Political and Legal EnvironmentP: Tax Policy

Economic environment E: consumption structure, tax level

Social and Cultural EnvironmentS: Consumer Psychology

Technical environmentT

Potential entrants: barriers, structural barriers, behavioral barriers

(Indirect) Substitutes: Old products, increase value (lower cost and price)

Suppliers and buyers establish alliances

Existing companies: basic competitive strategies, cost leadership, differentiation, concentration

Key factors for success in different industries

Key factors for success in different cycles

Key factors for success in different functional areas: Technology, Manufacturing, Distribution, Marketing (4Ps), Skills, Others

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

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

From the perspective of the entire competitive market: the use of strategic group diagrams can also predict market changes or issue strategic opportunities

Type: tangible resources, intangible resources, human resources

Judgment criteria: scarcity; inimitability; irreplaceability; durability

R&D capabilities

Production management capabilities

Marketing capabilities: product competitiveness, sales activity capabilities, market decision-making capabilities

financial capability

Organizational management ability

Characteristics of core capabilities: value, uniqueness, scalability, irreplaceability, dynamics, and integration

Identification and evaluation of core competencies

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

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.

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