03-E-commerce strategies

nullChapter 3 E-commerce StrategiesChapter 3 E-commerce Strategies第三章 电子商务战略Key pointsOverview of EC strategies Enterprise EC strategies Research methods of EC strategies Key pointsnull3.1.1 Definition of EC strategies 3.1.2 Components of EC strategy 3.1.3 Classification of EC strategies3.1 Overview of EC strategies 3.1.1 Definition of EC strategies3.1 Overview of EC strategies 3.1.1 Definition of EC strategies1. Strategy Strategy is the policy decision for events to develop in ways anticipated by oneself.Planninga prospective blueprintbe strongly tacticalThree factors2. E-commerce strategyE-commerce strategy is the policy decision for E-commerce to develop in ways anticipated by and favorable to oneself.2. E-commerce strategy3.1 Overview of EC strategies 3.1.1 Definition of EC strategies3.1.2 Components of EC strategy1. From the temporal perspective3.1.2 Components of EC strategy3.1 Overview of EC strategies 2. From the spatial perspectivea process with four stagesthe integration of different elementsnull3.1 Overview of EC strategies 3.1.2 Components of EC strategy1. From the temporal perspectivenull3.1 Overview of EC strategies 3.1.2 Components of EC strategy2. From the spatial perspective3.1.3 Classification of EC strategies1. According to subjects3.1.3 Classification of EC strategies3.1 Overview of EC strategies Governments Organizations Enterprises3.1.3 Classification of EC strategies2. According to industries3.1.3 Classification of EC strategies3.1 Overview of EC strategies Different levelsThe top levelThe bottom levelIn betweenthe whole industryenterprisessectors3.1.3 Classification of EC strategies3. According to nature3.1.3 Classification of EC strategies3.1 Overview of EC strategies Competition strategies Cooperation strategiesthe basic categorycomplementary to competition strategies3.2.1 Overseas EC strategies3.2.1 Overseas EC strategies3.2 National EC strategies 1. The United States 2. India3.2.2 Chinese EC strategies3.2.2 Chinese EC strategies3.2 National EC strategies 1. Guidelines 2. anticipated objectives 3. contents 4. measures for the implementation3.3.1 Formulation of EC strategies3.3.1 Formulation of EC strategies3.3 Enterprise EC strategies 1. significance 2. designing principles 3. components 4. decision 5. steps(1) Proposing strategies (2) Analyzing the external environment (3) Analyzing the internal environment (4) Identifying the gap (5) Formulating strategies3.3.2 Phasic tasks of strategy planning3.3.2 Phasic tasks of strategy planning3.3 Enterprise EC strategies 1. initiation of strategies 2. strategy formulation 3. implementation of strategies 4. strategy assessmentnull3.4 Research methods of EC strategies 3.4.1 SWOT analysis3.4.1 SWOT analysis3.4 Research methods1. Definition of SWOT analysis 2. Steps for making SWOT analysis 3.SWOT analysis matrix 4.Four combinations of SWOT analysis 5. Use of SWOT analysis1. Definition of SWOT analysis1. Definition of SWOT analysisSWOT analysis (alternatively SWOT Matrix) is a method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture.SWOT analysis1. Definition of SWOT analysisThe technique is credited to Albert Humphrey, who led a convention at the Stanford Research Institute (now SRI International) in the 1960s and 1970s using data from Fortune 500 companies.SWOT分析法又称为态势分析法。早在20世纪80年代初由旧金山大学的管理学教授提出来的，它是一种能够较客观而准确地分析和研究一个单位现实情况的方法。1. Definition of SWOT analysisnullSWOT Analysis Chart STRENGTHS 优势 OPPORTUNITIES 机会WEAKNESSES 劣势 THREATS 威胁1. Definition of SWOT analysisWhat are the Strengths, Weaknesses, Opportunities, and Threats specifically?Question1. Definition of SWOT analysis1. Definition of SWOT analysisStrengths: characteristics of the business or project that give it an advantage over others Weaknesses: are characteristics that place the team at a disadvantage relative to others Opportunities: elements that the project could exploit to its advantage Threats: elements in the environment that could cause trouble for the business or project 1. Definition of SWOT analysisnull竞争优势（S） ●技术技能优势 ●有形资产优势 ●无形资产优势 ●人力资源优势 ●组织体系优势 ●竞争能力优势 SWOT analysis---Snull　竞争劣势（W）　　 ●缺乏具有竞争意义的技能技术 ●缺乏有竞争力的有形资产 无形资产 人力资源 组织资产 　　SWOT analysis---Wnull企业中的机会(O)： ●客户群的扩大趋势或产品细分市场 ●技能技术向新产品新业务转移，为更大客户群服务 ●前向或后向整合 ●市场进入壁垒降低 ●获得购并竞争对手的能力 ●市场需求增长强劲，可快速扩张 ●出现向其他地理区域扩张，扩大市场份额的机会SWOT analysis---Onull企业生存的外部威胁(T)： 　 ●出现将进入市场的强大的新竞争对手 ●替代品抢占公司销售额 ●主要产品市场增长率下降 ●汇率和外贸政策的不利变动 ●人口特征，社会消费方式的不利变动 ●客户或供应商的谈判能力提高 ●市场需求减少 ●容易受到经济萧条和业务周期的冲击SWOT analysis---T1. Definition of SWOT analysisSWOTStrengths WeaknessesInternal factorsExternal factorsOpportunities Threatsenterprises’Strategies 1. Definition of SWOT analysis1. Definition of SWOT analysisSWOT analysis involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. 1. Definition of SWOT analysisnullConducting a SWOT analysis listing strengths, weaknesses, threats and opportunities and analyzing these various factors Creating a SWOT Matrix Combining various factors to form SO,ST,WO,WT strategies Use the SWOT Matrix to pick a strategy You’ll need to weigh the impact of the various factors in your analysis and select the most feasible strategy to implement.2. Steps for making SWOT analysisnull企业SWOT分析 步骤 新产品开发流程的步骤课题研究的五个步骤成本核算步骤微型课题研究步骤数控铣床操作步骤 STRENGTHSWEAKNESSESOPPORTUNITIESTHREATS 对SO、ST、WO、WT策略经行甄别和选择，确定组织目前应采取的具体战略与仿真 罗列组织的内部的优势和劣势，外部可能的机会与威胁 优势、劣势与机会、威胁相组合，构造SWOT矩阵形成SO、ST、WO、WT策略null■ 外部环境分析 ◆ PEST分析法 ◆ 五力分析法 （政策信息、市场调查、竞争对手调查、其它渠道调查） ■ 内部环境分析 ◆ Q、C、D、M、S （会议、报告、内部沟通等渠道获得信息）■ 将调查的出的各种因 素填入矩阵图 ■ 按轻重缓急或影响程 度等排序方式，构造 SWOT矩阵 ◆ 将对公司发展有直接的、 重要的、大量的、迫切 的、久远的影响因素优先 排列出来， ◆ 将间接的、次要的、少许 的、不急的、短暂的影响 因素排列在后面■ 战略（方针、目标） ◆ 战略框架图 ◆ 战略结构图 ■ 战术（路线图） ◆战略系统图 ■ 战法（步骤） ◆ 具体实施方法 ◆ KT法（SA、PA、DA、PPA） ◆ PDCA ◆ 其它管理工具SWOT分析步骤图null3. SWOT matrixnull建立SWOT 表 关于同志近三年现实表现材料材料类招标技术评分表图表与交易pdf视力表打印pdf用图表说话 pdf 时考虑的问 题 快递公司问题件快递公司问题件货款处理关于圆的周长面积重点题型关于解方程组的题及答案关于南海问题 1. 擅长什么？ 2. 组织有什么新技术？ 3. 能做什么别人做不到的？ 4. 和别人有什么不同的？ 5. 顾客为什么亲？ 6. 最近因何成功？ 1. 市场中有什么适合我们的机会？ 2. 可以学什么技术？ 3. 可以提供什么新的技术/服务？ 4. 可以吸引什么新的顾客？ 5. 怎样可以与众不同？ 6. 组织在5-10年内的发展？ 1. 什么做不来？ 2. 缺乏什么技术？ 3. 别人有什么比我们好？ 4. 不能够满足何种顾客？ 5. 最近因何失败？ 1. 市场最近有什么改变？ 2. 竞争者最近在做什么？ 3. 是否赶不上顾客需求的改变？ 4. 政治环境的改变是否会伤害组织？ 5. 是否有什么事可能会威胁到组织的生存？ null4. Four combinationsCombining four factors(S,W,O,T) to form four strategic typesnullan ideal strategy aimed at developing the internal strengths and taking advantage of external opportunities4. Four combinationsnullto use external opportunities to make up for internal weakness with the purpose of gaining strength4. Four combinationsnulltaking advantage of enterprise strengths to avoid or lessen the impact of external threats4. Four combinationsnulla defensive strategy aimed at reducing internal weakness and avoiding external threats4. Four combinationsnull小大大小4. Four combinationsExamples of each strategic typeExamples of each strategic typeSO Strategies Expand globally Increase sales staff Increase advertising Develop new products Diversify WO Strategies Joint venture Acquire competitor Expand nationally Backward integration Forward integration    ST Strategies Diversify Acquire competitor Liquidate Expand locally Re-engineer WT Strategies Divest Increase promotion Retrench Restructure Downsize4. Four combinationsnullA SWOT analysis helps you match your company’s resources and capabilities to threats and opportunities in the competitive environment. This competitive analysis tool guides you through the SWOT technique and will help you create your own analysis that can help you set a strategic plan or present new ideas to your team. 5. Use of SWOT analysis nullHowever, the usefulness of SWOT analysis is not limited to profit-seeking organizations. It may be used in any decision-making situation when an objective has been defined, such as non-profit organizations, governmental units, and individuals. 5. Use of SWOT analysis nullIn brevity, SWOT analysis can be carried out for a product, place, industry or person. 5. Use of SWOT analysis It may also be used in pre-crisis planning and preventive crisis management as well as in creating a recommendation during a viability study/survey.6. Case studyWal-Mart SWOT analysis Individual SWOT analysis6. Case studyCase analysisnullSummary for SWOT analysis How can we Use each Strength? 如何善用每个优势？How can we Stop each Weakness?如何停止每个劣势？How can we Exploit each Opportunity? 如何成就每个机会？How can we Defend against each Threat? 如何抵御每个威胁？3.4.2 Five-Forces AnalysisThe five-force analysis model, raised by Michael Porter in the early 1980s, can efficiently analyze the competition environment of an industry. The purpose of five-forces analysis is to diagnose the principal competitive pressures in a market and assess how strong and important each one is. 3.4 Research methods3.4.2 Five-Forces Analysis3.4.2 Five-Forces Analysis3.4.2 Five-Forces Analysisnull3.4.2 Five-Forces Analysisnull ①：现有竞争者 任何企业在制定策略和展开经营活动时，首先必须面对现有竞争者。同行竞争的激烈程度，是由竞争各方的布局结构和所属产业的发展的前景所决定的。一个产业的竞争格局有以下几种： ◆ 完全垄断 ◆ 寡头垄断 ◆ 垄断竞争 ◆ 自由竞争 决定同业者所面临的竞争态势如果各企业之间： ◆ 实力相当 ◆ 产品差异化程度小市场饱和、次序混乱，竞争会更加激烈同行竞争者分析指标： ◆ 市场占有率 ◆ 销售增长率 ◆ 产品利润率3.4.2 Five-Forces Analysisnull②：潜在竞争者 一个产业，只要有市场前景，有可观利润，一定会招来其它企业的投资，这些企业就是潜在竞争者。这些竞争者的加入必然会导致： ◆ 产量增加 ◆ 价格回落 ◆ 利润下降 ◆ 市场占有率降低 ◆ 市场秩序混乱 进入威胁构成进入威胁取决于两个因素： ◆ 进入障碍的高低 ● 市场障碍—市场竞争条件下的壁垒。 ● 非市场障碍— 政府管制造成的壁垒（法定的核准进入条件） ◆ 现有在位企业的报复手段、程度。 ● 价格打压 ● 材料垄断 ● 市场垄断 ● 供应链整合等3.4.2 Five-Forces Analysisnull③：替代品替代品指的是和现有产品具有相同功能的产品，但是替代品能否产生替代的效果，就要看替代产品能否提供比现有产品更大的『性价比』。 所以，替代品的实际功能，是对现有产品造成了价格上的限制，进而影响到整个行业的收益。 如果一但替代品能够提供比现有产品更高的『性价比』，那么对现有产品产生巨大的威胁，有时甚至会造成整个行业的颠覆，因此，现有产品生产企业千万不可以掉以轻心！3.4.2 Five-Forces Analysisnull④：客户选择优质的客户，是非常重要的： ◆ 客户产品的市场占有率 ◆ 在客户采购中的份额比例（在客户心中的位置） ◆ 客户的议价能力 ◆ 客户的信誉、拖欠款 ◆ 客户的产品营利能力 ◆ 客户向后整合的力量等3.4.2 Five-Forces Analysisnull⑤：供应商选择优质的供应商，同等也非常重要： ◆ 供应商的价格 ◆ 供应商的品质、服务水平（在供应商心中的位置） ◆ 供应商的付款期限 ◆ 供应商产品的代替性 ◆ 供应商产品的垄断 ◆ 供应商向前整合的力量等3.4.2 Five-Forces Analysis3.4.3 PEST Analysis3.4.3 PEST Analysis1. Definition of PEST analysis 2. Factors that influence PEST3.4 Research methods1. Definition of PEST analysis1. Definition of PEST analysisPEST is a basic tool for external environment analysis. It grasps the macroscopic environment from the angles of politics, economy, society and technology and assesses the influence of these factors on enterprise strategy objectives and strategy formulation.3.4.3 PEST Analysis2. Factors that influence PEST2. Factors that influence PESTIt refers to political powers, laws and regulations that exert actual or potential impact on an organization’s operation.P3.4.3 PEST AnalysisPolitics or Political factors2. Factors that influence PEST2. Factors that influence PESTIt refers to a country’s economic system, economic structure, industrial pattern, resource conditions, development level and future economic tendencies.E3.4.3 PEST AnalysisEconomy or Economic factors2. Factors that influence PEST2. Factors that influence PESTIt refers to factors such as ethnic characteristics, cultural traditions, values, religion, education and customs.S3.4.3 PEST AnalysisSociety or Social factors2. Factors that influence PEST2. Factors that influence PESTIt includes not only revolutionary inventions, but also the emergence, development trends and application foreground of new technologies, techniques, materials and tendencies that are concerned with enterprise production.T3.4.3 PEST AnalysisTechnology or technological factors3.4.4 BCG Matrix3.4.4 BCG MatrixWhat is BCG? 3.4 Research methodsQuestionBoston Consulting Group波士顿咨询公司(BCG)是一家著名的美国企业管理咨询公司，在战略管理咨询领域公认为先驱。公司的最大特色和优势在于公司已经拥有并还在不断创立的高级管理咨询工具和理论，管理学界极为著名的“波士顿矩阵”就是由公司20世纪60年代创立的。BCG的四大业务职能是企业策略、信息技术、企业组织、营运效益。3.4.4 BCG Matrix3.4.4 BCG MatrixBoston Consulting Group Growth-Share Matrix It is to mark every strategic business unit (SBU) on a two-dimensional matrix, so that the SBU bringing huge potential benefits will be highlighted and a funnel of organizational resources will be located.3.4 Research methods3.4.4 BCG Matrix3.4.4 BCG MatrixIt distinguishes four business combinations:3.4 Research methodsQuestion marks Stars Cash cows dogsProducts that have a high growth rate and a big market shareHuge-profit products, those with a lower growth rate but a big market shareDeclining products that have a lower growth rate and a small market shareProducts that have a high growth rate but a lower market share3.4.4 BCG Matrix3.4.4 BCG MatrixBasic principles Operational steps Strategic countermeasures3.4 Research methodsThe division of four quadrants on a coordinate axis to show the four categories① Calculate the marketing growth rate and market share of each product ②draw the four quadrant diagramStars: the developing strategies Cash cows: the harvest strategies Question marks: a selective investment strategy Dogs: a withdrawal strategySummarySummarynull