PESTEL PESTEL分析模型又称大环境分析，是分析宏观环境的有效工具。 它是调查组织外部影响因素的方法，其每一个字母都代表一个因素，可以分为6大因素：政治因素(Political)、经济因素(Economic)、社会文化因素(Sociocultural)、技术因素（Technological）、环境因素(Environmental)和法律因素(Legal)。 政治因素是由政府行动和政策驱动的因素。它们包括但不限于以下考虑因素： 公司税 / 其他财政政策举措 / 自由贸易争端 / 反垄断和其他反竞争问题 经济因素与更广泛的经济有关，往往具有明确的金融性质。它们包括：

PESTEL

PESTEL分析模型又称大环境分析，是分析宏观环境的有效工具。

它是调查组织外部影响因素的方法，其每一个字母都代表一个因素，可以分为6大因素：政治因素(Political)、经济因素(Economic)、社会文化因素(Sociocultural)、技术因素（Technological）、环境因素(Environmental)和法律因素(Legal)。

政治因素是由政府行动和政策驱动的因素。它们包括但不限于以下考虑因素：

公司税 / 其他财政政策举措 / 自由贸易争端 / 反垄断和其他反竞争问题

经济因素与更广泛的经济有关，往往具有明确的金融性质。它们包括：

利率 / 就业率 / 通货膨胀 / 汇率

社会因素往往比经济因素更难以量化。它们指的是利益相关者对待生活和休闲的方式的转变或演变，而这反过来又会影响商业活动。社会因素的例子包括：人口因素 / 生活方式趋势 / 消费者信念 /对工作条件的态度

在当今的商业环境中，技术无处不在，而且变化迅速。管理团队和分析师都必须了解技术因素如何影响组织或行业。它们包括但不限于：自动化

/ 研究与开发（R&D）如何影响成本和竞争优势 / 技术基础设施（如5G、物联网等）/网络安全

随着商业界开始认识到我们的物理环境的变化可能会给组织带来重大风险和机遇，环境因素成为原始PEST框架的合理补充。环境考虑的例子有：

碳足迹 / 气候变化影响，包括物理和过渡风险 /极端天气事件的发生率增加 /管理自然资源（如淡水）

法律因素是监管环境变化产生的因素，可能影响更广泛的经济、某些行业，甚至特定部门内的个体企业。它们包括但不限于：行业监管 / 运营所需的执照和许可证 / 就业和消费者保护法 /知识产权保护

2、5 Force五力分析

五力分析模型是迈克尔·波特(MichaelPorter)于80年代初提出。用于竞争战略的分析，可以有效的分析客户的竞争环境。

五力分别是：供应商的讨价还价能力、购买者的讨价还价能力、潜在竞争者进入的能力、替代品的替代能力、行业内竞争者现在的竞争能力。五种力量的不同组合变化最终影响行业利润潜力变化。

3、SWOT分析

SWOT分析是一种综合考虑企业内部条件和外部环境的各种因素，进行系统评价，从而选择最佳经营战略的方法。

S是指企业内部的优势(Strengths)，W是指企业内部的劣势(Weakness)，O是指企业外部环境中的机会(Opportunities)，T是指企业外部环境中的威胁(Threats)。

因此，SWOT分析实际上是将对企业内外部条件各方面内容进行综合和概括，分析企业的优劣势、面临的机会和威胁，进而帮助企业进行战略选择的一种方法。

4、VRIO分析（resource and capability）

VRIO是一种利用企业内部资源和能力的价值、稀缺性、不可复制性和组织模型来分析企业竞争优势和劣势的工具。

根据资源理论（RBV）,只有一项资源和能力符合VRIO的全部四个选项测试，才是具有竞争力的、有价值的资源，进而使企业获得竞争优势。也就是说要从企业内部寻求有价值、稀缺的、模仿成本高的资源，然后充分组织和利用这些资源，才能让企业获得高于行业平均利润和业绩。

5、Competitive advantage

简单点说，竞争优势是企業利用自身對的資源和能力获得更低的成本，更高的利润。

企业取得竞争优势必须在质量、客户服务、创新、以及效率和成本等方面具有独特的领先优势。

取得竞争优势是有成本的，也就是说不是大公司很难建立起完善的competitive advantage，所以对于大公司来说，保持CA是一个非常重要的business goals；对于其它竞争者，努力获取CA是一个目标。

通常企业会用成本领先、差异化和进入障碍来建立可持续竞争优势。

6、价值链

企业的价值创造是通过一系列活动构成的，这些活动可分为首要活动和支持活动两类，首要活动包括研发、生产作业、市场和销售、客户服务等；而支持活动则包括采购、技术开发、人力资源管理和企业基础设施等。这些互不相同但又相互关联的生产经营活动，构成了一个创造价值的动态过程，即价值链。

价值链是一种寻求确定企业竞争优势的工具。企业有许多资源、能力和竞争优势，如果把企业作为一个整体来考虑，又无法识别这些竞争优势，这就必须把企业活动进行分解，通过考虑这些单个的活动本身及其相互之间的关系来确定企业的竞争优势。

7、Business-level strategy

业务级战略定义可以概括为一个详细的大纲，其中包含了公司的政策、目标和行动，重点是如何在保持竞争优势的同时为客户提供价值。

业务战略通常分为四种：成本领先，差异化、集中成本领先和集中差异化。

另外还有成本领先与差异化整合的战略，但由于企业很难长时间同时保持成本领先和差异化，因此管理学专家波特认为其不可持续，不能作为一种常见的分类。 Blue ocean strategy

7-A、成本领先战略

成本领先是希望通过成为服务、生产流程或商品的最低成本生产者而获得竞争优势的公司所采用的业务级战略。

使用成本领先战略有几个优势。1、低成本可以实现低价格；2、成本领先者更能承受价格战。成本领先者有足够的能力降低成本，这可以阻止竞争；3、成本领先者可能会获得更大的市场份额。

有几种通用策略可以使成本领先者获得竞争优势。大多数成本领先者将同时采用其中几种策略。

创造规模经济：规模经济是一种注重获取大规模生产成本优势的商业战略。

开发先进技术：成本领先者可以投资开发新技术，以提高效率和降低运营成本，从而提高产量和降低价格。

3.原材料采购：大多数原材料供应商提高价格以获取利润。

Vertical Integration

垂直整合是一种战略，它允许公司通过直接拥有其生产过程的各个阶段而不是依赖外部承包商或供应商来简化其运营。公司可以通过收购或建立自己的供应商、制造商、分销商或零售点而不是外包来实现垂直整合。

这可能会降低公司的成本，并使其能够更好地控制其产品。最终，它可以增加公司的利润。优点是具有更高的效率和更低的成本。

缺点包括初始成本过高。

公司可以通过多种方式实现垂直整合。最常见的两种是向后和向前整合。

案例：比亚迪收购锂矿，比亚迪做电池，用到锂材料，收购锂矿，控制锂材料！Value chain：material management，成本具有领先优势

后向整合

选择后向整合的公司将其产品的所有权控制转移到供应链或生产过程中的较早点。

前向整合

决定进行前向整合的公司通过控制分销流程和成品销售来扩张。

9、International Strategy （Global strategy）

有四种主要的国际战略可供选择：（1）国际战略（2）本地化(多国内)战略，（3）全球战略和（4）跨国战略。

跨国企业的国际战略选择哪种战略主要取决以下两个方面：1） 强调低成本和高效率的压力，2）响应当地文化和需求的压力。

本地化战略

采用多国内战略的公司不注重成本或效率，而是强调对每个市场的当地要求的响应。

亨氏根据当地偏好调整其产品。例如，由于一些印度人不吃大蒜和洋葱，亨氏为他们提供了一种不含这两种成分的招牌番茄酱。

联合利华在不同的国家选择不同的品牌。

国际战略

追求国际战略的公司既不关心成本，也不适应当地文化条件。他们试图在国际上销售他们的产品，几乎没有变化。

星巴克和劳力士手表是追求国际战略的例子。华为采用的也是国际化战略。

全球战略

采用强调低成本和高效率的全球战略的公司。它强调需要通过在每个市场提供基本相同的产品或服务来获得低成本和规模经济。

苹果是全球战略的最典型案例。产品单一、规模效应可以使得成本压力降低。特斯拉、联想是全球战略

跨国经营战略

采用跨国战略的公司在多国内战略和全球战略之间寻求中间立场。公司试图在降低成本和效率的愿望与适应各国国内偏好的需要之间取得平衡。

例如，麦当劳（McDonald’s）和肯德基（KFC）等都是采用跨国战略。既可以规模化生产降低成本压力，产品又可以充分适应本地化的压力。

10、Corporate strategy

战略是指企业根据环境变化，依据本身资源和实力选择适合的经营领域和产品，形成自己的核心竞争力，在竞争中取胜。

通常分为三个层次：企业战略、业务战略、功能战略。

企业战略是指把企业拥有的一切资产通过剥离、出售、转让、兼并、收购等方式进行有效的运营，以实现最大的资本增值。

横向整合涉及收购竞争对手或相关业务。一家公司这样做可能是为了消灭竞争对手，改善其核心业务或使其多样化，开拓新市场，并增加其整体销售额。

垂直整合涉及收购供应链的一家关键公司。这可能会降低公司的成本，并使其能够更好地控制其产品。最终，它可以增加公司的利润。

Industry life cycle

行业生命周期描述了行业内企业运营、进步和衰退的各个阶段。一个行业的生命周期通常包括五个阶段：启动、增长、洗牌、成熟和衰退。这些阶段可以持续不同的时间。

成熟期

在成熟阶段，增长放缓，重点转向降低费用，并发生合并。一些公司实现了规模经济，阻碍了较小竞争对手的可持续性。进入的壁垒也越来越高，市场份额、现金流和盈利能力成为其余公司的主要目标。

比如现在的中國电动车市场已经进入了成熟阶段，特斯拉和比亚迪等汽车厂家都在纷纷增加产能和提高市场占有率。

衰退期

衰退阶段是行业生命周期的最后阶段。为了应对这种下降趋势，一些公司可能会选择专注于其利润最高的产品线或服务，以实现利润最大化并留在该行业。一些较大的公司将试图收购较小或失败的竞争对手，以成为主导者。

12、Blue ocean strategy

蓝海战略是同时追求差异化和低成本，以开拓新的市场空间和创造新的需求。它是关于创造和占领无竞争的市场空间，从而使竞争变得无关紧要。

蓝海，指的是今天不存在的所有行业——未知的市场空间，没有受到竞争的污染。在蓝海，需求是创造的，而不是争夺的。有充足的机会实现既有利可图又快速的增长。

在蓝海，竞争是无关紧要的，因为游戏规则有待制定。蓝海是一个类比，用来描述在未开发的市场空间中发现的更广泛、更深的潜力。就盈利增长而言，蓝海广阔、深邃、强大。

公司要实行蓝海战略，就必须重新定义其市场并创建新的业务级战略。

公司必须要消除竞争对手认为理所当然的因素，以及将某些因素降低到行业标准以下，从而降低成本。或者将某些因素提高到行业标准以上，以及创造竞争对手无法提供的因素，从而增加产品或者服务的价值。

13、Diversification

多元化战略是由在新市场开发新产品的公司确定的业务增长战略。通常分为相关多元化和不相关多元化两种。

相关多元化-向同一行业的业务线多元化；大众汽车收购奥迪就是一个例子。

不相关的多元化-多元化进入新的行业，如亚马逊通过购买全食进入杂货店业务。

地域多元化-在不同地域市场运营，这是星巴克、塔吉特和肯德基的公司战略。

一般而言，相关多元化（进入与公司现有行业具有重要相似性的新行业）比无关多元化（进入缺乏此类相似性的新行业）更明智。大多数不相关的多元化努力并没有好的结局。

比亚迪：最早锂电池，收购秦川汽车（不相关多元化）

现在收购锂矿，相关的多元化

14、Entry Mode

进入模式是指企业在开发和拓展一个外国市场的营销机会时所采用的合法确有效的经营方式。企业可以用出口、许可协议、合作和战略联盟、收购以及建立新的全资子公司（也称为绿地风险投资）等实现。

15、Competitive advantage of nation

一个国家的竞争力取决于其产业的创新和升级能力。国家竞争优势理论比较的内容就是产业竞争优势，而产业竞争优势最终体现于产品、企业及产业的市场实现能力。通常通过下面四个因素来判断。

因子条件。国家在生产要素中的地位，如在特定行业竞争所需的熟练劳动力或基础设施。

需求条件。国内市场对该行业产品或服务需求的性质。

相关及配套产业。国内是否存在具有国际竞争力的供应商行业和其他相关行业。

4.公司战略、结构和竞争。管理公司创建、组织和管理的国家条件，以及国内竞争的性质。

16、Outsource

外包是公司的一项战略决策，通过雇佣另一个人或公司来执行任务、提供服务或处理以前由公司员工完成的业务，从而降低成本并提高效率。换句话说，外包是在公司外部完成某些工作职能的实践。外包业务职能的过程也称为合同外包。

最常见的外包原因包括：

降低运营、人工和间接成本

更多地关注公司的核心竞争力，从而通过将耗时的流程外包给外部公司来提高其竞争优势

释放内部资源并将资源用于其他目的

通过与外部各方共享风险和建立有意义的伙伴关系来降低风险

通过将难以管理和控制的职责委托给外部公司，提高灵活性和效率

17、Stakeholder and CSR

CSR是Corporate Social Responsibility的简称，是一种道德或意识形态理论，主要讨论政府、公司以及机构是否有责任对社会作出贡献。企业社会会责任要求企业不能只是获利的工具，更应是负责任的企业公民，要对社会、环境的永续发展有所贡献。

一般泛指是经济责任，法律责任，道德责任，慈善责任的总和！

利益相关者与企业经营活动存在或大或小、直接或间接的相互影响，与企业的生存与发展密切相关的客体。包括企业的股东、债权人、雇员、消费者、供应商等交易伙伴，也包括政府部门、本地居民、本地社区、媒体、环保主义等的压力集团，甚至包括自然环境、人类后代。

Multi-divisional Structure （corporate strategy）

merger and acquisition M & A

多部门结构：公司被划分为多个部门的组织结构，每个部门负责一个不同的业务领域。

-允许公司发展和多样化，同时减少协调和控制问题

-使用独立的部门，并有单独的公司总部员工

Advantages of using Multi-Divisional Structure

将与业务级战略相关的决策与公司级战略分离

减轻最高管理层的负担，防止决策瓶颈的发生

加快部门和最高管理层的决策

减少来自不同产品类别或地区的资源冲突的潜在协调问题

易于评估单个业务单位的财务绩效

Disadvantage of using Multi-Divisional Structure

职能资源重复

部门负责人将部门利益置于整个公司利益之上的风险

部门间的次优资源分配

各部门之间徒劳的竞争

难以实现范围经济

19、First mover

先行者是一种营销策略，企业首先在市场上推出产品/服务，然后获得作为第一者的竞争优势。它使公司能够在竞争对手到来之前，开发一个强大的忠诚客户数据库，并在这些客户中获得品牌认可。它还为公司提供了足够的时间来开发产品/服务，并相应地设定市场价格。

先行者战略的优势

技术领先

先行者的优势在于其能够更好地利用技术。通过获得专利和版权来保护自己。遵循这一战略的公司可以享受成本效益的好处。

资源控制

先行者还可以控制其业务运营所需的资源。例如，沃尔玛是市场的先行者，它选择并购买了所有最好的地点。

买方转换成本

先行者可以享受买方转换成本的好处。它设定了客户的标准和偏好。一旦客户接受了这些标准，它就培养了品牌忠诚度。这就是为什么品牌偏好决策对客户比产品更重要的原因。

品牌识别

当先行者在市场上推出其产品/服务时，它将具有成为唯一提供商的优势。

先行者的缺点：

竞争对手

先行者吸引了许多竞争者的注意力。每个人都会瞄准并试图复制其产品/服务。

昂贵的

成为先行者并不容易；它必须在研究和开发上投入大量资源，才能提出新的东西。

没有经验可依赖

当先行者是开发新的东西时，它就没有经验可以依靠并避免错误。

高风险

最重要的是，先行者在开发新产品时要承担巨大的投资风险。

规定

有时，它会导致非常严格的法规和立法，先行者必须为此付费。

20、Game theory 博弈论

博弈论，又称“对策论”。它研究具有不同利益的决策者，其行为发生相互影响、相互作用时，如何决策以及这种决策的均衡问题的理论。

一个博弈，就是各决策者在相互影响、相互作用中做出自己决策的行为和过程。各决策者在做出自己的决策时，必须考虑到自己的竞争者可能做出的反应。

近年来，在经济学的研究中被广泛应用于企业决策、市场竞争和公共选择等领域，极大地改变了经济学家的思维方式。

总的来说“博弈论”其本质是将日常生活中的竞争矛盾以游戏的形式表现出来，并使用数学和逻辑学的方法来分析事物的运作规律。深入的了解竞争行为的本质，有助于我们分析和掌握竞争中事物之间的关系，更方便我们对规则进行制定和调整，使其最终按照我们所预期的目的进行运作。

在博弈论中，含有占优战略均衡的一个著名例子是由塔克给出的“囚徒困境”（prisoner’s dilemma）博弈模型。假设有两个小偷A和B联合犯事、私入民宅被警察抓住。“坦白”是任一犯罪嫌疑人的占优战略，而两个人都坦白是一个占优战略均衡，即纳什均衡。

纳什均衡是指博弈中的情况。对于每个参与者来说，只要其他人不改变他们的策略，他就无法改善自己的情况。纳什证明了纳什均衡是在每个参与者只有有限的策略选择并允许混合策略的前提下存在的。以两家公司之间的价格战为例。双方都有可能在价格战中失败。在对方不改变价格的情况下，也不能提高价格，否则市场将进一步失去；我们不能降价，因为会有亏本销售。因此，两家公司可以改变原有的利益格局，通过协商寻求新的利益评估和分配方案。相互作用的经济主体假设其他主体选择的策略是选择自己的最优策略的状态，即纳什均衡。

综上所述，通过对囚徒困境博弈的分析，实力相近的两个企业之间的价格战对企业不利，通过合作可以避免价格战。合作的好处是，企业可以避免价格战导致双方破坏性竞争的恶果。企业要实现平稳快速发展，必须与对方建立良好的信任，实现双方的长期合作，避免不利的不利竞争，充分考虑对方的战略和利益，实现企业的长期发展和合作共赢。

1、PESTEL

PESTEL analysis model, also known as macro environment analysis, is an effective tool for analyzing macro environment.

It is a method to investigate the external influence factors of an organization. Each letter of it represents a factor and can be divided into six major factors: political factor, economic factor, social cultural factor, technical factor, environmental factor and legal factor.

Political Factors are those driven by government actions and policies. They include, but are not limited to, considerations like:

Corporate taxation / Other fiscal policy initiatives / Free trade disputes / Antitrust and other anti-competition issues.

Economic factors relate to the broader economy and tend to be expressly financial in nature. They include: Interest rates / Employment rates / Inflation / Exchange rates

Social factors tend to be more difficult to quantify than economic ones. They refer to shifts or evolutions in the ways that stakeholders approach life and leisure, which in turn can impact commercial activity. Examples of social factors include: Demographic considerations / Lifestyle trends / Consumer beliefs / Attitudes around working conditions

In today’s business landscape, technology is everywhere – and it’s changing rapidly. Management teams and analysts alike must understand how technological factors may impact an organization or an industry. They include, but are not limited to: Automation /How research and development (R&D) may impact both costs and competitive advantage / Technology infrastructure (like 5G, IoT, etc.) / Cyber security

Environmental factors emerged as a sensible addition to the original PEST framework as the business community began to recognize that changes to our physical environment can present material risks and opportunities for organizations. Examples of environmental considerations are: Carbon footprint / Climate change impacts, including physical and transition risks / Increased incidences of extreme weather events / Stewardship of natural resources (like fresh water)

Legal factors are those that emerge from changes to the regulatory environment, which may affect the broader economy, certain industries, or even individual businesses within a specific sector. They include, but are not limited to:Industry regulation / Licenses and permits required to operate / Employment and consumer protection laws / Protection of IP (Intellectual Property)

2、5 Force

The five force analysis model was proposed by Michael Porter in the early 1980s. For the analysis of competitive strategy, it can effectively analyze the competitive environment of customers.

The five forces are: the bargaining power of suppliers, the bargaining power of buyers, the ability of potential competitors to enter, the substitution ability of substitutes, and the current competitiveness of competitors in the industry. The different combinations of the five forces will ultimately affect the change of the industry’s profit potential.

3、SWOT分析

SWOT analysis is a method that comprehensively considers various factors of the internal conditions and external environment of an enterprise, conducts systematic evaluation, and thus selects the best business strategy.

S refers to strengths within the enterprise, w refers to weaknesses within the enterprise, O refers to opportunities in the external environment of the enterprise, and t refers to threats in the external environment of the enterprise.

Therefore, SWOT analysis is actually a method to synthesize and summarize the internal and external conditions of the enterprise, analyze the advantages and disadvantages, opportunities and threats faced by the enterprise, and then help the enterprise to make strategic choices.

VRIO分析

VRIO is a tool for analyzing the competitive strengths and weaknesses of an enterprise using value, rare, inimitability and organization models for internal resources and capabilities of the enterprise.

According to resource based view (RBV), only one resource and capability that meets all four option tests of VRIO is a competitive and valuable resource, so that enterprises can gain competitive advantage. That is to say, it is necessary to seek valuable, rare and high imitation cost resources from within the enterprise, and then fully organize and make use of these resources to enable the enterprise to obtain higher than the industry average profit and performance.

5、Competitive advantage

Put it simply，competitive advantage is that enterprises use their own resources and capabilities to obtain lower costs and higher profits.

To gain competitive advantages, enterprises must have unique leading advantages in quality, customer service, innovation, efficiency and cost.

There is a cost to gain a competitive advantage. That is to say, it is not difficult for large companies to establish a complete competitive advantage. Therefore, for large companies, maintaining CA is a very important business goals; For other competitors, striving to obtain CA is a goal.

Enterprises usually use cost leadership, differentiation and entry barriers to establish sustainable competitive advantages.

6、value chain

The value creation of an enterprise is composed of a series of activities, which can be divided into primary activities and support activities. The primary activities include R & D, production, marketing and sales, customer service, etc; Support activities include procurement, technology development, human resource management and enterprise infrastructure. These different but interrelated production and operation activities constitute a dynamic process of creating value, that is, the value chain.

Value chain is a tool to seek to determine the competitive advantage of enterprises. An enterprise has many resources, capabilities and competitive advantages. If the enterprise is considered as a whole, it can not identify these competitive advantages. Therefore, it is necessary to decompose the enterprise activities and determine the competitive advantages of the enterprise by considering the individual activities themselves and their relationships.

7、Business-level strategy

A business level strategy definition can be summarized as a detailed outline which incorporates a company’s policies, goals, and actions with the focus on being how to deliver value to customers while maintaining a competitive advantage.

Business strategies are generally divided into four types: cost leadership, differentiation, centralized cost leadership and centralized differentiation.

In addition, there is the strategy of integrating cost leadership and differentiation. However, since it is difficult for enterprises to maintain cost leadership and differentiation for a long time, Porter, an economic theorist and strategic management expert, believes that it is not sustainable and cannot be regarded as a common classification.

7-A、cost leadership

Cost leadership is a business-level strategy employed by companies who wish to gain a competitive advantage by being the lowest-cost producer of a service, production process, or commodity.

Using a cost leadership strategy has several advantages. 1. Low cost can realize low price; 2. The cost leader is more able to bear the price war. Cost leaders have sufficient ability to reduce costs, which can prevent competition; 3. Cost leaders may gain greater market share.

There are several generic strategies that can give cost leaders a competitive edge. Most cost leaders will employ several of these strategies simultaneously.

1. Creating economies of scale: An economy of scale is a business strategy focused on reaping the cost advantages of mass production.

2. Developing advanced technology: Cost leaders can invest in the development of new technology that will increase efficiency and lower operating costs, enabling them to increase production and lower prices.

3. Sourcing raw materials: Most suppliers of raw materials mark up prices to make a profit.

8、Vertical Integration

Vertical integration is a strategy that allows a company to streamline its operations by taking direct ownership of various stages of its production process rather than relying on external contractors or suppliers. A company may achieve vertical integration by acquiring or establishing its own suppliers, manufacturers, distributors, or retail locations . It may reduce the company’s costs and give it greater control of its products. Ultimately, it can increase the company’s profits.The advantages can include greater efficiencies and reduced costs.The disadvantages include a steep initial cost.

There are a number of ways that a company can achieve vertical integration. Two of the most common are backward and forward integration.

Backward Integration

A company that chooses backward integration moves the ownership control of its products to a point earlier in the supply chain or the production process.

Forward Integration

A company that decides on forward integration expands by gaining control of the distribution process and sale of its finished products.

9、International Strategy

There are four main international strategies available:(1) international strategy (2) Localization (multi-domestic) strategy , (3) global standardization strategy , and (4) transnational strategy .

The choice of international strategy for multinational enterprises mainly depends on the following two aspects: 1) the pressure of low cost and high efficiency, 2) the pressure of local culture and demand.

Localization Strategy

A firm using a Localization strategy does not focus on cost or efficiency but emphasizes responsiveness to local requirements within each of its markets.

Heinz adapts its products to match local preferences. Because some Indians will not eat garlic and onion, for example, Heinz offers them a version of its signature ketchup that does not include these two ingredients.

Unilever chooses different brands to promote in different countries.

International Strategy

Firms pursuing an international strategy are neither concerned about costs nor adapting to the local cultural conditions. They attempt to sell their products internationally with little to no change.

Starbucks and Rolex watches are other examples of firms pursuing the international strategy. Huawei also adopts an international strategy.

Global strategy

Companies that adopt a global strategy that emphasizes low cost and efficiency. It emphasizes the need to achieve low costs and economies of scale by providing substantially the same products or services in each market.

Apple 、Tesla is a typical case of global strategy. Single product and scale effect can reduce cost pressure.

Transnational strategy

Companies adopting transnational strategies seek an intermediate position between multi national strategies and global strategies. The company tries to strike a balance between the desire to reduce costs and efficiency and the need to adapt to national preferences.

For example, McDonald’s and KFC all adopt transnational strategies. It can not only reduce the cost pressure of large-scale production, but also fully adapt to the pressure of localization.

10、Corporate strategy

Strategy means that an enterprise selects suitable business areas and products according to its own resources and strength according to environmental changes to form its own sustainable competitive advantage and win in the competition. It is usually divided into three levels: corporate strategy, business strategy and functional strategy.

Corporate strategy refers to the effective operation of all assets owned by enterprises through stripping, selling, transfer, merger and acquisition, so as to achieve the maximum capital appreciation.

Horizontal integration involves the acquisition of a competitor or a related business. A company may do this to eliminate a rival, improve or diversify its core business, expand into new markets, and increase its overall sales.

Vertical integration involves the acquisition of a key company of the supply chain . It may reduce the company’s costs and give it greater control of its products. Ultimately, it can increase the company’s profits.

11、Industry life cycle

An industry life cycle depicts the various stages where businesses operate, progress, and slump within an industry. An industry life cycle typically consists of five stages：startup, growth, shakeout, maturity, and decline. These stages can last for different amounts of time.

Maturity Phase

In the mature stage, the growth slows down, the focus shifts to reducing costs and consolidation occurs. Some companies have achieved economies of scale, hindering the sustainability of smaller competitors. The barriers to entry are also getting higher and higher. Market share, cash flow and profitability have become the main goals of other companies.

For example, the electric vehicle market has entered a mature stage. Tesla, BYD and other automobile manufacturers are increasing production capacity and increasing market share one after another.

Decline Phase

The recession stage is the last stage of the industry life cycle. To cope with this downward trend, some companies may choose to focus on their most profitable product lines or services in order to maximize profits and stay in the industry. Some larger companies will try to acquire smaller or failed competitors to become dominant.

12、Blue ocean strategy

BLUE OCEAN STRATEGY is the simultaneous pursuit of differentiation and low cost to open up a new market space and create new demand. It is about creating and capturing uncontested market space, thereby making the competition irrelevant.

BLUE OCEANS,denote all the industries not in existence today – the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid.

In blue oceans, competition is irrelevant because the rules of the game are waiting to be set. A blue ocean is an analogy to describe the wider, deeper potential to be found in unexplored market space. A blue ocean is vast, deep, and powerful in terms of profitable growth.

To implement the blue ocean strategy, the company must redefine its market and create a new business level strategy.

The company must eliminate the factors that competitors take for granted, and reduce some factors below the industry standard to reduce costs. Or raise some factors above the industry standard, and create factors that cannot be provided by competitors, so as to increase the value of products or services.

13、Diversification

Diversification strategy is a business growth strategy identified by a company developing new products in new markets. It is generally divided into related diversification and unrelated diversification.

Related Diversification：

Diversifying into business lines in the same industry; Volkswagen acquiring Audi is an example.

Unrelated Diversification：

Diversifying into new industries, such as Amazon entering the grocery store business with its purchase of Whole Foods.

Geographic Diversification：

Operating in various geographic markets, which is the corporate strategy of Starbucks, and KFC.

Generally, related diversification (entering a new industry that has important similarities with a firm’s existing industries) is wiser than unrelated diversification (entering a new industry that lacks such similarities). Most unrelated diversification efforts, however, do not have happy endings.

14、Entry Mode

The entry mode refers to the legal and effective operation mode adopted by enterprises when they develop and expand marketing opportunities in a foreign market. Enterprises can achieve this through export, license agreement, cooperation and strategic alliance, acquisition and establishment of new wholly-owned subsidiaries (also known as greenfield venture capital).

Exporting

Manufacturing the product in a centralized location and then exporting it to other national markets

Licensing

Licensees purchase the rights to produce a company’s product in their country for a negotiated fee

Franchising

Specialized form of licensing in which the franchiser expects the franchisee to abide by rules governing how it does business

Joint venture

Most typical form of is a 50/50 venture，

Wholly owned subsidiary

Parent company owns hundred percent of the subsidiary’s stock

15、Competitive advantage of nation

A nation’s competitiveness depends on the capacity of its industry to innovate and upgrade.The content of the comparison of national competitive advantage theory is the industrial competitive advantage, which is finally reflected in the market realization ability of products, enterprises and industries. It is usually judged by the following four factors:

1.Factor endowments.

The nation’s position in factors of production, such as skilled labor or infrastructure, necessary to compete in a given industry.

2. Local demand Conditions.

The nature of home-market demand for the industry’s product or service.

3. Related and Supporting Industries.

The presence or absence in the nation of supplier industries and other related industries that are internationally competitive.

4. Firm Strategy, Structure, and Rivalry.

The conditions in the nation governing how companies are created, organized, and managed, as well as the nature of domestic rivalry.

16、Outsource

Outsourcing is a strategic decision by a company to reduce costs and increase efficiency by hiring another individual or company to perform tasks, provide services, or handle operations that were previously done by employees within the company. In other words, outsourcing is the practice of getting certain job functions done outside a company. The process of outsourcing business functions is also called contracting out.

The most common reasons to outsource include:

1 Reducing operating, labor, and overhead costs

2 Focusing more on the company’s core competencies, and thus improving its competitive advantages by outsourcing time-consuming processes to external companies

3 Freeing up internal resources and using the resources for other purposes

4 Mitigating risk by sharing risks with external parties and building meaningful partnerships

5 Improving flexibility and efficiency by delegating responsibilities that are difficult to manage and control to external companies

17、Stakeholder and CSR

CSR, short for Corporate Social Responsibility, is an ideological or moral theory. It mainly means that enterprises and institutions must have the responsibility to contribute to society. CSR requires that enterprise should not only to make profit, but also to be a responsible corporate citizen and make contributions to the social sustainable development and the sustainable development of environment.

Generally, CSR is sum of “economic + legal + ethical + philanthropic ”responsibility！

Stakeholders are the objects that are closely related to the enterprise survival and development with the existence of large or small, direct or indirect mutual influences in the business activities of the enterprise. Including corporate shareholders,employees, consumers, suppliers, creditors, trading partners, as well as groups such as government departments, media, local communities, local residents, natural environment etc,.

18、Multi-divisional Structure

Multidivisional structure: An organizational structure in which a firm is divided into divisions, each of which is responsible for a distinct business area.

– Allows a company to grow and diversify while reducing coordination and control problems

– Uses self-contained divisions and has a separate corporate headquarters staff

Advantages of using Multi-Divisional Structure

Separating decision making related to business-level strategy from corporate level strategy

Lessen the burden on top management and prevent the occurrence of decision bottlenecks

Speed up decision making at both divisional and top management

Reduce potential coordination problem of conflict in resources from different product category or region

Easy to evaluate the financial performance of individual business unit

Disadvantage of using Multi-Divisional Structure

Duplication of functional resources

Risk of divisional heads giving priority to divisional interests over the interest of the whole company

Suboptimal resources allocation among divisions

Unproductive rivalries among divisions

Difficulty in realizing economies of scope

19、First move

A first-mover is a marketing strategy where a firm firstly launches the product/service in the market and then gains the competitive advantage of being the first. It enables the company to develop a strong database of loyal customers and brand recognition among them before the arrival of the competitors. It also provides the company enough time to develop the product/service and set the market price accordingly.

Advantages of first move strategy

（1）Leading technology

The advantage of first move is that they can make better use of technology. Protect themself by obtaining patents and copyrights. Companies that follow this strategy can benefit from cost-effectiveness.

（2）Control of Resources

The first-mover also gets the advantage of controlling the resource for the operation of its business. For instance, Walmart was the first-mover in the market and it chose and bought all the best locations.

（3）Buyer-Switching Cost

The first-mover could enjoy the benefit of buyer switching costs. It sets the standards and preferences of the customers. Once customers accept the standards, it develops brand loyalty.That’s why the brand preference decision is more important for the customers than the product.

（3）Brand Name Recognition

When the first-mover launches its product/service in the market, then it would have the advantage of being the sole provider.

Disadvantages of First Mover Strategy

（1）Competitors

The first-mover attracts the attention of a lot of competitors.Everyone would target and try to copy its product/service.

（2）Expensive

It’s not easy being the first-mover; it have to spend a lot of resources on research and development to come up with something new.

（3）No Experience to Rely

When the first move is developing something new, then it doesn’t have the experience to fall back on and avoid mistakes.

（4）High Risk

Most importantly, the first-mover takes a huge risk of investment in developing something new.

（5）Regulations

Sometimes it results in the form of very strict regulations and legislations that the first-mover has to pay for.

20、Game theory 博弈论

Game theory is a theoretical tool to study how decision makers with different interests interact and interact with each other, how to make decisions and the equilibrium of such decisions.

A game is the behavior and process in which decision makers make their own decisions in the interaction and interaction. Decision makers must take into account the likely reactions of their competitors when making their own decisions.

In recent years, it has been widely used in the fields of enterprise decision-making, market competition and public choice in the research of economics, which has greatly changed the way of thinking of economists.

Generally speaking, the essence of “game theory” is to show the competition and contradiction in daily life in the form of games, and analyze the operation law of things by using mathematical and logical methods. An in-depth understanding of the nature of competitive behavior will help us analyze and master the relationship between things in the competition, and make it more convenient for us to formulate and adjust the rules, so that they can ultimately operate according to our expected purpose.

In game theory, a famous example of dominant strategic equilibrium is the “prisoner’s dilemma” game model given by Tucker. Suppose that two thieves a and B commit joint crimes and enter private houses and are caught by the police. “Confession” is the dominant strategy of any suspect, while two people confess is a dominant strategic equilibrium, that is, Nash equilibrium.

Nash equilibrium refers to the situation in the game. For each participant, as long as other people do not change their strategies, he cannot improve his own situation. Nash proved that Nash equilibrium exists on the premise that each participant has only a limited choice of strategies and allows mixed strategies. Take the price war between the two companies as an example. There is a possibility that both sides will lose in the price war. Under the condition that the other side does not change the price, neither can raise the price, otherwise the market will be further lost; We can’t reduce the price because there will be a loss sale. Therefore, the two companies can change the original interest pattern and seek a new interest assessment and allocation scheme through negotiation. The interacting economic subjects assume that the strategy chosen by other subjects is the state of choosing their own optimal strategy, that is, Nash equilibrium.

To sum up, through the analysis of the game in the prisoner’s dilemma, the price war between two enterprises with similar strength is harmful to the enterprise, and the price war can be avoided through cooperation. The benefit of cooperation is that enterprises can avoid the vicious consequences of price war leading to destructive competition between the two sides. If an enterprise wants to achieve stable and rapid development, it must have good trust with the other party, realize long-term cooperation between the two parties, avoid unfavorable adverse competition, and fully consider the strategies and interests of the other party, so as to achieve long-term development and achieve win-win cooperation between enterprises.