怎么可以错过pestel(pestel翻译)

对于大公司：Corp level 公司的等级Division level 部级别Functional lev

 

对于大公司：Corp level 公司的等级Division level 部级别Functional level 职能层面Operational level 运营层面对于小公司Functional level 功能层面

Operational level 运营层面Level of strategies 战略的层面 Internationalstrategic can be very complex. 国际化的策略是非常复杂的

Because of this，many global companies develop global strategies at different levels 正因为如此，很多国际化的公司把国际化策略分类成不同层次。

Corporate-level 公司层面What business the company should be in 公司应该做什么生意Culture and leadership structure of company公司的文化构造和领导力构造

Particularly important when mergers takeplace 尤其是在兼并发生的情况上Business-level 商业层面Competition 竞争Value generation 价值创造

Sustainable competitive advantage可持续竞争的优势Corporate strategy 公司战略Definition:Identification of the purpose of theorganization and the plans and actions to achieve that purpose.

确定机构的目标和实现目标的计划、行动Corporate level 公司层面 Most organisations begin the strategy formulation process bycreating a Mission statement and a Vision statement

大多数公司通过创造一个任务陈述和远景陈述开始战略的形成过程 Mission Statement –What is our business? …i.e. it clarifiesthe organization’s purpose and values

 The mission statement serves as an ongoing guide without a timeframe. The mission can remain the same for decades if crafted well

任务陈述作为一个持续的没有时间框架的指导，如果精心规划,任务可以保持相同而持续几十年 Vision Statement – 远景陈述

What do we want to become?... i.e. itclarifies the direction that the organisation will take Vision is more specific in terms of objective and future state.Vision is related to some form of achievements if successful

远景是更具体的目标和未来的状态远景与某种形式的成就相关Business (unit) strategy商业战略 Corporate strategy deals with the overall organization。

公司战略处理的范围覆盖了整个公司 but business strategy focuses on specific businesses, subsidiaries,or operating units

但是商业战略关注的是特定的单位、下属公司或者操作单位 This involves careful consideration of its purpose, its resourcesand how it interacts with the environment in which it operates

这需要仔细考虑它的目的,资源以及当它运行时与环境如何互相影响Business strategy is a means by whichlong-term objectives are achieved商业策略是实现长期目标的一种手段

Business strategy is sometimes called‘business unit strategy’ or ‘functional strategy’ 商业策略有时被称为“商业单元战略”或“职能战略’’

Business (unit) strategy商业战略 Business strategies include 商业战略包括 marketing strategies市场战略 new product development strategies新产品开发战略

 human resource strategies人力资源战略 financial strategies 财务战略 legal strategies法律上的战略 supply-chain strategies供应链战略

 information technology management strategies 信息技术管理Business strategies商业策略 Some Examples Geographic expansion地理扩张

 Diversification（投资的）分散经营 Merger & Acquisition合并和收购 Market penetration市场渗透 Retrenchment紧缩 Liquidation清算

Joint venture合资企业Strategic analysis- rational approach策略分析推理法 Regards strategy as a scientific and rational process

把战略看成是一个科学和推理的过程 Uses techniques such as用以下的方法 SWOT analysis SWOT 分析法 PESTEL The main aim is to maximize profits 要以利润最大化为主要目标

Strategic analysis- flexible approach （灵活的方法） A complex and volatile environment may mean that a detailedrational analysis, such as SWOT, is difficult and inappropriate

一个复杂多变的环境可能意味着一个详细的理性分析,如SWOT等 Profit maximization may not be the right strategy利润最大化可能不是正确的策略 The environment may be changing so rapidly that historical data isirrelevant

环境可能会变化非常快,历史数据则是不相关的 Scenario planning is used as an alternative方案规划当做可选择的 Several scenarios are planned for有几个方案准备着。

 Contingency plans can be prepared for each possible outcome应急计划可以为每一个可能的结果做好准备 This approach is more flexible and is often used in start-ups

这种方法更灵活,常用于创业The rational andflexible approaches may inhibit managers from reacting in a new and possibly better way when there is a change in the environment 理性和灵活的方法可以使得管理者在一个新的环境下找到更好的方法

behavioural approach 行为方法Many business theoristsbelieve that strategy is far from beinga rational process. They believe that strategic choice is much more about the management of an organisation, what their values, ideologies, personalities andbeliefs are许多商家认为，战略是一个理性的过程。

他们认为，战略选择更多的是关于一个组织的管理，他们的价值观，思想，性格和信仰There may also beconflict between stakeholders that canhave an impact on the company’s strategy, usually the dominant character having their way. This can influence how the SWOT analysis iscarried out, for example也有可能是利益相关者之间的冲突会影响公司的战略，通常占主导地位的人物有他们的方式。

这会如何影响进行了SWOT分析，例如Oftenused in start-ups 创业长期战略没有不明确的计划相反，在组织管理逐渐使得企业完善巩固，策略是不断与外部环境变化而变化的这种方法的好处是，它提供了管理的剧目，在过去工作的基础上提供有效的策略。

lack of strategy 缺乏战略No strategic plan没有战略规划Reactionary management 被动管理Usually happens in a time of crisis – often called ‘fire-fighting’ 通常发生一个危机–被称为“灭火”

Planning 计划where is the business now? 企业在哪里Rational approach 合理的方法PestelSwotFlexible approach 灵活的方法Creative approach 创造性的方法

However, tools such approach as PESTEL can be used inother approaches 然而，例如pestel能够被用于其他方面Strategic planning 战略规划

where will the business go in the next 10 years? 企业未来十年何去何从PESTEL analysis PESTEL分析What is it?An analysis of the external environment that affectsorganizations

What is it used for?Identifying what external factors exist that may affect thecompanies futureThis could be in terms of future markets, growth,loss of profit etc

这是什么？外部环境的组织分析它是用来做什么的？确定哪些外部因素可能影响公司的未来这可能是在未来的市场，增长，利润等损失PESTEL analysis PESTEL分析Thefactors it looks at are

Political EconomicSocialTechnologicalEnvironmental/EcologicalLegal(not just law)Wewill look at each of these

它看起来是政治经济社会技术环境/生态法律（而不是法律）我们来看看这些Political 政治Politicalparties and alignments at local, national and European or regionaltrading-block level

Thelegislative environment e.g.government policy on taxation andemployment lawRelations between government and the organization

Thismay influence the preceding items in a major way and form part of futurecorporate strategyGovernmentownership of industry and attitude to monopolies and competition e.g. Microsoft

当地的政党和政治路线，国家和欧洲的水平或区域贸易集团立法环境：如政府的税收政策和就业法政府和组织之间的关系这可能影响的主要途径和形式是企业未来战略的一部分，上述项目政府拥有的行业垄断和竞争如微软态度Economic经济

InflationConsumer expenditure and disposable incomeInterest rates e.g. current debtCurrency fluctuations and exchange rates

Investment, by the state, privateenterprise and foreign companiese.g. investment leaving UK for new markets

e.g. Ford to Germany, Dyson to AsiaCyclicality of the economic factorsUnemployment Energy costs, transport costs, communicationscosts, raw materials costs

通货膨胀消费者支出和可支配收入目前的债务利率如货币和汇率波动投资，by the state，私营企业和外资公司如投资离开英国for New markets如福特to Germany，Dyson to Asia

cyclicality of theEconomic factors失业能源费用、运输费用、通讯费用、原材料费用Social社会Oftenhas a cultural aspectShifts invalues and cultures

Change inlifestylesAttitudes towork and leisure‘Green’ environmental attitudes e.g. Eco products

Education and healthDemographic changesDistributionof income在一个文化层面价值观和文化的变化改变生活方式工作和休闲的态度“绿色”环保态度如生态产品

教育与健康人口结构的变化收入分配Technological技术Government and regional (e.g. EU) investmenpolicy Identified new research initiatives

New patents and productsSpeed of change and adoption of newtechnologyLevel of expenditure on R&D byorganisation’s rivals

Developments in nominally unrelatedindustries that might be applicable政府和地区（如欧盟）投资政策确定了新的研究计划新的专利产品的变化和采用新技术的速度

对组织的竞争对手的研发支出水平在名义上不相关的行业，可能适用的发展Environmental 环境‘Green’ issues that affect the environment and the organization

e.g. higher airport tax, amount and typeof energy consumed, renewable energyRubbish, waste and its disposal

e.g. new markets for recycling services,WEEE regulationsClimate change“影响环境和绿色”问题例如，更高的机场税，量和能量消耗型，可再生能源

垃圾，废物及其处置回收服务，例如新的市场，WEEE法规气候变化Legal法律Thelegal environment in which the firm operates, including Competition law e.g. Microsoft

Employment and safety law Product safety issuesData Protection ActFreedom of Information ActThis also includes the regulatoryenvironment

e.g. telecoms regulators在公司的运作的法律环境，包括竞争法如微软就业和安全法产品安全问题数据保护法信息自由法案这也包括监管环境例如，电信监管机构good or bad? 好还是不好

Strengths It is vital to be aware of the impact of the external environment and prepare forit. Not doing so can be harmful - e.g. dot.com boom, legal implications

Could identify potential markets for futureproductsCriticismsEnvironment may be changing so rapidly thathistorical or even current data is of no use

Often difficult to judge exactly what effect an external factor will have onan individual companyTime consuming

优势至关重要的是要意识到外部环境的影响和准备不这样做可能是有害的-例如.com繁荣，法律含义可以确定未来产品的潜在市场批评环境可以改变得如此之快，历史或当前数据是没有用的通常很难判断到底是什么外部因素会影响一个人的公司。

耗费时间SWOT analysisSWOT analysis can be a useful way of summarizingthe relationship between key environment influences, the strategic capabilityof the organization and therefore the agenda for developing new strategies.

SWOT分析是用于总结关键环境影响、组织的决策能力和制定新决策议程的有效的方法The concept is accredited to AlbertHumphery, who led to a research project at Stanford University in the 1960s and1970s using data from Fortune 500 companies.。

这个概念由Albert Humphery 提出，他在斯坦福大学通过1950-1980之间前500强企业的数据进行研究课题StrengthDescribe the internal strengths of your organization,e,g。

描述你们组织的内部优势，比如Your specialist marketing expertise你的专业营销知识A new innovative product or service一个新的产品或者服务

Location of your business你们商业的定位Quality processes and procedure高质量的生产过程Any other aspects of your business thatadds value to your product or service

其他任何可以增加你们的产品或服务优势的方面OpportunityDescribe the external opportunities foryour organization, e.g.描述你们组织的外部机遇，比如

A developing market such as the Internet一个正在发展的市场，比如网路Mergers, joint ventures or strategicalliances合并，联合投资或者政策联盟

Moving into new market segments that offerimproved profits进入一个会提供更高利润的新市场区域A new international market

一个新的国际化市场Amarket vacated by an ineffective competitor 一个由无能的竞争者退出的市场

WeaknessDescribe the internal weakness of your organization,e.g.描述你们组织的内部弱点Lack of marketing expertise

缺乏市场计划Undifferentiated products or services (i.e.in relation to your business)没有区分的产品和服务（与你的商业有关）Location of your business

你的商业的定位Poor quality goods or services低质量的产品和服务ThreatsDescribe the external threats to yourorganization, e.g

A new competitor in your home market一个进入你的主市场的新竞争者Price wars with competitors和竞争者的价格战争A competitor has a new, innovative productor service

一个拥有创新的产品或服务的竞争者Competitors have superior access tochannels of distribution竞争者有更好的销售途径Taxation is introduced on your product orservice

你的产品或服务所收取的税额Strategic planningStrategic analysis –where is the business now ? Strategic planning-where will the business go in the next 10 years?

Business strategy战略计划战略分析-商业在哪？战略计划-商业在未来十年内会向哪里发展？商业战略Where will thebusiness go in the next 10 years?

Strategic planningis usually the responsibility of top-level executives at corporate headquartersand senior managers at domestic or foreign subsidiaries

It needs to takeinto account How far the business plan can aheadFor different industries/ marketplaces,the answer may be different

How valuable are such plans?A clear strategic intent provides anoutline framework of basic principles and targets on which to base operationalplanning

在未来十年会向哪里发展？战略计划通常是总部的顶级执行官和国内及国外子公司的高级经理的职责它需要考虑到：商业计划可提前计划多久对于不同的产业或市场，答案应该是不同的这些计划有多珍贵？一个清晰的战略意图提供了一个基本原则和目标的大概框架，且将业务计划建立于其基础之上。

strategic planningSome of the factorsto consider in the planning are:CompetitiveadvantageIdentifying sources of competitive advantage

Adding valueLooking at ways to add valueMass markets orniche markets?Which is the best route?Cost basedstrategies

Focusing on reducing costs to compete andgrowMarket basedstrategiesFocusing on satisfying consumer needs as themeans to grow

战略计划计划中要考虑的一写因素：竞争优势找出竞争优势的源头增值观察增值的方法大量销售还是壁龛？最佳路线是什么？以成本为基础的策略聚焦于减少竞争、成长成本以市场为基础的策略聚焦于满足客户需求作为一种壮大的方式

types of strategic planningThere are basicallytwo types of planningGrowth plansHow can the business grow in the future?

For example, a major supermarket like Tesco may have got to the stagewhere it is more difficult to see where future growth is coming from

This can require some very innovative thinkingContingency plansFallback strategic in case things do not go as planned

Nobody wants to fail but everybody needs to plan for it战略计划的类型有两种基本类型成长计划事业在未来如何发展？例如，一个像Tesco一样的大型超市可能已经到达了一个难以看到未来的增长从何而来的状态

这需要一些创新的想法应急计划是一种以防事情没有按照计划发展的后备策略没有人想失败但每个人都必须为之做好准备types of strategyWhen creating theirplans, an organisation’s strategies can be grouped into

Outward looking andInward looking战略类型当制定计划时，一个公司的战略可以分为外向型和内向型 types of strategy-outward lookingCompetitiveadvantage

Something which gives the organization someadvantage over its rivalsThere are a numberof ways of doing this, for example

Cost advantage- a strategy to seek out andsecure a cost advantage of some kind- lower supplier costs, lower labour costs,etc

Price leadership- through dominating theindustry- others follow your price lead战略类型-外向型竞争优势使公司与其他对手相比更有优势

做到这些有很多方法，比如成本优势- 一个找出并稳固某种成本优势- 供应商成本更低，劳动力成本更低，等等价格领导-通过主导整个企业-其他人跟随你的价格领导types of strategy-outward looking

New productdevelopmentTo keep ahead of rivals and set the paceContraction/ExpansionFocus on what you are good at( core competencies), rather thaneverything, or seek to expand into a range of markets?

GlobalSeeking to expand global operations战略类型-外向型新产品发展领先对手并设定节奏速度收缩/膨胀聚焦于你擅长什么（核心能力），而不是每件事，或者尝试去扩张成一定范围的市场？

全球的尝试去扩大全球行动types of strategy-inward lookingDownsizing- Selling off unwanted parts of the business-similar to contraction

Delayering Flattening the management structure toremove bureaucracy and speed up decision makingRestructuring

Complete re-thinking of the way the businessis organized Reengineering Looking at new and innovative ways of doingthings to leverage the oraganisation’s performance

战略类型-内向型缩小规模-低价出售不需要的部分- 类似于收缩减少员工层次平面化管理结构，以去除官僚主义，加速决定速度调整重组重新思考商业组织的方式重规划观察做事的创新方法，以为公司的业绩融资 Porter’s 5- force model

Before any companyplans to expand into new markets, divests product lines, acquires newbusinesses, or sells divisions, it should ask itself, “Is the industry/ marketexciting/attractive?”

Michael Porter in1980 developed a framework for analyzing competition within an industryBy using thisanalysis technique, managers can develop their competitive strategy

The outcomes ofthis analysis help the manager to realize opportunities and overcome threatsThis is a keymanagement tool in Business Strategy

波特五力模型在任何公司计划扩张加入新市场，剥夺生产线，得到新生意，或销售分支前，它应当问自己，工业/市场令人激动/吸引人吗？Michael Porter在1980年创建了一个用类似分析商业竞争的框架通过使用这种分析工具，经理们可以发展他们的竞争策略

这项分析的结果版主经理认识到机会并克服威胁在“经营战略”中它是一种关键的管理工具Porter’s 5-force modelIt uses 4 forcesand shows how they combine to influence a 5

th force, the degree ofrivalry in an industryThese 5 forcesdetermine the attractiveness of a market to a company

The forces arethose close to a company that affect: Its ability to serve its customers Its ability to make a profit

A change in any ofthe forces normally means that you need to re-assess the marketplace波特五力模型它利用4种力并展示它们如何结合在一起来影响第五个力，即商界的竞争程度

这五个力决定了一个市场对一个公司的吸引力这些力是？影响：其服务消费者的能力其盈利的能力任何一个力的改变都意味着你需要重估市场Porter’s5-foce model 波特五力模型Ituse 4 forces and shows how they combine to influence a fifth force, the degreeof rivalry in an industry.

它应用四力并且展示出它们如何结合去影响第五个力，即在一个产业中竞争的程度These5 forces determine the attractiveness of a market to a company.。

这五力决定一个市场对一个公司的吸引力Theforces are those close to a company that affect:Itsability to serve its customers。

Itsability to make a profit这些力是那些与公司贴近的影响它的服务顾客的能力它的获取利益的能力Achange in any of the forces normally means that you need to re-assess themarketplace.

这些力中的任何一个变化一般都意味着你需要去再评估这个市场Porter’s5-foce model-threat of potential entrants 波特五力模型-潜在进入威胁Affectedmainly by barriers to entry。

进入主要由壁垒影响brand loyalty 品牌忠诚度switching costs 转换成本e.g.retraining 教授新技术capital requirements 资本需求量access to distributing channels

分销渠道的使用experience/learning curve advantages 经验/学习曲线优势expected retaliation 预期的报复government policies 政府政策

Barrierscan be counterbalanced by 壁垒可以被平衡、抵消通过Expected market growth 预期市场增长Expected profitability 预期的盈利能力

Porter’s5-foce model-bargaining power of suppliers波特五力模型-卖方议价能力AffectedbyNumber of suppliers供应商的数量Number of customers your supplier has

供应商拥有的顾客数量Importance of volume to supplier 给供应商的量的重要性Degree of differentiation of inputs进口差异的程度Availability of substitute supplier

替代品供应商的可用性 e.g. specializedequipment or process例如特殊的设备或者过程Threat of forward vertical integration by suppliers relative tothe threat of backward vertical integration by firms

供应商的前向一体化的威胁有关于公司的后向一体化的威胁Cost of inputs relative to selling price of the product进口成本有关于产品的销售价格Verticalintegration

垂直一体化Customer 顾客↑Company C↑Distribution 分配↑Company B↑Product产品↑Company A↑Components组成↑Raw materials原材料

No integration没有一体化Differentfirms for each stage每个阶段不同的公司Customer 顾客↑Company C↑Distribution 分配↑Company B

↑Product产品↑Components组成↑Raw materials原材料Backwardsintegration 后向一体化Company Btakes over the role of company A B

公司接管了公司ACustomer 顾客↑Company B↑Distribution 分配↑Product产品↑Company A↑Components组成↑Raw materials原材料Forwardintegration

前向一体化Company Btakes over the role of company C 公司B接管了公司CCustomer 顾客↑Company B↑Distribution 分配↑Product

产品↑Components组成↑Raw materials原材料Fullintegration 全部一体化Company Btakes over the role of companies A&C 公司

B接管了公司A和CPorter’s5-foce model-bargaining power of buyers波特五力模型-买房议价能力Affectedby e.g.How many customers there are

有多少顾客How many suppliers they can choose from 他们能选择多少供应商Product differentiation产品差异Availability of existing and expected substitute product

存在着的和预期的替代产品的可用性Buyer volume买方量Buyer switching costs买方转换成本Ability to vertically integrate backwards后向垂直一体化的能力

Buyer price sensitivity 买方价格敏感度Porter’s5-foce model-threat of substitutes波特五力模型-替代品威胁Asubstitute is not a competing product but one that meets a similar need

,e.g一个替代品并不是完整的产品但是可以满足相似的需求Two airlines compete, but A train provides a substitute product.两个完整的航空公司

但是一辆货车提供一个替代产品The threatis affected by, e.g.这个威胁被以下方面影响Buyer willingness to substitute买方对替代品的购买意愿Relative price of substitutes

替代品的相关价格Buyer switching costs买方转换成品Availability of substitutes替代品的可用性Perceived level of product differentiation & quality

产品差异和质量的感知水平Porter’s5-foce model-degree of rivalry波特五力模型-竞争程度Affectedby e.g.Number of competitors竞争者的数量

More firms=more competition更多的公司=更多竞争 Not in oligopolisticindustries不是由少数企业垄断的产业Diversity of competitors

竞争者的多样化Demand 需求Industry(over)capacity行业产能 Can vary greatly with time能随着时间变化很大Rate of industry growth

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