Common management consulting models of world-renowned consulting companies (full version)
1. Porter's five competitive analysis models
Porter's five competitive analysis models are widely used in strategic formulation of many industries. Porter believes that in any industry, whether it is domestic or international, whether it is to provide goods or services, the rules of competition are included in the five competitive forces. These five competitiveness are the competition among enterprises, the entry of potential new competitors, the development of potential substitutes, the bargaining power of suppliers and the bargaining power of buyers. These five competitive forces determine the profitability and level of enterprises.
competitors
competition among enterprises is the most important of the five forces. Only those strategies that have advantages over competitors' strategies can be successful. Therefore, the company must establish its own core competitive advantages in market, price, quality, output, function, service and research and development.
The factors that affect the competition among enterprises in the industry are: industrial increase, periodic overproduction of fixed (storage) cost/added value, product difference, trademark exclusivity, conversion cost, concentration and balance, information complexity, diversity of competitors, risks of companies, exit barriers, etc.
new entrants
enterprises must be alert to new market entrants, and their existence will make enterprises respond accordingly, which inevitably requires the company to invest corresponding resources.
the factors that affect the entry of potential new competitors are: economic scale, differences in exclusive products, trademark exclusivity, capital demand, distribution channels, absolute cost advantage, * * * policies, expected counterattacks of enterprises in the industry, etc.
buyers
when users are concentrated, large-scale or buy in large quantities, their bargaining power will become a major factor affecting the intensity of industrial competition.
The factors that determine the strength of buyers are: concentration degree of buyers relative to concentration degree of enterprises, number of buyers, switching cost of buyers relative to switching cost of enterprises, information of buyers, backward integration ability, substitutes, ability to overcome crisis, total price/purchase amount, product difference, brand exclusivity, quality/performance impact, profits of buyers, and incentives of decision makers.
Substitute products
In many industries, enterprises will directly or indirectly fight with companies that produce substitutes in other industries. The existence of substitutes sets an upper limit for the price of products. When the price of products exceeds this upper limit, users will turn to other substitute products.
The factors that determine the threat of substitution are: the relative price performance of substitutes, switching costs, and customers' tendency to use substitutes.
suppliers
the bargaining power of suppliers will affect the degree of industrial competition, especially when the degree of monopoly of suppliers is high, there are few substitutes for raw materials, or the conversion cost of switching to other raw materials is high.
the factors that determine the strength of suppliers are: the difference of input, the switching cost between suppliers and enterprises in the industry, the present situation of substitute input, the concentration of suppliers, the importance of batch size to suppliers, the cost related to the total purchase volume of the industry, the impact of input on costs and characteristics, and the threat of forward integration compared with backward integration of enterprises in the industry.
2.SWOT analysis model
"SWOT" is the abbreviation of four English words: Strength, Weakness, Opportunity and Threat. This model is mainly a method to summarize the internal and external research results of enterprises by analyzing their strengths and weaknesses, opportunities and challenges.
s-advantages: compare and analyze the advantages of enterprises compared with other competitors in external market environment and internal operation;
w-disadvantages: compare and analyze the disadvantages of enterprises compared with other competitors in external market environment and internal operation;
o-opportunity: analyze the development opportunities of enterprises under the current market competition situation;
t-challenge: analyze the threats and challenges existing in enterprises under the current market competition situation.
this method is subjective. The result of SWOT analysis is people's knowledge and understanding. If people's understanding and knowledge are rooted in facts, then SWOT analysis is a very effective analysis tool, which can be used to analyze and compare various groups accordingly. But in many cases, people's knowledge and understanding may not be completely true. Therefore, we should be cautious in the process of using SWOT model. In the process of use, we can use the method of multi-person scoring and setting weights to comprehensively analyze the internal and external conditions of enterprises.
3. Strategic position and action evaluation matrix
Strategic position and action evaluation moment ...
What are the chart tools used to analyze the root causes
Seven QC techniques are composed of five diagrams, One table and one method: five charts: Plato, scatter diagram, histogram, control chart, characteristic factor analysis chart (fishbone chart) One table: look-up table (Gantt chart) One method: hierarchical method
What are the commonly used strategic analysis tools
The commonly used strategic analysis tools are:
1. PEST analysis
2. Five forces. Value chain analysis
VI. Radar chart
VII. Causality analysis
Strategy formulation and selection tool
I. SWOT analysis
II. Strategic position and action evaluation matrix (SPACE)
III. Boston matrix
IV. General matrix
V matrix 52
VI. Balanced Scorecard
II. Gap Analysis
What are the commonly used data analysis tools
The concept of data analysis is too broad. Do you need to focus on data display, data mining or data storage? Is it for personal use or for enterprises and departments? Is the application scenario a simple personal chart, or an analysis of sales, finance or supply chain?
Let's talk about the most widely used BI, enterprise-level application, which actually covers the part I mentioned above in function. It is mainly used for data integration, construction analysis and display of data for decision analysis. For example, FineBI is a tool that can "intelligently" analyze data.
what are the quality management tools that can be simply analyzed?
Reprint the following information for reference
The so-called seven tools commonly used in total quality management are the seven methods commonly used to collect and analyze quality data, analyze and determine quality problems, and control and improve quality level in carrying out total quality management activities. These methods are not only scientific, but also practical. As a team leader, we should first learn and master them and lead the workers to apply them to production practice.
I. Checklist
Checklist is also called questionnaire, statistical analysis table, etc. Checklist is the simplest and most commonly used of the seven methods of QC. But perhaps it is because of its simplicity that it is ignored, so there are many problems in the process of using the checklist.
Purpose of using the checklist:
Systematically collect information, accumulate information, confirm facts and roughly sort out and analyze data. That is, to confirm whether there is or not or whether what should be done is completed (check whether there is any omission).
2. Pareto diagram method
Pareto diagram method is an effective method to find out the main factors affecting product quality.
Steps of making Pareto Diagram:
1. Collect data, that is, collect data about product quality problems in a certain period of time. For example, the data of waste products or unqualified products in a period of one month or three months or half a year can be collected.
2. Stratified and listed in a data table, that is, the collected data are processed in layers according to different problems, and each layer can also be called a project; Then count the number of times (that is, frequency) that various problems (or each project) appear repeatedly; According to the order of frequency, from big to small, it is listed as a data table as the basic basis for calculation and drawing.
3. Calculate, that is, according to the data in column (3), calculate the percentage of each type of problem in the total problem accordingly, and count it in column (4), then calculate the cumulative percentage and count it in column (5).
4. Make a Pareto Diagram. That is, drawing according to the data in the above table. It should be noted that the cumulative percentage should be marked on the right side of each item, and then from the origin, the points are connected in a straight line, thus making a Pareto curve.
Third, causality chart
Causality diagram is also called characteristic factor diagram or fishbone diagram. According to its shape, some people call it a branch diagram or a fishbone diagram. It is an effective tool to find out the causes of quality problems.
IV. Hierarchical method
Hierarchical method, also called classification, is a method to analyze the reasons that affect quality (or other problems). We know that it is difficult to make sense if many different reasons are mixed together. The method is to classify the collected data according to different purposes, and to group the data collected under the same production conditions with the same nature. In this way, the facts reflected by the data can be more obvious and prominent, and it is convenient to find out the problems and prescribe the right medicine.
v. Histogram method
Histogram is the abbreviation of frequency histogram. It is a graph that represents data with a series of rectangles with equal width and unequal height. The width of the rectangle indicates the interval of the data range, and the height of the rectangle indicates the number of data in a given interval.
VI. Control chart method
Control chart method is a commonly used statistical method for quality control to judge and predict whether the quality situation fluctuates in the production process in the form of control chart. It can directly monitor the process quality dynamics in the production process, and has the functions of stabilizing production, ensuring quality and actively preventing.
VII. Scattering chart method
Scattering chart method refers to an effective method to control the related factors affecting product quality by analyzing and studying the relationship between the data of two factors.
In production practice, some variables * * * are often in a unity, which are interrelated, restricted and transformed under certain conditions. There are deterministic relationships between some variables, and their relationships can be expressed by functional relationships, such as the relationship between the area of a circle and its radius: s = π R2; There is a correlation between some variables, that is, there is a relationship between these variables, but the value of one variable cannot be accurately calculated from the value of another variable. List these two kinds of related data, type them on the coordinate chart with ideas, and then observe the relationship between these two factors. This kind of graph is called scatter diagram or correlation graph.
what are the seven QC tools?
Seven methods of quality control
Seven methods: checklist, hierarchical method, Plato, causality diagram, scatter diagram, histogram and control chart
1. Checklist
Checklist is a method that lists the contents or items that need to be checked one by one, and then checks them one by one regularly or irregularly, and records the problem points, sometimes called checklist or spot check list.
For example: check list, diagnosis list, work improvement check list, satisfaction questionnaire, assessment list, audit list, 5S activity check list, engineering abnormality analysis list, etc.
1. Components
① Determine the items to be inspected; ② Determine the frequency of inspection; (3) determine the inspection personnel.
2. Implementation steps
① Determine the inspection object;
② make a checklist;
③ check and record according to the items in the checklist;
④ Ask the responsible unit to improve the problems found out in time;
(5) inspectors shall confirm the improvement effect within the specified time;
⑥ summarize regularly and make continuous improvement.
second, hierarchical method
hierarchical method is to classify a large number of opinions, opinions or ideas about a specific topic by groups, and to group and classify a large number of collected data or materials according to their interrelationships. Layering method is generally used in combination with Plato, histogram and other seven techniques, or it can be used alone.
For example: sampling statistics, bad category statistics, ranking tables, etc.
Implementation steps:
① Determine the research topic;
② make tables and collect data;
③ classify the collected data;
④ Comparative analysis, analyzing these data, finding out its internal reasons and determining improvement projects.
Third, Plato
Plato's use should be based on the hierarchical method, and the items determined by the hierarchical method should be arranged from large to small, plus the graph of accumulated values. It can help us find out the key problems, grasp the important minority and the useful majority, and is suitable for numerical statistics. Some people call it ABC diagram, and it is also called Pareto diagram because Plato's ranking knowledge is from big to small.
1. Classification
1) Plato is used to analyze phenomena: it is related to bad results and is used to find main problems.
A quality: nonconformity, failure, customer complaint, return, maintenance, etc.
B cost: total loss, expenses, etc.
C delivery date: stock shortage, payment default, delivery delay, etc.
D safety: accidents, errors, etc.
2) Plato is used to analyze the reasons: it is related to process factors and is used to find the main problems.
A operator: shift, group, age, experience, proficiency, etc.
B machines: equipment, tools, molds, instruments, etc.
C raw materials: manufacturer, factory, batch, type, etc.
D operation method: operation environment, working procedure sequence, operation arrangement, etc.
2. Plato's role
① Reduce the basis of bad;
② Decide the improvement goal and find out the problem;
③ The improvement effect can be confirmed.
3. Implementation steps
① Collect data, classify by layer method, and calculate the percentage of each layer project in the whole project;
② summarize the classified data, arrange them from more to less, and calculate the cumulative percentage;
③ Draw horizontal and vertical axis scales;
④ draw a histogram;
⑤ draw the cumulative curve;
⑥ record necessary items
⑥analyze Plato
key points: a Plato has two vertical coordinates, the left vertical coordinate generally indicates the quantity or amount, and the right vertical coordinate generally indicates the cumulative percentage of the quantity or amount; B Plato's horizontal coordinates generally indicate inspection items, which are arranged from left to right according to the degree of influence; C When drawing Plato, draw a straight square corresponding to the left vertical coordinate according to the frequency of the number or amount of each item, draw points corresponding to the cumulative frequency of each item corresponding to the right vertical coordinate, and connect these points into lines in sequence.
4, application points and precautions
① Plato should be kept, and the improvement effect can be evaluated by arranging Plato before and after improvement;
② Plato only needs to grasp the first 2~3 items.
③ Don't set too few classification items for Plato, 5~9 items are appropriate; if there are too many classification items, more than 9 items can be classified as others; if there are too few classification items, less than 4 items, it is meaningless to be Plato;
(4) if Plato finds the distribution ratio of each project,