06 ACCAP3Models.docx
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06ACCAP3Models
1.mission&objective&stakeholders
-culture:
cultureweb
Symbols:
Thesymbolsexplorethelogos,offices,titlesandterminologyoftheorganisation.
Powerstructures:
Thepowerstructuresoftheorganisationaresignificant.Powercanbeseenastheabilityofcertaingroupstopersuadeorcoerceotherstofollowacertaincourseofaction.
organisationalstructure:
Theorganisationalstructureislikelytoreflectandreinforcethepowerstructure.
Controlsystem:
Thecontrolsoftheorganisationrelatetothemeasurementsandrewardsystemswhichemphasisewhatisimportanttotheorganisation.
routinesandrituals:
Theroutinesandritualsarethewaymembersoftheorganisationgoabouttheirdailyworkandthespecialeventsorparticularactivitiesthatreinforcethe‘waywedothingsaroundhere’.
Storiesandmyths:
Storiesareusedbymembersoftheorganisationtotellpeoplewhatisimportantintheorganisation.
Paradigm:
Thisisthesetofassumptionsthatarelargelyheldincommonandaretakenforgrantedintheorganisation.
-Stakeholdermapping:
Medelow’spower-interestmatrix
GroupA
Thecompanymayrequirelittleornoefforttobefocusedonthisgroup.Thestakeholdersposenothreatduetoalackofbothinterestandpower.
GroupB
Thisgroup,althoughhavingahighinterest,haslittlepowertoexercisecontrolsotheycanbemaintainedthroughthemanagementofinformationtokeeptheminformedofcompanyevents.
GroupC
Thisgroupmayormaynotrealisethedegreeofeffecttheyhaveoverthecompanyandthereforemustbekeptsatisfied.However,becauseoftheirlowinterestinevents,theyareunlikelytocausesignificantdisruption.
GroupD
Thecompanymusttrytosatisfythisgroupfirstandforemostastheyhavethepowertoeffectthecompanyandahighdegreeoflikelihoodthattheywillusetheirpower.
Mainbenefits
Therearetwomainbenefitstothistool:
1.Ithelpscategorisestakeholdersandidentifygroupsmostlikelytoaffectandbeaffectedbycompanydecisions.
2.Itletsthecompanyassesswaystoimproveitscommunicationbasedonproveninterestofstakeholders.Forexampleastakeholderwhoisgreatlyinterested,butexerciseslittlepower,mayonlyrequireanewslettertokeeptheminformedofcompanyevents.Alternatively,amajorshareholder,wieldingbothpowerandinterest,maydemanddirectinvolvementinanybigcompanydecisions,suchasdirectvotingatanAnnualGeneralMeeting.Byanalysingthedifferentgroupsofstakeholder,companiescanprioritiseandfocustheireffortstomaximisetheeffectivenessoftheirstakeholders'interestandpoweronbigstrategicdecisions.
2.environment
(1)ExternalFactorAnalysis
-Macro-environmentalanalysis:
PESTEL
1.政治因素(Political):
是指对组织经营活动具有实际与潜在影响的政治力量和有关的政策、法律及法规等因素。
·政府的管制和管制解除·政府采购规模和政策·特种关税·专利数量·中美关系·财政和货币政策的变化·特殊的地方及行业规定·世界原油、货币及劳动力市场·进出口限制
·他国的政治条件·政府的预算规模
2.经济因素(Economic):
是指组织外部的经济结构、产业布局、资源状况、经济发展水平以及未来的经济走势等。
·经济转型·可支配的收入水平·利率规模经济·消费模式·政府预算赤字·劳动生产率水平·股票市场趋势·进出口因素·地区间的收入和销售消费习惯差别·劳动力及资本输出
·财政政策·欧共体政策·居民的消费趋向·通货膨胀率·货币市场利率·汇率·国民生产总值变化趋势
3.社会因素(Social):
是指组织所在社会中成员的历史发展、文化传统、价值观念、教育水平以及风俗习惯等因素。
·企业或行业的特殊利益集团·国家和企业市场人口的变化·生活方式·公众道德观念·对环境污染的态度社会责任·收入差距·人均收入·价值观、审美观·对售后服务的态度·地区性趣味和偏好评价
4.技术因素(Technological):
技术要素不仅仅包括那些引起革命性变化的发明,还包括与企业生产有关的新技术、新工艺、新材料的出现和发展趋势以及应用前景。
·企业在生产经营中使用了哪些技术
·这些技术对企业的重要程度如何
·外购的原材料和零部件包含哪些技术
·上述的外部技术中哪些是至关重要的?
为什么?
·企业是否可以持续的利用这些外部技术
·这些技术最近的发展动向如何?
哪些企业掌握最新的技术动态?
·这些技术在未来会发生哪些变化?
·企业对以往的关键技术曾进行过哪些投资?
·企业的技术水平和竞争对手相比如何?
·企业及其竞争对手在产品的开发和设计、工艺革新和生产等方面进行了哪些投资
·外界对各公司的技术水平的主观排序
·企业的产品成本和增值结构是什么?
·企业的现有技术有哪些能应用?
利用程度如何?
·企业需要实现目前的经营目标需要拥有哪些技术资源?
·公司的技术对企业竞争地位的影响如何?
是否影响企业的经营战略?
5.环境因素(Environmental):
一个组织的活动、产品或服务中能与环境发生相互作用的要素。
·企业概况(数量,规模,结构,分布)·该行业与相关行业发展趋势(起步,摸索,落后)
·对相关行业影响·对其他行业影响·对非产业环境影响(自然环境,道德标准)·媒体关注程度·可持续发展空间(气候,能源,资源,循环)·全球相关行业发展(模式。
趋势,影响)
6.法律因素(Legal):
组织外部的法律、法规、司法状况和公民法律意识所组成的综合系统。
·世界性公约,条款·基本法(宪法,民法)·劳动保护法·公司法和合同法·行业竞争法
·环境保护法·消费者权益保护法·行业公约
-Makingnationalorinternalizationoption:
Poter’sDiamond
Factorconditions:
1.Basicfactors:
Natureresource/unskilled/withlittleinvestmentrequired;2.Advancedfactors:
Well-developedtechnologicalfactorsandeducatedlaborforce.
Demandconditions:
Homemarketdemandconditions,anticipation(预期)ofbuyers’needs,growthrate,segmentation(分割)andsaturationlevel(市场饱和度),consumersophistication(顾客成熟度),culturalimpediments,etc.
Relatedandsupportingindustries(物流等是否支持)
Firmstrategy,structureandrivalry(唯一从微观企业角度不从宏观经济角度分析)
IndustryorSector:
Convergenceofindustries
-productlifecycle
(2)InternalFactorAnalysis
-Competitorsandmarkets:
Fiveforcesmodel
1.Thethreatfromnewentrants
Thisisaproblembecauseifcompetitorscaneasilyenteryourbusinesssectorthey
willbeabletoputaceilingonyourprofits.Therefore,thegreaterthethreatfromnew
entrantsenteringthesector,thehigherthelevelsofcompetition.Theeasewhichnew
entrantscanenterthebusinesssegmentislargelydeterminedbytheextentofthe
barrierstoentry.YoupotentiallycouldgetawholeSectionBquestion,whichgoes
intodetailonbarrierstoentry.
Thefollowingsummarisesthemainbarrierstoentry.
Capitalcostofentry.Thehigherthecapitalcost,thegreaterthedeterrentto
someoneenteringthebusinessand,therefore,thelikelihoodofcompetition
beinglessthaninindustrieswhereitismuchcheapertosetupbusiness.
Economiesofscale.Thiswillapplyifasubstantialinvestmentisneededto
allowanewentranttoachievecostparity.Therefore,anyoneenteringthe
segmentthatcannotmatchtheeconomiesofscalewillbeatasubstantialcost
disadvantagefromthestart.
Differentiation.Differentiationissaidtooccurifconsumersperceiveaproduct
orservicetohaveproperties,whichmakeituniqueordistinctfromitsrivals.
Thedifferentiationcanbeintheappearanceoftheproduct,itsbrandnameor
servicesattachedtotheproduct–forexample,Concorde.Therefore,ifnew
entrantsaretobesuccessfulinenteringthemarkettheywillneedtospenda
lotofmoneyondevelopingtheimageoftheproduct–hence,theyarelikelyto
beputoff.
Switchingcosts.Thisisthecostnotincurredbyanewcompanywishingto
enterthemarketbutbytheexistingcustomers.Ifthebuyerwillincurexpense
bychangingtoanewsupplier,theymaynotwishtochange.Forexample,
whenthecompactdiscwasinventedconsumershadtoincuracostofaCD
player,asthenewcompactdiscswouldnotworkonaconventionalrecord
player.
Expectedretaliation.Ifacompetitorenteringamarketbelievesthatthe
reactionofanexistingfirmwillbetoogreatthentheywillnotenterthemarket.
Legislation.Theremightbepatentprotectionforaproductorthegovernment
mightonlylicensecertaincompaniestooperateincertainsegments–
forexample,NuclearPower.
Accesstodistributionchannels.Existingrelationshipsbetweenmanufacturers
andthekeydistributorsoftheproductsmaymakeitdifficultforanyoneelseto
enterthemarket.
Therefore,insummary,whenthinkingaboutthebarrierstoentrygothrough
theabovelistinyourplanningtoseewhichofthemapply.Rememberthatitis
unlikelythattheyallwillapply,butthechecklistshouldensurethatallthose
thatdoapplywouldbepickedup.
2.Thebargainingpowerofbuyers
Dothebuyersoftheproducthavethepowertodepressthesupplier’sprices?
Ifthe
answertothisquestionisyes,itislikelythatcompetitionwillincrease.Buyerswill
havepowerwhen:
theyareconcentratedandcanexertpressureonthesupplier
thebuyerhasachoiceofalternativesourcesofsupply.
3.Thebargainingpowerofsuppliers
Theextentofsupplierbargainingpowerisverycloselylinkedinwiththeissuesof
buyerpower.Theextentofthepowerofthesupplierswillbeaffectedby:
theconcentrationofsuppliers:
ifonlyafewsuppliers,thebuyerswillhaveless
opportunitytoshoparound
thedegreetowhichproductscanbesubstitutedbythevarioussuppliers
thelevelofimportanceattachedtothebuyerbythesupplier.Theswitching
costsofmovingtoanothersupplier.
4.Thethreatfromsubstituteproducts
Iftherearesimilarproductsthatcanbeusedassubstitutethenthedemandforthe
productwillincreaseordecreaseasitmovesupwardsordownwardsinpricerelative
tosubstitutes.
5.Theextentofcompetitiverivalry
Themostcompetitivemarketswillbeaffectedbythepreviouslydiscussedforces.
Howevertheywillalsobeaffectedby:
thenumberofcompetitorsandthedegreeofconcentration
therateofgrowthoftheindustry
thecoststructuresifhigh–fixedcostspricesareoftencuttogeneratevolume
theexitcosts.Iftheyarehigh,firmsmaybewillingtoacceptlowmarginssoas
tostayintheindustry.
-resourceaudit(strategiccapability):
6Ms’model
Money
Howmuchdowehave?
Whatisthecurrentcostofourcapital?
Isthecompanyexcessivelygearedorarethereanyopportunitiesforraising
additionalfinance?
Machinery
Thiswouldrefertomachineryinthebroadestsenseoftheword,andtypicalquestions
onemightaskwouldinclude:
Howtechnicallyuptodateisthemachinery?
Isthereadangerofobsolescence?
Hasitbeenpoorlymaintainedovertheyears?
Manpower
Howexpensiveisourworkforce?
Howefficientareouremployees?
Isthebusinessoverstaffed?
Isitunderstaffed?
Whatisthelabourturnoverrate?
Whatistheabsencerate?
Aretheregoodstructurestoallowmanagementsuccession?
Markets
Thereisadangerofoverlappingwiththeexternalenvironmenthere,sotrytokeepto
suchquestionsas:
Arethemarketsdeclining/growing?
Wherearenewmarketsemerging?
Howstrongareourbrandsinthecur