-
.
01. PESTEL Model
词汇:
Model
:模型
Macro
environment
:
宏观环境
Political
:政治的
T
axation
policy
:税收政策
Government
stability
:政府稳定性
Foreign
trade
:外贸
Regulation
:法规
Economic
:经济的
Environment
:环境
Interest
rate
:利率
Inflation
:通货膨胀
Business
cycle
:商业周期;经济周期
Unemployment
:失业
Disposable
income
:可支配收入;
disposable
:可处置的
Social
:社会的
Culture
< br>:文化;
Cultural
,文化的
Demographics
:人口统计资料
Mobility
:流动性;移动性;
Income
distribution
:收入分配
Lifestyle
:生活方式
Attitude
:态度
attitude to
:
…
的态度
Leisure
:闲暇,休闲;
Consumerism
:消费主义(一种以消费来刺激经济的主张;亦指专心于或倾向于购买
消
费品)
T
echnological
:技术的,科技的
Influence<
/p>
:
(及物动词)影响
Government
spending
:政府支出
R&D
:
Research and
Development
研究与发展
Focus
:聚焦;焦点
Obsolescence
:过时;
rate of
obsolescence
:淘汰速度,更新换代速度
Ecological
:生态的,生态学的
Monopoly
:垄断
Legislation
:立法
Environment
protection law
:环境保护法
The PESTEL
model studies the macro environment in the
following aspects:
PESTEL
模型主要从以下几方面来研究宏观环境:
1.
Political.
The
political
environment
includes
taxation
policy,
government
stability
and foreign trade
regulations.
政治环境。
政治环境包括税收政策、
政府稳定性和外贸法规等
因素。
.
.
2. Economic. The economic environment
includes interest rates, inflation, business
cycles, unemployment, disposable income
and energy availability and cost.
经济环境。
经
济环境包括利率、通货膨胀水平、商业周期、
失业水平、
p>
可支配收入和能源供应及成本等因
素。
3. Social. The
social/cultural environment includes population
demographics, social
mobility,
income
distribution,
lifestyle
changes,
attitudes
to
work
and
leisure,
levels
of
education and consumerism.
社会
文化环境。
社会文化环境包括人口统计情况、
社会流动性、
p>
收入分配、生活方式变迁、工作休闲态度、教育水平和消费理念等因素
4.
Technological.
The
technological
environment
is
influenced
by
government
spending on
research, new discoveries and development,
government and industry focus
of
technological effort, speed of technological
transfer and rates of obsolescence.
技术环境。
科技环境通常受政府在研
发方面支出水平的影响,
同时也受政府、
行业确定
的科技发展方向以及技术转移及淘汰速度的影响。
5.
Ecological/environmental. The ecological
environment, sometimes just referred to
as ‘the environment’, considers ways in
which the organization can produce its goods or
services with the minimum environmental
damage.
生态环境。
生态环境通常就是指我们生
活的这个环境,
在此通常要考虑的是组织要以对环境产生最小破坏的方
式来生产商品或提供
劳务。
6. Legal. The legal
environment covers influences such as taxation,
employment law,
monopoly
legislation
and
environmental
protection
laws.
法律环境。法律环境通常考虑税
法
、劳动法、垄断法、环境保护法等法律对组织的影响。
02.
行业生命周期
Industry Life Cycle
词汇:
Introduction,
growth, maturity and decline
:起步
< br>/
成长
/
成熟
< br>/
衰退期
Characteristics
:
特色,特点
Prospective
:
(名词)预期,展望(形容词)
未来的,预期的
Feature
:特征
Position
:
(动词)定位
Awareness
:意识,知道,
认识
Market growth
rate
:市场增长率
Patent
:专利
Intensive
:集中的,加强的
Well-
informed
:消息灵通的,见多识广的
Shake-
out
:摇动,抖动,动荡
Industry
concentration
:行业集中
Market
segmentation
:市场细分
Grab
:
(动词)攫取,抓住,抢得
M&A
(
Mergers and
Acquisitions
)
:并购
Overcapacity
:产能过剩
Dramatically
:剧烈地
Die
out
:消失,灭绝
Competitive
advantage
:竞争优势
行业生命周期
Industry Life Cycle
.
.
阶段
stages
特征
characteristics
起步期
Introduction
The entity
is usually small.
There exists
different prospective for the future.
Marketing strategy should focus on
correcting product problems in design, features,
and
positioning so as to establish a
competitive advantage and develop product
awareness
through advertising,
promotion and personal sales techniques.
The profitability is relatively low.
Market growth rate is high.
The management of the entity should
carry out corresponding strategies to support the
launch of the new products and monitor
the competitors’ latest progress.
企业规模较小;
对未来发展有不同的看法;
营销策
略主要关注于产品设计、
特征及定位的修
正以建立起竞争优势,
同时通过广告、促销、个人销售手段来增强消费者对产品的认知度;
盈利性较低;市场增
长率较高。
管理层要采取相应的战略来支持新品上市,同时关
注竞争对手的最新动态。
成长期
Growth
The
industry grows quickly.
The entity
needs to finance for the market expansion and
always faces the shortage of
cash.
The management of the
entity
must achieve the target market share by increasing
the
production. And at the
same time the entity can also establish the
“industry barrier” by the
patents, low
costs and any other methods.
成长期:行业增长迅速
;企业需要大量资金来实现市场扩张,因此面临资金的短缺。
管理层必须通过扩大产量来达到公司设定的目标市场份额。
同时通过专利、
低成本及其他方
法来建立阻止竞争者进入的
“
行业壁垒
”
。
成熟期
Maturity
The growth
rate of the industry declines and becomes stable
gradually.
There exists intensive
competition in the market.
The
customers are well-informed.
Only a few
larger players remain in the industry after the
shake-out of industry in the late
maturity which leads to increased
industry concentration.
The entity
should focus on the efficiency, cost control and
market segmentation. In the late
maturity,
the
entity
should
grab
the
opportunity
for
M&A
and
focus
on
the
R&D for
the
further development of
new markets and new technologies.
成熟期:行
业增长率降低趋于稳定;
市场竞争更加激烈;
消费者见多识广;
成熟期后期行业
剧烈动荡仅留下较大的企业,从而导致较高的行
业集中度。
企业应重点关注效率、成本控制和市场细分。
p>
在成熟期后期,
企业应抓住兼并机会,重点关
注研发以开拓新市场和获取新技术。
衰退期
Decline
The
industry suffers from overcapacity.
Market growth rate declines
dramatically.
There exist fewer kinds
of products and entities in the industry. Even
finally the industry
will die out.
.
.
The
management of the entity should continue to keep
the competitive advantage in such
situation. So in this stage strategy
management is very important to the entity.
衰退期:行业产能过剩;
市场增长率大幅下降;产品品种和企业数量进一步减
少,
行业甚至
有可能消亡。
管理层在这样一个环境下,应继续保持竞争性优势。因此在这个阶段战略管理显得尤为重
要。
03. Five Forces Model of
Competition
波特的五力模型
波特的五力模型
Five
Forces Model of Competition
Notes
Entrant
:进入者
Extra
:额外的
Capacity
:能力,容量,资格,地位,生产力
Intensify
:加剧
Competition
:竞争
Barriers to
entry
:进入壁垒
Foothold
:立足处,据点,
立锥之地
The threat of new entrants
New entrants into an
industry will bring extra capacity and intensify
competition. The
strength of this
threat depends upon
the strength of the
barriers to entry and the likely
response
of
existing
competitors
to
the
new
entrant.
Barriers
to
entry
are
unfavorable
factors that
make it difficult for a new entrant to gain an
initial foothold in a market.
新进入者的威胁
新进入者为市场带来了额外的生产
能力,
进而加剧了市场的竞争。
来自新进入者的威胁
大小取决于行业壁垒高低和现有企业对新进入者的反应。
所谓的进入壁垒就
是指那些使新进
入者难于在市场立足的不利因素。
Notes
Economics of
scale
:规模经济
Unit
cost
:单位成本
Decline
:下降
Significantly
p>
:显著地,大幅度地
Volume
:量,卷
CVP
analysis
:本量利分析
Increase
:增加
Decrease
:减少
Such that/so th
at
:如此
……
以致于
Be able to
do sth
:有能力去做某事
On the basis of
:
在
……
的基础上
Comparable
:可比较的
Differentiation
:差异
Brand image
:品牌形象
Customer
loyalty
:客户忠诚度
Overcome
:克服
.
.
Prohibitive
:禁止的,
(
费用,价格等)过高的
Transport
:交通,运输
Switching
cost
:转换成本
One-
off
:一次性的
Access
to
:接近,有权使用
Distribution
channel
:分销渠道
Cost
advantage
:成本优势
Disadvantage
:不利,
劣势
I
ndependent
:独立的,不依赖
……
< br>的,不受
……
支配的
Subsidy
:补贴
Know-
how
:专有技术
Barriers to entry 1
?Economies
of
scale.
The
industry
is
one
where
unit
costs
decline
significantly
as
volume increases, so that
a new entrant will be unable to start on a
comparable cost basis.
?Product
differentiation.
Established
firms in
an
industry
may
have
built
up
a
good
brand
image and customer loyalty. The costs of
overcoming this barrier to entry for a new
entrant can be prohibitive.
?Capital
r
equirements. Where
capital
investment requirements are high, the
barrier
against new entrants
will be strong.
(
e.g. steel
industry, rail transport
)
.
Barriers to
entry 2
?Switching
costs.
Switching
costs
refer
to
the
one
-off
costs
(
time,
money
and
convenience
)
that
a
customer
would
have
to
incur
by
switching
from
one
supplier
to
another.
?Access to distribution channels.
Distribution channels carry a manufacturer’s
product
to
end-buyer. For
new entrants, new distribution
channels
are
difficult to
establish,
and
existing distribution channels are
hard to gain access to.
?Cost advantages of existing producers,
independent of economies of scale include:
(
i
)
Patent rights;
(
ii
)
Experience and know-how;
(
iii
)
Government subsidies;
(
iv
)
Laws and regulations;
(
v
)
Favored access to suppliers
常见的进入壁垒有:
规模经济。
规模经济表现为在一定时间内产品的单位成本随总产量的增加而降低,
而新
进入者则不能一开始就达到此成本水平。
产品差异性。
行业内已建立的公司拥
有较好的品牌形象和客户忠诚度。
如果行业新进入
者想克服这个
壁垒,则代价是巨大的。
资本金投入要求。
某些行业需要前期投入较大的资本金,
则给新进入者设置的进入壁垒
较高,比如说钢铁行业、铁路运输等。
转换成本。
p>
即从一个供应商转换到另一个供应商的一次性成本
(包括时间、
p>
金钱和便利)
。
对分销渠道的使用权。分销渠道使生产商的产品被运往终端消
费者。对新进入者来说,
新的分销渠道难以建立,并且现有的分销渠道难以获得。
现有产品的成本优势(与规模经济无关)包括:
(
i
)
专利权
;
(
ii
)
经验和专有技术
;
(
iii
)
政府补贴
;
(
iv
)
法律法规
;
(
v
)
最
优惠供给资源
04. Porter’s Value
Chain
波特的价值链模型
.
.
Notes
Value chain
:价值链
Identify
:识别
Contribute
to
:有助于
Competitive
advantage
:竞争优势
Approach
:方法论,方法;
靠近(
vt.
)
Break
down…into
:分解成
…
Primary
:基本的,主要的
Firm
infrastructure
:企业的基础设施建设
Human resource
management
:人力资源管理
T
echnology
development
:技术开发
Procurement
:采购
Porter
developed the value chain to help identify which
activities within the firm were
contributing to a competitive advantage
and which were not.
The approach involves breaking down the
firm into five “primary” and four “support”
activities, and investigating each to
see if they give a cost advantage or quality
advantage.
波特提出
了价值链模型,借此识别哪些活动会给公司带来竞争优势,哪些则不能。
该理论将公司划分为五种基本活动
和四种辅助活动,
并对每一种活动进行考察,
以确定
其是否可以为公司带来成本优势或质量优势。
05. SWOT
Model/SWOT
模型
Notes:
SWOT
即
Strength,
Weakness, Opportunity,
Threat
的缩写,
优势、劣势、机会、威胁
Internal/External
:内部的
/
外部的
Unique
:唯一的,独一无二的
Favorable
:有利的
Unfavorable
:不利的(
un
为前缀,表示否定)
The SWOT
analysis includes four elements
-
strengths, weaknesses, opportunities
and threats.
?Strength.
It
means
the
positive
factors
or
unique
capabilities
which
result
in
the
competitive advantages.
?Weakness. It means the
factors which restrict the development of the
firm.
?Opportunity. It means the
circumstances which are favorable to the
development of
the firm as the external
environment is changing.
?Threat. It means th
e
circumstances which are unfavorable to the
development of the
firm as the external
environment is changing.
<
/p>
SWOT
分析的四要素为优势、劣势、机会与威胁。
?
优势
:
是指能为企业带来重要竞争优势的积极因素或独特能力。
?
劣势
:
是指限制企业发展且有待改正的消极方面。
?
机会
:
是随着企业外部环境的改变而产生的有利于企业的时机。
.
.
?
威胁
:
是随着企业外部环境的改变而产生的不利于企业的时机。
06. Generic Strategies
Notes
Generic
strategy
:一般战略
Cost
leadership
:成本领先战略
Differentiation
:差异化战略
Focus
:集中化战略
Niche
:壁龛
Learning
curve
:学习曲线
Premise
:前提,地基,场地
Segment
:段,部分;分割
Fallback
:可依靠的东西,撤退,退却
Entrepreneurial
flair
:企业家的才智
Stuck
in
:陷入,插入
Upmarket
:以高消费者为对
象的,高级的
;
高档地,
高级地
Downmarket
:面向低收入消费者的面向低收入阶层<
/p>
Professor
Michael
Porter
identified
three
generic
strategies
through
which
an
organization could achieve competitive
advantages.
?Cost leadership
?Differentiatio
n
?Focus
迈克尔
?
波
特教授指出有三种一般战略可帮助一家企业获得竞争优势。
?
成本领先战略
?
差异化战略
?
集中化战略
07. Corporate Strategy
Notes
Horizontal
integration
:横向一体化
Alliance
strategy
:联盟战略
Vertical
integration
:纵向一体化
Backwards
vertical integration
:后向一体化
Forwards
vertical integration
:前向一体化
adaptability
:适应性,适合性
Horizontal integration
means the M&A or alliance strategies carried out
by the entity.
The
key
reason
for
adopting
such
strategy
by
the
entity
is
to
achieve
the
competitive
advantages by
reducing competition intensity, realizing
economics of scale and increasing
strength.
Vertical integration occurs
when a company expands backwards or forwards
within its
existing value network and
thus becomes its own supplier or distributor.
.
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