MindMap Gallery strategic analysis
This is a mind map about strategic analysis. The main contents include: comprehensive analysis of internal and external environments (SWOT), internal environment analysis, and external environment analysis.
Edited at 2024-12-16 15:08:05Find a streamlined guide created using EdrawMind, showcasing the Lemon 8 registration and login flow chart. This visual tool facilitates an effortless journey for American users to switch from TikTok to Lemon 8, making the transition both intuitive and rapid. Ideal for those looking for a user-centric route to Lemon 8's offerings, our flow chart demystifies the registration procedure and emphasizes crucial steps for a hassle-free login.
これは稲盛和夫に関するマインドマップです。私のこれまでの人生のすべての経験は、ビジネスの明確な目的と意味、強い意志、売上の最大化、業務の最小化、そして運営は強い意志に依存することを主な内容としています。
かんばんボードのデザインはシンプルかつ明確で、計画が一目で明確になります。毎日の進捗状況を簡単に記録し、月末に要約を作成して成長と成果を確認することができます。 実用性が高い:読書、早起き、運動など、さまざまなプランをカバーします。 操作簡単:シンプルなデザイン、便利な記録、いつでも進捗状況を確認できます。 明確な概要: 毎月の概要により、成長を明確に確認できます。 小さい まとめ、今月の振り返り掲示板、今月の習慣掲示板、今月のまとめ掲示板。
Find a streamlined guide created using EdrawMind, showcasing the Lemon 8 registration and login flow chart. This visual tool facilitates an effortless journey for American users to switch from TikTok to Lemon 8, making the transition both intuitive and rapid. Ideal for those looking for a user-centric route to Lemon 8's offerings, our flow chart demystifies the registration procedure and emphasizes crucial steps for a hassle-free login.
これは稲盛和夫に関するマインドマップです。私のこれまでの人生のすべての経験は、ビジネスの明確な目的と意味、強い意志、売上の最大化、業務の最小化、そして運営は強い意志に依存することを主な内容としています。
かんばんボードのデザインはシンプルかつ明確で、計画が一目で明確になります。毎日の進捗状況を簡単に記録し、月末に要約を作成して成長と成果を確認することができます。 実用性が高い:読書、早起き、運動など、さまざまなプランをカバーします。 操作簡単:シンプルなデザイン、便利な記録、いつでも進捗状況を確認できます。 明確な概要: 毎月の概要により、成長を明確に確認できます。 小さい まとめ、今月の振り返り掲示板、今月の習慣掲示板、今月のまとめ掲示板。
strategic analysis
external environment analysis
Macro environment analysis
PEST model
Political and Legal EnvironmentP: Tax Policy
Economic environment E: consumption structure, tax level
Social and Cultural EnvironmentS: Consumer Psychology
Technical environmentT
Industrial environment analysis
Product life cycle: introduction period (research and development to improve quality), growth period (marketing), maturity period (cost reduction and efficiency increase), recession period (cost control, positive traffic)
Five types of industry competitiveness (Porter’s five forces model)
Potential entrants: barriers, structural barriers, behavioral barriers
(Indirect) Substitutes: Old products, increase value (lower cost and price)
Suppliers and buyers establish alliances
bargain
The four levels of modernization that affect bargaining power: centralization, differentiation, integration, and transparency
Coping strategy: building alliances
Existing companies: basic competitive strategies, cost leadership, differentiation, concentration
Key factors for success
Key factors for success in different industries
Key factors for success in different cycles
Introduction period: new, start
Growth period: quality
Maturity: Cost
Recession period: retrenchment, turnaround
Financial resources: gold integration rate
Key factors for success in different functional areas: Technology, Manufacturing, Distribution, Marketing (4Ps), Skills, Others
Competitive environment analysis
competitor analysis
Hypothesis: Judgment and analysis of the internal and external environment, competitors’ statements, opinions, and practices
Future goals: the strategic goals of the competitor itself and the competitor’s parent company
Current strategy: key operating policies, interrelationships between business functions
ability
core competencies
Growth ability
Quick response ability
ability to adapt to changes
staying power
strategic group analysis
From the perspective of a single strategic group: it helps to understand the main focus of competition among enterprises within the strategic group
From the perspective of multiple strategic groups
It helps to have a good understanding of the competition situation between strategic groups, proactively discover nearby and distant competitors, and can also have a good understanding of the differences between a certain group and other groups.
Helps understand “barriers to movement” between strategic groups
From the perspective of the entire competitive market: the use of strategic group diagrams can also predict market changes or issue strategic opportunities
internal environment analysis
Resource and Capability Analysis
Resource analysis
Type: tangible resources, intangible resources, human resources
Judgment criteria: scarcity; inimitability; irreplaceability; durability
Capability analysis
R&D capabilities
Production management capabilities
Marketing capabilities: product competitiveness, sales activity capabilities, market decision-making capabilities
financial capability
Organizational management ability
Core competency analysis
Characteristics of core capabilities: value, uniqueness, scalability, irreplaceability, dynamics, and integration
Identification and evaluation of core competencies
Business self-evaluation
intra-industry comparison
Benchmark analysis
Competitive benchmark: competition in the same industry
General benchmark: no competition in the same industry
Process or activity benchmark: no competition across industries
Internal benchmark: Comparison of each company within the group, comparison of each department of the company
Customer Benchmark: Comparison with User Survey Results
Cost drivers and activity-based costing
Gather information about competitors
diamond model
Factors of production: primary and advanced, general and professional; tangible resources, human resources
Requirements
Related and supporting industries
Corporate strategy, corporate structure, and industry competition
value chain analysis
Basic activities: internal logistics, production operations, external logistics, marketing, and service
Support activities: technology development, human resources management, procurement management, corporate infrastructure (finance, planning, etc.)
Three steps of value chain analysis
Key activities: core strengths, business focus, starting with **
Connections between activities: finding support activities; multiple value activities appearing in succession; acquisitions and integrations occurring
Value system: acquisition, upstream and downstream; supporting industries; platform strategy, ecological strategy, etc.
business portfolio analysis
Boston Matrix (industry market growth rate 10%, relative market share 1)
Problem business: development, harvesting, abandonment; think tank or project team; people with planning ability and courage to take risks are in charge
Star business: development; business department; responsible for operators who are expert in both production technology and sales
Cash cow business: maintain, harvest; business unit; marketing person
Thin dog business: harvest, give up; merge into other business departments, unified management
General matrix: industry attractiveness, competitive position, 9 grids
Comprehensive analysis of internal and external environments (SWOT)
SO strategy: growth strategy
WO strategy: turnaround strategy
ST strategy: multiple business strategies
WT strategy: defensive strategy