戰(zhàn)略規(guī)劃的基本框架市場細分客戶需求關鍵成功因素競爭分析市場如何細分？各細分市場的規(guī)模、增長率和毛利率如何？各細分市場的集中度如何？各細分市場的產(chǎn)品生命周期處于哪個階段？目標客戶群體有哪些獨特的需求？目標客戶群體中誰是購買決策關鍵人？目標客戶群體有什么樣的購買行為？行業(yè)中有哪些不同的成功模式？這些模式各自的關鍵成功因素是什么？哪個是對我們最有利的成功模式？服務、創(chuàng)新還是效率？我們與競爭對手在這些關鍵因素上相比有什么優(yōu)勢和劣勢？我們要培養(yǎng)什么核心競爭力？我們建立什么樣的競爭優(yōu)勢？細分市場定位客戶定位價值定位盈利模式產(chǎn)品戰(zhàn)略價格戰(zhàn)略渠道戰(zhàn)略促銷戰(zhàn)略競爭戰(zhàn)略核心競爭力規(guī)劃戰(zhàn)略規(guī)劃何時采用什么圖形？線圖建議采用圖形時間序列和多重數(shù)據(jù)、標準相比較兩組數(shù)據(jù)的相關性頻率不同數(shù)據(jù)的比較整體的一部分其他水泡水平柱垂直柱餅圖要表達的數(shù)據(jù)和信息TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText流程:圓周式TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText

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TextTextTextTextTextText障礙/阻力：TextTextTexttexttexttext在發(fā)達市場，我們可以清晰地看到區(qū)域規(guī)模經(jīng)濟產(chǎn)生的價值統(tǒng)一采購和分銷商品額越大，與供應商的談判力越強，成本下降越多，最大下降幅度可以接近3％；大規(guī)模、高效運作的分銷中心成本可以控制在分銷商品額的2.10％統(tǒng)一采購量成本下降％30億60億90億-1％-2％-3％采購額曲線成本下降曲線統(tǒng)一商品采購的規(guī)模效應統(tǒng)一分銷量成本下降％20億40億60億1％2％3％分銷額曲線分銷成本曲線統(tǒng)一商品分銷的規(guī)模效應食用油項目各環(huán)節(jié)均以項目管理機制運行團隊分工程序計劃控制

項目發(fā)起人

項目指導委員會項目領導小組項目各工作組項目聯(lián)絡人

明確團隊各級成員的分工明確各工作組分工明確小組長職責和聯(lián)絡人職責

向誰負責獲得授權信息交流程序如何匯總任務細分關鍵路徑時間計劃交付物要求責任人項目會議偏差分析計劃調整資源再分配行業(yè)研究立項報告盡職調查投資計劃投資實施棉油市場定位未來有品牌、渠道擴競爭策略行業(yè)有空間、有機會2002年全行業(yè)銷售收入800億，2005年將達到950億近7年年均增長率為7.7%,今后20年的年均增長率為6%國家政策有利于介入前二十大企業(yè)占24%市場份額，行業(yè)集中度低，存在整合機會;培育持久的低成本原料控制能力以規(guī)模生產(chǎn)形成低成本優(yōu)勢排名前十位的品牌企業(yè)的市場占有率為10%，存在品牌擴間。產(chǎn)品直接面向終端消費者，有利于品牌和渠道的建設；目標市場為新疆、、四川、陜西、山西等五省的居民消費以低價格贏得客戶投資計劃書簡介原料規(guī)模生產(chǎn)單線規(guī)模開工天數(shù)低成本出油率提高產(chǎn)品品質穩(wěn)定綜合消耗下降競爭優(yōu)勢形成持久的低成本原料控制能力哪里有原料原料在誰手里如何獲取持續(xù)低成本獲取簡單介紹計劃書在食用油行業(yè)，原料控制能力是KSF，”獲得了原料，就獲得了利潤“立項報告回答了行業(yè)價值問題，投資計劃書要回答運營的核心問題－－原料德農(nóng)種業(yè)戰(zhàn)略規(guī)劃應用工具實例－購買行為售前的示范推廣和售后的指導栽培服務是目標客戶持續(xù)購買的關鍵產(chǎn)量（特性和適應性）；整齊度（種子純度）；長勢和穗大小等（品種特性）。評估購買地點以鄉(xiāng)鎮(zhèn)農(nóng)技站為主；同一品種有85％以上農(nóng)戶習慣購買同一公司產(chǎn)品；先少購買一點看表現(xiàn)而定者占70％，大規(guī)模購買換種者占5％，別人種我才種者占25％；對價格無所謂者占65％，認為新品種比老品種價格高者占35％。購買經(jīng)銷商推薦；媒體的宣傳；周圍農(nóng)戶種植該品種的情況。認知提供技術資料和培訓；購買時簡單講解；出事故能盡快妥善處理;不再購買的原因：質量達不到占71％，售后服務跟不上占22％。售后需求農(nóng)戶需求滿足過程銷售示范推廣服務分析框架關鍵

步驟：了解和評估當前的業(yè)務狀況確定企業(yè)核心能力制定企業(yè)發(fā)展的財務目標確定可能實現(xiàn)增長的各種發(fā)展機會衡量各個機會對企業(yè)發(fā)展的影響了解行業(yè)/市場發(fā)展狀況確定行業(yè)主要影響因素及關鍵成功因素結合自身的核心能力，制定戰(zhàn)略方案選擇標準根據(jù)影響的大小來排出戰(zhàn)略方案的優(yōu)先次序能力/差距分析確定企業(yè)發(fā)展戰(zhàn)略確定戰(zhàn)略實施的資源及風險制定戰(zhàn)略實施計劃成果：理由充分的企業(yè)發(fā)展遠景目標實現(xiàn)企業(yè)增長的候選方案改進方案的衡量標準企業(yè)發(fā)展戰(zhàn)略實施計劃12345制定實施計劃企業(yè)現(xiàn)狀評估和目標制定確定機會與最終確定發(fā)展戰(zhàn)略確定戰(zhàn)略方案選擇標準找出發(fā)展機會并進行初步篩選制訂戰(zhàn)略規(guī)劃的方法——全過程制定戰(zhàn)略規(guī)劃的第一步是評估企業(yè)當前的業(yè)務狀況，確定企業(yè)的遠景目標12345分析框架核心競爭力業(yè)務狀況財務目標與限制條件評估核心競爭力和可被利用的能力及資源理解當前的業(yè)務狀況確定財務目標、預期的業(yè)務表現(xiàn)及企業(yè)發(fā)展的限制條件制定實施計劃企業(yè)評估和制定目標確定機會與最終確定發(fā)展戰(zhàn)略確定戰(zhàn)略方案選擇標準找出發(fā)展機會并進行初步篩選第二步確定戰(zhàn)略方案的選擇標準12345分析框架行業(yè)/市場事實分析企業(yè)自身競爭能力評估對于企業(yè)成功的主要市場影響因素和關鍵成功因素市場規(guī)模市場增長產(chǎn)品生命周期競爭狀況資源需要利潤率市場進入的難易市場份額產(chǎn)品線成本優(yōu)勢公司形象管理能力制定實施計劃企業(yè)評估和制定目標確定機會與最終確定發(fā)展戰(zhàn)略確定戰(zhàn)略方案選擇標準找出發(fā)展機會并進行初步篩選德農(nóng)種業(yè)戰(zhàn)略規(guī)劃應用工具實例－企業(yè)成長曲線中國種業(yè)的領導者世界種業(yè)十強玉米2％水稻0.18％西甜瓜2.1％00/05，公司成立00/09，收購赤峰種業(yè)00/10，組建01/01，收購華西01/03，收購正成、萬豐01/06，收購三元01/09，收購武禾玉米6.3％水稻5.1％西甜瓜3.2％02/09，玉米線重組合并，并與華冠科技交易；玉米25％水稻30％水稻業(yè)務分拆上市玉米13.3％水稻17.6％控股設立黑龍江德農(nóng)種業(yè)華西、玉米公司合并；剝離三元投資整合階段產(chǎn)品經(jīng)營階段品牌經(jīng)營階段經(jīng)過三個階段的發(fā)展，德農(nóng)將成為世界種業(yè)十強德農(nóng)種業(yè)戰(zhàn)略調整年34.680.4147.9196234.8289.6345.9400.0國內(nèi)鉀肥用量的年均增長率為10.4%國內(nèi)鉀肥產(chǎn)量的年均增長率為26.3%進口85%國產(chǎn)15%國內(nèi)鉀肥市場增長情況國內(nèi)鉀肥市場容量增長很快，其中硫酸鉀僅占國內(nèi)總容量的11%國內(nèi)鉀肥實物量使用比例按照換算養(yǎng)分比較，國內(nèi)硫酸鉀施用量只占鉀肥總量的5.5%（國際的平均水平為7%）國內(nèi)硫酸鉀市場容量約60-75萬噸，近10年硫酸鉀的國產(chǎn)化率不斷升高以用戶中阿公司所在地秦皇島為準，使用地銷售價比較，羅鉀運到秦皇島運費為280元/每噸羅鉀青上公司10601550-16501550鹽田法曼海姆法硭硝法不同工藝技術的使用地成本低32％1900南風集團山西鉀肥公司（虧損經(jīng)營）俄羅斯進口硫酸鉀到岸成本美國海岸進口硫酸鉀到岸成本俄羅斯進口美國進口1600-16501480200014051089羅鉀項目投資計劃及形成的生產(chǎn)規(guī)模、銷量形成優(yōu)質資源、成本優(yōu)勢、規(guī)模效益、營銷通道四大資源的共生共享德隆復合肥產(chǎn)業(yè)年銷售額：129億元年利潤：10億元羅布迫鉀鹽公司年銷售額：12.2億元年利潤：0.9億元農(nóng)資超市公司年銷售額：45.6億元年利潤：1.4億元農(nóng)資超市項目德隆銀行其他股東復合肥項目羅鉀項目未來3年銷售額的增長將主要依靠新購買的品種，預計為3.4億元，占銷售額總增長量的65％；而依托新品種，營銷網(wǎng)絡拓展可實現(xiàn)利潤貢獻1.9億元，占35％。財務目標－－玉米①②③萬元如購買新品種不成功，銷售額只能維持在2億元左右，而利潤只有2000萬元左右。德農(nóng)水稻業(yè)務戰(zhàn)略規(guī)劃圖示4類客戶需求品種質量技術服務購買便利新出現(xiàn)的品種讓更多客戶知道德農(nóng)的品種存在質量提高空間存在技術服務提高空間銷售網(wǎng)絡要貼近客戶5類潛在機會購買品種合約科研機構聘請育種家建立親本提純復狀體系建優(yōu)質基地加強田間生產(chǎn)管理提高后加工質量完善示范體系農(nóng)技專家現(xiàn)場咨詢分發(fā)技術指導手冊選擇農(nóng)技員做零售商在空白地區(qū)新建銷售網(wǎng)絡或提高覆蓋率尋找當?shù)刈顝姷慕?jīng)銷商和零售商13類可采取的行動銷售額和利潤02030405徹底改變某著名企業(yè)的價值取向流程卓越/運營領先用戶至上/服務領先產(chǎn)品/技術領先持續(xù)創(chuàng)新為滿足客戶需求和獲取市場主導地位，某著名企業(yè)優(yōu)先投資服務領先型的價值取向流程卓越/運營領先產(chǎn)品/技術領先持續(xù)創(chuàng)新用戶至上/服務領先選擇的價值取向決定了企業(yè)全部的經(jīng)營之道，也是企業(yè)戰(zhàn)略的核心。以客戶為導向再造公司價值定位徹底改變IB,M的價值定位服務戰(zhàn)略品牌和營銷戰(zhàn)略技術戰(zhàn)略市場細分客戶需求競爭分析主機業(yè)務定位關鍵成功因素92年日立、富士通同樣性能的大型機價格是某著名企業(yè)的30％－40％，搶奪了市場到92年某著名企業(yè)市場占有率下降到40％以下可靠性高優(yōu)良服務和技術支持價格合理技術先進忠實的客戶群技術領先競爭力強的成本包括軟件、應用、網(wǎng)絡、信息等在內(nèi)的全面服務能力客戶端服務器大型主機超大型主機及配套的服務機會/問題最大的大型機客戶群體，希望有穩(wěn)定、可靠、技術全面的供應商價格差別太大時，客戶會轉向競爭對手新的技術方案可能會使成本大規(guī)模降低市場規(guī)模受到小型機的沖擊客戶普遍對某著名企業(yè)不滿PC機業(yè)務定位市場細分客戶需求及購買行為競爭分析關鍵成功因素進入門檻低市場競爭激烈市場主流是圍繞WINTEL模式外觀設計個性化主流硬件按摩爾定律更新應用軟件需求導向WINTEL模式的結合程度以低成本、低價格提供較高的配置核心技術的研發(fā)能力臺式機筆記本電腦兼容機機會/問題隨著Internet的發(fā)展，pc機的需求將迅速增長便攜式筆記本電腦將有更大的發(fā)展，毛利較高單位：10億美元銷售收入單位：10億美元凈利潤創(chuàng)造股東價值并使之最大化行業(yè)研究戰(zhàn)略規(guī)劃并購整合核心競爭力戰(zhàn)略投資理念戰(zhàn)略投資理念－并購整合－汽車及零部件行業(yè)整合案例產(chǎn)業(yè)結構升級火花塞剎車盤汽車內(nèi)飾變速箱/車橋重型車汽車金融服務整車核心總成一級配套二級配套、其他第四階段（2003－2005）第三階段（2001－2002）第二階段（1998－2000）第一階段（1993－1997）發(fā)動機/駕駛室轎車汽車金融服務剎車盤進入新業(yè)務退出業(yè)務活塞銷汽車空調園林機械園林機械越野車客車絲網(wǎng)欄桿絲網(wǎng)欄桿1.25億15億39億200億銷售收入小型汽車零配件大型汽車零配件和整車汽車和服務、國際化1997年底德隆進入IdentifyBuyerValueSegmentsMarketResearch&VisioningConceptualDesignDetailedDesign&PilotImplementation(phased)SystemsDevelopment/EnhancementSituationAssessmentHypothesisListDevelopmentSurveyCollectionDataCodingandUtilityCalculationInstrumentDesignandTestingFieldAdministrationPreparationSampleQuotaDesignandListPullDataAnalysisUnderstandingbuyervalueshelpsproveordisprovecurrenthypothesesaswellasgeneratestrategysolutions.Organizationalbeliefsandstrategyalternativesidentifiedinthesituationassessmentaretranslatedintohypothesesfortesting.HypothesisDevelopmentSituationAssessmentHypothesisListDevelopmentSurveyCollectionDataCodingandUtilityCalculationInstrumentDesignandTestingFieldAdministrationPreparationSampleQuotaDesignandListPullDataAnalysisIdentifyingBuyerValue-Basedsegmentscreatesthefoundationforcreatingthedistributionchannelstrategyanddesign.Summary

—IdentifyBuyerValueSegmentsIdentifyBuyerValueSegmentsWhatdoconsumersvalue?Howcanwesegmentconsumersbasedonthesevalues?DevelopConceptualStrategyDesignBasedonwhatconsumersvalue,whatisourstrategicdirection?Conceptually,whattypesofproductsdowewanttooffer?Conceptually,whatchannelsdowewantconsumerstouse?DevelopMigrationStrategyHowdowemunicatethesechangestoourkeystakeholders?Howdoweprepareourconsumersandemployeesforthesechanges?Howdoweactuallygettowherewewanttobe?PilotPlanRoll-OutPlanEstimateAnticipatedCustomerBehaviorTowhichchannelswillcustomersmigrate?DevelopProduct/PricingStrategyWhatproductsshouldweoffer?Howshouldtheybepriced?DetermineDistributionNetworkHowdowechangeourbranchandATMnetworks?Howmany?Whereshouldtheybelocated?MinimizeBusinessDecisionRiskHowwillconsumersreact?Howwillthisaffectourbottomline?DevelopDataMiningOpportunitiesHowdoweexploitbuyervalueinsightstobettertargetmarketsegments?iterativePlanImplementationDevelopDetailedStrategyDesignDevelopConceptualStrategyDesignUnderstandValuePropositionsCustomerMigrationStrategyValuebasedsegmentstrategiescanproduceincrementalrevenuesof$700millionandreducecostsupto$150million.Benefits—QuantitativeIdentifyBuyerValueSegments-QuantifiableBenefits-Thesecostsavingswillbeoffsetbythe$52millionincreaseincentraldeliveryunitcosts...By1999,evenafterabsorbingsignificantimplementation/infrastructurecosts,projectcancontributeover$700millionpre-taxannually...$493$670$309Theshareholdervalueeffectcanbesignificant.ILLUSTRATIVEBranchandCityAdministrationannualoperatingcostswillbereducedbynearly$200million...$MMItscriticaltodefinewhatfactorsor“attributes”areimportantwhenconsumersdecidetopurchasefromoneproviderversusanother.—AutomotiveExample—

AProductistheSumofitsAttributesInstrumentDesignReliability:AirbagsSteelconstructionRollbarSpeed:HorsepowerAccelerationPrice:PurchasepriceMaintenancecostsInsuranceStyle:BodystyleColorImagefort:LeatherinteriorStereosystemLegroomWithtraditionalresearch,whenyouaskhowimportantanyparticularfeatureisindividually,consumerstendtosayeachisveryimportant.1 2 3 4 5 6 7 8 9 10StylingPriceSpeedReliabilityNotatallimportantVeryimportantInstrumentDesignBasedonanswerstothetradeoffquestions,buyervaluesarecalculatedandrespondentsaregroupedby“l(fā)ike”valuestohelpidentifytargetsegments.

HighLowHighLow....................................................................................................................................—BuyerValueSegments—..................................................ChannelistsRate/Speed...............Speed..................................................Liquidity/Access...

....

....PerformancePriceILLUSTRATIVEThesegroupsorsegmentsofconsumersnotonlyhavedifferentprofitpotentials...—InvestmentBuyerValueSegments—%ofMarket(Consumers)—InvestmentBuyerValueSegments—%ofMarket($)—AverageInvestmentBalancePerValueSegment—ValueSegmentChannelRate/SpeedLiquidity/AccessSensitiveSpeedAvg..InvestmentBalance$77,725$92,264$96,335$68,212ChannelistsSpeedLiquidity/AccessSensitive34%Rate/SpeedSensitive16%SpeedLiquidity/AccessChannelRate/Speed$Insummary,usingvaluebasedsegmentationisapowerfultooltoimproveaclient’sbottomline.CreatesRevenueOpportunitiesRetainmostprofitablecustomersImproveprofitabilityofothercustomersbyfulfillingtheirvalueswithlowercoststructuresGeneratenewbusinessIdentifyrevenueenhancementopportunitiesSimplifyandincreaseeffectivenessofclient’stargetmarketactivitiesIdentifiesSubstantialCostReductionBettermanageutilizationofclient’sdeliverynetworkFocusondeliveryonrequiredservicethresholdsStripcostsfromnon-valueaddedprocessesDon’thavetobuildonedeliveryoptionthatfitsallBetterPositionsRelativetoClient’spetitionIncreasedcustomersatisfactionduetofulfilledvaluesetsOrganizationclearlyunderstandsgoalsanddeliveryexpectationsSetsstageforadaptableorganizationbetterabletorespondtopetitivechangeBasedon某著名企業(yè)Consulting’sinvestigationofthetargetmarkets,thereisidentifiablechangeinbuyerpreferencesfromwindowtosplitandcabinetairconditioners.--Product--YesterdayTodayFuturetrendsWindowandsplitaccountforthemajorityoftheairconditionerspossessionbefore1996.Splitairconditionersaccountforthemajorityofsales.CabinetssalesbegintoincreaseandwindowsshareofthemarketbegintodeclineCabinetairconditionerswillcontinuetogrowcabinetairconditionersshowstronggrowthduetoincreasingsizeofhomesandpricecuts.FuturesalesgrowthwillcontinuewithimprovementsinresidentialpowerSomecustomersegments(especiallyrural)regardairconditionersasatypeofhigh-endfurniture(whosesecondarypurposeistocool).Cabinets,bestmeetthistypeofcustomer’sbuyervalueandwillgrowwiththissegment.Splitwillremainstable,andevendeclineinsomeareasSplitswillkeepthesamemarketshareparedtothecabinets,itwilldeclineslightlyinsomeareasbecauseofinstallationdifficultiesGenerally,windowairconditionerswilldecreasedramatically,butstillaccountforacertainproportionactingasatransitionproductforpriceconsciousbuyersinhotareasBecauseofthisielimitation,windowairconditionerswillstillaccountforalargeproportionofsalesineconomicallydevelopingmarkets(i.e.ChangshaandChongqing)WindowswillcontinuetosellwellinmarketssuchasHangzhouastransitionproductsforpeoplewhoarewaitingtomoveintonewhousingGrowthinMiniCentralandCeilingairconditionersMini-centralorresidentialusedceilingoneswillgaininpopularityamongstpeopleinlargeapartmentsandhouses(especiallyasmarketawarenessofproductavailabilitygrows).Breakdownofdifferenttypesofairconditioners(Before1996)Currentpurchasepreferences(1996-1998)Window48%Split48%Cabinet9%Window26%Split53%Cabinet21%petitionTodayLocalChinesemanufacturersupgradeproductiontechnologytoofferqualitylevelsonparwithJVoperationsLocalChinesemanufacturersdevelopmarketingcapability/expertiseJVoperations,crippledbyabilitytounderstandmarketandoperatewithinlocalbusinessculture’sdropinpositionJVsbegintopetemoreonpriceasperceptionofaddedvaluedifferentiationdisappears.Overthelastthreetofouryears,localairconditionermanufacturershavebeenabletorepositionthemselvessuccessfullythroughbinedadvancesinqualityandmarketing…PerceivedAddedValuePriceLowLowHighHighLowLowHighHighMeidiKelonChunlanGreePerceivedAddedValuePriceNationalMitsubishiSharpHitachiChunlanGreeNationalMitsubishiHitachi--Yesterday----Today--petitionYesterdayLocalandJVmanufacturerstargettwodifferentmarketsegmentsseparatedbyprice/qualitytradeoffJVoperationstargetqualityconsciousupperendofmarketwhilelocalmanufacturerstargetbottomendLocalmanufacturerslimitedintermsofproductionqualitycapabilityandmarketingexperienceConsolidatedresultsforthemarkets-fromamarketattractivenessperspective.-i.e.lookingatmarketsize,growth,petition,marketentry(i.e.distributionopportunity)fromacurrentandfutureperspective.EntryPriorityBeijingNanjingHangzhouJinanChangshaChongqingMarketSizeStrategicViewDistributionOpportunitypetitionMarketGrowthFromthesalesofficesandwarehousesestablishedintheseseveralmarkets,strategicnodescanbeestablishedtoallowaccesstonearbymarkets.HighPriorityMediumtoHighPriorityMediumPriorityMediumtoLowPrioritylCitiestobecoveredCitiesRequiring

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ZhanjiangGuiyangllKunming項目模塊評估戰(zhàn)略目標主要任務與“XX-XXX”市場銷售人員討論，初步確定未來目標區(qū)域市場和主要客戶類型對主要未來目標市場作實地調查了解進行實地訪談，對象主要包括建材公司、建筑公司、重大基建項目負責部門、混凝土攪拌站、相關政府部門、其他水泥公司等；包括“XX-XXX”目前主要客戶和非“XX-XXX”客戶總結主要發(fā)現(xiàn)項目階段性成果X省水泥市場概況和未來發(fā)展趨勢--各主要標號水泥需求量、增長趨勢及地域范圍根據(jù)需求不同劃分的客戶類別及其購買考慮因素競爭對