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132

1
BCG
2(Benchmarking)

3SWOT SstrengthWweaknessOopportunityTthreats

4BCG 1970

5GE

7BCG 60

9
/
10 PEST

11

12
HRMR&D

13SCP 70

14

15

16 GE

17

18

19
20

21SBU GE

22

23
17

1
(Stability strategy)

2
(Growth strategy)

3
(Retrenchment strategy)
(Mobil
Oil-(Union Carbide)
4
(Combination strategy)

1992
(Electronic Data Systems)

(Boston Consulting GroupBCG) 70 BCG


(Benchmarking)
1
benchmarking
benchmarking

benchmarking

(Benchmarking)
benchmarking

10 benchmarking

Benchmarking Xerox

1976 1982 80% 13% 1979


benchmarking 1982
TQC

Benchmarking
1 Benchmarking
2 Benchmarking

3 Benchmarking
4 Benchmarking

5 Benchmarking

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MIS
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Xerox Benchmarking
Company
Process
American Express

AT&T

Dow Chemical

Florida Power & Light

Ford MotorCummins Engine

Hewlett-Packard

L.L. Bean

Marriott

Proctor & Gamble

Texas Instrument

benchmark Arthur Andersen Global Best Practices

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> >KPI Xerox
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5benchmarking

HOW-TO
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6benchmarking

focus

benchmarking

SWOT
SWOT SWOT
McKinsey SWOT strengthweakness
opportunitythreatsSWOT


Why SWOT focus

1OT

PEST PEST

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2SWOT
1
2 PEST
3

5 SWOT

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6
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BCG
1
BCG (Boston
Consulting Group, BCG) 70 BCG
SBUs 2 SBUs
SBUs BCG

BCG
BCG 4
1Question Marks

SBUs

BCG
BCG
ROI

2stars

3Cash cows

SBUs
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Why BCG MatrixBCG

2
BCG 1966

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A
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GE
1
GE BCG GE
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GE 70
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1
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GE

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2002
IBM Sun
IT
IBM 2000
IT
IT


MBA

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IBM Sun

IBM
2002
TCL 600
230

VCD VCD DVD

IT IT
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4-17

4-18

4-19

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4-22

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4-25 -PQM

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4-27


----

85

85

1
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3
4
5
6
7
8
9
10
11

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2
3
4
5
6
7
8
9
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1 AB C

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5 Likert
82
1 5
82

1
83
8-3 020
015

338
83
8-4
84

30 1 50
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15

---
8-9
1 A

2 B A B

89
3 C

A B
4 D
D
5 E F
6 G

8-10

810

PIMS

PIMS Profit Impact of Market Strategies


PIMS 1960

1972 PIMS

1975 PIMS

PIMS 200 PIMS


500
PIMS


2
3
4

PIMS
PIMS PIMS
PIMS 2000 48
100
1
1
2
3
4
5
2
1
2
3
4
5
6
7
8
3
1
2
3
4
5
6
4
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1
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PIMS
PIMS

PIMS 2000

80

1
ROI
8-11

811
3
812 87

8-8
8-8 BCG

8-9

8-10 :

PIMS



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