PPT图案模版

nullnull目录I. Biz System 分析II. Value Chain 分析III. Core Competency 分析IV. 7S 分析V. 3C 分析VI. SWOT 分析VII. FAW 分析VIII. FORCE 分析附件- 内部 / 外部环境分析null绩效管理制定季度考核指标、目标 由主管与员工填写 季度KPI计划表 定期沟通，提供解决问题的指导和帮助 根据实际情况调整目标对作出的工作进行总结，评价 制定下一个季度的目标 提出改进计划计算提成、奖金 提出晋升、个人发展、工资、调整建议null影响目标薪酬激励体系设计的方面上市公司未来的业务战略对组织机构的建设提出了新的 要求 对教师党员的评价套管和固井爆破片与爆破装置仓库管理基本要求三甲医院都需要复审吗 ，引进新的薪酬激励体系和变化的业务战略相匹配，是组织机构建设成功的关键要素在未来发展阶段，薪酬政策要确保较低的总体人事成本，与上市公司持续降低经营成本的策略相一致 建立以业绩为导向的收入分配机制，加大变动收入的激励力度，充分调动员工积极性基于未来业务成功的驱动因素要求，建立完善的绩效目标体系和相应的激励机制市场的薪酬行情影响上市公司对薪酬水平的定位，尤其是对高级经营管理人才的薪酬水平定位 上市公司未来的业务发展企业的薪酬管理理念组织的绩效目标市场的薪酬情况薪酬激励体系的设计理念、内容构成和运作机制要体现与国际惯例接轨 建立业绩考核体系，将薪酬激励和绩效目标的达成相联系，强化员工对企业的责任感中铝上市公司借鉴其他海外上市公司在薪酬激励体系和激励机制方面的成功 经验 班主任工作经验交流宣传工作经验交流材料优秀班主任经验交流小学课改经验典型材料房地产总经理管理经验 ，建立起自己的薪酬激励体系nullI. Biz System 分析按照不同产业对Business System 进行分析，易于了解客户的需求，可以在短时间内确定项目的方向性。促销各种行业的Business System项目概念 的企划业态开发原材料查找原料采购人事培训指挥/监督店铺运营Media 采 购开发客户商品企划销 售广告制作广告实施Monitor制造业的 Business System金融业的 Business System(例: 证券公司的外债发行)外卖业的 Business System (例: Fast Food)零售业的 Business System广告代理店的 Business System客 户nullValue Chain与主要部门之间的差别化要素基层结构（infrastructure）人力资源管理技术开发供　　应MARGINMARGIN入库 (质量!)运营 -生产等- (运用效率性 多样性)出库 (缩短配送／ 订购时间) 市场/销售 （品牌形象， 评价管理）服务 （客户管理， 维护信赖度)有效／迅速的信息系统的 构筑与灵活运用以最佳客户服务为目标的 人员培训及管理通过迅速开发独特的新产品， 强化竞争优势灵活运用其它竞争公司无法效仿的本企业特有的差别化要素 推进充分考虑Value Chain相关的各部门间联系的差别化战略 利用差别化的费用 < 利用差别化后获得的超额收益 >II. Value Chain 分析支 援 活 动主 要 活 动null新产品开发：产品Concept开发、产品上市适当性评估、制定产品价格、 指定上市时间及流通方式、产品设计开发、开发预算选定及投资计划、开发日程及流程管理、确保开发必要的资金来源、开发样品及促销品、需求预测 品牌管理：竞争品牌分析、品牌定位分析、BLC分析、品牌成果分析、 目标设定、品牌运营计划、 品牌开发活动、产品群影响度／收益性分析、产品革新、品牌portfolio 分析、 市场调查、客户需求分析、潜在市场分析、营业业绩分析、产品群收益性分析 IMC 运营: 市场分析、Target设定、产品Concept定义及竞争品牌分析、广告目标 协议 离婚协议模板下载合伙人协议 下载渠道分销协议免费下载敬业协议下载授课协议下载 、广告Concept设定、广告制作及评价、广告预算设定及Media Plan、Data Storing、广告执行及效果测定、促销／活动企划及管理、效果分析及事后监控销售、利润增加 新产品开发 提高Brand Equity 维持Brand Identity 增加M/S(Market Share) 缩短产品开发时间 节俭产品Concept Cost 有效使用Marketing费用 提高广告Creative Quality 有效使用广告费用销售 利润 M/S(Market Share) BPI(Brand Power Index) 广告满意度 Marketing费用的使用效率 商标认知度 Brand 偏好度企业管理/ 业务支持 营业Marketing物流生产采购R&D　业　务　流　程新产品 开发主要业务活动主要业务目标主要成果指标新产品开发品牌管理IMC 运营基础 调查市场 分析产品 企划产品上市上市管理市场分析客户分析BLC分析*品牌 企划／运营品牌 成果分析广告、促销企划广告、促销执行广告、促销评估成果分析市场分析品牌 管理广告 促销IMC 运营** IMC: Integrated Marketing Communication* BLC: Brand Life Cycle例 : BIZ 分析与 Value Chain 分析null核心力量的条件竞争优势的源泉有形/无形资源组织力量核心力量持续的竞争优势需要有针对竞争公司的差别化的优势有助于创造价值需要有不能轻易模仿的部分 核心力量 = 开发know how+ 经营支援+组织能力 需要有与其它企业的连接，应用的可能性 III. Core Competency 分析nullIV. 7S 分析McKinsey 的7S 概念 (Framework)邮政事业本部长强力的业务促进支援Shared ValueStrategyStyleSystemStaffSkillStructure创造出最好的企业价值 客户满意度第一的经营 最佳的价值最大化需要提高专业化的根本变化(没有原因)中央行政机关的资力特性 搜集人力需求的不安定性公共机关组织形态转变为民营企业组织形态的过度期情况以迅速正确的服务得到信赖的邮政 向着21世纪飞跃的邮政 以经营革新来展新貌的邮政 尊重客户价值的邮政 全体员工合心协力服务的邮政对邮政事业本部 的7S 分析需保障邮政部门业务运营的实际自律性 系统与局和课之间的功能连接好，且执行能力强nullV. 3C 分析 3C分析的概念 (Framework)邮政事业本部 (邮件业务团) 客 户 竞 争 公 司 CorporationCustomerCompetitor提供大韩公共服务及提高邮政服务收益性的目标 宅急送区域的广域性 制定Hub & Spoke 运输网体系 促进宅急送服务 促进综合邮政物流信息系统的构筑得到一般服务的主客户从个人变为企业 现行包裹服务的邮件客户满意度下降 优先考虑宅急送服务以三个最大公司为中心的现存国内宅急送企业的成长及新规出台宅急送企业的增加 外国邮政物流工作人员的出韩访问 外国邮政物流工作人员的全球化战略 积极促进外国邮政局的民营化业务- 市场占有率 - Brand Image - 技术力/ 质量 - 销售率 - 收益率 - 资源- 求过于供点 - 进入障碍 - 优点/缺点- 规模,成长性 Segment / Needs - 结构变化公 司 (Corporation)竞 争 (Competitor)客 户 (Customer) 3C分析的例子 nullVI. SWOT 分析 SWOT分析的概念 (Framework)OpportunitiesStrengthThreatsWeakness战略性提案和结果的产出External AnalysisInternal Analysis优点(Strengths)缺点(Weaknesses)机会(Opportunities)风险(Threats)内部能力外部环境SOWOSTWT * SWOT : Strengths, Weaknesses, Opportunities, Threats 了解公司的优点掌握外部环境的 机会因素了解公司的缺点掌握外部环境的 风险因素利用优点的 外部环境机会的 应用战略 方案 气瓶 现场处置方案 .pdf气瓶 现场处置方案 .doc见习基地管理方案.doc关于群访事件的化解方案建筑工地扬尘治理专项方案下载 .存有缺点的 外部环境风险的 对应战略方案.利用优点的 外部环境风险的 对应战略方案.存有缺点的 外部环境机会的 应用战略方案.null例 : SWOT 分析根据服务的特性，对包裹详情单与包裹运送网分别运营 对已经确定的邮政物流运营提高效率(BPR)，由此提高市场竞争力灵活运用范围宽广的邮政物流网络，树立积极的市场战略 通过与全球性的物流企业进行战略联盟，提高国外邮件的收益性及服务 为了确保企业顾客，树立积极的市场战略通信技术发展后，对邮政的需求可能减少 现有宅送企业的设备投资及代理增多 以大型企业为中心的新企业增多 WTO 邮政服务市场开放的压力 国外宅送企业进入国内市场上门取件相关人力及车辆不足 市场及物流专家不足 组织、预算、费用等方面的灵活性不足 包裹破损的可能性很大 追踪查询服务不过完善作为国家机关，拥有公众的信任 顾客对邮政服务的高度亲近感与信任感 拥有全国范围的物流网 (3,600 家邮政局) 具有众多的人力资源(42,000 名) 具有创造邮政/金融 synergy 的可能性风险(Threats)构成邮寄包裹专门组织 通过实物与信息的统一化进行实时的追踪 (Track & Trace) 及物流控制(Command & Control) 将增值服务及一般服务差别化的价格体系的制定及服务内容的再整理以邮政网络为基础，积极进入宅送市场 进入shopping mall 配送市场 ePOST 活性化 开发灵活运用关键技术的多样化的邮政服务随着电子商务的普及，对寄件需求增加 ( 预计到2004 年年平均增加 38% ) 随着邮政事业本部的业务开展，提高经营自由度 期望能够确保对应市场开放的事业自由度 物流及信息技术等关键技术的飞跃性的发展机会(Opportunities)劣势(Weakness)优势(Strength) 内部能力 外部因素SOWOWTST信息通讯部邮政物流 BPR/ISP 项目（例）nullVII. FAW 分析客户公司竞争社经济市场规则国际关系 FAW(Forces At Work)分析概念 (Framework)null例 : FAW 分 析E-BUSINESS的市场规模及包裹市场规模的预测单位： 兆元服务,差距化费用,效率核心能力可随时对应可事前计划对应时间e-Marketplace企业/公共机关管理范围广域化,全球化限定区域地区实施期间的追踪 综合的信息系统阶段性的实物追踪 不同企业的信息系统信息可塑性结构固定的结构物流结构多种产品限定产品产品e-Logistics现存物流区分上网人数需利用 E-BUSINESS的新客户/新服务的不断创造 需转换成 e-Logistics单位: 百万名E-BUSINESS邮政物流的 Paradigm Shift上网人数的 76.3%保留e-mail邮寄市场规模 （右侧坐标） 电子商务规模（左侧坐标）nullVIII. FORCE 分析 Force 分析概念 (Framework)供应商 代替品 潜在进入者 购买人 现产业中的 竞争者 供应商的交涉能力新入者的威胁代替品的威胁购买人的交涉能力null예시 : FORCE 分析因构成因素和各部门间的差异存在多种的供应商 -与供应商间的长期 合同 劳动合同范本免费下载装修合同范本免费下载租赁合同免费下载房屋买卖合同下载劳务合同范本下载 形式多 -可以通过与合作社的管理,解决质量和成本问题 因少数主导企业的市场分布结构以确定,所以市场定位也很重要. 产品的质量,服务,品牌等产品差距化的要素是竞争力的重要因素结论世界建设重装备产业的结构分析null附件 : 内部/外部的环境综合分析不适用所有产业、所有项目 运用适合内/外部环境的工具就是咨询能力 可能成为逻辑形成的障碍因素(逻辑冲突) 分析客户的要求,应用相关的工具null * 资料来源： Unit of measureHigh Lowüû–Legend Legend LegendTextTextText Text TextTitlex–÷+x–÷+TextTextText2X2 CUBED2X2 CUBEDTextTextTextTextTextTextTextTextTextText * 资料来源： Unit of measure2X2 TOWER2X2 TOWER * 资料来源： Unit of measure5Ps MARKETING5Ps MARKETINGPlacePriceProductPackagePositioning promotionProduct offering * 资料来源： Unit of measure7S7SStrategySkillsSystemsStaffShared valuesStructureStyle * 资料来源： Unit of measurenullCUBES1 3DCUBES1 3D * 资料来源： Unit of measureCUBES2 3DCUBES2 3D * 资料来源： Unit of measureCUBES3 3DCUBES3 3D * Footnote Source: * 资料来源： Unit of measureCUTOUT 3DCUTOUT 3DTextTextTextText * 资料来源： Unit of measureFORCES AT WORKFORCES AT WORKNew entrantSuppliersIndustry competitorsBuyersSubstitutes * 资料来源： Unit of measureJOINTJOINTTextTextTextTextTextTextTextTextTextText * 资料来源： Unit of measureLEVEL SEPARATE 4LEVEL SEPARATE 4TextTextTextText * 资料来源： Unit of measureLINEAR A 3DLINEAR A 3DTextTextText * 资料来源： Unit of measureLINEAR B 3DLINEAR B 3DTextTextTextText * 资料来源： Unit of measureLINEAR C 3DLINEAR C 3DTextTextText * 资料来源： Unit of measureLINEAR D 3DLINEAR D 3DTextTextText * 资料来源： Unit of measureLINEAR E 3DLINEAR E 3DTextTextTextText * 资料来源： Unit of measureLINEAR G 3DLINEAR G 3DTextTextText * 资料来源： Unit of measureLINEAR I 3DLINEAR I 3DTextText * 资料来源： Unit of measureLINEAR J 3DLINEAR J 3DTextTextTextText * 资料来源： Unit of measureLINEAR N 3DLINEAR N 3DTextTextTextText * 资料来源： Unit of measureLINEAR P 3DLINEAR P 3DTextTextText * 资料来源： Unit of measureLINEAR Q 3DLINEAR Q 3DTextText * 资料来源： Unit of measureLINEAR Q 3DLINEAR Q 3DTextText * 资料来源： Unit of measureLINKS 3LINKS 3PlanImplementSupport * 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5CYCLE 5TextTextTextTextText * 资料来源： Unit of measureCYCLE 6CYCLE 6TextTextTextTextTextText * 资料来源： Unit of measureCYCLE 7CYCLE 7TextTextTextTextTextTextText * 资料来源： Unit of measureCYCLE 8CYCLE 8TextTextTextTextTextTextTextText * 资料来源： Unit of measureINCOMINGINCOMINGTextTextTextTextTextText * 资料来源： Unit of measureRIBBONRIBBONTextTextTextTextText * 资料来源： Unit of measureRINGRINGTextTextTextTextText * 资料来源： Unit of measureUPON 2UPON 2TextText * 资料来源： Unit of measureCONTINUOUSCONTINUOUSTextTextTextTextTextTextTextText * 资料来源： Unit of measureCUTOUTCUTOUTTextTextTextText * 资料来源： Unit of measureLINEAR ALINEAR ATextTextText * 资料来源： Unit of measureLINEAR BLINEAR BTextTextTextText * 资料来源： Unit of measureLINEAR CLINEAR CTextTextText * 资料来源： Unit of measureLINEAR DLINEAR DTextTextText * 资料来源： Unit of measureLINEAR ELINEAR ETextTextTextText * 资料来源： Unit of measureLINEAR FLINEAR FTextTextText * 资料来源： Unit of measureLINEAR GLINEAR GTextTextText * 资料来源： Unit of measureLINEAR HLINEAR HTextTextTextText * 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measureSURROUNDSURROUNDText * 资料来源： Unit of measureTWISTEDTWISTEDTextText * 资料来源： Unit of measureUP & AWAYUP & AWAYTextText * 资料来源： Unit of measureUP & DOWNUP & DOWNTextText * 资料来源： Unit of measure3Cs TRIANGLE3Cs TRIANGLECustomerClientsDistributorsCompetitorsSuppliers * 资料来源： Unit of measure3S-4S3S-4SSkillsShared valuesStrategyStaffStructureSystemsStyleA coherent set of actions aimed at gaining a sustainable advantage over competition The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated The people in the organization, considered in terms of corporate demographics, not individual personalities The way managers collectively behave with respect to use of time, attention and symbolic actions The processes and procedures through which things get done from day-to-dayThose ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people * 资料来源： Unit of measure2S-5S2S-5SThe way managers collectively behave with respect to use of time, attention, and symbolic actions The people in the organization, considered in terms of corporate demographics, not individual personalitiesThe organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members The processes and procedures through which things get done from day to day A coherent set of actions aimed at gaining a sustainable advantage over competition Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary peopleStaffSystemsStyleShared ValuesStructureSkillsStrategy * 资料来源： Unit of measureBUSS PORTFOLIOBUSS PORTFOLIOCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHigh * 资料来源： Unit of measureCHANGE BOARDCHANGE BOARDChange visionChief ExecutiveLeadership groupsDown the lineExternal constitution * 资料来源： Unit of measureDELTA PDELTA P Delta P Vision and LeadershipOrganizational InfrastructurePerformance MeasurementPeople DevelopmentCommunicationsProblem Solving ProcessClient managers (particularly middle management) have skill to lead program implementation Change in actual behaviorAction plans sufficient to achieve goals Agreement on objectives by line management Management of high- involvement processImplementation or near implementation of required structure and systemsFlow of 2-way communications People’s understanding, belief and contribution to act on vision and action plansAccurate measurement of action and results Clear accountabilities Early winsVisible demonstration of new vision and values by client leadership * 资料来源： Unit of measureMACSMACSNatural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporate center skills Business unit linkages Taxation/ valuation differences Industry attractiveness Competitive position Restructuring/rationalization opportunities“One of the pack” Retain and give top priorityRetain and give priorityRetain and manage for code or liquidate Probably divest DivestDivest or liquidate * 资料来源： Unit of measureMANUFACTURING STRATEGYMANUFACTURING STRATEGYBusiness StrategyManufacturing StrategyConfigurationSystemsResearch FocusLabor PolicyProduct DesignMake vs. BuyOrganizationProcess Design * 资料来源： Unit of measurePENTAGONPENTAGONRestructuring framework 1 5 4 3 2 * 资料来源： Unit of measurePRICE BENEFITPRICE BENEFITBenefit Price Competitive disadvantage Competitive advantage * 资料来源： Unit of measureSMILE CHARTSMILE CHARTAppraise performance and prospects Develop strategy Redesign pivotal jobs Design the skill building process Assess change readiness Top down action programs Bottom up action programs 1 2 4 5 6 7 8 3 * 资料来源： Unit of measureSTRAT GAMEBOARDSTRAT GAMEBOARD3.Create and pursue a unique advantage 2.Resegment the market to create a niche4.Exploit unique advantage industrywide 1.Do more and better of the sameWhen to compete * 资料来源： Unit of measureSTRAT MANAGESTRAT MANAGEStage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage- mentExternally orientated planningForecast based planningBudget planningMeet budget and schedulePredict the futureThink strategicallyCreate the future * 资料来源： Unit of measureTREE PRODUCTIVITYTREE PRODUCTIVITYSelling margin Contribution SalesSelling rate Sales Available selling time Effectiveness Contribution Available selling time Productivity Contribution Total selling costsEfficiency Available selling time Total selling costsUtilization Available selling time Total sales time Support intensity Support costs Total selling costsSupport leverage Total sales time Support costs * 资料来源： Unit of measureVALUE CREATIONVALUE CREATIONMaximize shareholder valueGrow through cultural initiativeRedeploy assetsImprove core business performanceGrow through acquisition and/or mergerAdopt sound financing approach * 资料来源： Unit of measureVALUE SOURCESVALUE SOURCESReal Perceived Client’s relative ability to extract valueCorporate center skillsLinkages between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation technique * 资料来源： Unit of measureGANTT10GANTT10<##><##><##><##><##><##><##><##><##><##><##>HeaderText * 资料来源： Unit of measureGANTT15GANTT15HeaderText################################ * 资料来源： Unit of measureLEFT TO RIGHTLEFT TO RIGHTTextTextTextText * 资料来源： Unit of measureSTUDY OBJECTIVESTUDY OBJECTIVETextTextTextTextTextProcess objectivesTextSub-objectives * 资料来源： Unit of measureTOP DOWNTOP DOWNTextTextTextTextTextTextText * 资料来源： Unit of measure2X22X2TextTextTextTextTextTextTextTextTextText * 资料来源： Unit of measure2X2 CUBED2X2 CUBEDTextTextTextTextTextTextTextTextTextText * 资料来源： Unit of measure2X2 EXTENDED2X2 EXTENDEDTextTextTextTextTextTextTextTextTextTextTextText * 资料来源： Unit of measure2X2 TOWER2X2 TOWERTextTextTextTextTextText * 资料来源： Unit of measure3X33X3TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText * 资料来源： Unit of measure3X3 EXTENDED3X3 EXTENDEDTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText * 资料来源： Unit of measureDIFFRACTIONDIFFRACTIONTextText * 资料来源： Unit of measureFLOW DOWNFLOW DOWNTextTextText * 资料来源： Unit of measurePASS THROUGHPASS THROUGHTextText * 资料来源： Unit of measureAREAAREALabel 1Label 2Label 3 * 资料来源： Unit of measureBARBARLabel 1Label 2Label 3Label 4Label 5 * 资料来源： Unit of measureBAR 2BAR 2Label 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5Title Unit of measureTitle Unit of measure * 资料来源： Unit of measureBAR BUTTEDBAR BUTTEDLabel 1Label 2Label 3Label 4Label 5 * 资料来源： Unit of measureBAR STACKEDBAR STACKEDLabel 1Label 2Label 3Label 4Label 5000000000000000SeriesSeriesSeries * 资料来源： Unit of measureBAR STACKED 100%BAR STACKED 100%Label 1Label 2Label 3Label 4Label 5000000000000000100%=SeriesSeriesSeries * 资料来源： Unit of measureBUBBLEBUBBLETitle Unit of measureTitle Unit of measureLabel 1Label 2Label 3Label 4Label 5Label 6 * 资料来源： Unit of measureCOLUMNCOLUMNLabel 1Label 2Label 3Label 4Label 5 * 资料来源： Unit of measureCOLUMN 2COLUMN 2Label 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5Title Unit of measureTitle Unit of measure * 资料来源： Unit of measureCOLUMN BUTTEDCOLUMN BUTTEDLabel 1Label 2Label 3Label 4Label 5 * 资料来源： Unit of measureCOLUMN STACKEDCOLUMN STACKEDLabel 1Label 2Label 3Label 4Label 5SeriesSeriesSeriesSeries000000000000000 * 资料来源： Unit of measureCOLUMN STACKED 100%COLUMN STACKED 100%Label 1Label 2Label 3Label 4Label 5SeriesSeriesSeriesSeries100%=000000000000000 * 资料来源： Unit of measureCOMBO PIE SEGMENT COLUMNCOMBO PIE SEGMENT COLUMNTitle Unit of measureLabel 1Label 2Label 3Label 4Label 5Title Unit of measure100% =000SeriesSeriesSeriesSeriesLabel 1 * 资料来源： Unit of measureCOST CURVECOST CURVETitle Unit of measureTitle Unit of measureLabel 1Label 2Label 3Label 4Label 5 * 资料来源： Unit of measureARROWSARROWS * 资料来源： Unit of measureMISCMISCüû– * 资料来源： Unit of measureMOONSMOONS * 资料来源： Unit of measureWORLD MAPWORLD MAP * 资料来源： Unit of measureMANUFACTURING STRATEGYMANUFACTURING STRATEGYBusiness StrategyManufacturing StrategyConfigurationSystemsResearch FocusLabor PolicyProduct DesignMake vs. BuyOrganizationProcess DesignPENTAGONPENTAGONRestructuring framework 1 5 4 3 2 SMILE CHARTSMILE CHARTAppraise performance and prospects Develop strategy Redesign pivotal jobs Design the skill building process Assess change readiness Top down action programs Bottom up action programs 1 2 4 5 6 7 8 3 STRAT GAMEBOARDSTRAT GAMEBOARD3.Create and pursue a unique advantage 2.Resegment the market to create a niche4.Exploit unique advantage industrywide 1.Do more and better of the sameWhen to compete STRAT MANAGESTRAT MANAGEStage 1 Stage