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1、企业外部环境分析内部条件分析ChapteriienvironmentalanalysisofenterprisesOne,macro-environmentalfactors(PESTmodels)(1)politicalandlegalenvironment⑵economicenvironment(3)socialandculturalenvironment(4)thetechnicalenvironmentSecond,themacroenvironmentanalysismethod(1)thesourceofmacroeco
2、nomicinformation(2)externalfactorevaluationmatrix(EFE)Listexternalfactors:10to20Giveeachfactorweight,whichis0.00(notimportant)to1.00(veryimportant)Therangeis1~4,accordingtothecurrentstrategyoftheenterprise・1一poorresponse;2average;3一morethanaverage:4-it'sgoodTheweightin
3、gfactoristheweightedscoreforeachfactorCalculatethetotalweightedscore?Theoverallweightedscoreis4.0,withaminimumof1.0andanaverageof2.5?Ifthereisanopportunityfora4.0enterprisestrategy,itavoidsthethreat?For1.0,acorporatestrategycannottakeadvantageofexternalopportunitiesora
4、voidexternalthreatsSection3industrialenvironmentanalysisOne,fivecompetitiveanalysis(1)existingcompetitorsThebasicsituationofcompetitionintheindustry(1)thenumberofcompetitors,scale(2)competitivemeans:product,price,advertising,marketingnetwork,service,etc(3)thelevelofcom
5、petitionFactorsthataffectthelevelofcompetitionintheindustry:ScaleandscaleofproductioncapacityofindustryenterprisesFixedcostandstoragecostindustrydemandgrowthrateProductdifferencesandcustomerconversioncostsCompetitordiversityofstrategicdiversityexitbarriersConsiderthefa
6、ctorsthataffectthehighandlowlevelsofwithdrawal:AssetspecificityExitcostsarelowPsychologicalfactoreffectGovernmentandsocialrestrictionsIdentifyyourmaincompetitorsLearnmoreaboutyourmaincompetitors(1)themaincompetitors'long-termgoalsanddevelopmentdirection,includingproduc
7、tdevelopmenttrends,productdevelopmentandmovement(2)thecompetitor，scurrentstrategy(3)theabilityofacompetitor(1)potentialentrantsDependingontheEntrybarriers:structuralobstacles,determinedbytheindustry'sstructuralcharacteristics(1)economiesofscale(2)productdifferencesared
8、ifficulttoimitateandbrandeffect(3)capitalrequirements(4)conversioncosts(5)thedominantposition(6)governmentcontrolWhat
