企业环境分析方法介绍(英文版)

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1、EnvironmentanalysisAccordingtoGinter(1990),environmentmeansthesurroundingsofanorganization;theclimateinwhichtheorganizationfunctions.Theenvironmentcanhaveahugeinfluenceonorganization’sposition,performanceandstrategy.Therefore,itisnecessarytostudyenvironmen

2、t.Therearemanywaystodoenvironmentanalysis.Amongthem,Porter’s5forces,PESTandScenarioanalysisareveryuseful.1.Porter’s5forcestheory1.BriefdescriptionThemodelofthefivecompetitiveforceswasdevelopedbyMichaelPorterin1980.Porter’smodelisbasedontheinsightthatacorpo

3、ratestrategyshouldmeettheopportunitiesandthreatsintheorganization’sexternalenvironment.Porterhasidentifiedfivecompetitiveforcesthatshapeeveryindustryandeverymarket.Theseforcesdeterminetheintensityofcompetitionandhencetheprofitabilityandattractivenessofanin

4、dustry.AccordingtoPorter(1980),hismodelof5forcescanbeshownasfollowing.2.Detailanalysis2.1BargainingPowerofSuppliersTheterm‘suppliers’containsallsourcesforinputsthatareneededinordertoprovidegoodsorservices.Suppliers,ifpowerful,canexertaninfluenceontheproduc

5、ingindustry,suchassellingrawmaterialsatahighprice,offerbadservicesandproducts.Supplerbargainingpowerislikelytobehighwhen:(use2)(1)Themarketisdominatedbyafewlargesuppliers(2)Theswitchingcostsfromonesuppliertoanotherarehigh(3)Therearenosubstitutesfortheparti

6、cularinput(4)Thereisthepossibilityofthesupplierintegratingforwards.Therelationshiptopowerfulsupplierscanpotentiallyreducestrategicoptionsfortheorganization.2.2BargainingPowerofCustomersBargainingpowerofcustomersislikelytobehighwhen(use1-2)(1)Theybuylargevo

7、lumes.(concentrationofbuyers)(2)Thesupplyingindustrycomprisesalargenumberofsmalloperators(3)Theproductisnotofstrategicallyimportanceforthecustomer(4)Switchingtoanalternativeproductisrelativelysimple2.3ThreatofNewEntrantsThethreatofnewentrieswilldependonthe

8、extenttowhichtherearebarrierstoentry.Thesebarriersaretypically:(1)Economiesofscale(2)Capitalrequirement(3)Productdifferentiation(4)Customerswitchingcosts(5)Distributionchannel2.4ThreatofSubstitutesAthreatfrom