Enter key business figures and get a structured strategy output along the analysis–positioning–execution framework, with action points for consulting workshops, planning sessions and management reviews.
按 1–10 分对「行业吸引力」(市场增速、市场规模、利润率,越高越好)与「业务竞争力」(份额、品牌、技术、渠道)打分,其中竞争强度反向计分。两维各归一到 0–100%,落入 GE 九宫格对应单元并给出投资 / 选择 / 收割 / 退出等行动建议,输出实施要点清单。
| Item | Formula / Note | Source / Standard |
|---|---|---|
| SWOT analysis | Strengths/Weaknesses/Opportunities/Threats combined into SO/WO/ST/WT strategies | Learned et al. 1969, Harvard policy textbook |
| Porter's Five Forces | Rivalry, entrants, substitutes, buyer and supplier power shape industry attractiveness | Porter 1979 HBR / Competitive Strategy |
| BCG matrix | Stars/cash cows/question marks/dogs by relative share × market growth | BCG 1970 classic tool |
| Strategy execution | Analysis→positioning→execution needs KPIs and budgets linked via strategy maps | Kaplan & Norton 2004 Strategy Maps |
围绕战略议题提供结构化分析框架(SWOT/竞争定位/实施路径),把模糊讨论拆成可执行维度。