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2024-07-18 18:08:54 来源：尚普咨询浏览量：0

市场进入咨询是指为企业提供在新的市场、行业或区域开展业务的可行性分析、策略规划和实施建议的专业服务。市场进入咨询的目的是帮助企业打开一片蓝海，实现增长和竞争优势。然而，市场进入咨询的效果如何评估呢？本文将从以下几个方面探讨市场进入咨询的效果评估方法。

市场进入咨询的价值链和关键绩效指标（KPI）

市场进入咨询的价值链可以分为以下四个阶段：

市场调研：通过收集和分析一手或二手数据，了解目标市场的规模、结构、需求、竞争、趋势、机会和风险等方面的信息，为后续的决策提供依据。

策略制定：根据市场调研的结果，结合企业自身的资源、能力、优势和目标，制定合适的市场进入模式（如独立经营、合资、并购、特许经营等）、产品或服务定位（如高端、中端、低端等）、渠道选择（如直销、分销、电商等）、价格策略（如高价、中价、低价等）、促销策略（如广告、公关、口碑等）等，形成一套完整的市场进入方案。

实施执行：按照制定好的市场进入方案，进行具体的操作和管理，包括组织架构、人员招聘、培训、激励、流程设计、系统建设、风险控制等，确保市场进入计划的顺利实施。

效果评估：通过定期或不定期地收集和分析相关数据，对市场进入计划的执行情况和达成效果进行评估和反馈，及时发现问题和改进点，调整优化策略和措施，提高市场进入效率和效果。

在每个阶段中，都需要设定一些关键绩效指标（KPI），以衡量市场进入咨询的输入、输出和成果。KPI应该具有以下特征：

相关性：KPI应该与市场进入咨询的目标和策略相关，能够反映市场进入咨询对企业业绩的贡献。

可测量性：KPI应该能够用数据来表示，能够通过有效的方法和工具来收集和分析。

可比较性：KPI应该能够在不同时间段或不同区域或不同对象之间进行比较，能够反映市场进入咨询的变化和差异。

可操作性：KPI应该能够指导市场进入咨询的实施和改进，能够通过调整相关的因素来影响KPI的变化。

根据不同的阶段和目的，市场进入咨询的KPI可以分为以下几类：

市场调研阶段的KPI：主要反映市场调研的质量和效率，如数据来源的可靠性、数据收集的覆盖率、数据分析的准确性、数据报告的及时性等。

策略制定阶段的KPI：主要反映市场进入方案的合理性和可行性，如市场进入模式的选择依据、产品或服务定位的差异化程度、渠道选择的成本效益、价格策略的竞争力、促销策略的创新性等。

实施执行阶段的KPI：主要反映市场进入计划的执行情况和达成效果，如市场占有率、销售额、利润率、客户满意度、品牌知名度、市场份额等。

效果评估阶段的KPI：主要反映市场进入咨询的总体价值和影响，如市场进入咨询对企业业绩的贡献率、市场进入咨询对企业竞争优势的提升程度、市场进入咨询对企业风险控制的改善程度等。

市场进入咨询的量化方法和工具

为了有效地设定和衡量市场进入咨询的KPI，需要运用一些量化方法和工具，以提高市场进入咨询的科学性和客观性。以下是一些常用的量化方法和工具：

SWOT分析法：SWOT分析法是一种分析企业自身优势（Strengths), disadvantage (Weaknesses）、外部机会（Opportunities) and threats (Threats）的方法，用于评估企业在目标市场中的竞争地位和发展潜力，以及制定相应的市场进入策略。SWOT分析法可以用一个四象限矩阵来表示，如下图所示：

波特五力模型：波特五力模型是一种分析行业竞争结构和竞争力度的方法，由美国哈佛大学教授迈克尔·波特于1979年提出。波特五力模型认为，行业中存在五种基本力量，即现有竞争者（Rivalry）、潜在进入者（Entry), substitutes (Substitutes), Supplier (Suppliers) and the buyer (Buyers），这五种力量共同决定了行业的盈利能力和吸引力。波特五力模型可以用一个五边形图来表示，如下图所示：

价值链分析法：价值链分析法是一种分析企业在提供产品或服务过程中所创造价值的方法，由美国哈佛大学教授迈克尔·波特于1985年提出。价值链分析法认为，企业可以将其活动分为两类，即主要活动（Primary Activities）和辅助活动（Support Activities）。主要活动包括内部物流（Inbound Logistics）、生产（Operations）、外部物流（Outbound Logistics）、营销与销售（Marketing & Sales）和售后服务（Service）。辅助活动包括采购（Procurement）、技术开发（Technology Development）、人力资源管理（Human Resource Management）和基础设施（Infrastructure）。价值链分析法可以用一个图形来表示，如下图所示：

财务分析法：财务分析法是一种分析企业的财务状况和经营成果的方法，主要包括财务比率分析、现金流量分析、投资回报率分析等。财务分析法可以帮助企业评估市场进入计划的可行性、成本效益和风险收益，以及制定合理的预算和目标。

其他方法和工具：除了以上介绍的方法和工具外，还有一些其他的方法和工具可以用于市场进入咨询的量化分析，如市场细分法、定位法、目标法、波士顿矩阵、安索夫矩阵、PEST分析法、STP分析法等。这些方法和工具可以根据不同的情况和需求进行选择和组合，以达到最佳的市场进入咨询效果。

市场进入咨询的案例分析和经验总结

为了更好地理解市场进入咨询的效果评估方法，以下将通过一个具体的案例进行分析和总结。该案例是由尚普咨询为一家国内知名家电制造商提供的市场进入咨询服务。

该家电制造商在国内市场已经拥有较高的品牌知名度和市场份额，主要产品包括空调、冰箱、洗衣机等。为了寻求新的增长点，该家电制造商决定进入智能家居领域，提供智能家居解决方案，包括智能家电、智能安防、智能照明、智能控制等。该家电制造商委托尚普咨询为其提供市场进入咨询服务，帮助其分析和制定合适的市场进入策略和计划。

尚普咨询按照市场进入咨询的价值链，为该家电制造商提供了以下四个阶段的服务：

市场调研：尚普咨询通过收集和分析国内外的一手和二手数据，对智能家居市场进行了全面的调研，包括市场规模、结构、需求、竞争、趋势、机会和风险等方面的信息。尚普咨询发现，智能家居市场虽然具有较高的增长潜力和利润空间，但也存在一些挑战和障碍，如用户认知度不高、产品标准不统一、技术门槛较高、安全隐患较多等。尚普咨询将市场调研的结果以报告的形式提交给了该家电制造商，并设定了一些市场调研阶段的KPI，如数据来源的可靠性、数据收集的覆盖率、数据分析的准确性、数据报告的及时性等。

策略制定：根据市场调研的结果，尚普咨询结合该家电制造商自身的资源、能力、优势和目标，为其制定了合适的市场进入策略和计划。尚普咨询建议该家电制造商采用独立经营的市场进入模式，以避免与其他合作伙伴产生利益冲突或技术泄露。尚普咨询建议该家电制造商以高端定位，提供个性化定制的智能家居解决方案，以满足高端用户的需求和偏好。尚普咨询建议该家电制造商选择直销渠道，通过自己的专卖店或网站来销售智能家居产品和服务，以保证品牌形象和服务质量。尚普咨询建议该家电制造商采用高价策略，通过提供高品质和高附加值的产品和服务来体现其价值。尚普咨询建议该家电制造商采用创新性的促销策略，通过线上线下的活动、体验中心、口碑营销等方式来提升用户认知度和兴趣度。

尚普咨询将市场进入策略和计划以报告的形式提交给了该家电制造商，并设定了一些策略制定阶段的KPI，如市场进入模式的选择依据、产品或服务定位的差异化程度、渠道选择的成本效益、价格策略的竞争力、促销策略的创新性等。

实施执行：按照制定好的市场进入策略和计划，该家电制造商进行了具体的操作和管理，包括组织架构、人员招聘、培训、激励、流程设计、系统建设、风险控制等。尚普咨询为该家电制造商提供了实施执行阶段的指导和支持，包括协助制定实施计划、提供专业培训、协调相关资源、监督执行进度、解决执行问题等。尚普咨询设定了一些实施执行阶段的KPI，如市场占有率、销售额、利润率、客户满意度、品牌知名度、市场份额等，以衡量市场进入计划的执行情况和达成效果。

效果评估：通过定期或不定期地收集和分析相关数据，尚普咨询对市场进入计划的执行情况和达成效果进行了评估和反馈，及时发现问题和改进点，调整优化策略和措施，提高市场进入效率和效果。尚普咨询设定了一些效果评估阶段的KPI，如市场进入咨询对企业业绩的贡献率、市场进入咨询对企业竞争优势的提升程度、市场进入咨询对企业风险控制的改善程度等，以反映市场进入咨询的总体价值和影响。

经过尚普咨询的专业服务，该家电制造商成功地进入了智能家居领域，实现了业绩增长和竞争优势。该家电制造商对尚普咨询的服务表示了高度的满意和认可，并表示愿意与尚普咨询继续保持合作关系。

Conclusion

市场进入咨询是一种为企业提供在新的市场或拓展新的业务领域的可行性分析、策略规划和实施建议的专业服务。市场进入咨询的效果评估是一种通过设定和衡量相关的关键绩效指标（KPI），来反映市场进入咨询的输入、输出和成果的方法。市场进入咨询的效果评估需要运用一些量化方法和工具，如SWOT分析法、波特五力模型、价值链分析法、财务分析法等，以提高市场进入咨询的科学性和客观性。市场进入咨询的效果评估还需要通过具体的案例分析和经验总结，来验证和优化市场进入咨询的方法和工具。市场进入咨询的效果评估是一种持续性的过程，需要根据不同的情况和需求进行调整和改进，以达到最佳的市场进入咨询效果。

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