写作积累，场面话 例子，题中出现过内容词汇积累
differentiation
charge primium prices
CSF（critical success factor） KPI(key Performance Indication)
resoureces(9M)
man
material
money
management
market
machine
method
MIS
make-up