VRIO Analyzes a company's operating resources and their application capabilities from four perspectives: economic Value, Rarity, Inimitability, and Organization.
3C Model Analyzes the key factors for success (KFS) from three perspectives related to business operations: Customer, Competition, and Corporation, to build a business strategy.
Five Forces Model Analyzes five key competitive factors to understand the industry's competitive landscape and market attractiveness, aiding in strategic planning.
SWOT Identifies the company's resource Strengths, competitive Weaknesses, Opportunities from external environmental changes, and Threats, combining these factors to determine business strategy.
7S Model Identifies seven essential elements for corporate strategy. It is roughly divided into hardware 3S (Strategy, Systems/Structure, Organizational Structure) and software 4S (Values, Skills/Competencies, Style/Management Model, Staff).
PEST Analyzes the external environment of an organization from four perspectives: Politics, Economics, Society, and Technology.
Balanced Scorecard (BSC) Not only focuses on financial indicators but also incorporates customer, internal process, and learning and growth perspectives, making performance evaluation balanced and comprehensive, conducive to long-term organizational development.
Value Innovation Plan (ERRC) Analyzes from four points: Eliminate, Reduce, Raise, and Create, to reduce production costs while enhancing customer value.
GE Matrix Evaluates a company's business based on two dimensions: long-term industry attractiveness and overall competitiveness (strength). When both are high, it indicates enhancement; when one is low, it suggests maintaining the status quo; when both are low, it indicates the need to consider measures to maintain profitability.
Value Chain Analysis Views the company's value creation process as a unique value chain from upstream to downstream processes. It analyzes which links generate what value and which links should be strengthened.
Advantage Matrix Classifies industries into four types based on two axes: the number of key competitive factors and the possibility of building industry advantage. Strategies vary depending on the type.
Product Portfolio Management (PPM) Evaluates multiple businesses using market growth rate and relative market share, classifying them into four categories. By analyzing each business's cash holdings, it considers business re-selection and concentration, and adjusts investments accordingly.
Ansoff Matrix A model for analyzing business strategy through combinations of new and existing markets and products. It includes four options: market penetration, product development, market development, and diversification.
Value Portfolio A method used to analyze what projects to invest in and corporate restructuring. Capital efficiency is viewed from the shareholders' perspective, while alignment with specific prospects is the manager's perspective.
Investment Portfolio Technology Analysis Positions technology topics on a matrix with the vertical axis representing contribution to the company and the horizontal axis representing competitive advantage in the investment portfolio. It can also be used to analyze future development trends.
Scenario Planning Uses scenario planning to develop plans for several possible future situations. It uses two axes—impact and uncertainty—to analyze various ambiguous causes of change, thereby identifying key scenario drivers.
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