[Hint]: From the examination questions of the past years, the external environment analysis and the risks faced are mainly investigated, and this year, the analysis model has been appropriately adjusted and expanded, and some analysis methods (such as KSF) have been added; In addition, the internal environment analysis has not been tested except in the SWOT model, which needs proper attention; Risk types are re-divided into internal and external, with a total of 12 risks, and the risk coping strategies are expanded from 4 methods to 7 methods, which should be paid special attention to.

　　[Declaration]: The following contents are for my reference. In view of my limited level and ability, you are welcome to criticize and correct me. This article is only for learning!

　　[Mind Map]:

　　Analysis of the external environment.

　　(A) the macro environment analysis (General Macro Environment Analysis) (Pest Analysis)

　　【 Summary 】 PEST(4, 4, 6, 6, 5)

　　[Hint]: You should master the framework, pay attention to the direction of thinking when developing, and don’t memorize it!

　　(B) industrial environment analysis (Analysis on the industrial environment)

　　1. Product Life Cycle (product life cycle)

　　The names of the four stages: introduction period, growth period, maturity period and decline period. These stages are divided by the inflection point of the growth curve of industrial sales.

　　2. Five industrial competitive forces.

　　(1) Potential new entrant`s threat.

　　The size of the entry threat depends on the presented entry barriers (structural barriers) and the counter-attacks (behavioral barriers) of the existing incumbents that the prospective entrants may encounter, which are collectively called entry barriers.

　　Barriers to entry: refers to those factors that allow existing enterprises to earn positive economic profits, but make new entrants to the industry unprofitable.

　　(2) The threat of substitute products.

　　There are two kinds of product substitution, one is direct product substitution, and the other is indirect product substitution.

　　① Direct substitution. That is, one product directly replaces another product.

　　(2) Indirect substitution. That is, products that can play the same role indirectly replace other products.

　　(3) Bargaining power of suppliers and buyers.

　　(4) Intra-industry competition from existing businesses.

　　[supplement]:

　　(1) the strategy to deal with five kinds of competitiveness.

　　First of all, companies must position themselves and isolate them from the five kinds of competitiveness by using cost advantage or differential advantage, so that they can surpass their competitors.

　　Secondly, the company must identify which market segment in the industry, the impact of the five competitiveness is less, which is the "concentration strategy" put forward by Porter.

　　Finally, the company must strive to change these five competitiveness.

　　(2) The sixth element — Six factor complementary interaction force.

　　[Summary]: Five-force model (2, 2, 4, 5)

　　3. Key success factor analysis (KSF).

　　The key factors of success refer to the skills and assets that a company must have to make a profit in a specific market.

　　The key factor of success is the prerequisite for enterprises to achieve industrial success. To confirm the key success factors of the industry, we must consider:

　　(1) What is the basis for customers to choose among competing brands?

　　(2) What kind of resources and competitiveness does a vendor in the industry need to succeed in competition?

　　(3) What measures must a seller and manufacturer in the industry take to gain a lasting competitive advantage?

　　[Note]:

　　1. The key factors of success vary with different industries.

　　Oil industry — — Raw material resources; Home appliance enterprises — — marketing network

　　2. With the evolution of product life cycle, the key factors of success also change.

　　Lead-in period: sales, consumers’ trust and market share.

　　Growth period: be sensitive to market demand and promote product quality.

　　3. Even enterprises in the same industry may have different emphases on the key factors of the success of this industry.

　　Wal-Mart: Logistics Distribution System

　　Carrefour: Cheap and comprehensive.

　　(C) competitive environment analysis (analysis on competitive environment)

　　1. competitor analysis (Analysis on competitor)

　　2. The strategy group in the industry.

　　(1) Strategic group refers to a group of companies that adopt the same or similar strategy or have the same strategic characteristics in a certain industry.

　　(2) Strategic group analysis

　　(1) help to understand the competition situation between strategic groups, actively find near and far competitors, and also understand the difference between a group and other groups.

　　② It is helpful to understand the "mobility barriers" between strategic groups. Mobility obstacle is the obstacle that one group turns to another group (generally, there are the re-investment of fixed assets, the bondage of users’ existing understanding of corporate image, etc.).

　　(3) help to understand the main focus of enterprise competition within the strategic group.

　　④ The strategic group diagram can also be used to predict market changes or discover strategic opportunities.

　　(D) Market demand analysis

　　1. Determinants of market demand

　　2. Consumer analysis

　　(1) consumption segmentation

　　Through market research, enterprises divide the market of a product into several consumer groups according to the obvious differences in some characteristics or variables of consumer demand. Including market segmentation and industrial segmentation.

　　(2) Consumption motivation

　　(3) The unsatisfied demand of consumers

　　The unsatisfied demand indicates that enterprises have the opportunity to enter the market or increase their market share, and it also indicates that enterprises are facing threats, because competitors also have the opportunity to seize market share.

　　Related recommendations: Notes on Comprehensive Study: Internal Environment of Strategic Analysis

　　Notes on Comprehensive Learning in Notes Meeting: SWOT Analysis and Gap Analysis

　　Notes on comprehensive study: risk management in strategic analysis

　　Comprehensive learning: an analysis of the development mode of enterprises

　　Notes on comprehensive study: the test site of enterprise development mode