果q排毒效果怎麼樣

authoritiestoconsidertheexternalfactors,itandthemarketcompetitionrelativetointernalfactorstogetherconstituteastructureofenterprisesinmarketcompetition.
theseexternalfactorsinclude:thepolitical,economic,scientific,technical,military,legal,socio-cultural,market,distributionandcomposition,consumers,competitors,suppliersandintermediaries.
(2)thecharacteristicsofthecompetitiveenvironment
thecompetitiveenvironmentisaplacetocompete,ithas:
objectivity
dynamic
systemic
notcontrollable
(3)thecompetitiveenvironmentoftheinformationstructure
timeandspaceenvironmentalinformation
emotionalenvironmentalinformation
elementsofenvironmentalinformation
(4)internalandexternalstructureofthecompetitiveenvironment
thisisadivision-centricbusinessapproach,thismethodwillbedividedintocompetitivebusinessenvironment,thestructureoftheexternalcompetitiveenvironmentandthecompetitiveenvironmentoftheenterprise.internalenvironmentalinformationfrominternalresourcesofinformationandinformationelementsofinternalcapacity.
internalresources,includinghuman,financial,equipment,materialandinformationonmarkets,notonlywithformcontaininginvisibleresourcesresources.
internalcapacityofinformation,includingbusinessplanning,organization,management,personnel,cultureandsoon.
2,competitorintelligenceresearch
enterpriseanditsvariousactsofcompetitorsisthefocusofcloseattentionistomonitorthecompetitiveenvironmentofenterprisesengagedinthecoreoftheintelligencesurroundingtherivalcompetitiveintelligenceresearchisthecorecontentofthestudy.
competitoranalysisprocedures
competitorstoidentifyandconfirm
competitorstoidentifyanddeterminetheobjectivesandassumptions
identifyanddeterminethestrategyofcompetitors
toassessthestrengthofcompetitors
forecastforthereactionofcompetitors
competitorschoosetoattackorevade
3,competitiveintelligenceresearchstrategy
ineconomicactivities,competitivestrategyonthedevelopmentofenterprisestowardsthechoiceofwheredecision-making,thecoreissueistodeterminethecompetitivenessoftheirowngoalsandobjectivestoguidetheenterprisestowininthecompetition.competitivetacticsishowtheimplementationofcorporatestrategyonthespecificimplementationofthedecision-making,thecoreoftheproblemisworkedouttocapturemarketopportunities,makethemostofitscompetitiveadvantageandplanaseriesofmeasures,andultimatelywonthecompetitioninthemarket.
competitivestrategicintelligenceonthemainelements:
(1)inaparticularenvironmentandcompetitoranalysis,enterprisescanenterorchangetheoriginalregions,industriesandsectors?whatarethecriteriatoenter?
(2)intheenterprisestrengthoftheexistingresourcesonthebasisofthechangeinthestrategicpositioningprocess?
(3)strategy-makingprocessinwhichstrategytochoose?
(4)choiceofstrategyinbusinessandlookforwardtotheimplementationofthestrategyiswhat?
(5)competitivestrategyintheprocessofimplementationrequirefurthermonitoringoftheenvironmentandthefactorswhichcompetitors?
(6)theimpactofstrategicchoiceanddecision-makingwhatarethekeyelementsoftheintelligence?
[editthisparagraph]competitiveintelligenceandanti-competitiveintelligence
changesinthecompetitiveenvironmentofenterprises,theemergenceofnewtechnologies,businessdemandforself-developmentofcompetitiontheoryandgametheoryaretodeepenthestudyofcompetitiveintelligenceandanti-competitiveintelligencegeneratedthenecessaryconditionsforintegration.
competitiveintelligenceandanti-competitiveintegrationofthemeaningofintelligenceismainlydueto:
(1)trackandtimelydetectionofpotentialcompetitioninthemarketcrisisandthemajorissuesthatmayarise,andreal-timeearlywarning.integratedenterprisecompetitiveintelligencesystemsensingtheexternalenvironmentcanchangeandthedynamicsofcompetition,butalsomaybeawareoftheirownshortcomingsandproblemsthatexisttohelpenterprisestimelyinsightintopolitical,economic,social,market,competitionopponents,theenterprise'sownchanges,andthesechangesmayconstituteathreattobusinessesandopportunities;
(2)inordertomaintainthecorecompetitivenessofenterprisestoprovidefastandreliablesupportforcompetitiveintelligence.u.s.economistprahalad(ckprahalad)andhamel(g.hamel)in1990proposedthetheorythatthecorecompetitiveness,theshortterm,thecompany'sproductsqualityandperformancedeterminesthecompetitivenessofcompaniesbutinthelongrun,playadecisiveroleistocreateandenhancethecompany'scorecompetitiveness.integratedenterpriseinformationsystemtoimprovetheeffectiveuseofinformationcapacityofthescreeningandatthesametimecaneffectivelypreventtheleakageoftheircoreinformationisthecorecompetitivenessofenterprisestoenhancetheprotectionofthepowerful.donotunderstandthecompetitors,thecompetitiveenvironment,theprotectionoftheirownsituationandintelligenceisusually"aflashinthepan,"therootcauses;
(3)tosupportthebusinessleadersatalllevelstocarryoutrapidandaccuratedecision-making.informationflowisanimportantfeatureofaknowledge-basedeconomyisthefoundationfortheexistenceofamodernenterprise.offensiveanddefensiveinformationarepreparedbymo

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