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1、CorporateStrategy&RiskManagementCorporateStrategyandRiskManagement1．战略分析——外部环境、内部资源、能力与核心竞争力2．战略选择3．战略实施4．战略控制5．风险管理实务一.StrategicAnalysisMacro-environment:宏观经济环境Productlifecycle:产品生命周期Porter’sfiveforces:波特的五力模型ThreatofNewEntrants行业新进入者的威胁ThreatofSubstituteP
2、roducts替代品的威胁BargainingPowerofcustomers购买商的议价能力BargainingPowerofSuppliers供应商的议价能Competition/rivalry同业竞争Strategicgroup:战略组群Segmentation:细分Porter’sdiamond:波特的钻石模型Convergence:集中，趋同Resourceaudit资源审计SWOT:SWOT模型Opportunity:机会Threat:威胁Strength:优势Weakness:劣势Resourc
3、es资源Capability能力Corecompetence核心竞争力1.ThePESTELmodel（coretopic）ThePESTELmodellooksatthemacroenvironment,usingthefollowingheadings:Political（政治）Thepoliticalenvironmentincludestaxationpolicy,governmentstabilityandforeigntraderegulations.（税收政策,政局稳定性，对外贸易的法律法规）E
4、conomic（经济）Theeconomicenvironmentincludesinterestrates,inflation,unemployment,disposableincomeandenergyavailabilityandcost.（经济环境包括利率，通货膨胀，失业，可支配收入，能源的供应和成本。）Social（社会）Thesocial/cultureenvironmentincludespopulationdemographics,socialmobility,incomedistributi
5、on,lifestylechanges,attitudestoworkandleisure,levelsofeducationandconsumerism.（社会和文化环境包括人口状况，社会流动性，收入分配，生活方式的变化，工作和休闲的态度，教育和消费水平。）13CorporateStrategy&RiskManagementTechnological（技术）Thetechnologicalenvironmentisinfluencedbygovernmentspendingonresearch,newdis
6、coveriesanddevelopment,governmentandindustryfocusoftechnologicaleffort,speedoftechnologicaltransferandratesofobsolescence.（技术环境要受到下列因素的影响：政府对研究的支出，新发现和发展，政府及行业对技术力量的关注，技术转移的速度和技术过时的速度。）Ecological（环境）Theecologicalenvironment,sometimesjustreferredtoas‘theenvi
7、ronment’,considerswaysinwhichtheorganizationcanproduceitsgoodsandserviceswiththeminimumenvironmentaldamage.（环境因素考虑组织如何以最小的环境破坏来生产产品和提供劳务。）Legal（法律）Thelegalenvironmentcoversinfluencessuchastaxation,employmentlaw,monopolylegislationandenvironmentalprotectionl
8、aws.(法律环境包括税收，劳动法，垄断方面的立法以及环境保护法律方面的影响。)2.ThelifecyclemodelTypicalcharacteristicsofstagesaresetoutinthefollowingtable:Industryfeatures行业特点Introduction起步期Growth成长期Maturity成熟期Decline衰退期Competition竞争Fewpl
